History of the First Clocks

It wasn’t until somewhat recently—at least in terms of human history—that people felt the need to know the time of day. Great civilizations in the Middle East and North Africa first initiated clock making some 5,000 to 6,000 years ago.  With their attendant bureaucracies and formal religions, these cultures found a need to organize their time more efficiently. The Elements of a Clock   All clocks must have two basic components:  They must have a regular, constant or repetitive process or action by which  to mark off equal increments of time. Early examples of such processes include the movement of the sun across the sky, candles marked in increments, oil lamps with marked reservoirs, sandglasses or hourglasses,† and, in the Orient, small stone or metal mazes filled with incense that would burn at a certain pace. Clocks must also have a means of keeping track of the increments of time and be able to  display the result. The history of timekeeping is the story of the search for ever more consistent actions or processes to regulate the rate of a clock. Obelisks   The  Egyptians were among the first  to formally divide their days into parts resembling hours. Obelisks—slender, tapering, four-sided monuments—were built as early as 3500 BCE. Their moving shadows formed a kind of sundial, enabling citizens to partition the day into two parts by indicating noon. They also showed the years longest and shortest days when the shadow at noon was the shortest or longest of the year. Later, markers were added around the base of the monument to indicate further time subdivisions. Other Sun Clocks   Another Egyptian shadow clock or sundial came into use around 1500 BCE to measure the passage of hours. This device divided a sunlit day into 10 parts, plus two twilight hours in the morning and evening. When the long stem with five variably spaced marks was oriented east and west in the morning, an elevated crossbar on the east end cast a moving shadow over the marks. At noon, the device was turned in the opposite direction to measure the afternoon hours. The merkhet, the oldest known astronomical tool, was an Egyptian development around 600 BCE. Two merkhets were used to establish a north-south line by lining them up with the Pole Star. They could then be used to mark off nighttime hours by determining when certain other stars crossed the meridian. In the quest for more year-round accuracy, sundials evolved from flat horizontal or vertical plates to forms that were more elaborate. One version was the hemispherical dial, a bowl-shaped depression cut into a block of stone that  carried a central vertical gnomon or pointer and was scribed with sets of hour lines. The hemicycle, said to have been invented around 300 BCE, removed the useless half of the hemisphere to give an appearance of a half-bowl cut into the edge of a square block. By 30 BCE, Roman architect Marcus Vitruvius could describe 13 different sundial styles in use in Greece, Asia Minor, and Italy. Water Clocks   Water clocks were among the earliest timekeepers that did not depend on the observation of celestial bodies. One of the oldest was found in the tomb of Amenhotep I who was buried around 1500 BCE. Later named clepsydras or water thieves† by the Greeks who began using them around 325 BCE, these were stone vessels with sloping sides that allowed water to drip at a nearly constant rate from a small hole near the bottom.   Other clepsydras were cylindrical or bowl-shaped containers designed to slowly fill with water coming in at a constant rate. Markings on the inside surfaces measured the passage of hours as the water level reached them. These clocks were used to determine hours at night, but they may have been used in daylight as well. Another version consisted of a metal bowl with a hole in the bottom. The bowl would fill and sink in a certain time when placed in a container of water. These are still in use in North Africa in the 21st century.   More elaborate and impressive mechanized water clocks were developed between 100 BCE and 500 CE by Greek and Roman horologists and astronomers. The added complexity was aimed at making the flow more constant by regulating the pressure of the water and at providing fancier displays of the passage of time. Some water clocks rang bells and gongs. Others opened doors and windows to show little figures of people or moved pointers, dials, and astrological models of the universe. The rate of flow of water is very difficult to control accurately, so a clock based on that flow could never achieve excellent accuracy. People were naturally led to other approaches. Mechanized Clocks   A Greek astronomer, Andronikos, supervised the construction of the Tower of the Winds in Athens in the first century BCE. This octagonal structure showed both sundials and mechanical hour indicators. It featured a 24-hour mechanized clepsydra and indicators for the eight winds from which the tower got its name. It displayed the seasons of the year and astrological dates and periods. The Romans also developed mechanized clepsydras, but their complexity accomplished little improvement over simpler methods for determining the passage of time. In the Far East, mechanized astronomical/astrological clock making developed from 200 to 1300 CE. Third-century Chinese clepsydras drove various mechanisms that illustrated astronomical phenomena. One of the most elaborate clock towers was built by Su Sung and his associates in 1088 CE. Su Sungs mechanism incorporated a water-driven escapement invented around 725 CE. The Su Sung clock tower, over 30 feet tall, possessed a bronze power-driven armillary sphere  for observations, an automatically rotating celestial globe, and five front panels with doors that permitted the viewing of changing manikins which rang bells or gongs. It held tablets indicating the hour or other special times of the day.

Inclusion and Equality - 2697 Words

Task 1 Explain briefly what is meant by the terms equality, diversity and inclusion. Write your answers in the boxes below: |Diversity |The difference between individuals and groups in society e.g cultures and religion | |Equality |To see each child as an individual and help them achieve what they are good at | |Inclusion |Identifying understanding and breaking down barriers to participation and belonging | Task 2 Each of the scenarios below involves some kind of discrimination. What do you think will be the consequences of the discrimination if nothing is done†¦show more content†¦| | | |SC2 A2: Inclusion |AC: 1.3 | | |FS: ICT: Developing, | | |presenting and | | |communicating information | Task 1 Read Principles into Practice card 1.2 from your setting’s EYFS pack. Now fill in the blanks in this paragraph using words from the box below. Inclusive practice means promoting the development of all children, whatever their background, race, gender or ability . Inclusive practice means ensuring that they and their families feel included, , motivated and empowered. It also involves good anti-discriminatory practice where equality issuesShow MoreRelatedEquality Diversity Inclusion1538 Words   |  7 Pages1.1 Explain what is meant by. Equality Equality is treating people fairly and making sure that everyone is given a fair chance and that their individual needs are met. It’s about giving all sections of the community equal access to employment, education and other services that are provided whilst valuing and respecting them. Recognising that different sections of the community require specific measures to make sure they receive equality. Recognising how and why some groups are underrepresentedRead MoreEquality, Diversity and Inclusion.1136 Words   |  5 Pagesdiversity is much more than just a new word for equality. 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In reference to Organization Culture of Singapore †Free Samples

Question: Discuss About In Reference To Organization Culture of Singapore? Answer: Introduction: Corporate culture or organization culture, embraces the experiences, attitudes, values beliefs of the organization. It can be described as the comprehensive assortment of norms values which are shared by groups individuals in the company and that controls the way they interact with investors outside the organization with each other. It denotes to a system of shared meaning held by members which differentiates one business from another. Organization values are the ideas beliefs about what type of goals should be pursued by the members of the organization ideas about the suitable kinds or standards of behavior employees of the organization must use to attain these objectives. Organization expectations, guidelines or norms are developed from these organization values which recommend types of behavior by personnel in specific circumstances govern the behavior of the employees of the organization towards each other (Argyris, 2014). Literature Review Organization culture is primarily used to state to a system of shared meaning. In any of the companies, there are patterns or systems off symbols, practices, values myths which have grown over the period. These shared values regulate as to how they see respond to their surroundings. When challenged with a problem, the culture of the organization confines what the manager can do by advising the correct way to solve, analyze, define conceptualize the problem (the way we do things in the organization). Senior management might try to define the corporate culture. They might desire to levy corporate standards of behavior values which precisely imitate the organizational objectives. Moreover, there might be an existing internal culture within the employees. Work groups inside the organization have their own connections behavioral flukes that, to a level impact the complete system. Task culture can be imported. For instance, IT technicians would have language, behavior expertise expanded individualistically of the organization; however their presence can impact the organization culture as a whole. Though presently we do not have any specified method of measuring the culture of an organization, primary research proposes that analysis of the culture can be done by measuring how an organization rates in 10 characteristics. These have been recognized as: Direction: The degree to which the organization creates clear performance objectives expectations (Beauchamp Bowie, 2007). Individual initiative: The degree of independence, freedom responsibility which an individual has. Integration: The degree to which units within the company are exhilarated to function in a harmonized way. Risk taking innovation: The extent to which workforces are fortified to be risk seeking, innovative aggressive. Identity: The degree to which the personnel of the organization are identified within the company as a whole instead of a particular work group. Support from management: The degree to which the manager in the organization provides the support, assistance communication to their juniors. Communication pattern: The extent to which communication of the organization are limited to formal hierarchy of authority. Control: The amount of regulations rules the supervision is applied to control supervise the behavior of employees. Conflict tolerance: The degree to which personnel are motivated to air criticism conflicts openly (Frank Fahrbach, 2009). Reward system: The extent to which reward distributions are grounded on the criteria of performance of employees in distinction to favoritism, superiority so on. Though the culture of the organization has common properties, sub cultures cannot be over looked. A Dominant Culture states the core values which are pooled by major set of employees of the organization. It is this macro concept which gives a distinct personality to the organization. Subcultures are inclined to be developed in large companies to reveal the common problems, experiences or situations that employees face. It will comprise of core values of the leading cultures in addition to supplementary values to each person. Culture compels choices by communicating to managers which practices are not acceptable in the organization which are acceptable (Jassawalla Sashittal, 2002). Geert Hofstede Organizational Culture Theory Greet demonstrated that there are regional national cultural groups which impacts the organizational behavior. He identified 5 dimensions of culture in the study of national influences that are: Power distance: The degree to which a society believes there to difference in the power levels. An individual scoring high reflects there is anticipation that few people exercise large volume of power than the other individuals. An individual scoring low signifies the sight that there are equal rights among all the individuals. Uncertainty Avoidance: It signifies to which a society accepts risks uncertainties. Collectivism v/s Individualism: Collectivism is compared with individualism denotes to the extent which individuals are projected to stand up for themselves or otherwise act primarily as an affiliate of the organization or group. But the current studies haw reflected that low individualism might not essentially mean high collectivism vice versa. Studies show that the 2 conceptions are essentially discrete. Some culture individuals may have both high collectivism high individualism, for instance, somebody who extremely values duty to their group doesnt essentially deliver a low importance to self-reliance personal freedom. Femininity v/s Masculinity: It states the value place on traditionally female or male values. A male value for instance comprises assertiveness, competitiveness, ambition the accretion of material wealth possessions. Short term v/s long term orientation: It states the time horizon of the society or the significance attached to the future v/s present past. In long term focused societies, persistence thrift are of higher value; societies orienting on short term, value for tradition exchange of favors gifts are more respected. Eastern nations incline score particularly more here, with a low score in Western nations the less established nations very low; Pakistan sores lowest China highest (Goffee Jones, 2006). Organizational Culture Elements Johnson defined a cultural web, recognizing numeral elements which can be used to influence or define the culture of the organization: The Paradigm: what an organization do; what it is about what are its values mission. Myths Stories: Builds up about people events, delivers a message regarding what values what not values inside the organization. Symbols: These comprise of organizational design logos, but also encompasses to symbols of power like parking spaces executive washrooms. Routines Rituals: Management meetings, annual reports, board meeting so on might become more of a habit then essential. Control Systems: The practices in place to observe what is happening in the organization. Role cultures will have massive rule books. More dependency would be there on individualism in a power culture. Power Structures: Who the decision maker is, how usually the power is spread on what the power is grounded on. Structure of Organization: Hierarchies, reporting lines the way the work flows all over the organization (Deal Kennedy, 2000). These fundamentals might overlap. Power structure might depend on the control systems that might exploit the very rituals which produce stories and which might not be correct (Argyris, 2014). Critical Commentary Strong Culture v/s Weak Culture It is said that strong culture in the organization exists when workers respond to stimulus since they have an alliance to the organizational values. Whereas, weak culture subsists when there is a little or no alliance with the values of the organization control needs to be implemented through wide bureaucracy procedures (Ting, Gao Trubisky, 2001). When the culture of the organization is strong, personnel perform things, as they trust it is the correct thing to perform. There is a risk of another spectacle i.e. Groupthink, which can be described as an easy fast method to state to a mode of thinking that individuals involve when they are intensively involved in a unified in group, when the employees strivings for harmony dominate their motivation to convincingly assess alternatives of action. This is a situation where people, even though they have diverse thoughts, do not challenge the thinking of the organization hence there is a compact capacity for thoughts which are innovative. This might happen, for instance, where the dependency is high on a central charismatic figure in the company, of where there is a passionate belief in the values of the corporation or also in groups where there is a friendly climate, which makes it the base of their identity. Actually, groupthink is very mutual, it takes place every time and in most of the groups. Affiliates which are rebellious are mostly viewed as or turned down as a negative stimulus by the remaining group, as they bring conflict through dependency on traditional procedures (Cox, 2001). Innovative organizations require persons that are equipped to challenge the status quo, be it bureaucracy or groupthink, also require measures to impose new ideas efficiently. Whether the culture of the organization is weak or strong or somewhere in middle relies on the factors like organization size, how long its been there, how much there has been the turnover among the staff members, the strength with which the culture was invented. National Culture v/s Organizational Culture According to the studies conducted, national culture has a great influence on employees instead of the organization culture. German employees at IBM facility in Munich, hence, will be more prejudiced by the German culture instead of the culture of IBM. The previous conclusion, i.e., national culture is much more significant in shaping the behavior of the employees rather than the culture of the organization, has to be fit to replicate the self-selection that drives on at the stage of hiring. A British MNC, for instance, is likely to be less anxious with hiring the typical Italian for its operations in Italian project than in hiring an Italian who fits with the way of organization to do things. We should believe, hence, that the selection process of employees will be used by the MNCs to hire find job candidates who are good fit with their dominant culture of the organization, even though such candidates are slightly a typical member of their country (Shabir, 2011). Evidence Singapore Organization Culture Even though Singapore is a tiny dot in the Worlds may, but it is one of the freest economies of the world. The Singaporean employees are ranked high in international surveys of the WEC (World Economic Forum), PERC (Political Economic Risk Consultancy), BERI (Business Environment Risk Intelligence) IMD (International Institute of Management Development). In these surveys, Singapore has taken the first position in labor force, labor market, labor market efficiency human resources. Working Singaporean Way The work culture of Singapore is an exclusive combination of Western Asian cultural influence. The country is often entitled as the place where west meets the east. These cultural themes bring about unwritten cultural regulations rules that administer the way people of Singapore act at their workplace. The non-interventionist handled by the government of Singapore delivers a relaxed environment for cultural propensities to dominate (Gregory, 2003). Huge sized Western MCSs are situated in Singapore will frequently display primarily the western style work culture while mainstream of the private companies local government would have larger effect of traditional Asian culture in the environment they work. Local firms are mostly prejudiced buy cultural appearances, i.e. long term orientation, collectivism, high uncertainly avoidance high power distance (Schein, 2015). Singapore has a chiefly strict attitude towards life, marked by distinct social lines clear structure of authority (Sadri Lees, 2001). Hierarchical Relationship Most of the local firms in Singapore have substantial impact of the Chinese traditional values, which make up 76.7% of population in Singapore. In relationships, this interprets into a culture that is high in power distance, where individuals at the junior level will accept the status of their subordinates value formal hierarchical authority. Individuals rarely openly question the superiors decision or disrupt chains of command. Whereas in Singapore MNCs, at each level, they have less power distance. Top management usually would be more eager to share their decision making authorities with their subordinates to leave definite latitude for disagreement (Schein, 2014). Below guidelines can be followed in Singapore to conform to hierarchical relationships: Treat superiors employees with extreme respect Abstain from calling the employer by their first names (Brown, 2008). Practice the working hours that is to arrive before the boss arrives leave after he leaves Collectivism In a traditional work culture, individuals admire innovation, personal accomplishment, industrial heroes autonomy. The personal accomplishment is greatly appreciated, any person with an utmost capability will gin the best grains in an organization. Becoming creative progressive will be esteemed by this culture (Martin, 2000). In distinction, mainstream of local firms of Singapore people their practice group centeredness, which is the traditional value of organization between members of the group to sustain harmony in the group. The major means of achieving the goals in a workplace are seen as group efforts team work. Anti-group centeredness behaviors like disagreeing with the decision of the group, putting want of an individual above the needs of the group conceited about efforts of individual. This culture of collectivism has an inclination to share rewards work together more than to endeavor for recognition as an individual; helping each other, responsibilities sharing learning from one another. The Singapores younger generation reflects more individualistic traits than the elder generation (Argyris, 2010). It would be wise for an individual working in Singapore to refrain from engaging in anti-group centered behaviors like: Communicating about efforts of individual to finish a task, even though the task was completed by you. Even if there is a sound reasons for your decision, do not disagree with the decision of the group, it is advisable to adhere majority wins policy (Baron Greenberg, 2011). Rules, Rules Rules The working culture of Singapore pursues rules suitable to all situations as faced to instinctual universal principles. The country is little prominent for having very strict rules for entire things. Mainstream of the local organizations do not really need too many workers running nearby with numerous crazy ideas, nor do they require unfocused destructions of the main business managed by over passionate businesspersons. Often it is believed that most of the people of Singapore cant innovate as they are trained to become followers instead of producers generating creative ideas. In the name of creativity, workers might sometimes be stimulated to be as creative as possible, but by tones of restrictions limits (Assael, 2009). While the concept of nurturing discerning few innovators the remaining people to be the followers worked stunningly for the preliminary growth of Singapore, the state-city has currently recognized that for competing in the new global economy, it requires to sprinkle the creativity seeds more extensively between the population of the country. Numerous initiatives are being implemented at all levels, however it will not going to change in a single and sould possibly be a gradual slow procedure (Armstrong, 2006). Hours of Working Most Singaporean corporations have moved there schedule from six to five days per week. Thats particularly factual for the multinational corporations the organizations engaged in white color jobs. The normal hours of working are between 40-44 hours a week. But depending on the workload individuals might end up spending more hours per week. Usually there is a break of to 1 hour. Over time is not valid to maximum of the jobs at managerial professional position (Alvesson, 2002). If there is applicability of overtime to the job, it is one and half hour times of the basic hourly rate. Pay for work done on normal off days or on holidays is two and half times of the normal pay. If the job is covered under the employment act, the worker cant be asked to work for higher than 12 hours as per the employment act (Jarnagin Slocum, 2007). Multiple Cultures- Multiple Ethnicities Though it may be right that some people of Singapore (particularly the modern younger ones), might not completely practice traditional values of group centeredness of Singapore, valuing hierarchical relationships. People working in Singapore are advised to understand learn the behavioral patterns of the Chines, Malays Indians for single reason: the mainstream of people in Singapore working still reserves the traditional values, irrespective of how moern they look (Denison, 2010). Chinese Culture: The traditional values of Chinese, which make up to 74.7 percent of population of Singapore, are mainly based on respect particularly for hierarchical relationships. In order to respect the traditional values of Chinese, Chinese workers: Perform introductions in order for superiority: Even though the juniors are at the upper position than a senior person in terms of age, make sure of practicing this when presenting your team to another in future. Call employers superiors Mrs./ Miss/Mr. followed by their last names. Make sure to ask the coworkers to which names they prefer themselves to be called with also make sure to take clarity by which name they wish to be called with (Lim, 2015). Mayan Culture: Maximum of the Malays, which make up 14.7 percent of population of Singapore, are Muslims therefore traditional values of them are closely entangled with Islamic values. In valuing traditional values Islamic/Malay values, Muslim/Malay workforces: Abstain to have close contact with the person of opposite sex: So completely no hugging, kissing, handshaking Muslim/Malay coworkers of the opposite sex. A smile will be enough. During office hours perform short prayers: Mostly, Muslim employees are permitted to do their prayers in the separate places in the office. These everyday prayers usually take place between 1-4 pm. The male Muslim colleagues are mostly permitted to take longer breaks for lunch on Fridays to make the congregational prayers in the mosque. Consuming non halal products should be avoided, i.e. drinks foods when Muslim colleagues are accompanying you (Schein, 2010). Conclusion This essay has improved the understanding of the role of culture in the effectiveness of the organization. Culture was found to influence diversity of performance processes in an organization. However, further research needs to be conducted in this area; this report has established the power of culture in inducing the performance of the company. The culture of the organization also supports strategy, policies mission of the organization to achieve their goals. The essay has also reflected that culture of the organization is related with the attitude towards the organizational change. Therefore the organizational culture plays a significant role is effective in various ways to attain organizational success. References Alvesson, M. (2002). Understanding Organizational Culture. UK: Sage Publication Limited. Argyris, C. (2010). Overcoming organizational defenses: Facilitating organizational learning. Needham Heights, MA: Allyn Bacon. Argyris, C. (2014). Integrating the individual and the organization. New York: Wiley. Argyris, C. (2014). Personality vs. organization. Organizational Dynamics, 3 (2), 317. Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10th ed., Kogan Page, London and Philadelphia, PA. Assael, H. (2009). Constructive role of interorganizational conflict. Administrative Sci-ence Quarterly, 14, 573582. Baron, R. A., Greenberg, J. (2011). Behavior in organizations: Understanding and managing the human side of work (3rd ed.). Needham Heights, MA: Allyn Bacon. Beauchamp, T. L., Bowie, N. E. (Eds.). (2007). Ethical theory and business (5th ed.). Upper Saddle River, NJ: Prentice-Hall. Brown, A. (2008). Organizational Culture. 2nd ed. UK: Pearson Education Limited. Cox, T. J. (2001). The Multicultural Organization. The Executive , 5 (2), 34-47. Deal, T. E. Kennedy, A. A. (2000). Corporate Cultures: The Rites and Rituals of Corporate Life 2nd ed. USA: Addison Wisley. Denison, D. (2010). Corporate Culture and Organizational Effectiveness. John Wiley Sons: New York. Denison, D. R., Mishra, A. K. (1995). Toward a Theory of Organizational Culture and Effectiveness. Organization Science , 6 (2), 204-223. Frank, K. A., Fahrbach, K. (2009). Organization Culture as a Complex System: Balance and Information in Models of Influence and Selection. Organization Science , 10 (3), 253-277. Goffee, R. Jones, G. (2006). What Holds the Modern Company Together. Harvard Business Review, 74, (6), 133-148 Gregory, K. L. (2003). Native-View Paradigms: Multiple Cultures and Culture Conflicts in Organizations. Administrative Science Quarterly , 28 (3), 359-376. Jarnagin, C. Slocum, J. W. Jr. (2007). Creating Corporate Cultures through Mythopoetic Leadership. Organisational Dynamics, 36 (3), 288-302. Jassawalla, A. R., Sashittal, H. C. (2002). Cultures That Support Product-Innovation Processes. The Academy of Management Executive (1993) , 16 (3), 42-54. Lim, B. (2015). Examining the Organizational Culture and Organizational Performance link. Leadership and Organizational Development Journal, 16 (5), 16-21. Martin, P. (2000). Organizational Culture and Identity. London: Sage Publication Limited. Sadri, G., Lees, B. (2001). Developing corporate culture as a competitive advantage. Journal of Management Development , 20 (10), 853-9. Schein, E. (2015). Organizational Culture and Leadership. Jossey Boss Limited. Schein, E. H. (2010). Organizational culture. American Psychologist, 45, 109119. Schein, E. H. (2014). Organizational Culture and Leadership. 3rd ed. USA: John Wiley and Sons Inc. Schein, E. H. (2009). The Corporate Culture: Survival Guide. 4th ed. USA: John Wiley and Sons Inc. Schien, E. H. (2004). Organizational Culture and Leadership. 3rd ed. USA: Jossey-Boss Limited. Shabir Ahmad Wani, (2011), Impact of Organizational Culture On Employee Motivation. Scribd.com. (Accessed 16/08/2011). Ting-Toomey, S., Gao, G., Trubisky, P., Yang, Z., Kim, H. S., Lin, S.-L., Nishida, T. (2001). Culture, face maintenance, and conflict styles of handling interpersonal conflict: A study in five cultures. International Journal of Conflict Management, 2, 275296.

The Conditions of Hindu and Islamic Women in Medieval India

Introduction The status or condition of women in India has undergone a lot of transformation over time. Before the medieval age, there was the Vedic period, period of the epics, and period of Jainism and Buddhism among others. To fully explore the condition of Hindu women in the medieval age, it is necessary to understand their status during the previous age in order to know whether or not they were more constrained.Advertising We will write a custom essay sample on The Conditions of Hindu and Islamic Women in Medieval India specifically for you for only $16.05 $11/page Learn More Hindu Women in Ancient India In the Vedic Period for example, women were more liberal: they could take part in most activities of religion, they could choose marriage partners, the girls could participate in education etc (Module-V 3). There was almost some sense of equality between both genders at this time. The wives of Mahabharata and Ramayana, Sita and Draupadi respectively , are the other two greatly emulated women in India (Module-V 3). Jainism and Buddhism brought significant constraints with it. For instance: confinement of women, domination of the male’s in home responsibility and now family lineage was specifically traced to them, education for girls decreased, marriage age was lowered (Module-V 4). The age of Dharmashastras saw the exclusion of women in the social circles, the idea that they were inferior became much more popular and codes of conduct were introduced for women which led to severe punishment if any was broken (Module-V 5). During these periods, women’s freedom was almost negligible. With the coming of the Islam, some presumed there would be some sort of relief in vain. Women in Medieval India This period is hugely associated with the introduction of Islam in India (Module-V 6). The major effect that was felt widely was the introduction of the â€Å"purdah† (Notes 1). Other effects in summary include: early mar riage of the girls, introduction of the dowry system, sati (which refers to self-immolation of a widow), and the purdah also referring to â€Å"remaining indoors† (NATRSS 1). Similarities of Hindu and Muslim Women in Medieval India The political involvement of both Hindu and Muslim women is a common feature they shared in the medieval period. Examples of Muslim women who took leadership roles include: Raziyyah, who although was assassinated, â€Å"she appeared in public without a veil and wore a man’s robe†, Nur Jahan; she was a controversial yet powerful image, who acted on behalf of her husband (Notes 6). As for Hindu women, Queen Rudrama Devi and Queen Rani Lakshmi are some examples (Notes 7). Another similarity lies in purdah. Purdah had two meanings to both women: one was wearing of veils as attires and two â€Å"physical seclusion in a house† (Notes 2). The Hindu adapted this culture with the sole purpose of wanting to protect their women from the M uslim men who had their women covered (Notes 1).Advertising Looking for essay on asian? Let's see if we can help you! Get your first paper with 15% OFF Learn More In the physical seclusions women got engaged in different activities which included: â€Å"sexual relationships, reproduction of the family, socialization of children and daughters-in-law and management of the household† (Notes 3). It was an avenue for them to â€Å"exercise power† and for the Muslim women especially would also contribute ideas in making policies (Notes 4). Religious practices offer another common ground for the Hindu and Muslim women. The Hindu women found solace in the â€Å"Bhakti† movement also referred to as â€Å"devotional Hinduism† (Notes 9). Lord Krishna emphasised â€Å"the approach to God through pure love† (Notes 9). The Muslim women on the other hand had their own movement called â€Å"Sufism†- which emphasised â€Å"the need for direct union with God† (Notes 11). Women from both divides would make pilgrimages to â€Å"dargahs† to get help concerning â€Å"infertility or family disputes† (Notes 12). Differences of Hindu and Muslim Women in Medieval India One of the major differences was in the physical seclusion. Hindu – The women had to keep their physical distance from the males, those they were related to or not i.e. fathers-in-law, older brothers-in-law. They were also secluded from older females. This practice was more common to the higher class in the society, but in the medieval period, it was extended even to the loser classes (Module-V 6). Muslim: Physical distance was maintained towards the â€Å"non-related males† (Notes 2). Another difference was concerning the marriage of widows. Muslim did not oppose the marriage of widows or look down on them. This was clearly illustrated by Emperor Jahangir who married Nur Jahan, who was also his â€Å"political adviser† (Not es 5). Hindu: The widow would even self-immolate on their husband’s pyre a practice which was referred to as sati (NASTRR 1). Divorce was also a distinguishing factor between the two groups. Muslim: The women could also divorce their husbands in accordance with the â€Å"Sharia law† (Module-V 7). Hindu: Only the man is allowed to divorce their wife. Conclusion The Hindu women are said to have undergone even worse treatment during the medieval time. The only positive aspect which was associated with the way the Indians women were treated was that they were allowed to participate in politics. However, in general the Indian women were generally secluded and this made even their participation in political affairs difficult.Advertising We will write a custom essay sample on The Conditions of Hindu and Islamic Women in Medieval India specifically for you for only $16.05 $11/page Learn More Works Cited Module-V. Status of Women in Indian Society. Course, n.d. Web. NATRSS. National Academy for Training and Research in Social Security. Status of Women in India, n.d. Web. Notes. Spread of Islam in South Asia, 1000-1700. Class Notes, n.d. Print. This essay on The Conditions of Hindu and Islamic Women in Medieval India was written and submitted by user Vertigo to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Work in Industrial Revolution essays

Work in Industrial Revolution essays During the later half of the 1700s, our country was going through some amazing changes. These changes did not involve politics, but they would eventually lead to some political policies the United States would soon pass. But these changes centered around economics and a new way of business in the U.S. They would also bring a new way of life for the middle and lower classes. These changes are no referred to as the Industrial Revolution, and it brought forth a new way of producing goods. It changed the face of our nation from and agricultural emphasis to one of industry and mass production of processed goods. This in turn changed how the country would look at work places and how workers were treated. Great Britain gave birth to this whole concept of industry while it was also the strongest power in the modern world. This was a revolution that could first only be started by a very powerful country. The U.S., France, and Germany would soon follow in the footsteps of Great Britain. With the introduction of this new huge concept, new problems would have to be tackled. Some of these problems concerned the work force (Giljie). One of the most famous technological advancements was that of steam power, and more exact, the steam engine. The world was also finding methods of fuel for energy, such as coal and petroleum. This revolutionized many industries including textiles and manufacturing. Also, a new communication medium was invented called the telegraph. This made communicating across the ocean much faster (Giljie). Though technology was thriving, it was at the cost of the socioeconomic status of the general population, which was falling. One consequence was the birth of large cities with massive housing. Many people were driven to the cities to look for work. In turn, they ended up living in the cities that could not support them. This new revolution also brought forth the idea of a materialistic society, which we still hav...

Probabilities for Rolling Three Dice

Probabilities for Rolling Three Dice Dice provide great illustrations for concepts in probability. The most commonly used dice are cubes with six sides. Here, we will see how to calculate probabilities for rolling three standard dice. It is a relatively standard problem to calculate the probability of the sum obtained by rolling two dice. There are a total of 36 different rolls with two dice, with any sum from 2 to 12 possible. How does the problem change if we add more dice? Possible Outcomes and Sums Just as one die has six outcomes and two dice have 62 36 outcomes, the probability experiment of rolling three dice has 63 216 outcomes. This idea generalizes further for more dice. If we roll n dice then there are 6n outcomes. We can also consider the possible sums from rolling several dice. The smallest possible sum occurs when all of the dice are the smallest, or one each. This gives a sum of three when we are rolling three dice. The greatest number on a die is six, which means that the greatest possible sum occurs when all three dice are sixes. The sum of this situation is 18. When n dice are rolled, the least possible sum is n and the greatest possible sum is 6n. There is one possible way three dice can total 33 ways for 46 for 510 for 615 for 721 for 825 for 927 for 1027 for 1125 for 1221 for 1315 for 1410 for 156 for 163 for 171 for 18 Forming Sums As discussed above, for three dice the possible sums include every number from three to 18. The probabilities can be calculated by using counting strategies and recognizing that we are looking for ways to partition a number into exactly three whole numbers. For example, the only way to obtain a sum of three is 3 1 1 1. Since each die is independent from the others, a sum such as four can be obtained in three different ways: 1 1 21 2 12 1 1 Further counting arguments can be used to find the number of ways of forming the other sums. The partitions for each sum follow: 3 1 1 14 1 1 25 1 1 3 2 2 16 1 1 4 1 2 3 2 2 27 1 1 5 2 2 3 3 3 1 1 2 48 1 1 6 2 3 3 4 3 1 1 2 5 2 2 49 6 2 1 4 3 2 3 3 3 2 2 5 1 3 5 1 4 410 6 3 1 6 2 2 5 3 2 4 4 2 4 3 3 1 4 511 6 4 1 1 5 5 5 4 2 3 3 5 4 3 4 6 3 212 6 5 1 4 3 5 4 4 4 5 2 5 6 4 2 6 3 313 6 6 1 5 4 4 3 4 6 6 5 2 5 5 314 6 6 2 5 5 4 4 4 6 6 5 315 6 6 3 6 5 4 5 5 516 6 6 4 5 5 617 6 6 518 6 6 6 When three different numbers form the partition, such as 7 1 2 4, there are 3!  (3x2x1) different ways of permuting these numbers. So this would count toward three outcomes in the sample space. When two different numbers form the partition, then there are three different ways of permuting these numbers. Specific Probabilities We divide the total number of ways to obtain each sum by the total number of outcomes in the sample space, or 216. The results are: Probability of a sum of 3: 1/216 0.5%Probability of a sum of 4: 3/216 1.4%Probability of a sum of 5: 6/216 2.8%Probability of a sum of 6: 10/216 4.6%Probability of a sum of 7: 15/216 7.0%Probability of a sum of 8: 21/216 9.7%Probability of a sum of 9: 25/216 11.6%Probability of a sum of 10: 27/216 12.5%Probability of a sum of 11: 27/216 12.5%Probability of a sum of 12: 25/216 11.6%Probability of a sum of 13: 21/216 9.7%Probability of a sum of 14: 15/216 7.0%Probability of a sum of 15: 10/216 4.6%Probability of a sum of 16: 6/216 2.8%Probability of a sum of 17: 3/216 1.4%Probability of a sum of 18: 1/216 0.5% As can be seen, the extreme values of 3 and 18 are least probable. The sums that are exactly in the middle are the most probable. This corresponds to what was observed when two dice were rolled.

Organisations and Needs Essay Example | Topics and Well Written Essays - 1500 words

Organisations and Needs - Essay Example In the present case study of banking organization, the training dept, faces layoff/down sizing for the last 3 years continuously. Full time establishment in the Trg. Centre was 260 in 2003 but reduced to 136 in 2006. Further the budget of Trg. dept. has also been reduced drastically from 20 million pounds in 2003 to 11 million pounds in 2005. Apart from this reduction, management is expecting the same productivity and output. This situation put tremendous pressure on the remaining work force. Though the downsizing was not only in Trg. Dept. but spread over all the important departments such as Administration, delivery and line management. The workforce, who survived the downsizing, was in traumatic condition due to layoffs of their close colleagues. Not even this but the further announcements of reduction and restructuring of Trg. Dept. and senior managements ultimate of further restructuring and proposal of downsizing the organization Trg. Dept by further 14 in number after at least 3 weeks put additional pressure/stress on the remaining workforce. This announcement creates havoc to the trust of the workforce at workplace. Now the complete atmosphere of uncertainty was widespread and employees working in Trg. Dept. are certainly facing the traumatic, emotional uneasiness. Downsizing the organization basically results in very serious and painful conditions and that can have a profound effect on the entire organization and especially on the employees who looses his/her job or have the fear of loosing jobs in near future. Discharging or likely to be discharging from the job, generates high emotions basically negative emotions towards management and the organization. Though the management/organizations carry it out as a necessity and with all legality but the process of downsizing as a whole always creates an emotional issue with in the organization. Companies' downsizing/layoffs have always a powerful impact on the organization. They can affect the morale of the organization's remaining employees, who may fear losing their jobs in the future. Due to downsizing the first and foremost thing, which will get affected, are productivity, morale, trust and security. Due to downsizing the morale or motivation level of the remaining employees will be at the lowest level, his/her trust with the organization must be shattered and security about future get diminished. All these factors immediately affect the productivity of remaining workforce. So to survive these redundancy and uncertainty about future downsizing, one should not6 be passive and fatalistic but try to be more positive and pessimistic. Now in the position of redundancy, I as an individual and also with my team must priorities and follow certain rules, which has been enumerated below may help to assure us to be retained. Though it's not a guarantee but it helps us. The first and foremost thing is to look more professional rather than casual. Individually or as a team, we should never dress like a fashion model or look like unprofessional so that we could be easily identified separately. Looks always make difference in the perceptions and in the situation of redundancy; perception of unprofessional or non-serious team always goes in the negative way. During the situation of redundancy or within the process of do