The Deccan Plateau in Southern India

The Deccan Plateau is an extremely large plateau located in Southern India. The plateau covers a vast majority of the Southern and central parts of the country. The plateau extends over eight separate Indian states, covering a wide range of habitats, and it is one of the longer plateaus in the world. Deccan’s average elevation is around 2,000 feet. The word Deccan comes from the Sanskrit word of ‘Dakshina’, which means south. Location and Characteristics The Deccan Plateau is located in Southern India in-between two mountain ranges: the Western Ghats and the Eastern Ghats. Each rise from their respective coasts and eventually converge to produce a triangle-shaped tableland atop the plateau. The climate on some parts of the plateau, especially the Northern areas, is much drier than that of the nearby coastlands. These areas of the plateau are very arid, and do not see much rain for periods of time. Other areas of the plateau however are more tropical and have distinct, different wet and dry seasons. The river valley areas of the plateau tend to be densely populated, as there is ample access to water and the climate is conducive to living. On the other hand, the dry areas in-between the river valleys are often largely unsettled, as these areas can be too arid and dry. The plateau has three principal rivers: the Godavari, the Krishna, and the Kaveri. These rivers flow from the Western Ghats on the western side of the plateau eastward toward the Bay of Bengal, which is the largest bay in the world. History The history of the Deccan is largely obscure, but it is known to have been an area of conflict for much of its existence with dynasties fighting for control. From the Encyclopedia Britannica: â€Å"The Deccan’s early history is obscure. There is evidence of prehistoric human habitation; low rainfall must have made farming difficult until the introduction of irrigation. The plateau’s mineral wealth led many lowland rulers, including those of the Mauryan (4th–2nd century  bce) and Gupta (4th–6th centuryce) dynasties, to fight over it. From the 6th to the 13th century, the Chalukya, Rastrakuta , Later Chalukya , Hoysala , and Yadava families successively established regional kingdoms in the Deccan, but they were continually in conflict with neighboring states and recalcitrant feudatories. The later kingdoms also were subject to looting raids by the Muslim  Delhi sultanate, which eventually gained control of the area. In 1347 the Muslim BahmanÄ « dynasty established an independent kingdom in the Deccan. The five Muslim states that succeeded the BahmanÄ « and divided its territory joined forces in 1565 at the Battle of Talikota to defeat Vijayanagar, the Hindu empire to the south. For most of their reigns, however, the five successor states formed shifting patterns of alliances in an effort to keep any one state from dominating the area and, from 1656, to fend off incursions by the Mughal Empire to the north. During the Mughal decline in the 18th century, the Marathas, the nizam of   Hyderabad , and the Arcot nawab vied for control of the Deccan. Their rivalries, as well as conflicts over succession, led to the gradual absorption of the Deccan by the British. When India became independent in 1947, the princely state of Hyderabad resisted initially but joined the Indian union in 1948.† The Deccan Traps The northwestern area of the plateau consists of many separate lava flows and igneous rock structures known as the Deccan Traps. This area is one of the largest volcanic provinces in the world.

Reality Is An Illusion Created By The Brain And Body Essay

Reality is Merely an Illusion Created by the Brain and Body Jayson Duffy Victory Charter School Abstract Reality is an illusion. This paper details the different ways that the brain and body integrate sensory information into our perception of reality. Each sense contributes to our personal realities and add to the illusion of what is and is not real. Each sense gathers and begins integration of sensory information to be sent to the brain. The brain contains specialized areas designed for the integration of specific pieces of information into our understanding of reality. Every part of the brain works together to complete the experience we know as reality. These integrations can also create sensations that seem real and deceive us. These sensations are just as real to us even though they may not truly be â€Å"real.† These false sensations, along with other sensations, contribute to our personal realities. â€Å"Reality is merely an illusion.† This quote by Albert Einstein has been widely perpetuated and in many cases dismissed as nonsensical speculation; however, very few realize just how accurate this statement is. Fred Lay, a man who has had his foot and lower leg amputated, still feels excruciating pain and other sensations in the foot. Even though the foot no longer exists, he still perceives it as being real and part of his body (Annenberg Learner, n.d.). 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Hrm Pqhrm free essay sample

Link is a leading pharmaceutical company which has the head office in Colombo and also there are 7 branches all over the island. Over 200 workers are employed and Mr. Ravi Fernando is the training manager who has over 10 years experience in this field. He handles all the product training and also for training ,the company is known to spend heavily. These training included overseas training amp; other out sourced training programs. However , when new CEO Mr. Dylan Perera Joined the company Ravi Fernando had to justify this big amount of training cost and he was asked to provide a detailed report. He tried his best but he was failed in the same. CEO Dylan Perera wasnt satisfies as Mr. Ravi was not able to prove worthiness of his training programs at all. He has no any written records or at least the members couldnt explain what therere gained from the training. It was totally failure. Anyway Dylan is prompted to the forthcoming training schedule for 2009. My role as a consultant would be to identify * The key issues in the case that could have caused this situation * What has Ravi missed in his role as training manager and how that has led to the current problem * Suggestions and strategies which could be implemented In my report from here on it can be found recommendations and suggestions which can be implemented. 1) The key issues in the case that could have caused this situation Care-Link is a leading pharmaceutical company and Mr. Ravi Fernando is the training Manager of Care-Link. Ravi has done a great job in training and development of the company but it failed. The training outcome was not up to expectations. That is the biggest question. Issues in the case that could have caused this situation is as follows, * Spend a lot of money In this case Mr. Ravi spend a lot of money on training programs without onsidering whether those trainings are useful for the employees and effective for the success of the organization or not. Even though some aspects might not be measurable, there are measurable ways to determine if the money was spent wisely. Organizations have traditionally treated training as a cost and expense. When training has a sufficient payback, it can be viewed as an investment, not an expense. We have to identify the training need well and then to design the training program because it’s a huge waste if we spend a lot on unnecessary training programs. Before spending time and money, its better to follow a systematic process to first determine if training is a potential solution – and if it is, then we should develop a training program. Company should spend money on training wisely and that means making sure that there is a real need, that there are training objectives in place and that the learners will actually use what they have learned, immediately, back on the job. Then, your investment in training can actually pay huge dividends. That’s why in this case CEO Dylan Perera prompted to request a total plan for training initiatives before he approves any money for training during the year. * Objectives (training goals) set by the trainer, rather than the trainees Training objectives should set by both trainers and trainees up to their expectations. Here in this case Mr. Ravi decides on his own who are to send outsourced training and who are handling by himself. Effective trainers should be good communicators. He should have discuss with the employees before he sets the training objectives. Care Link’s practice was just to be nominated by the training division for training program actual need of the training should come up in the employees end due to gain a new knowledge or to fill a gap of required competence. Here the employees don’t have any opportunity to rise up with their own requirement of trainings. If the employees too have that opportunity it would be much easy to training division to build up training calendar and the budget on that to fulfill the real requirement of the raining. * A failure to identify the specific needs of employees and for employees to own their own development needs. Training is not the panacea to what ails every worker or every company. It is incorrect to assume that the problems facing every organization can be cured by â€Å"providing training. † In fact, only continuous learning, not training alone, can have an impact upon workforce productivity, but for a company to be successful in its learning interventions, it must know what it wishes to accomplish, give the proposed intervention time, energy and resources it needs to succeed, and ensure that there is a strategy into which the intervention will fit. Finally, there must be reinforcement, performance monitoring and evaluation. An identified training need pinpoints an area where change is required. Learning objectives specify what a person will be able to do differently as a result of training. The clearer the picture of what you want to achieve in a training session, the easier it becomes to plan the means and the greater the prospect of achieving success. Ineffective training adopts a scattergun approach, rather than pinpointing the target. Effective training designs are characterized by objectives which state clearly what the trained person will be able to do when back in the workplace. No accurate method to evaluate the training program In this case there was no specific method to evaluate the training program. When CEO asked the training manager Ravi, to justify the high training expenditure during the year and show more accurate proof other than a verbal explanation, he was failed to prove it because he never know an accurate method to evaluate the training program. Because companies have made large d ollar investments in training and education and view training as a strategy to be successful, they expect the outcomes or benefits related to training to be measurable. Therefore * To identify the program’s strengths and weaknesses. * To assess whether content, organization, and administration of the program contribute to learning and the use of training content on the job. * To identify which trainees benefited most or least from the program To gather data to assist in marketing training programs. * To determine the financial benefits and costs of the programs. * To compare the costs and benefits of training versus non-training investments. * To compare the costs and benefits of different training programs to choose the best program. Training programs should be evaluated. (see Attachment 01 for Evaluation Process) * Little or no support is given from upper management. The essence of a training need, then, is a gap between what exists and what is needed in order to meet or exceed the customer’s demands. One of the best payoffs from needs analysis is management involvement in training. Managers must play an active role in the diagnostic process and have a sense of ownership of the training event which results. When training is conducted at arm’s length from management, little can change. * No record on expenditure. There should be a record on overall expenditure of the training programmes. It should refer to the overall administration of the program. Cost could be classified in two areas, fixed cost like Trainer’s salary and accommodation cost and the variable costs like Training Material, venue and the necessary arrangements at the venue, food or snacks, transport and installation of training r equipments even though the variable cost is hard to measure it’s a must to measure the cost for the training to maintain the balance of the expenditure. Here the training Manager has failed to justify the high expenditure during the year 2008. That is due to the poor cost managing and not budget the training needs for the year ahead. Training budged which is setting in the beginning of the year should be accurate and well defined. 2) What has Ravi missed in his role as training manager and how that has led to the current problem Training managers have the primary responsibility of working with line managers to identify and meet personnel training needs. The training manager should establish training and entry-level requirements for key training positions and implement programs to select and develop training personnel. The training organization should exhibit a strong desire to meet the training needs of the line organization in both its approach to day-to-day activities and its long-term strategic planning. The training organization should help line managers, supervisors, and personnel recognize that training strengthens personnel and facility performance. A training managers supporting responsibilities may include the following, * Maintain training programs current. * Monitor instructor performance to verify training is conducted as outlined in approved training materials and in a manner that motivates personnel to learn. Verify that the training staff has obtained and is maintaining their technical and instructional knowledge and skills. * Develop training programs according to approved methodology. * Track training commitments to outside organizations such as the state and federal regulators, and assist line management in meeting these commitments. * Develop training program and trainee status reports for line managers, and assist line managers in identifying and resolving human performance issues. * Track current industry training issues. * Solicit line managers involvement when training commitments or needs are not being fulfilled. Work to establish mutual trust and cooperation between the training organization and all facility personnel. * Develop improved methods to meet training and facility objectives and goals as required. * Develop training policies that establish guidelines for all training functions. * Assist line management in identifying potential training needs based on facility and industry operating experiences. * Initiate and help prepare long-range objectives for the training organization that are consistent with corporate, facility, and training policies, and develop a system for verifying implementation of the actions needed to meet the objectives. Training managers should verify that employees participate in training and that training meets the employees needs. Here in this case there was no proper policy of training and development it’s the training managers duty to suggest a training policy for the organization. Mr. Ravi should have discuss with the top management about to make a good policy of training on behalf of the employees who needed the training. Training policies and procedures should support the accomplishment of the training mission, goals, and objectives by providing general guidance and detailed directions. Policies typically describe the conditions that guide the decision making process (i. e. , thoroughness, prudence, openness, and responsiveness). Procedures describe how specific tasks will be accomplished. And also The training manager of Care-Link Had no confidence with his training programs. When the CEO Dylan Perera was not satisfied with just verbal remarks and pushed Ravi to show more accurate proof on what he says, this was pressurizing Ravi to an extent that he was even thinking of leaving the company. This is because of his lack of confidence. Effective Training Manager should have good Confidence on what they train. Managing a training department offers a variety of roles that uncovers natural abilities and potential, while offering specific areas for development. Mr. Ravi Fernando as a experienced person in the pharmaceutical field , might be assuming him as a excellent facilitator of Training programs ,that why he himself handled all the products trainings but he should have understand as per the changing marketing requirement everything has to be changed by and by to meet up the market requirement. Should have seek opportunities to advance somewhere, and develop the strategic plan in accordance to that and then it should be linked the Training plan. Training Manger should be open minded to improve his skills or knowledge in areas which is related to the business and to the training requirement. Training Manger should be Responsible, reliable and accountable, ethical and able to instil a clear sense of purpose in others, Here in the Care Link people doesn’t get a chance to request trainings to fill their competency gaps, and the accountability wasn’t there as the case study views that Mr. Ravi himself failed to explain on what he has done in last year. If Mr. Ravi’s Character has heighted as a Problem solver, dealing with practical, people and problems, they would meet up best results than this. And of cause excellent consultancy skills should be there in his character as a training manager but case study not view any of the situation he has conducted due to understanding the internal customer requirements.. 3) Suggestions and strategies which could be implemented Care-Link company faced a lot of problems due to Ravis misconduct in his training programs. To make training and development more effective within your organization. Following suggestions and approaches will make companys employee training more effective and transferable; their application will result in measurable differences to organizations bottom line performance. * Make sure the need is a training and development opportunity. Do thorough needs and skills analysis to determine the real need for employee training and development. Make sure the opportunity you are pursuing or the problem you are solving is a training issue. Create a context for the employee training and development. Provide information for the employee about why the new skills, skill enhancement, or information is necessary. Make certain the employee understands the link between the training and his job. You can enhance the impact of the training even further if the employee sees the link between the training and his ability to contribute to the accomplishment of the organizations business plan and goals. Its also important to provide rewards and recognition as a result of successful completion and application of the training. Provide training and development that is really relevant to the skill you want the employee to attain or the information he needs to expand his work horizons. You may need to design an employee training session internally if nothing from training providers exactly meets your needs. Or, seek out providers who are willing to customize their offerings to match your specific needs. It is ineffective to ask an employee to attend a training session on general communication when his immediate need is to learn how to provide feedback in a way that minimizes defensive behavior. The employee will regard the training session as mostly a waste of time or too basic; his complaints will invalidate potential learning. * Favor employee training and development that has measurable objectives and specified outcomes that will transfer back to the job. Design or obtain employee training that has clearly stated objectives with measurable outcomes. Ascertain that the content leads the employee to attaining the skill or information promised in the objectives. With this information in hand, the employee knows exactly what he can expect from the training session and is less likely to be disappointed. He will also have ways to apply the training to the accomplishment of real workplace objectives. * Provide information for the employee about exactly what the training session will involve, prior to the training. Explain what is expected of the employee at the training session. This will help reduce the persons normal anxiety about trying something new. If she knows what to expect, she can focus on the learning and training transfer rather than her potential discomfort with the unknown. * Make clear to the employee that the  training is his/her responsibility and he/she needs to take the employee training seriously. She/he is expected to apply herself/himself to the employee training and development process before, during, and after the session. This includes completing pre-training assignments, actively participating in the session, and applying new ideas and skills upon returning to work. * Make sure that internal or external training providers supply pre-training assignments. Reading or thought-provoking exercises in advance of the session promote thoughtful consideration of the training content. Exercises or self-assessments, provided and scored in advance of the session, save precious training time for interaction and new information. These ideas will engage the employee in thinking about the subject of the session prior to the training day. This supplies important paybacks in terms of his interest, commitment, and involvement. As the Care link in a serious situation in having a proper Training and development policy, better to have climate survey among the employees of the company, which will provide all the information on the expectations and thoughts of the employees, then as per the requirement of internal and external customers the training division can buildup training policy. Policy statements and procedures should be developed on topics such as the following, * Analyzing tasks, designing and developing training materials, implementing and evaluating the effectiveness of training activities. * Identifying personnel qualification and training needs according to position descriptions, job assignments, previous education, training, and experience * Assessing the level of expertise of subcontract personnel and temporary employees performing work at the facility. * Pursuing job-related education activities. * Handling of individuals whose performance is marginal or unsatisfactory during training (i. . , remedial training) * Describing training department and line organization responsibilities for the training and qualification of facility employees. * Incorporating into training lessons learned from facility and industry operating experiences. * Conducting consistent training and evaluation in the classroom, laboratory, simulator, and on-the-job training. * Co mmunicating between training and line managers (e. g. , curriculum committees, peer review groups) * Maintaining training records of personnel training and performance. * Controlling and administering tests to maintain evaluation integrity. Training and qualifying instructors. * Scheduling of training activities and determining makeup requirements. * Maintaining control of training equipment. * Exceptions. * Facility evaluation criteria. * Vendor short courses or use of vendors for training. Training procedures should describe the types of training and training programs to be conducted, training program prerequisites, and the training audience. The procedures should clearly indicate the training needed for each job position and the sequence in which it is to be completed. The procedures also may reflect the facilitys division of labor policies, position descriptions, and work assignment practices. CONCLUTION It is incorrect to assume that the problems facing every organization can be cured by â€Å"providing training. † In fact, only continuous learning, not training alone, can have an impact upon workforce productivity, but for a company to be successful in its learning interventions, it must know what it wishes to accomplish, give the proposed intervention time, energy and resources it needs to succeed, and ensure that there is a strategy into which the intervention will fit. Finally, there must be reinforcement, performance monitoring and evaluation. Company should spend money on training wisely and that means making sure that there is a real need, that there are training objectives in place and that the learners will actually use what they have learned, immediately, back on the job. Then, your investment in training can actually pay huge dividends. Effective training and development helps employees to reach their full potential whilst providing the organization with the skills and capabilities it needs for the long term.

Short Case Handles and Hinges Ltd Essay Example

Short Case: Handles and Hinges Ltd Essay CHAPTER 17 Quality planning and control Short case: Handles and Hinges Ltd HH was established in Birmingham, England, by two young entrepreneurs, Dave Philips and Chris Agnew, both experienced in the hardware trade. The business specialized in the ‘designer’ market for polished metal (brass or stainless steel) door handles, cupboard knobs, furniture fittings (mostly used in shop/office furniture) and hinges. Their company was successful, was based on HH’s reputation for high-quality, unique designs of both traditional and modern products, many of which were selected and specified by architects for large and prestigious projects such as new office developments in London’s Docklands. Dave, the Chief Executive Officer, with responsibility for sales, believed that most orders from construction companies were placed with HH because they assumed they had no other choice once the HH products had been specified. Larger companies would sometimes suggest to the architect that similar products were available at less than half the price. This advice was invariably ignored as the architect would be attracted by HH’s designs and quality, and would be reluctant to risk ‘spoiling’ multi-million pound projects for the sake of saving a few thousand pounds. Dave outlines the characteristics of the changing marketplace: ‘During a recession in the construction industry, particularly in office building, we expanded our direct sales to large UK hardware retail companies, which now account for about 40 per cent of our sales value, but only about 15 per cent of our gross profit. This segment is much more price-sensitive, so we must be able to manufacture good-quality, simple, standard products at low costs comparable to those of our competitors. Some of the reduced costs have been achieved by using thinner and cheaper materials similar to those used in our competitors’ products. We have just received our first consignment of brass sheet from Poland with a saving of over 10 per cent in this case. We also had to reorganize to reduce our processing costs. We will write a custom essay sample on Short Case: Handles and Hinges Ltd specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Short Case: Handles and Hinges Ltd specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Short Case: Handles and Hinges Ltd specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Chris has done a great job of changing all production to modern batch methods. However, I am concerned that we are often late delivering to our UK retail customers, and this makes it difficult to keep good relationships and to get repeat orders. Fast delivery of relatively small quantities is required in the â€Å"retail segment†, whereas the construction/contractors market allows very long production lead times. Dependable delivery is crucial to avoid completion delays, for which we have been held financially accountable on some occasions! When customers complain about delivery or about faulty products, we try to compensate them in some way to keep their business – for example, by credit notes or discounts on the next order. Our representatives each spend about one day a week dealing with the consequences of late deliveries, but on the positive side, a meeting with a client is an opportunity to get the next order. The hardware retail companies often require very quick delivery, which is often only achieved by switching production to the item which is required first. Really, I am more concerned about reports of quality problems; an increasing number of construction companies have complained to us about dented or scratched handles, but our production department assures us that they left the factory in good condition and must have been damaged on site; which is to be expected on a large construction site. The Quality Control Manager says, however, he cannot give an absolute guarantee that they Chapter 17: Short case study 1 Copyright  © 2006 Pearson Education Limited Slack: Operations Management, 5th edition ere all OK, because we only do sampling of final production; if more than a few in a sample are found at final inspection to be sub-standard, the whole batch is rejected, reinspected, sorted and reworked. Using express courier transport and overtime in the factory, rework can usually be done in about a week, but invariably the contractors comp lain to the architect, perhaps because they dislike being told who to buy from. This can lead to lots of correspondence and meetings between HH, the contractor and the architect, when we could be doing other things. This problem seems to have got worse in the last two years; often it’s also difficult to agree if the product is sub-standard. It is frequently just a question of how shiny (or matt) the polish and lacquer finish is; at other times there are scratches in areas that really can’t been seen in use. Often the customers are too fussy, anyway. ’ Chris (the Manufacturing Director) put a different perspective on the problem. ‘The sales catalogue shows pictures of our products prepared for photography; special effects are used to give a bright polished finish but we actually use a matt finish. The samples used by Sales are specially made by experienced craftsmen to eliminate any scratching or minor faults; of course, we cannot always repeat that standard with the modern batch production methods. We were aware that the reorganization of production methods could lead to quality problems, so I introduced statistical control, a subject I studied extensively in a quantitative methods course at the local college. Our inspectors now take random samples of batches of components and measure important dimensions such as the diameter or length of brass handles, the thickness of the incoming materials, etc. Batches which fail are either rejected or reworked, and all material where we have identified any fault at all is returned to the supplier, and our buyers routinely threaten to place orders elsewhere. I instructed the supervisors to inspect press tooling just before the start of each production batch to ensure that there are no surface faults, so I think it is unlikely that the dents and blemishes are caused in production. I must make a point of checking that this is happening. Anyway, our final inspection sampling has been changed to give an acceptable quality level (AQL) of 2 per cent whereas until recently it was only 5 per cent. We have had to increase the number of final inspectors by four at a cost of ? 15 000 each per annum, but all the management team agrees that with quality products we must be confident of the final quality before packing. We trained some of our best assemblers in SPC and made them full-time inspectors; the combination of their technical and statistical skills ensures that we have the right people for this job. We could not rely on our operators to do any dimensional checks; hardly any of them know how to measure using a metric rule, let alone a micrometer or gauge. It is best to keep them concentrating on achieving correct output targets. I believe that most quality problems here must be caused by occasional operator carelessness. ‘The batch method of production has given us much more control over operations. No longer do we have to rely on hard-to-recruit craftsmen who did everything slowly and unpredictably. Now we make the most of economic batches at each stage, benefiting from the economies of scale of longer runs and cheaper unskilled labour. With incentive bonuses based on effective performance against agreed standard times, all our people are working faster to achieve the company’s goal of higher productivity. There is no doubt that our operations are now more productive than they’ve ever been. With high quality and low costs, we are now set for a major assault on the competition. We expect our profits to rise dramatically from the currently inadequate 1 per cent return on sales. ’ Chapter 17: Short case study 2 Copyright  © 2006 Pearson Education Limited Slack: Operations Management, 5th edition Questions 1. How does the company compete in its market place, and what is the role of ‘quality’ in its competitive strategy? 2. Do you think that the company’s use of statistical quality control is sensible? 3. Apply the gap model of quality diagnostics to the company. Chapter 17: Short case study 3 Copyright  © 2006 Pearson Education Limited

Friendship honesty Essay Research Paper Example

Friendship honesty Essay Research Paper Example Friendship honesty Essay Paper Friendship honesty Essay Paper Friendship can be defined as the common relationship that occurs between two persons. It is created when one is experiencing comfort and emotionally safe when sharing his/her ideas with the other. For one to be called a friend. so that individual should be in a place of demoing a better apprehension of the other and besides assures him or her to be by his or her side in every emotional crisis. There are many properties that are considered to construct true friendly relationship ; in this essay we consider three properties. First. friendly relationship is based on trust no affair any obstructions on the manner. Friendship means that there exists honestness between the parties. Finally. friendly relationship means that the parties are non self-seekers. When friends trust each other. it means that at any clip that one friend falls in problem the other will assist without holding a 2nd idea. One should be free in the sharing of secrets and emotions without any fright of being betrayed. When friends trust each other. one is able to offer pieces of advice and protection to the other when faced with challenges in hard state of affairss. In friendly relationship. people will be able to portion their exposures with their friends because they believe in each other that no 1 should take advantage of the openness. : Some of the elements associated with trust are good company. love. good resonance. relaxation. and comfort when together in all fortunes. Finally. if friends trust each other. so one will be able to foretell what the other is capable of making when any state of affairs might originate Friendship means that honestness prevails at all times. This means that the friends should be positive to each other and besides should present properties such as truthfulness and downrightness in any state of affairs. Friends should non move in any mode that demonstrates any signifier of misgiving. lying. cheating and even larceny of any sort. Honesty in friendly relationship means that the friends will state the truth about any action taken. being sincere. carnival. honest. and loyal towards the care of their relationship. When friends are honest to each other. one should be able to state another the negative properties possessed by him or her and seek to do the state of affairs better. Honesty in friendly relationship is besides created when there is a bond and trust created between the parties such that there is an unconditioned openness created in every person. Friendship is non based on self-seekers. This means that the friendly relationship is non created for the intent of holding something malicious to derive from the relationship. True friendly relationship fundamentally portrays altruism ; one should non see the other as taking advantage of him or her after set uping a relationship. In true friendly relationship. a relationship is created where people trust and love one another unconditionally. One should non take advantage of the other when problem overcomes another. Opportunists run off when the benefits flicker off. but true friendly relationship does non establish their relationship on stuff facets but on the emotional and psychological foundations. Therefore. friendly relationship is the lone relationship that is able to travel through hard state of affairss and fortunes. It is cemented on neutrality and unconditioned demands. Due to the fondness. trueness. regard. love. trust. honestness. and non-opportunists. friends are able to make a strong bond that brings together people in the society. This will promote the persons to hold good moral behaviour in the society as a consequence of all the specific qualities of friendly relationship.

Does Having Natural Resources Necessarily Lead To Economic Growth and Essay

Does Having Natural Resources Necessarily Lead To Economic Growth and Development - Essay Example The paper tells that economic development is the sustainable increase in the people`s standard of living and measured using per capita income while economic growth is the increase in the capacity of a given country to produce goods and services over time and is reflected by the GDP. Past decades have proved that valuable natural resources such as natural gas, oil deposits and minerals do not necessarily lead to economic growth. This is evidenced by oil-rich African countries such as Angola, Nigeria, Congo, and Sudan. These countries earn several millions of dollars annually from oil exports yet the foreign exchange or the riches gained over the years has never been converted into a noticeable increase in GDP. In comparison, Asian countries such as Japan, South Korea, and Taiwan have experienced economic growth which can rival those of western countries. It is important to note that such countries do not have meaningful natural resources. The explosion of the car manufacturing industr y in the twentieth century led to an increase in the demand for natural resources such as rubber and copper. Minerals were abundantly extracted in several countries like the Netherlands and in time replaced manufacturing as the dominant sector of the economy. With time, the Dutch economy and other similar ones suffered due to the specialization of production and processing of the main resource extracted. The discovery of natural resources did have a positive impact on economic growth but over time, such economies as Netherland became stagnant. The common trend of availability of natural resources combined with slow or stagnant economic growth has been termed the Dutch Disease type of economy. Natural resources can also be a blessing to a country’s economy. A good example of this is Norway, which is the second largest oil exporter. Norway’s oil exports have surpassed other sectors and its foreign direct investment increased to 8% of GDP as of 1998. The manufacturing sec tor declined in relation to GDP since oil was discovered in the 1970s.

Creative and effective curriculum Essay Example | Topics and Well Written Essays - 5000 words

Creative and effective curriculum - Essay Example This brainstorm was done after guided reading. Children read in pairs about Viking shields and at the end they completed a brainstorm as a group and presented to the class. This brainstorm was done before designing the shield so that makes more sense and gives children ideas. Children benefit from this activity because they worked in pairs and groups (social skills), in the essay, this point can be extended Further, the teacher will provide a direction on the decoration by providing more information on the shapes, patterns, symmetry, tessellation and the use of a plan to remind the children of the designs. The students construct the longships on their own. In history, the approximate ratio of the longship’s length to the width was four to one almost the half the size of an egg carton. The construction should be carried out by at least two children. First, the children should cut the top half off the egg carton, as the bottom half will be the longships. The pieces left from the top portion will be glued over the leaks in the bottom portion of the carton. The item is then allowed to dry completely, and in the sink, water is allowed to flow and be filled close to a level of two inches. Demonstration of the longships during the Vikings age is carried out by floating the egg carton toy ship built by the students on top of the water in the sink. Further, items are placed on the egg carton to show weight. The weather conditions in Iceland and an explanation on the changes of the weather conditions in the country, particularly the fact that from early may to the end of July the weather conditions remain permanent daylight and that winters are have five hours of daylight from November to the end of January. (Feasey. 2007: 17)  Ã¢â‚¬Å"Teachers are expected to share lesson outcomes with the children†¦so that they may know the contents that they are going to receive†¦ and at the end of the lesson reflect on the success of the lesson†. Creative learning and