Problem set Assignment Example | Topics and Well Written Essays - 1250 words

Problem set - Assignment Example By co-operative principle, this answer was not informative and was clearly out of sorts with the person who had asked it. It cannot be necessary that cats rule the world and even the subject asked how long it would take the process to be complete. Actually it is supposed to be a unified issue where answers are effectively given. Word order in linguistics is used to make a reference to studying the syntactic constituents that make up a language. Under many circumstances, correlations between different words do occur. Basic orders of words can be defined by use of the finite verb (V), object and the subject (SVO). The normal transitive sentence has got six possible theoretical word orders. SVO is however basic to all languages of the world which is a basic issue of concern in this discussion. There is however preference to the Chinese and English language. The aim of this section is to make a comparative and contrasting view of the word order. Word order in the Chinese language is as important as it is in the English language. From the comparative basis, there is a sentence constituent that follows the SVO order. This however does not bring the implication that the English and Chinese word order is all the same. To start with, in statement, the structures of these sentences are the same. The subject precedes the verb and the object comes later. This can be referred to as the SVO order. This is just the normal word order in the systems of languages. Take for example the sentence â€Å"I learn Mandarin†. In Chinese, it takes the same order of arrangement 我å ­ ¦Ã¤ ¸ ­Ã¦â€"‡, where我=I, Ã¥ ­ ¦=learn, ä ¸ ­Ã¦â€"‡=Mandarin. This is exactly the same order of arrangement of words. The arrangement above simply indicates that there is no problem interpreting the language as far as the order is concerned. There is however a slight difference between verb inflection between English and Chinese. In Chinese, ver bs are not inflected. The Chinese language has no past tense,

The Movers of the World and Their Importance to Society Essay Example for Free

The Movers of the World and Their Importance to Society Essay A person with an AK -47 automatic assault rifle steps in the local mall and shoots all the employees and kills them. The owner comes in and realizes that the most important part of his company is no longer around to sell and take orders to help it keep it running. So just like a company without people to help run it, a company without a person with the knowledge of computer information science isn’t going to get far .Well, not as quickly as everyone else in receiving and issuing out information. Obtaining a degree in computer information science will give me an opportunity to join a lot of jobs from different type of companies. It will give me the understanding of the communication system networking in business .I will get a broad view of what type work settings I will be working in with a degree in computer information science. Also I will get a quick view of what formed computer information science and will I make enough money to take a cruise thru the Bahamas every year. An individual with a degree in computer science will be solving problems, creating new technologies, and carrying out research. They will also come up with new ways to apply a new idea that is dealing with computer use and expound them to others. Companies now and days are turning to computers because it is a quicker way to communicate with mass people, other businesses and send and receive information. Having the knowledge of computer science is another way to keep up with daily, monthly and yearly activities. In order for a company to keep up with the business world of today they must have someone who has gumption of computer operations. I chose computer science because there are lots of positions that I can get from that degree. Although there are different concentrations in that degree I still have plenty of options to choose from with a concentration in networking. Networking gives me the options of choosing different job titles. I could go for system analysts because systems analysts are the main individual’s in the success of any company. They create new systems while dealing with existing capabilities of technology that is avail. I could be a database administrator, processing all the company data since all companies have information that they want to keep up with. Any concentration of computer science will allow the holder to build any organization networking for the users can be able to get information from outside networks such as email communications. Computer scientist can also be working to have inside company network communications running mellifluous. Another reason I chose this job is because the work environment will be relaxing and with flexibility. Computer systems analysts, database administrators, and computer scientists generally work in pleasant work environments such as research laboratories or offices. Given the advanced technology options available to many businesses and professionals it is also possible to telecommute. Networks evolve and expand people can work from home and other non-office locations (Guide to college majors in computers science, 1999). Like I said before there are many titles for computer information science in a variety of jobs if not 90% of jobs and the salary varies.An systems analysts can earn from $73,000 on up. Data administrators can earn up to $68,000.If one want to further their career and get a master ‘s in computer information science then they can earn a salary of $97,000 to $121,000 yearly. While it is possible to find jobs as researchers or adjuncts with only a masters degree, a doctorate in computer science is usually the least needed for careers in academia and research (Paley, 1999). I consider all them good paying prospects. All companies deal with numbers in the sense of mathematics. Have been birth from the mathematics department, it’s best to know its characteristics and be grounded with them. The main characteristics are calculus,algebra,physics and chemistry (Paley, 1999). Math is the foundation and employers are looking for the that type of potential to keep the company moving toward the future. Technology is advancing and being created everyday and that is creating positions in companies.Jobs have different names for the same job field and obtaining a higher degree in your field can move you up in the company.You can start as a database entry -level worker and move up to a data administrator. Certification is essentially a standard process in the industry (Computer science,technology and database administration careers and jobs 2012). That is the main reason employers are looking for people with degrees or certifications stating computer information science. Businesses flourish with the knowledge of computer information science. Living in today’s world people are impatient with questions and are quickly coming up with ideas. People want a quick way to solve these problems and distribute them fast. Computers are a way to satisfy that need and companies are in competition in recruiting people who have the networking skills with computers. One will need that skill to keep the company interacting with people inside and outside the company in a quick way. Having the mathematical mind will help solve problems that will give a person the one up on the next person in job searching. Having a computer information science degree will give one the opportunity to work from the comfort of their home to a nice office setting with the ability to maneuver around personal living. On top of that, you will be earning that salary to take that trip to the Bahamas every year. References Guide to college majors in computers science. (1999). Retrieved 11 29, 2012, from worldwidelearn: http://www.worldwidelearn.com/online-education-guide/technology/computer-science-major.htm Career overview. (2012). Retrieved 11 29, 2012, from Computer science.technology,and database administration careers and jobs: http://www.careeroverview.com/computer-science-careers.html Paley, I. (1999). computer science degree information. Retrieved 11 29, 2012,

Themes in Exodus by Julie Bertanga :: essays research papers

‘Exodus, Julie Bertanga, is a novel that is set in the future. Throughout the book many themes are discovered. The novel delves into the life of a fifteen year old girl, called Mara. It is an adventurous fantasy story, that is about finding yourself and who you are. In this essay, I will be discussing the theme of change and responsibility, and how it is affects the character. Change is one of the biggest themes in this novel. It entwines with all other themes at some stage or another. It begins write at the start of the book and ends with the novel. I believe the author made change a part of this novel because change is a part of everyone’s life. Without change life cannot progress and grow. People can become â€Å"stuck† if they do not experience enough change in early life. Sometimes the changes are small, and sometimes the changes are huge. A good example is Mara becoming an older sister. That is a small change. The big change was when her family was gone, and she had to venture out to the world unknown by herself. One of the changes in this book is noofood. Mara looks at her plate of bright and beautiful noofood. Yuk. All around her in the cafà ©, people are happily tucking in to exotic – looking platefuls of the stuff, but it turns Mara’s stomach. The aroma of real food haunts her. This shows the difficulty of getting used to new things, and how it is human nature to stick with what we know. Mara has difficulty eating noofood because she has experienced the wonderful taste of â€Å"real food†. Change is a necessity in this book, as Global Warming is threatening to kill all life from â€Å"The Wing†. This is where Mara comes in. It is her job and responsibility to go and find a new place to live, to start life again. This brings me to the theme of responsibility. Responsibility is a key part of life. Learning how and when to be responsible is one of the hardest things a person has to do. Although I believe it is a minor theme in this book, it still has a huge affect on Mara’s actions. Mara is the one who holds the responsibility in this novel. It is her task to find new land, a new way of life, a new way to survive. As the wing is rapidly disappearing because of the rising waters, they have to find a new place to settle.

Overcoming Barriers to Change

The external environment in which businesses operate is continually changing. Businesses must respond to these changes to remain competitive and continue to meet the needs of their customers. They need the commitment and support of key stakeholder groups, such as employees, in order to ensure changes are embedded to shape the organization for the long term. Corus was formed in 1999 when the former British Steel plc merged with the Dutch company, Hoogovens. Corus is now a subsidiary of the Indian-owned Tata Group. Corus has three operating divisions and employs 40,000 people worldwide:Corus Strip Products UK (CSP UK) is based at Port Talbot and Llanwern, Newport in South Wales. CSP UK makes steel in strip form. This is used in markets such as vehicle manufacture, construction, electrical appliances, tubes and packaging. Corus aims to be a leader in the steel industry by providing better products, higher quality customer service and better value for money than its rivals. In 2005 CSP U K introduced a cultural plan for change called ‘The Journey’. The company wanted to address a wide range of business challenges, but the common theme was the fundamental way that people at all levels went about their work.The Journey focused on the values and beliefs of its people. Vitally, this was not limited to employees, but it included contractors, suppliers and other partners. This community of people together re-defined eight core values. These provided the guiding principles by which Corus people would work. By early 2007, all employees had been provided with a booklet outlining the CSP Journey values and the behaviors the company expected them to follow. The new values encourage individuals to be accountable for their actions.For example, previously, there had been tragic accidents on site and other health and safety issues, such as poor driving behaviour. This needed to change. The Journey program has taken a positive approach so that it now steers everything CSP UK does and underpins the culture of the organization. This case study focuses on how Corus Strip Products UK has overcome barriers to change in order to secure a more prosperous future for the business. Reasons for change Organizational change is a planned and ongoing process and follows clearly structured elements:Identify the key drivers for change. These are forces outside and within the organization, for example, the growing strength of competitors (external) or health and safety issues within the organization (internal). Corus employees were encouraged to understand what was happening in the business (the ‘As Is’) and identify any flaws in the existing way of working. Identify the barriers to change. This often involves people’s attitudes. They may want to continue to work as before or cannot see the need for change. Create and implement a plan for change.This focuses on winning the commitment of all employees, identifying specific solutions to problems areas (for example, cutting staff or investing in new systems) and setting out ways of measuring improvement. Employees were encouraged to envision what the ‘To Be’ position for CSP UK looked like and make plans to bring it about. Measure the effectiveness of the change. CSP UK is prepared to make further changes based on the outcomes of the actions. Examples of internal drivers for change (inefficiencies within the business) at CSP UK included: Poor delivery – rather than delivering steel to customers on time there were delays, leading to loss of business. †¢ Competitiveness – steel produced in the UK could be more expensive than from some other countries. †¢ High wastage – failing to make products right first time meant that they had to be reworked or scrapped. †¢ Low staff morale – employees were committed but were not motivated by the environment in which they were carrying out their jobs. External drivers (pressures for c hange outside the business) came from: New competitors – low cost producers in Eastern Europe and the Far East were taking business. This could lead to reduced demand with higher costs. †¢ Changing customer requirements – for example, the fall in demand for steel for the automotive industry meant that Corus needed to find different types of customers or develop different products. †¢ New technology meant customers expected higher specifications. †¢ Perceptions of the steelmaking industry within the community tended to be negative – for example, the industry was seen as having a poor record on environmental issues.Total Quality Management (TQM) initiatives had previously been implemented to great effect at CSP UK to improve productivity and improve competitiveness. CSP UK had also previously reduced manpower for the same purpose. However, Corus Strip Products is a business with deeply committed people and a relatively low staff turnover. Total payr oll costs are low compared with its other costs such as energy and raw materials. Labor costs at CSP UK account for around only 13% of total costs. This is considerably less than, for example, an assembly line process where they might be around 40-50% of total costs.It therefore made better sense to enable employees to work more efficiently rather than cut the number of staff. Barriers to change Change may challenge peoples’ abilities, experience, customs and practice. It may even be seen as a threat. This can create resistance or barriers to change. For example, if job roles are changed, employees and managers may feel that they lose status or power. If jobs are cut, remaining employees may feel insecure. This can cause low morale and lead to poor productivity.Although Corus Strip Products as a company supported the principles of change and innovation, not all previous programs had delivered the required results. GLOSSARY Corus is an established business in a traditional ind ustry. This meant that it had set patterns of doing things in some areas of the business. This attitude of ‘this is the way we do things around here’ made it more difficult to make necessary changes. Some Corus employees had a fear of the unknown and saw new initiatives as a possible threat to their existing teams and positions.Job reductions had been a major theme in the steel industry since the 1970s and some of Corus’ previous change initiatives had led to job cuts. Other people did not see a threat to their job because the business had previously survived difficult times. This complacency made change difficult for Corus. Another issue facing Corus was its ageing workforce. There is a considerable degree of expertise in the company and long-term high rewards kept people within the industry. Older employees with high technical skills stayed because these skills were not easily transferable.Fewer young people were attracted to the industry because of reduced job opportunities and reductions in apprenticeship schemes across the UK. The company also had a history of rewarding ‘long service’ rather than ‘distinguished service’. This means that employees who had been with the company a long time (but who had lower productivity) could be gaining greater rewards than newer employees who were producing more. Corus felt that this was an area that needed major change so that those employees with higher output were suitably rewarded. Overcoming barriers We cannot solve our problems by spending; we cannot solve our problems by cutting back. The only way to meet our challenges is to change how we go about things†¦Ã¢â‚¬â„¢ (quote from the Managing Director of CSP UK). One of the key techniques Corus has used to overcome resistance to change has been to work closely with employees and get them involved as much as possible in the program. From the start it was important for the company to share with employees what might hap pen to the business if it didn’t change. Corus put emphasis on getting everyone to take ownership of the new values by physically signing up to the program.This helped them ‘buy-into’ the new ways of working. Workers are now more involved in decision making and their contributions and experience are recognized. Through a range of direct and indirect communications, for example, weekly newsletters and workshops, Corus ensures that all employees understand what behaviors it expects of them. As part of implementation, Corus needed to highlight how people were behaving (the ‘As Is’). It created a program with ‘shock tactics’ to show managers and employees the condition of the plant, to identify weaknesses and encourage employees to make changes.For example, 150 senior managers were invited to the Millennium Stadium in Cardiff. This impressive venue raised expectations. However, they were served cold tea and given a presentation on a ripped p rojector screen. The fact that attendees did not comment on this demonstrated that people did not see they had a ‘right to challenge’. It also highlighted that employees had become accustomed to working with limited resources and were willing to accept low standards. This would be an important aspect to work on during the culture change.Managers were also shown videos of poor working conditions and interviews with local schoolchildren in which they said they would not work at the plant because of their perception of a poor outlook and a poor working environment. Around 150 workshops were held to spread the messages. Fortnightly newspapers clarified these values and repeated the key messages through articles on various activities, such as employees taking part in the redesigning of a control room to improve layout and safety. Billboards, intranet, video programs and most of all, direct one-to-one conversations all reinforced the messages.The Journey also raised important questions about how the company managed key issues, such as alcohol or drug misuse. The new values Due to the high standards of safety associated with Corus processes, all working sites are alcohol-free. Understandably, before the change program, anyone offending in this way was likely to face disciplinary action and this is still the case in most working environments. The new CSP UK values focus on helping employees who are willing to accept assistance to improve their performance, rather than taking disciplinary action against them for poor behaviour.This approach, with support and guidance from the company and counseling services, has resulted in over 50 employees that previously would have lost their jobs being retained in work. Measuring the outcomes of change The Journey change program at Corus Strip Products contributes to sustainability for the business. By facing up to its internal weaknesses, Corus Strip Products has improved efficiency, increased output, lowered costs an d reduced waste in an increasingly competitive steel market.This has enabled the business not just to survive but also to grow – even during the economic recession of 2008 and 2009. Thanks to the Journey program, CSP UK expects to reduce costs for the 2009/10 financial year by around ?250 million. To make sure that actions delivered results, Corus established clear targets and standards. Milestones (intermediate steps) were set so everyone would know how far CSP UK had gone to achieving the targets. This made it easier to review and measure progress and achievements or to set new deadlines.There have been a huge number of ‘quick wins’ which add up to a great gain overall. Key performance indicators have shown significant progress and include: †¢ production capacity has increased by 4. 5% to a run rate of 5 million tones †¢ the plant is on track to achieve a 20% reduction in the cost of producing steel †¢ 5,000 employees have signed up to the values and beliefs of the business †¢ a reduction in absenteeism †¢ measurable improvements in levels of quality and service for customers †¢ tighter targets for Health and Safety – new safety teams contribute towards accident-free production carbon dioxide emissions have reduced by 10%. CSP UK now exceeds government standards †¢ measurable improvements in the company’s impact on the local community. Individuals, teams and departments all support the improvement culture and are more engaged and committed to achieving company values and targets. This culture shift is of critical value as it will enable further improvement. For example, Corus has implemented top-level security with controlled access for the 5000+ vehicles which enter the Corus site each day.This provides a new enhanced ‘entry experience’ for employees, contractors and suppliers and demonstrates that Corus Strip Products is now seen as an organization that is proud of itself. Co nclusion All organisations need to manage change. If they fail to do so they may be left behind by the competition. Change management at Corus Strip Products UK involved bringing the issues out into the open, confronting barriers to change, winning the commitment and support of all employees and delivering an effective plan for change.The Journey has helped CSP UK to ‘weather the storm’. The company is now exploiting the benefits the program has given. The results of the change management program show that Corus Strip Products is a company that is sustainable and can continue to make profits in spite of the recession. Demonstrating ongoing improvement has the additional benefit of winning government grants to support the important economic sector of steel production. Overcoming Barriers to Change The research aims to identify barriers that exist in education on the way to changing students’ learning environments in a positive way. The literature review has revealed that current practices often demonstrate new opportunities willingly embraced by teachers.However, in many cases, teachers are not as susceptible to practices that threaten to have negative effect on their customary routines, in particular exemplified by collaborative teaching. Using teacher survey, the study will determine to what degree such reluctance can stand in the way of the teaching innovation.IntroductionTeaching collaboration is an idea that has gained prominence in contemporary educational establishments. Although at first a really unusual practice, collaboration in teaching has been shown to deliver great benefits.For educators themselves, â€Å"collegiality breaks the isolation of the classroom and brings career rewards and daily satisfactions† (Inger, 1993). It also helps beginners and e xperienced professional learn from each other for improved results and relieves young teachers of the trial-and-error process they are usually immersed in. bringing teachers closer together in a coherent effort, collaborative teaching helps foster cooperation and friendliness between teachers. Collaboration can also go beyond the level of a single school, helping extend new methods to other areas.At the same time, collaboration is not always compatible with school culture and practices and character of an individual teacher; hence come barriers to collaborative teaching. A teacher can be resistant to collaboration in general, being averse to any form of joint efforts in the same classroom. On the other hand, the teacher’s attitude can embrace collaboration between vocational and academic teachers or those coming from other schools. Therefore, the research problem is as follows:What obstacles do teachers most often face on the path of innovation in their school curriculum that involves collaborative teaching?The study will be focused on teacher perceptions and aim to find material so as to substantiate improvements in collaborative practices.Literature ReviewCollaboration can occur at any stage of the educational process. Teaching can engage in joint preparation of materials for the classroom sessions or engage in team teaching, or â€Å"organizational and instructional arrangement in which two or more teachers work in the same classroom† (Price et al, 2000-2001). Thus, in special education teachers can use a variety of models including the resource room, itinerant, and consultation models (Price et al, 2000-2001).In the process of realizing collaboration models, teachers face barriers that have been categorized by Welch and Sheridan (1995) into four main groups: conceptual barriers, pragmatic barriers, attitudinal barriers, and professional barriers. Conceptual barriers are caused by differences in the definition of roles by different educators, their difference in the processing of material, approaches etc.When teachers face challenges in working out the exact schedule or joining resources for joint effort, this is described as a pragmatic barrier. Attitudinal barriers are the result of fear to try a new approach. Professional barriers arise when teachers cannot cooperate on effective methods of problem solving, lacking adequate skills of working together as a team.Teachers can benefit from the administration’s effort to introduce additional measures so as to reduce the possibility of conflict among teachers.For this purpose, it is necessary to introduce concrete rules and procedures that will define the boundaries between their roles and help them establish working relationships. In case of team teaching, â€Å"the problem is getting a balance between enough specificity in prescribing roles so that a bureaucratic rule book is not created† (Price et al, 2000-2001). Most researchers believe that conflict is un avoidable, and therefore strategies for coping with it should be worked out by the administration in advance.A lot depends on the organizational culture as school culture can either stimulate or defy the efforts of teachers to work together. Peterson (2002) identifies two types of culture: cooperative and toxic. Within toxic cultures, individuals are striving to work together for common goals. As a result, teachers can reach effective collaboration more easily than in other organizations. In toxic cultures, on the contrary, individual effort is frustrated because of the lack of common framework.In addition, organizational resources can also be a barrier to innovation that should be represented in teaching communities. Many schools lack adequate programs that can accommodate the participation of two or more teachers. There are even fewer resources available for attracting outside professionals that can participate in collaborative projects. This can serve as a motivator for teachers to desire the continuation of the routines currently present in education.Cooperation between academic and vocational teachers can be prevented by the organizational design of the academic environment in which â€Å"the social and organizational isolation of most vocational teachers is exacerbated by the physical separation and programmatic fragmentation in secondary schools† (Inger, 1993).The difference in their social status further contributes to the rising walls between these two groups of professionals. Since academic teachers generally have a higher status, they tend to marginalize their vocational colleagues, a situation that discourages cooperation.

A Spiritual Journey

Ashwin Sathyanarayanan English 10 Professor Stanley Personal Essay That Once in a Lifetime Chance It is a great feeling going to a place where it’s a huge matter in one’s life. â€Å"Revisiting Sacred Ground† N. Scott Momaday had made a pilgrimage which his Kiowa ancestors. Momaday has said,† There are certain villages, and towns mountains and plains that, having seen them, walked in them, lived in them, even for a day, we keep forever in the mind’s eye. † Just like how Momaday relived his ancestor’s trails, I had a chance as well. I was lucky enough to be able to go on such a sacred journey that people would pay in thousands of dollars.The pilgrimage I would like to talk about is the one I took to a sacred city in India called Badrinath. I follow Hinduism, and in Hinduism there is a saying/belief that if we go on this enriching, and spiritual journey, we will go to heaven after we pass. I have a guru, like a living god, who I listen to and look up to. He took me on this spiritual journey. This spiritual journey had started for me 7 years ago in 2005, around June I had left San Francisco International Airport, and left to my motherland India. I landed in New Delhi, India to be exact. From there we drove to a city called Kasi.The city of Kasi is known for its sacred river. My guru had told me that in Hindu mythology if you bathe in the holy river of Ganges it will get rid of all your sins. We stayed the night there and we went to the sacred river and bathed early in the morning around 5. Then we went to the temple and did some prayer rituals that are performed after the bathing in the river. Later that day we took a bus from Kasi and drove into a city called Haridwar, one of the beautiful cities in the foothills of the Himalayas. When we reached the city of Haridwar, my guru told us a little about the place before we got out of the bus.That is where I learned the myth being told that Haridwar is one of the four citi es where amrit (the elixir of immortality) spilled from a pitcher which was being carried by a bird named Garuda. I was amazed by the fact, and my guru said, â€Å"this is nothing wait and you’ll see more amazing things. † He left me questionable that there were more amazing things than this. We got an auto (taxi) and went to the river because we heard that they do an extraordinary festive every night. This festive is known as Ganga aarti, and it happens at the river banks of the ganges (Har ki Pauri).At Har ki Pauri every night at both banks of the river, people are flooded, with an aarti in their hand. An aarti is a lamp lit by fire. After the priests finishing chanting the mantras and show the aarti to the gods, everyone lets the aarti down into the river and they pray what they want, and let the aarti go down stream. I was lucky enough to do that myself. We then went back to the hotel that we had checked into and left the next day back on our tour. We then travelle d to our next stop Rishikesh, which is another city in the foothills of the Himalayas.We were in Rishikesh for no longer than 4 hours because we had to get to our sleep stop. During the four hours that we were there we went to a lot of ashrams (meditation center) and saw many Saints. After the four hours had ended, we went back to our bus and left to our night stop, which was called Nanda Prayag. Since it was night time and we were all tired from the really long day, we went to bed, but I kept hearing the noise of the river really loud, and it sounded like it was just too close. Next morning the noise of the river and the animals woke me up and the noise was just so close that I had to go look how far it was.With all my curiosity when I went out to the balcony and I saw the most spectacular view. I saw two of the most holy rivers combine together, the combinations of the two rivers was just so distinct, the Alaknanda River and the Mandakini River confluence. At this place there was a temple ashore of the river. After I went and bathed in the river I had gone to the temple and I had learned the history of this place, it was fascinating. Then we all left the temple to the bus and we left and arrived at our longest stay in our tour, Badrinath. Badrinath was literally the whole reason we went on this trip.It was known as one of the most holiest, and sacred places to be at. We arrived there later in the Afternoon. After we checked into our hotel, we went and explored the city. And while exploring the city we saw many beautiful temples, and all these lead us to the main temple, the Badrinath Temple. We had to cross over a small walking bridge which went over the Alaknandha River, It went with such force, and if you sit in that water nonstop for more than ten – fifteen minutes, you will surely have a heart failure, because the water is that cold, and we are at an extreme altitude.And the most Ironic thing about this cold river is after we crossed it we have to bathe before we enter the temple, even if we had bathed in the morning. When we went to the place we were supposed to bathe, we came to find out that it was a hot spring and this hot spring was ten feet away from the extremely cold Alaknanda waters, ironic enough, I thought so. After we finished bathing there was a ritual which we had to perform. We had to get into brand new clothes and we had to give the clothes were wearing to the more unfortunate people.So after we did that, we went into the main temple, it was enriched with beautiful colors and sculptures all made since the time the temple was created. We had gone in and while we were coming outside, we had ran into a very famous priest, and we all greeted him, and he invited us to come to his ashram, so we all went. There he told us about the main reason of this temple. This temple is only open during Spring, Summer and Fall. They closes the temple, right before we end fall and enter Winter. The closing and opening of the temp le is a huge ceremony.This is the most important ceremony to come to if you have major problems which need to be resolved. He told us that during the ceremony they do many poojas (rituals and prayers) and they have an extremely huge lamp and they fill it to the rim with oil and they light the lamp, and during the lighting of the lamp we all must pray for what we all want most. After they light it they close and seal the temple for six months through the harsh winters. The most amazing part is that even though it snows and rains, and harsh winds blow, the lamp never goes out. I was dumb founded by this statement.It is said that it doesn’t go out because of the bonds of all the prayers and wishes the people had made, it is so strong, that nothing can affect it. He continued by saying that after the six months pass, for the wish you made to come true you, must come back for the opening ceremony of the temple. If indeed you do, you will see that the lamp that was lit is still lit and the glory of the light is just so divine. Since he had an urgent issue to deal with he left us in awe. My guru then told me,† I told you I would show you something which is even more fascinating. † I was speechless, and we left back to our hotel and slept.The next day my guru took us to the last village in India, Mana. My guru told me that this is the main source of the river Saraswathi, (the goddess of education) and he had told me that this river is so tricky and mischievous. My guru said that this river after 3 miles this river disappears, it is said that it runs underground and comes back up in a city more down south. After we saw where the main source had come from we saw this passage on the left and my guru had told me out of my whole family to go up because it was a very dangerous path/cave and he said I am the only one in the family that is very capable of going through it.As I went through this path I experienced the biggest fear of my life, snakes. They we re literally everywhere. I had gone through this extreme passage and I got out of this tight hole and I could not believe my own eyes, there it was, The Great Wall of China. I had come back down the passage I went up but this time the snakes were all gone, there was none there anymore, which shocked me even more. I had come down and my guru said do not tell us what you saw.I was bursting in excitement and he made me hold it in. It was the hardest thing in life for me to hold in. After we left the village and started going back down on the bus, my guru called me and I went and sat next to him on the bus and he told me,† now I want you to tell us all what happened. † I had then told them that I went up this cave of snakes and saw the great wall, and on my way back not even one snake was there, everyone was in shock. That was the biggest mystery in my life till now.After we came back down we had left back to our beginning destination New Delhi, India. On our way back though we went back in a helicopter, I asked my guru why we didn’t use the helicopter on the way up, and he said,† you wouldn’t have experienced all that you did now if you came on a helicopter. † This was the sacred pilgrimage that all Indians must take at least once in your lifetime, according to Hindu mythology. I now have a dream to go back once again and revisit the same places and relive what did in 2005.

101 Library Research Day Professor Ramos Blog

101 Library Research Day WordPress Library Research Notes Today we are meeting in the Crafton Library computer room. Librarian Krista Ivy will be teaching us how to research. In the Crafton Hills website go to the library link. Crafton Hills Library Databases You can search for books, ebooks, reference books, and articles. Use the  EBSCO Academic Search Complete  database under interdisciplinary section Find your keywords to search effectively in the databases. Example topic: the rising costs of textbooks Keywords: textbooks, cost, price, course reserves Search the keywords you came up with for your topic. Limit the results to full texts and scholarly. Can also limit the results to current publication date, depending on your topic. Boolean Terms Use the Boolean search terms to help narrow your search results AND, OR, or NOT Read the abstract, summary, and/or introduction of the article you are considering to see if it is useful and relevant to what you are researching. WordPress Sign up for WordPress.com

Chapter Essays

Chapter Essays Chapter Essay Chapter Essay False 10 True or False: Hashing is a mechanism for accomplishing confidentiality, 11 What is the a cipher that shifts each letter in the English alphabet a fixed number of positions, with Z wrapping back to A? Caesar Cipher 12 Identify a security objective that stops authorization for access to data. Revocation 3 True or False: Revocation is a security objective that binds a message or data to a specific entity and adds value to relationships between businesses. 4 True or False: Authorization is a security objective that binds a message or 15 True or F-else: Timestamp is a security objective that binds a message or 16 True or False: Message authentication is a security objective that binds a message or data to a specific entity and adds value to relationships between businesses. False 17 In which type Of cipher attack does the cryptanalyst have access only to segment of encrypted data, and has no choice as to what that data may be. An example is the cryptogram in some daily newspapers. Ciphered;only attack (COCA) 18 In which type of cipher attack can the cryptanalyst encrypt any information and observe the output, which offers the most flexibility and insight into HTH encryption mechanism. Chosen-plaintext attack 19 What type of cipher replaces bits, characters, or blocks of information w other bits, characters, or blocks? Substitution ciphers 20 Every cipher and any plaintext you want to encrypt needs a . Key 21 True or False: An objective of cryptanalysis is, in general, to derive the plaintext of a target message. True 2 True or False: An objective of cryptanalysis is, in general, to determine TFH- key used to encrypt a target message. True 23 True or False: An objective of cryptanalysis is, in general, to derive the algorithm used by a particular cipher. True 24 True or False: An objective of cryptanalysis is, in general, to determine try types of attacks that could be launched against the message. False 25 True Or False: A method for maintaining the security Of a substitution cipher is to make sure the key is a random sequence without repetition. Trim 26 True or False: A method for maintaining the security of a substitution piper is to make sure the key is as long as the encrypted information. True 27 True or False: A method for maintaining the security of a substitution cipher is to make sure the key is shorter than the encrypted information. 28 True or False: A method for maintaining the security of a substitution cipher is to use the key only once. True 29 What is an advantage of asymmetric key ciphers versus symmetric key ciphers? 30 What is a common asymmetric algorithm?