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Saco-Indonesia.com — Sebuah Perkembangan ilmu pengetahuan selalu menarik untuk disimak. Penemuan-penemuan baru semakin memudahkan hidup manusia di mana depan. Tampaknya, hasil desain Tashia Tucker juga akan memberikan efek serupa.

Dengan menggunakan teknologi yang dibayangkan oleh Tucker, bangunan di masa depan dapat menggunakan lantai yang mengandung bakteri sintetis. Bakteri ini dapat memakan kotoran dan membersihkan kaki orang yang melintas di atasnya.

Tucker menamai teknologi yang dibayangkannya ini dengan Synthetic Biology: The Future of Adaptive Living Environments. Proyek tersebut mengeksplorasi kemungkinan penggunaan biologi sintetis yang bisa digunakan dalam bidang arsitektur. Teknologi ini bisa menciptakan permukaan "cerdas" mengandung bakteri.
"Saya pikir dalam 10 tahun ke depan, kita akan mulai melihat pengembangan permukaan yang didesain secara biologis di laboratorium. Dalam kurun waktu 15 sampai 20 tahun mendatang, tersedia bagi masyarakat," ujar Tucker.
Sebagai seorang mahasiswa jurusan desain di Universitas Drexel, Philadelphia, Amerika Serikat, Tucker menampilkan simulasi cara kerja permukaan, penutup lantai "cerdas" yang berisi bakteri hasil modifikasi. Tidak hanya mampu memakan kotoran dan membersihkan kaki penggunanya, permukaan ini juga memberikan peringatan jika ada bahan-bahan berbahaya menempel padanya.
"Proyek ini menggunakan fabrikasi digital, proses-mikro, proyeksi video, teknologi game, dan lainnya untuk menstimulasi bagaimana bakteria yang sudah di-hack ini mampu berfungsi sebagai permukaan dan material di masa depan," imbuh Tucker.
Meski masih dalam bentuk simulasi, Tucker mengajak masyarakat dunia membayangkan berbagai kemudahan yang ditawarkan oleh penemuan semacam ini. Ia mencontohkan lantai yang dapat mendeteksi kotoran dan secara otomatis membersihkan kaki penggunanya dari berbagai bahan berbahaya. Bakteri dalam permukaan hasil desain Tucker akan mengeluarkan warna tertentu dan menunjukkan jenis toksin yang menempel di kaki penggunanya.

Dia juga mencontohkan permukaan serupa yang secara khusus didesain bagi permukaan meja dapur. Untuk simulasi ini, Tucker menggunakan permukaan silikon di atas sensor tekan yang dioperasikan oleh Nintendo gaming mat dan dihubungkan dengan prosesor mikro Arduino dan sebuah proyektor.

Permukaan hasil desain Tucker ini akan mengeluarkan warna tertentu yang akan menjadi indikator bagi penggunanya. Misalnya, penggunanya alergi terhadap kacang, maka ketika ada kandungan kacang pada makanan yang diolah di atas permukaan tersebut, bakteri di dalam permukaannya akan berubah warna menjadi kuning.

"Aplikasi ini juga berpengaruh pada industri kesehatan. Rumah sakit, peralatan bedah, dan perlengkapan medis bisa secara visual memberi amaran jika lingkungan di sekitarnya aman dan bersih," ujarnya.
Tucker bahkan membuat dinding responsif dari selulosa. Karyanya ini mendemonstrasikan bagaimana bakteri dapat diprogram untuk merespons gerakan manusia dan membentuk pola tertentu.

Hasil desain Tucker ini adalah sebagian kecil dari produk The Design Futures Lab, sebuah grup penelitian trans-disiplin ilmu yang ada di Westphal College of Media Arts & Design di Drexel University. Principal Investigator, Assistant Professor Nicole Koltick merupakan direktur laboratorium tersebut. Koltick-lah yang menyediakan berbagai visi dan membimbing proyek-proyek di bawah agenda penelitian kohesif.

Jadi, mampukah material cerdas seperti ini memudahkan hidup di masa depan? Tentu saja. Namun, kita semua masih harus menunggu, menurut Tucker, setidaknya 15 sampai 20 tahun mendatang untuk mendapatkan teknologi semacam ini.

Sumber :www.dezeen.com/kompas.com
Editor : Maulana Lee
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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.

Photo
 
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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