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Kalibrasi Ulang Baterai iPhone
Smartphone makin canggih dan kinclong. Dan juga makin tipis. Untuk bisa setipis yang kamu lihat sekarang, beberapa smartphone mesti bikin pengorbanan: tidak ada lagi tutup baterai, alias baterai tidak bisa diganti. Kebiasaan untuk tidak bisa mengganti baterai, seperti kebiasaan lain-lain, dimulai dari Apple. Kawanku, baterai iPhone tak bisa diganti, sekarang beberapa smartphone lain pun menyusul memasukan baterai kedalam cangkang yang tidak gampang dibuka, diantaranya adalah HTC One, HTC One X, Nokia Lumia 900 series, Sony Xperia Z, Motorola Droid Razr Maxx.


Masalahnya sekarang adalah, gimana kalau baterai iPhone kamu mulai menunjukkan sedikit attitude seperti yang dialami dua orang teman saya? Yup, iPhone juga bisa punya attitude. Yang mereka alami adalah iPhone mereka tiba-tiba mati saat indikator batere masih 35% (dan seorang yang lainnya bahkan 80%).

Kalau kamu lagi mencari gimana caranya biar batere iPhone awet dipake, nanti saya bahas di artikel lain, sementara ini artikel ini hanya akan membahas kasus seperti yang dialami dua kawan tadi.

Yang kedua kawan tadi butuhkan adalah kalibrasi ulang batere. Intinya adalah mensikronkan kembali antara kapasitas real batere dan indikatornya. Caranya adalah sebagai berikut:

1. Gunakan iPhone sampai batere habis dan iPhone mati dengan sendirinya.
2. Charge iPhone sampai penuh 100% tanpa terputus. Ini penting, jangan sampai putus.
3. Setelah penuh, lakukan reset dengan cara tekan dan tahan tombol sleep dan tombol home secara berbarengan hingga muncul logo Apple (acuhkan tanda Swipe to Power Off").
4. Gunakanlah dengan normal hingga baterai habis, perhatikan indikator baterai, seharusnya iPhone akan mati pada saat baterai mencapai antara 0% hingga 3%.

Kalau baterai iPhone anda tidak memperbaiki attitude nya tersebut, mungkin sudah saatnya mempertimbangkan upgrade ke iPhone gerenasi lebih lanjut misalnya iPhone 5. Toh iPhone 5 memang jauh lebih kaya feature, baterai tahan lama, lebih enak dipakai karena layar gede dan ringan, dll. Untuk seluruh model iPhone, silakan cek harga iPhone di sini.

Mungkin PeEr selanjutnya adalah mengamati berapa lama sih sebenernya batere iPhone kamu bertahan dalam satu kali charge, sehari? setengah hari? dua hari? Walaupun memang umur batere sangat tergantung pemakaian kamu, kamu tetap bisa sedikit menghemat batere dengan cara-cara tertentu. Hal ini kita bahas lain waktu.

Kebiasaan tidak bisa ganti baterai sekarang tidak hanya sebatas pada smartphone doang. MacBook Air dan MacBook Pro sekarang pun baterai nya non-replaceable. Dan kelihatannya beberapa ultrabook lain-lain dari Lenovo, Asus dan Acer pun mulai menggunakan trik ini.


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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