الجمعة، 10 فبراير 2023
الاثنين، 9 نوفمبر 2015
يساعد الزيتون في فقدان الوزن :
أثبت الأبحاث أن الدهون غير المشبعة الأحادية تشجع علي فقدان الوزن . فأثبتت أنه عند إستهلاك زيت الزيتون يقوم بحرق الدهون في الخلايا الدهنية، وبالتالي يساعد في التخلص من دهون البطن وتقليل الحساسية من الأنسولين .
الأفراد الذين لديهم معدل أعلي لتناول السعرات الحراريةو ولا يستخدموا زيت الزيتون يكونوا أكثر عرضة لزيادة الوزن . وأثبت الأبحاث أن الزيتون يعمل علي زيادة هرمون السيروتونين وهو هرمون الشبع ، وهو ما يجعلنا لا نشعر بالجوع دائماً .
وعند تناول زيت الزيتون بإنتظام لمدة 200 يوم يساعدك في فقدان الوزن وحرق السعرات الحرارية .
فوائد زيت الزيتون عجيبة جدا
**فوائد زيت الزيتون**
v إذا شرب بالماء الحار سكن المغص
v يعالج القولون
v يطرد الديدان
v يفتت الحصى ويصلح الكلى
v الاحتقان به يسكن المفاصل
v يعالج أوجاع الظهر
v يمنع الشيب ويصلح الشعر ويمنع سقوطه
v يقطع العفن ويشد الأعضاء
v الاكتحال به يقلع البياض ويحد البصر
v ينفع من الجرب السلاق
كيف تميز بين زيت الزيتون الأصلي والمغشوش
؟
زيت الزيتون الأصلي يكون له لون أخضر قاتم ويمكن
معرفته باختبار عملي بسيط وسريع كما يلي :
- ضع ملعقة صغيرة من زيت الزيتون على راحة
يدك وفركها باليدين جيداً وبحركة سريعة لمدة دقيقه
تقريباً بعدها شم رائحة زيت الزيتون إذا شعرت بالحرارة
ورائحة قوية في يدك يكون الزيتون أصلي .
قال الرسول ((صلى الله عليه وسلم )):
“كلوا الزيت وادهنوا به"
أقسم الله تعالى في قرآنه العظيم بالزيتون فقال
: ( والتين والزيتون . وطور سينين ) التين 1 – 2
وأوصى رسول الله صلى الله عليه وسلم باستعمال زيت
الزيتون فقال : " كلوا الزيت وادهنوا به فإنه من شجرة مباركة " .
دهش الباحثون حديثا حينما اكتشفوا أن سكان جزيرة
كريت في البحر المتوسط هم أقل الناس إصابة بأمراض القلب والسرطان في العالم أجمع .
ودهشوا أكثر حينما عرفوا أن أهالي جزيرة كريت يستهلكون زيت الزيتون أكثر من أي شعب
آخر ، فحوالي 33 % من السعرات الحرارية التي يتناولونها يوميا تأتي من زيت الزيتون
. فما علاقة زيت الزيتون بذلك ؟ وهل للطب الحديث رأي في هذه العلاقة ؟ وما تأثيراته
على القلب والكولسترول ؟
ماذا يقول أطباء الغرب عن زيت الزيتون ؟
يقول الدكتور " ويليام كاستللي " مدير
دراسة فارمنجهام الشهيرة : " إن هناك زيتا واحدا يتمتع بأطول سجل من سلامة الاستعمال
في التاريخ هو زيت الزيتون . فلقد تناول زيت الزيتون أجيال وأجيال ، وامتاز هؤلاء بصحة
الأبدان وندرة جلطة القلب عندهم . وهذا السجل الحافل بمآثر زيت الزيتون يجعلنا نطمئن
لاستعماله ، ونقبل عليه بشغف كبير " .
ويقول الدكتور " أهرنس " من جامعة كوفلر
بنيويورك : " إننا ندرك تماما أن استعمال سكان حوض البحر المتوسط لزيت الزيتون
كمصدر أساسي للدهون في الغذاء هو السبب وراء ندرة مرض شرايين القلب التاجية عندهم "
تحتفظ الأغذية المقلية بزيت الزيتون بقيمة غذائية
أعلى مقارنة بتلك المقلية بأنواع أخرى من الزيوت.
وتدخل مادتان هامتان جداً في تركيب زيت الزيتون،
وهما فيتامين e وبوليفون
اللتان تعملان معاً. فهما تمنعان تأكسد الأحماض الدهنية مما يقلل من خطر الإصابة بتصلب
الشرايين وبعض أنواع الأمراض السرطانية.
يؤمن زيت الزيتون وقاية جيدة من تجلط الدم وتصلب
الشرايين.
ينشط الكبد والقناة الصفراوية، ويخفض حموضة إفرازات
المعدة ويحميها من الإصابة بالقرحة.
يساعد على الشفاء من أمراض اللثة، ويحافظ على بياض
الأسنان.
يستخدم من قبل الرياضيين لتليين العضلات والمفاصل،
وكذلك من قبل النساء للمحافظة على النعومة الطبيعية، لون البشرة الوردي، وكذلك لنمو
الشعر بشكل أفضل.
غني بفيتامينات a1،
b1 و e ،
والعديد من الأملاح المعدنية.
تنصح النساء الحوامل بتناوله.
يساعد على نمو الأطفال والرضع
يؤخر ظهور عوارض الشيخوخة.
يساهم في جعل الطعام أسهل في الهضم.
ويعتقد بأنه العلاج المثالي للحروق ( بعد مزجه مع
الماء والزيزفون
).
ألم يقل رسول الله صلى الله عليه وسلم : "
ائتدموا بالزيت .. وادهنوا به " ( صحيح الجامع الصغير 18 )
وقد وصف الله تعالى هذه الشجرة بأنها مباركة ، فقال :
(
يوقد من شجرة مباركة زيتونة لا شرقية ولا غربية ) النور : 35
الثلاثاء، 27 يناير 2015
الثلاثاء، 6 مارس 2012
تشجيع السياحة
Good morning to everyone تشجيع السياحة I invite you to visit Egypt. A beautiful atmosphere infused with warmth and good rumor the sun and the Red Sea by the different fish to fishing enthusiasts
الاثنين، 5 مارس 2012
Do Your People Trust You?
When we talk to managers, we often ask, "Do your people trust you?" Most are taken aback. It's not something they're often asked or a question they've even asked themselves.
After some thought, most eventually say something like, "Well, I think so. I hope so. No one's said he doesn't." In fact, as they ultimately admit, they don't really know for sure. It's a question worth asking. Do your people trust you?
Chances are, you don't know for sure, either. If so, that's potentially a problem because your ability to elicit people's best efforts depends on their trust in you — their confidence that they can count on you to do the right thing. Your basic job as a boss is to influence others, to make a difference in what they do and in the thoughts and feelings that drive their actions. Yet, even as the person in charge, the one with authority, you can ultimately influence people only to the extent they are willing to be influenced by you. And that willingness will depend on whether they trust you. Without trust, why should people do what you ask, especially if you're asking something difficult? Why should they accept your judgment? Above all, why would they devote the care and extra effort that quality work requires? As the boss, you can demand compliance but you must earn commitment, and the coin of that realm is trust.
As we explore this topic with managers, we find it's a subject both familiar and unfamiliar.Most people don't know how to think about it constructively. Why?
First, they often don't realize how context-sensitive trust is. Your people certainly wouldn't trust you, say, to do brain surgery on one of their children, and you would find that lack of trust completely understandable. You're not to be trusted in that context. So, when we ask, "Do your people trust you?" we're not asking about people's confidence in you as a person in general — whether, for example, they think you will repay them promptly if you borrow $10. Instead, we're really asking, "Do your people trust you as a boss?" For them to accept you as a boss, they must trust you in that context. When we delve later into the components of trust, you'll see why context is so important.
The second reason most managers feel a little lost when they think about trust is that most of us resist the idea that trust is something you can actively and consciously encourage. To say it can and should be fostered feels manipulative and self-serving. We instinctively distrust the person who exclaims, "Trust me!" We usually don't consider trust an outcome we can or should try to control directly. Sure, if we outright lie, cheat, steal, and fail to keep our word, others will consider us untrustworthy. But most of us don't consistently or purposely behave that way. We try to tell the truth, abide by the rules, honor others' rights and belongings, and if we cannot keep a promise, we explain why. For most of us, that's how we were brought up. It's who we are and so we think of trust as the outcome of simply being who we are. It's only when we occasionally — usually inadvertently — break someone's trust that we worry about it. Otherwise, trust just happens and we think that's how it should be.
But believing as a boss that trust will somehow take care of itself may not work out the way you want. You do need to think about it. And you may need to take conscious steps that make clear to others that you deserve their trust. None of those steps involves dishonesty or manipulation — on the contrary — but they do involve your being explicit about yourself, about what you know, and about the reasons behind your decisions and actions. In other words, it may require that you be more open as a boss than you might personally be inclined to be.
Indeed, the need for such openness may cut against the grain of many managers, especially new managers, who believe that as the boss they're able to take action without having to explain it to everyone involved.
What this means and how you do it will become more clear in the next two blogs, in which we will explore each of the two components of trust — competence and character. For people to trust you as a boss, they must believe you know what to do as a boss. At one time or another, we've all had bosses of whom people said, "He doesn't know the business" or "She doesn't understand what we do." No one would trust you to do brain surgery because you're incompetent in that context.
Character is equally important. It refers to your intentions — what you're trying to do, your goals and values as a boss. If, for example, people think you're only out for yourself, driven by blind ambition, and don't care about them, the group, or the work, they will distrust your character, no matter how much you know. You need competence and character both to earn your people's trust.
In the next blog, we'll explore competence, what it means to "know" as a boss and what you can legitimately do to demonstrate competence. (No, it doesn't mean you're supposed to be the expert.) And in the blog after that, we'll delve into character, a much more elusive concept that obviously can vary greatly with the context. But we'll try to say some constructive things about it, and how you can foster it, that apply broadly.
Don't take trust for granted, or believe it just happens, because virtually all you do as a boss begins with people's trust in you.
After some thought, most eventually say something like, "Well, I think so. I hope so. No one's said he doesn't." In fact, as they ultimately admit, they don't really know for sure. It's a question worth asking. Do your people trust you?
Chances are, you don't know for sure, either. If so, that's potentially a problem because your ability to elicit people's best efforts depends on their trust in you — their confidence that they can count on you to do the right thing. Your basic job as a boss is to influence others, to make a difference in what they do and in the thoughts and feelings that drive their actions. Yet, even as the person in charge, the one with authority, you can ultimately influence people only to the extent they are willing to be influenced by you. And that willingness will depend on whether they trust you. Without trust, why should people do what you ask, especially if you're asking something difficult? Why should they accept your judgment? Above all, why would they devote the care and extra effort that quality work requires? As the boss, you can demand compliance but you must earn commitment, and the coin of that realm is trust.
As we explore this topic with managers, we find it's a subject both familiar and unfamiliar.Most people don't know how to think about it constructively. Why?
First, they often don't realize how context-sensitive trust is. Your people certainly wouldn't trust you, say, to do brain surgery on one of their children, and you would find that lack of trust completely understandable. You're not to be trusted in that context. So, when we ask, "Do your people trust you?" we're not asking about people's confidence in you as a person in general — whether, for example, they think you will repay them promptly if you borrow $10. Instead, we're really asking, "Do your people trust you as a boss?" For them to accept you as a boss, they must trust you in that context. When we delve later into the components of trust, you'll see why context is so important.
The second reason most managers feel a little lost when they think about trust is that most of us resist the idea that trust is something you can actively and consciously encourage. To say it can and should be fostered feels manipulative and self-serving. We instinctively distrust the person who exclaims, "Trust me!" We usually don't consider trust an outcome we can or should try to control directly. Sure, if we outright lie, cheat, steal, and fail to keep our word, others will consider us untrustworthy. But most of us don't consistently or purposely behave that way. We try to tell the truth, abide by the rules, honor others' rights and belongings, and if we cannot keep a promise, we explain why. For most of us, that's how we were brought up. It's who we are and so we think of trust as the outcome of simply being who we are. It's only when we occasionally — usually inadvertently — break someone's trust that we worry about it. Otherwise, trust just happens and we think that's how it should be.
But believing as a boss that trust will somehow take care of itself may not work out the way you want. You do need to think about it. And you may need to take conscious steps that make clear to others that you deserve their trust. None of those steps involves dishonesty or manipulation — on the contrary — but they do involve your being explicit about yourself, about what you know, and about the reasons behind your decisions and actions. In other words, it may require that you be more open as a boss than you might personally be inclined to be.
Indeed, the need for such openness may cut against the grain of many managers, especially new managers, who believe that as the boss they're able to take action without having to explain it to everyone involved.
What this means and how you do it will become more clear in the next two blogs, in which we will explore each of the two components of trust — competence and character. For people to trust you as a boss, they must believe you know what to do as a boss. At one time or another, we've all had bosses of whom people said, "He doesn't know the business" or "She doesn't understand what we do." No one would trust you to do brain surgery because you're incompetent in that context.
Character is equally important. It refers to your intentions — what you're trying to do, your goals and values as a boss. If, for example, people think you're only out for yourself, driven by blind ambition, and don't care about them, the group, or the work, they will distrust your character, no matter how much you know. You need competence and character both to earn your people's trust.
In the next blog, we'll explore competence, what it means to "know" as a boss and what you can legitimately do to demonstrate competence. (No, it doesn't mean you're supposed to be the expert.) And in the blog after that, we'll delve into character, a much more elusive concept that obviously can vary greatly with the context. But we'll try to say some constructive things about it, and how you can foster it, that apply broadly.
Don't take trust for granted, or believe it just happens, because virtually all you do as a boss begins with people's trust in you.
الأحد، 4 مارس 2012
أحياكم تحية الإسلام ( السلام عليكم ورحمة الله وبركاته )
ولدى إعلان هام لأخوانى لمن يرغب بالاستثمار في بلادي الجميلة لدى قطعة ارض 3 فدان مزروعة بالزيتون وهى شجرة مباركة
وبها معلف يكفى لاثني عشرة رأس فقط ومحاطة بالسور وسعر مغرى جدا وهو 65إلف للفدان تبعد عن القاهرة 90 كيلو بها مياه وكهرباء
لأتحتاج إلى شي بها سكن العمال واستراحة للمالك.
وممكن تعمل مزرعة لتربية الأسماك।
للتواصل 0201002115065
0201000079901
فى حب مصر
Good morning to everyone تشجيع السياحة I invite you to visit Egypt. A beautiful atmosphere infused with warmth and good rumor the sun and the Red Sea by the different fish to fishing enthusiasts
الاشتراك في:
الرسائل (Atom)