Finding Scandal in New York and New Jersey but No Shame
OBAT RADANG TENGGOROKAN TRADISIONAL
saco-indonesia.com, Obat Radang Tenggorokan Tradisional Paling Ampuh. Pernahkah anda merasakan rasa sakit pada tenggorokan, hal ini telah menandakan adanya penyakit pada saluran pernafasan dan salah satu penyebabnya adalah radang tenggorokan. Radang tenggorokan juga sudah tentu sangat menganggu karena sangat terasa tidak nyaman, terlebih jika dibiarkan maka penyakit ini bisa menjadi penyakit yang serius. untuk itu disini saya akan memberikan cara membuat obat radang tenggorokan tradisional dengan bahan alami dan tradisional.
Obat Radang Tenggorokan
Radang tenggorokan ini juga bisa disebabkan oleh virus atau bakteri, disebabkan karena daya tahan yang lemah. Radang tenggorokan ini pada umumnya telah disebabkan oleh bakteri streptococcus. Kondisi ini telah menyebabkan tenggorokan mengalami iritasi, peradangan, suara serak, batuk, gatal dan terasa sakit saat menelan.
Ada beberapa gejala dan tanda tanda umum ketika orang mengalami radang tenggorokan, berikut adalah gejala radang tenggorokan.
Gejala Radang Tenggorokan
Badan terasa lelah
Ada bintik-bintik merah kecil di bagian belakang atap mulut
Kesulitan menelan, bahkan air liur sekalipun
Kelenjar getah bening pada leher membengkak
Tenggorokan terasa sakit
Amandel membengkak dan berwarna merah. Terkadang ada bercak putih dan lapisan nanah pada amandel
Demam tinggi, biasanya lebih dari 38,3 derajat Celcius (101 derajat Fahrenheit)
Perut terasa sakit dan terkadang disertai dengan muntah
Nah diatas adalah gejala umum dari radang tenggorokan, jika anda mengalami gejala diatas ada kemungkinan anda sedang mengalami radang tenggorokan, lantas bagaiaman cara mengobatinya? berikut adalah obat radang tenggorokan tradisional yang terbukti ampuh.
Obat Radang Tenggorokan
1. Menghirup Uap Panas
Menghirup uap juga dapat mengobati radang tenggorokan. Caranya cukup mudah, taruh air panas dalam panci lalu letakkan di depan Anda. Pakailah handuk di kepala untuk mencegah uap menyebar. Hirup uap dari panci tak hanya melalui hidung tapi sesekali juga melalui mulut.
2. Campuran Madu dan Lemon
Cara membuatnya cukup mudah campurkan secangkir air hangat dengan 1 sendok makan lemon dan 1 sendok makan madu. campuran ini ampuh untuk dapat mengobati radang tenggorokan. namun jika anda kesulitan untuk mencari lemon anda bisa menggunakan satu sendok madu tanpa campuran air.
3. Daun Kemangi
Rebus daun kemangi dan minumlah air rebusannya. Atau cukup berkumur dengan air rebusan kemangi akan membuat sakit tenggorokan Anda membaik.
4. Teh jahe
Anda juga bisa menambahkan satu inci potong jahe yang telah dimemarkan kemudian rebus selama dua hingga menit. Lalu, campur dengan teh yang telah Anda buat sebelumnya.
5. Campuran Kunyit, Air, dan Garam
Ini adalah obat rumahan yang sangat efektif untuk dapat menghilangkan rasa sakit pada tenggorokan. Ditambah lagi, bahan-bahan yang diperlukan sangat mudah untuk dicari. Campurkan satu sendok teh garam dan sejumput kunyit dengan 200 ml air hangat kemudian berkumurlah beberapa kali sehari.
6. Bawang Putih
Bawang putih mengandung senyawa yang bernama allicin yang juga merupakan agen pembunuh bakteri. cobalah mengunyah bawang putih agar mengeluarkan senyawa allicin demi mengatasi radang tenggorokan.
7. Jus Buah Belimbing
Buah belimbing telah memiliki khasiat sebagai anti-radang yang bisa digunakan untuk dapat mengobati radang tenggorokan. Caranya ambil 100 gram buah belimbing manis, lalu dibuat jus dan diminum.
Nah demikianlah beberapa obat radang tenggorokan tradisional yang bisa dengan mudah anda buat. dan apabila anda atau keluarga mengalami radang tenggorokan, cobalah membuat obat radang tenggorokan dari bahan diatas. Semoga bermanfaat, Salam.
Editor : Dian sukmawati
sumber : Dropfamous.blogspot.com
How Some Men Fake an 80-Hour Workweek, and Why It Matters
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.
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.