Umroh Akhir Ramadhan Lailatul Qodar

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sparepart AC yang telah pernah mengalami kebocoran di pipa pipa biasanya akan dapat menyebabkan pengendapan oli yang ada pada kompresor yang naik ke atas melalu jalur pipa pada indoor Sparepart AC, endapan oil inilah yang dapat menyebabkan sirkulasi pada freon menjadi tidak stabil dan tersendat, walau masalah kebocoran sudah dapat teratasi namun suhu ruangan tidak akan bisa mencapai suhu 20 derajat celcius. Bagaimana cara untuk dapat mengembalikan kondisi Sparepart AC seperti semula?? Dengan cara Flushing, berikut adalah gejala yang terjadi pada AC tersumbat :

    Ukur dengan Manifold gauge, jarum biasanya tidak stabil (tidak menentu)
    Suara terdengar lebih berisik daripada biasanya (suara seperti air yang mengalir) dan pada indoor bila terdapat gejala tersebut segera hubungi Service Sparepart AC, jika dibiarkan begitu saja akan dapat merusak kompresor.

Apa itu Flushing? (mengatasi AC mampet dengan cara membersihkan AC dan jalur pipa yang terhubung pada Indoor)

Cara Flushing AC :
Dengan cara memasang Manifold, Selang Kuning pada pipa yang akan di flushing lalu hubungkan dengan selang berwarna biru pada tabung freon. Gunakan freon R11 untunk mengangkat oli atau kotoran yang mengendap pada jalur pipa, pasang selang merah pada tabung freon R22, buka tabung R11 dan Kran (terbuka penuh) agar R11 dapat mengalir kedalam pipa tersebut, setelah R11 masuk kedalam pipa, kemudian tutup kembali keran dan tabung R11, lanjutkan dengan membuka tabung freon R22 dan keran selang merah untuk mendorong R11, tutup dengan tangan pada pipa besar tekan dengan sangat kuat sampai bertekanan tinggi kemudian lepas dan tutup kembali, oli akan larut dengan R11 (lakukan berulang kali hingga tidak ada sisa freon di R11).Lakukan cara tersebut hingga oli benar benar tidak ada lagi pada jalur pipa.

Flushing Outdoor dengan R11 :
Potong pipa highpress dan lowpress yang terhubung ke kompresor Sparepart AC (demi menghindari R11 untuk masuk kedalam kompresor) kemudian lakukan flushing dengan cara diatas, jangan lupa mengganti Sparepart AC filter dan pipa kapiler dengan yang baru. Setelah AC di flushing Outdoor dan Indoor, pipa yang terhubung diantara keduanya di pasang kembali pada AC sebelum di isi dengan freon. Lakukan vakum pada kompresor agar udara tidak terjebak didalamnya dan akan dapat menyebabkan AC tidak dingin walau sudah di flushing.


Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

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