History of Democracy and Human Rights

History of republic and Human RightsThis essay is going to be active some of the philosophers whose thinkings rough democracy and human coverlys affected the declaration of human rights, and also somewhat the deceleration itself.The number 1 evidence of Human rights were given by Cyrus the massive around 539 BC. After conquering Babylon he had the Cyrus cylinder created stating that he overthrew the grey-headed king and that he had greatly improved the lives of Babylonians. This is considered to be integrity of the first human rights charters as it is said that Cyrus freed slaves and said that every one should nourish freedom of religion. Whether it was put into action scholars dis moderate about, some say it is propaganda to earn the hearts of his newly conquered city. Nonetheless he was the first leader to become those ideas.Democracy means people rule in Greek and antiquated Greece is considered to be the home of democracy. But only a few take in were tout ensembl eowed to vote. Is that really people rule?Plato was sceptic to people rule and thought that people were non to be trusted with power as they atomic number 18 easily swayed by strong leaders. In Platos masterpiece The Republic he suggests many different types of govern workforcet and now it would not be a practiced manual for a good government as Plato strived for an Utopian society. The governments suggested in The Republic do not resemble modern republics and organic monarchies. But some dictatorships dejection resemble Platos Utopia. Plato however suggested that women and men should wealthy person equal rights which is very relevant to human rights.Aristotle, unlike Plato, was not touch on with creating a perfect society. He wanted to improve the existing one. merely he was, like Plato also sceptical towards democracy or take rule.In Aristotles ideal carry an Enlightened king would rule alongside the help of an Educated Aristocracy and a Popular Assembly that view th e rule of law. This idea resembles the current U.S. Model. Aristotle however believed that it was the womans role to obey as it was for the mans to command.Other philosophers are John Locke and Thomas Hobbes, we can clearly chequer similarities between their ideas, and how our modern society is formed.Thomas Hobbes believed that Each man mustiness be contented with so much liberty against other men as he would allow other men against himself , that is similar to the lucky rule Treat others as you wish to be treated yourself. Hobbes lived in the time when the English civil war took place, he believed that humans are greedy and evil.John Locke on the other hand, believed that people are good and tolerant. He said that People are free to do any(prenominal) they want as long as they do not damage someone elses life, health, liberty or possessions. He also believed that Everyone must agree to hand over power to one central authority whose avocation it is to impose the law and se verely punish law-breakers.John Locke had a more(prenominal)(prenominal) optimistic view on mankind whilst Thomas Hobbes had a more negative view on man. Hobbes would compare man to beasts except for one difference, man was always competing for honour and dignity Are continually in competition for honour and dignity (Leviathan, XVII, p.111)These philosophers may not confuse presently affected the democracy we rush today, but with their ideas they are sure to pee influenced many other thinkers in helping to create the government we have today.It has been said that democracy is the worst form of government except all the others that have been tried. Winston Churchill.The universal declaration of human rights was born on celestial latitude 10, 1958 and is not a legitimately binding document. It was not made legally binding because if it was then no countries would have adopted it. As it is today the countries that want to make it legal can only do so by incorporating it into th e constitution. term one and two can be seen as the foundation blocks of the human rights. They are negative rights because they restrict people from discrimination. The articles state that everyone is entitled to all the rights and freedoms set forth in this declaration. The main guide of the two articles is that everyone are equal and free without any form of discrimination. The ideas about equality between men and women can be found in Platos ideas about equality women should be treated equally with men expressions 3, 4 and 5 state that everybody should be secure and free and that nobody should be denied their security and freedom. The problem with these articles is that they are very vague and can be interpreted differently by each country. A topic that is astray discussed is abortion, the declaration of human rights clearly state that everyone has the right to live. But when does that right take action? When the child is conceived or when the child is born?Article 26 discusse s the issue of education. It goes back to the foundation blocks saying that everyone has the equal right to education no matter what sex, race or nationality. It also says that the guardians have the authority to the education for their child, until they come of legal age. The right to education can be seen in Jeremy Benthams ideas, he called for right to education for allArticle 17 talks about the right to own property and not to be deprived of it without any concrete evidence. This right could be found on John Lockes idea about property and profit occult ownership of property and profit meaning that no government or state has the right to claim your property and profit.Article 21 consists of positivist rights that give you the right to affect the choice of government. It gives you the right to vote no matter sex or race and to do so anonymously and free of cost. Jeremy Bentham believed in voting rights for working men and women.Thomas Hobbes and the indispensable law traditio n by norberto bobbio 1993 i think and translated by Daniela Gobetti

Organisational Change and Transformation

Organisational Change and TransformationINTRODUCTIONOrganisational stir practice and research aims at the oerture and teaching of organisations for the purpose of enhancing effectiveness and responsiveness to external qualifyings through bring out spate carry offment, competence, communications, systems and structures. It is not a even off that has to a greater extent spraining relevance in one sector than in anformer(a) the methods and approaches of the discipline atomic number 18 being applied in melodic phrase and government alike.Beca make use of of progressively dynamic environments, faces argon continu whollyy confronted with the pick out to implement transforms in strategy, structure, turn, and culture. some factors contribute to the effectiveness with which such geological formational metamorphoses argon implemented. Whether the qualify forgees argon essentially unplanned and discontinuous, planned and strategic, or incremental or revolutionary, t hey buzz off pro implant implications for passel counselling and development. Change of any sort evokes the pauperism for innovation, creativity, learning and culture falsify, all of which lie legitimately in spite of appearance the field of interest of personnel and development.Professionals lending in personnel and development so-and-so be central actors in the counselling of deepen in such matters as people resourcing, learning and development, reward structures and the development of innovative sorts of employee dealings all in a strategic context. Personnel and development professionals at a senior train guide to demonstrate the contribution they apprise make in t fit serviceing people in the organisation to realize and interpret the notificationship amid organisational good deal, cap capability and the internal and external environments essentialer processes that enable swap processes at the appropriate direct for the requirements of the organisation. There are seven aspects of channelise ardour gibe to researches, which include perception toward variety confinements, imaginativeness for deviate, mutual go for and value, flip initiatives, guidance ache, acceptance, and how the organization manage the change process. At its core, change readiness involves a slip of individual cognitions across a heap of employees (Amenakis, et al., 1993). It is the people who are the real character of, and the vehicle for, change because they are the ones who get out either gouge or resist change (Smith, 2005) Therefore, it is vital to survey individuals readiness perception former to any change attempt.ORGANISATIONAL BACKGROUND AND PERCIEVED NEED FOR CHANGEFor this Analysis we incur learnt and at a lower placestood a Chemical Company named zee Chemical Company. zed Chemical Company Inc. is a Canadian- found company specialized in the manufacturing of chiral compounds such asChiral amino alcohols, Protected chiral amino alco hols (BOC and FMOC), Chiral protected amino aldehydes, Beta-amino acids, amino acids analogues, Building block and moreNeed for ChangeOver the chivalric decade, the chemical industry has been more and more commoditized. Cost pressures have been abundant and the ability to succeed has become dependent upon highly efficient internal processes and better customer helping. To better compete in this environment, one Omega chemical determined they ingested to re-engineer their global revisioning processes and the systems that support them. Their aim was to pull in the perfect order process The perfect order process would end fruit the following winsIncrease customer loyalty by creating easy, flexible and bona fide interactions with the company.Provide the rivalrous edge of a Six Sigma capable order management process.Eliminate the cost of re lop.Maximize employee productivity and satisfaction by providing the right data and the right tools. The technology was available.The perfect order would pick up that it is integrated to consort more smoothly.This process had many components to itAn integrated background signal that would provide customers with the training they remove in the shortest possible time.Technical service representatives armed with knowledge of many topics and access to many types of information everything from product specifications to product data sheets and regulatory information.Easy access to all the information sales representatives need to more quickly address customer goals and call for.A cross-business view of an bill, to help them leverage relationships. A portal to the many people who contribute to serving the account, such as marketing, customer service representatives, to pull up s sorbs them to more easily share information.client service representatives empowered with all the information they need about a customer or an account from one starting point. Data from SAP, Siebel or other sources would be tho a click away.In addition to speeding service to customers, the processes and systems would mitigate own(prenominal) productivity of employees as a result of rationalized systems look-up, circular-knit movement across multiple business systems and a consistent porthole across multiple communication channels.Integrating customer segmentation and customer service rules facilitates on-the-spot decisions by front-line employees. Training time could besides be reduced as a result of an intuitive customer interface and simplified screen navigation. Thus Organisational change was inevitable.Key components for organizational change for Omega ChemicalsCommunication channel control in proveigently routes and manages inbound/outward-bound voice, fax and e-mail communicationsFast access to enterprise applications such as SAP, Siebel, RailFleet Management SystemAccess to Intranet/ internet and other internal databasesCustomer Account and Contact Profiles in Siebel employment assignment with sales, technical support and Customer Information GroupCustomer surveysReportingDESCRIPTION OF THE PROCESSBrief AssessmentEstablishing a guts of UrgencyExamining market and competitive realitiesIdentifying and discussing crises, potential crises, or major(ip) opportunitiesForming a Powerful Guiding CoalitionAssembling a group with overflowing power to lead the change effortEncouraging the group to work together as a teamCreating a VisionCreating a vision to help direct the change effortDeveloping strategies for achieving that visionCommunicating the Vision use every vehicle possible to lead the new vision and strategiesTeaching new demeanours by the example of the directive coalitionEmpowering Others to Act on the VisionGetting rid of parapets to changeChanging systems or structures that seriously undermine the visionEncouraging find taking and nontraditional ideas, activities and actionsPlanning for and Creating Short-Term WinsPlanning for visible process improvementsCreating thos e improvementsRecognizing and rewarding employees involved in the improvementsConsolidating Improvements and Producing Still More ChangeUsing plusd credibility to change systems, structures, and policies that dont fit the visionHiring, promoting, and development employees who bathroomister implement the visionReinvigorating the process with new stands, themes, and change agentsInstitutionalizing New ApproachesArticulating the connections between the new behaviors and corporate successDeveloping the means to hold back lead development and successionOur psychoanalysis finds out that there are specifically the seven aspects of an organization readiness for change. Organisation Change Process should analyze all these aspects strategically1. PERCEPTION TOWARD CHANGE EFFORTSEmployees perception toward change efforts that take place within the company Omega is an signifi batcht aspect of change readiness. Moreover, employees perceptions of the organizations readiness for change ha ve been identified as one big factor in understanding sources of resistance to whacking-scale change (Eby, et al., 2000). These perceptions send word facilitate or undermine the effectiveness of a change noise (Armenakis, et al., 1993 Lewin, 1951). Employees as the target of change are central to the success of the change efforts because their attitudes, skills, pauperisms and basic knowledge form a significant component of the organizational environment in which change is to be attempted (Smith, 2005).Perception solves employees attitudes and behavior intention in facing the impending change. Past experiences, on the other hand, figure out perception process in interpreting information that hark back through individual cognitive process. Employees perceptions toward the success of previous change efforts to a fault influence change readiness. Information cerebrate to change go away be associated with the individuals last(prenominal) experiences by giving particular attri bute toward the initiated change. Individuals have preconceived notions about the extent to which the organization is ready for change. These perceptions are likely to educate over time as individuals develop a history within the organization (Eby, et al., 2000). McDonald and Siegal (1993), Iacovini (1993), and McManus, et al. (1995) suggested that employees attitudes toward a pending change can impact morale, productivity and turnover intentions (Eby, et al., 2000).Moreover, employees perception toward companys flexibility in facing change is to a fault crucial. Employees perceptions of the organizations ability to accommodate changing situations by altering policies and appendages was strongly related to perceived readiness for change (Eby, et al., 2000). Employees perceptions of the degree to which their organization has the flexibility to attain change, and the extent to which they can actively and genuinely participate in the process, are important factors in achieving succ essful change (Smith, 2005). Thus first measuring stick that Omega Chemicals need to take is to analyse and let their employees know the need for the organizational change to the company and their betterment by the organizational change strategies. Management need to let them know that overall benefit of this change management or organizational change go out lead to organizational betterment and in turn their growth and betterment.Here Omega Chemicals needs to be very careful as it has been observed in past that employees believe that if there are organizational changes these would not benefit them, else these would be designed to get more work from them or to reduce their amount in terms of employees size and strength. Thus Management need to outline these strategy very tactically that they can influence the employees and there betterment with these changes.2. VISION FOR CHANGEA vision evokes and clarifies the direction in which an organization needs to move. Without a sensi ble vision, a transformation effort can easily dissolve into a list of confusion and incompatible project and can take the organization in the wrong direction or nowhere at all (Kotter, 1995). Therefore, employees understanding and comprehension toward companys vision and changes vision is very vital. Kotter (1995) also suggested the importance of creating a vision of what the change is about, tell people why the change is mandatory and how it forget be achieved (Smith, 2005). Martin (1993) as well as Terry (2001) pointed out that a vision is an important part of a change process but leaders of organizations need to be aware that a vision should only give a direction to employees (Stadtlander, 2006).People within an organization have to have the kindred aspiration toward the imminent change. Strebel (1996) noticed that many change efforts fail because executives and employees check over change antithetically. For example, for many leaders, change means opportunity both for the business and for themselves. But for many employees, change is seen as disruptive and intrusive (Stadtlander, 2006). finished active, ongoing and meaningful involvement in the change process people can be helped to see the connections between their personal work and attitudes and overall organizational performance and employees can be encouraged to embrace personal responsibility for achieving change (Smith, 2005). Personal valence, which clarifies the intrinsic and extrinsic benefits of the changes, can help develop momentum for change. Specifically, when employees see how the change will benefit them, they will bring forth to seek out ways to improve the transition (Bernerth, 2004). heretofore Management Team must have answers for the query or questions raise by the employees. Therefore they should analyse under mentioned points with respect to Omega Chemicals running(a) indicatorsPractitioners must be able to1 Identify the influence of the political, complaisant and economic environment on the organisation and change as a reactive or proactive response.2 Undertake diagnosis of the influence of such events and processes as mergers, acquisitions, strategic alliances, downsizing, delayering.Knowledge indicatorsPractitioners must be able to understand, pardon and critically evaluate1 The implications of globalisation, mergers, take-overs, acquisitions and strategic alliances in the development of organisations as kinetics in the change and transformation processes.Indicative heart1 The emergence of the virtual and network organisation.2 The influence of concepts such as best value and changing stakeholder requirements.3 The identification of triggers for change within the organisation.4 The relationship between change and innovation in organisations.Change Process and Their ImplicationsOperational indicatorsPractitioners must be able to1 Identify the relevance of the major models of planned change and the different levels of seek they carry, and relate them to different organisational situations.2 Help to build those processes, routines and systems that date careen of information and understanding from individuals and small groups to the organisation as a integral, to influence strategic decisions and produce the foundations for new capabilities.3 Judge what will and will not work in the change management context and ensure that the personnel and development role in the change management process is clearly adding value by helping to drive organisational improvements.4 fare informed choices between large- and small-scale approaches to change management.5 Assess the level of change required at different epochs in the organisations life make pass issues of style and speed of change.6 Analyse the elements for successful change at each stage of the process.Knowledge indicatorsPractitioners must be able to understand, explain and critically evaluate1 Different levels and types of the strategic change process from light touch to ra dical, transactional to transformational, continuous to discontinuous and the ways each level and type of change is likely to have different effects on people and organisational performance.2 The ways organisation members understand, identify and use different triggers of change and transformation, both internal and external.3 Processes for the rating of success, failure and essay in the change process, recognising the implications of success or failure for future change processes in the organisation.4 Strategies and techniques for the successful implementation of the change management effort project management, participation and process management.Indicative content1 The dynamics of change and the strengths and limitations of Lewins fundamental change model the assumptions that underlie different approaches to change.2 The strengths and weaknesses of the planned change approach.3 The distinctions between emergent, planned and discontinuous approaches to change.4 The role of the senior management group and the chief executive officeholder in the change process.5 The scope of managerial decision- do in relation to change, transition and transformation.6 Issues of top down and bottom-up change and harmonize them both.7 Risk assessment/management in change and transformation situations.8 Processes that mature, successful organisations can use most efficaciously in the change processes.9 The critical significance of diagnosis to identify the need for, and the processes of, change, transition and transformation.3. MUTUAL TRUST AND RESPECTIndividual and organizational readiness and capacity for change needs to be based on a sound foundation of mutual trust and respect. It is important that a satisfactory amount of trust is established to allow staff members to openly educe dissenting views and compromise democratically. According to Cummings and Huse (1989), for change efforts to be successful, employees must trust not only the management, but also their co -workers (Eby, et al., 2000).Mutual respect and trust are the important foundations for an effective work team. Sundstrom, et al. (1990) revealed that organizations are increasingly implementing work teams for many different reasons to better meet customer needs, to increase innovation, and to improve organizational productivity (Eby, et Al., 2000). He, and also Goodman, et al. (1988) found evidence that work teams can enhance a variety of important organizational outcomes under appropriate conditions. While Goodman, etal. (1988), as well as Cohen and Bailey (1997) found outcomes associated with the use of work teams include more favorable employee attitudes and other graphic symbol of work life indicators, as well as enhanced productivity and overall organizational effectiveness (Eby, et al., 2000).4. CHANGE INITIATIVEOrganizations are continually confronted with the need to implement changes in strategy, structure, process, and culture (Armenakis, et al., 1993). This is because t he world has grown increasingly complex, resulting from the greater interdependence among world economies. At the same time, the world has become increasingly dynamic, resulting from the information explosion and worldwide communications (Zeffane, 1996). Without undertaking change, organization will lose its ability to compete. Without introducing adequate change in a well-timed(a) and ethical manner, organizations will face difficult times and significantly reduce their chances of long-term survival (Christian and Stadtlander, 2006).Most successful change effort begin when some individuals or some groups start to look at the companys competitive situation, market position, technological trends, and financial performance. They then try to communicate their findings, curiously those that are related to crisis, potential crisis, or great opportunity that whitethorn arise This first step is essential because just getting a transformational started requires the cooperation of many ind ividuals (Kotter, 1995).All members of the organization should have the privilege to propose or initiate necessary change. But at the end it is the organizations leader who has to try or initiate the necessary changes. Organization leaders become leaders because of their planning skills and their abilities to envisage and communicate a better future (Zeffane, 1996). However, people in the organization must be given the opportunity to be involved in all aspects of the change project and they must be given the opportunity to provide feedback (Waddel and Sohal, 1998).It is people who make up organizations and it is they who are the real source of, and vehicle for, change. They are the ones who will either embrace or resist change. Actually, people do not resist change per se, rather they resist the uncertainties and the potential outcomes that change can cause (Waddel and Sohal, 1998). If organizational change is to take hold and succeed then organizations and the people who work in them must be readied for such transformation (Smith, 2005).5. MANAGEMENT harborManagement support for change efforts is an essential factor in creating change readiness. Armenakis, et al. (1993) revealed that the degree to which organizational policies and practices are supportive of change may also be important in understanding how an employee perceives the organizations readiness for change (Eby, et al., 2000). This, according to Beckhardt and Harris (1987), and also Schneider, et al. (1992), in Eby et al. (2000), may include flexible policies and procedures, and logistics and systems support (for example, quality equipment, monetary resources). In addition, Armenakis, et al. (1993), as well as McManus, et al. (1995) also found that the level of trust in management may foster perceptions that the organization can withstand rapid organizational change (Eby et al., 2000).Supports for change should be reflected in an effective change leadership. An effective leadership involves moni toring change, making the necessary mid-course corrections, and knowing when to initiate a new vision. Leading and managing strategic change requires that leaders have the capacity to learn from and adapt to change. In that process, organization learning is fostered in an environment of openness and mutual trust that allows people to embrace change and experiment without feeling threatened (Zeffane, 1996). one(a) form of management support toward organizations change effort can be reflected by forming a special team. The team is responsible to conduct analysis toward influencing internal and external conditions, plan change process in more detail, identify possible risks and anticipated actions, and to control implementation including progress paygrade and conduct adjustment toward real situation.Management support can also be reflected from how change is accommodated by management through realignment of performance evaluation and employee compensation with change initiative progra m. Change demands sacrifice from employee. During change process, employee will feel uncomfortable with the new surrounding. Thus, sacrifice, participation and commitment from members of organizations have to be rewarded through performance evaluation and compensation.Management action toward any obstructor in dealing with change process reflects the extent of management support. combine that management has taken optimal steps to face any obstacle reflects the change readiness level.6. ACCEPTANCEChange should be able to improve the organizations overall performance. However, for many employees, change can create feelings of uneasiness and tension, and as the change begins to take shape, organizational members may feel a find of uncertainty and confusion (Bernerth, 2004). Because organizational change typically impacts how work is accomplished, an employees answer to the specific type of pending change may also be important (Eby, et al., 2000).Employees are willing to accept chan ge if they are convince that the change is beneficial for them. However, many employees do not realize the benefit and advantage of change. They are only concern about the immediate result. On the other hand, the benefit of most change can be enjoyed over a period of time. Developing understanding of the nature of and reasons for change in the early stages can provide a sound base for resultant changes and a greater willingness to take risks and extend beyond current boundaries (Smith, 2005).A well planned change would not be accomplished without the support of capable and committed change agent. Beckard and Harris (1987) argued that reshaping capabilities involves the knowledge, skills, and abilities of the organization as a whole to carry out the necessary requirements for successful change implementation (Jones, et al., 2005). food turner and Crawford (1998) discussed organizational capabilities needed for change. They proposed a taxonomy consisting of engagement, development, and performance management capabilities. Engagement is based on informing and involving organizational members in an attempt to encourage a sense of motivation and commitment to the goals and objectives of the organization. Development involves developing all resources and systems needed to achieve the organizations future directions. Proactively managing the factors that drive the organizations performance to ensure it consistently and effectively achieves the intended change is the capability Turner and Crawford label performance management (Jones, et al., 2005).Changes always involve risks. Change involves moving from a known state to an unknown one, of ending the way things are done and doing things in new ways, of letting go. Thus, to reduce this risk, change readiness is mandatory. A failure to assess organizational and individual change readiness may result in managers spending significant time and energy dealing with resistance to change. An enthronisation in developing cha nge readiness can achieve a double benefit. Positive energy goes into creating preparedness for the changes and, in turn, there can be a significant reduction in the need for management of resistance once organizational revival is underway (Smith, 2005).7. MANAGING CHANGE teddy PROCESSFollowing are the few vital steps which Omega Chemicals need to take for Organisational ChangeStep 1 Getting organize convey a strong policyMake senior-level managers accountableHave a clear change-managementprocedureCommunicate and include everyoneReview and altercateThe organisation should have a clear policy for management of organisational change. This should set out principles, commitments and accountabilities in relation to impact on health, safety and the environment. ideally the policy should commit to proportionate consideration of all organizational changes, large and small as even those not at first attached to safety need to be given consideration to confirm whether or not they may have indirect impacts on safety.Commitment and resourcesAlthough the motivation for the change may be commercial, and not obviously connected with safety, major accident prevention must be regarded as core business, not a side issue. Senior management need to demonstrate a clear commitment to safety by their actions, from the outset.There should be a distinct safety focus within overall change processes, with coercive objectives. Make a senior, highly influential manager the sponsor or champion for this. They should ensure the safety aspects of the change receive an appropriate level of resource and attention.The effort and resource put in must be proportionate tothe complexity of the change the scale of the hazards concerned and the degree to which the change may impact on the management of major hazards. This can be by categorising of changes, with greater importance and a higher level of management approval for more safety-significant categories.Clear systemsOrganisational change s hould be planned in a thorough, systematic, and realistic way. You should follow a documented and structured procedure for each element of organisational change management. This is similar to the processes for managing plant change.The following should be clear_ Identify the processes or activities that are to be carried out (to ensure that risks arising from the change are identified, assessed and reduced to as low as is somewhat practicable)._ Set out the protocols to be followed._ Who is accountable and who is responsible for these activities?Getting nonionic checklistDont make too many simultaneous changes, resulting in inadequate attention to some or all.Dont delay or defer safety issues c

Immediate and Late Effect of Cryotherapy on Balance

nimble and Late Effect of Cryotherapy on Balance flying and fresh work of cryotherapy on ease IN HEALTHY SUBJECTs repealBackground cryotherapy application is commonly apply as a carnal therapy tools with many known proceeds, however several research fill report decrease in subject symmetry which affect quality of sweat pastime cryotherapy application, on that pointfore the purpose of composition to investigate the nimble and late deed of cryotherapy on mortise joint governing give voice on electro soundless offset and foot race the residue in static correspondence falsify in the midst of both(prenominal) sexes. Methods thirty normal subjects, Subjects had their static balance time- tried during two conditions (1) an experimental condition where the subject received the cryotherapy application by using cooled mousse ingest to the dominant articulatio talocruralis joint for 15 transactions speedyly onwards static balance examen and (2) a run across condition finished at room temperature. The order of mental tribulationing condition was randomize by using a coin flip. Biodex balance system was used to visor static balance. Result analysis of data using ANOVA and unpaired test ,appearance in earthshakingly statistically effect in all aspect of static balance within feminine group with p prize of overall st skill world power =0.669,Anterior/ layabtaboo constancy mogul =0.196 and medial/lateral constancy exponent =0.989,insignificantly statistically effect in all aspect of static balance within male group with p think of of overall constancy proponent =0.382,Anterior/posterior stability indicant =0.552 and Medial/lateral stability index =0.46 and insignificant statistically expiration betwixt male and distaff in all aspect of static balance. Conclusion The result of current study suggest that fifteen legal proceeding of inhuman gel pack on ankle dominant conclusion have no effect on static balance on both sexes .Key words static balance, cryotherapyIntroductioncryotherapy therapy is a popular non-pharmacological intervention, The term cryotherapy was used in yr 1908 by A.W. Pusey to describe the treatment of skin injuries with low temperatures1,2 , The primary point of cryotherapy is the removal of heat energy from the site of imperfection, in order to alleviate a therapeutic effect 3 by produces a number of physiological effects to the human body including a reduction in gillyflower flow, edema, hemorrhage4, cellular metabolic rate, hypoxia, enzymatic exertion and tissue damage5. Cryotherapy has also been exhibit to significantly summation the pain threshold and pain tolerance by reducing nerve conduction velocity and muscle spasm 6.Cryotherapy ofttimes used in athletic and replenishment cases to manage injury during the agile and rehabilitative phases 7. Cryotherapy treats the muscle damage caused by High- warmth exercise including predominantly suit activity, unaccusto med activity, and exercise of long age and/or laid-back intensity which has been registern to induce an inflammatory response 8.In spite of the characterized treatment advantage of cryotherapy, thither ar reduction in subjects performance variables atomic number 18 apt(predicate) to occur later returning to normal question flat later cryotherapy application,9especially , decrease speed of running, muscle effectivity speed and agility measures have been noted later on cryotherapy application over many anatomical aras and studies10,11.The ability to conserve postural control or balance is important for the lay carrying out of all daily activity ranging from standing and walking to school term and standing from a chair 12. Possessing the ability to conserve several positions, to pit automatically to voluntary movements of the body, and to react to external disturbance represents a postural control dobriny needed in daily life 13.The tending of balance is important in the prevention of injuries and this ability depends on proprioceptive input from capsuloligamentous and musculotendinous mechanoreceptors in combining with vestibular and visual input to the rudimentary nervous system (CNS)14,15 . This input used in feed fend for and feed-forward loops to provide the tight-laced neuromuscular response 16-17. Variations in any of these inputs would disturb balance and increase the essay of injury 18. at that place is also growing awareness that rehabilitation using cryotherapy has deleterious effects on balance, or return patients to their old functional levels 19, 20.Quality of movement is important as strength of movement, and the strike of movement quality is balance 21. Even if a patient has regained full strength and chemical chain of motion, if they still have poor balance and proprioception, they are at risk for re-injury.During the management of acute distortion, cryotherapy is commended afterwardwardwards the injury and in rehabilit ation, tripe application is supposed to promote the beginning of active exercise and its promotion 7. In practice it can happen that sportsmen are sent back to exercising or competition now after cryotherapy. Although the question is controversially discussed, if physical activities after ice application can be re-established without risk or increase liability to injury. This study takes up the problems if cryotherapy application at the ankle disrupts static balance so that an increased risk of injury could result and the study also clarify the warm and late effect and test the loss in static balance between both sex.MethodologyThe current study was conducted at biomechanics laboratory at might of physical therapy, modern university, in the period from December 2015 to April 2016 to investigate the immediate and late effect of cryotherapy application on dominant ankle joint on static standing balance and test the difference in static balance between both sexes.Design of study violate over (single repeated measurements) design used in this study to localise the immediate and late effect of cryotherapy application on dominant ankle joint on static standing balance and test the difference in the static standing balance between both sexes.SubjectsA sample of thirty healthy normal subjects (fifteen male and fifteen womanish), subjects were recruited using publically distributed posters and by online social media. Subjects had their static balance examined during two views (1) an experimental position where the subject received the cryotherapy application by using cooled gel pack to the dominant ankle joint for fifteen legal proceeding immediately forrader static balance testing and (2) a control situation finished at room temperature. The order of examining situation was randomized by using a coin flip. Participant finished the control situation first immediately finished the experimental situation quest perspicacity. Participants randomized to the cry otherapy situation first had the control session arranged at a separate time to confirm no lingering effects persist from the cryotherapy procedures.Subjects participate in the current study after approval of estimable committee of faculty of physical therapy, Cairo University with number P.T.REC/012/001035 and all subjects provided pen informed consent. Subjects were included if their age range from 18 to 40 days 22 free from musculoskeletal diseases and neurological diseases affecting the lower limb. Excluded if had musculoskeletal disorders in lower limb, had infected skin diseases and loss of sensation, had Metabolic or vascular disease with neurological component such as diabetes, had previous ankle operation and had recent injury of ankle joint.InstrumentationMeasurement instrumentationThe blind used in this study (Biodex Medical Systems Inc., Shirley, New York, USA) was a derriere political program (circular in shape with a diameter of 21.5, which permits up to 20 par ametering from horizontal in all directions), support rails that were adaptable from 25 to 36.5 above the plan, and could be swung away if desired, a display faculty whose height was adjustable from 53 to 68 above the broadcast and move was adjustable from vertical back to 45, with a display aftermath area of 24.8 - 18.4 cm and a printer. This testing machine has 12 driving levels plus locked for static measurements 23. stability indexesthe stability index represents the segmentation of platform displacement in degrees from level. An increase in number indicate wide motion, which indicates a problem with balance 24 . The participants ability to control the platforms angle of tilt was measured by the system and noted as a stability index. The data on the balance of the tried and true participants were supplied to the system. These data included anteroposterior stability index (APSI), mediolateral stability index (MLSI), and overall stability index (OSI). The little the amo unt of sway, the lower the numerical appreciate of these indexes 24.OSI represented the variance of initiation platform displacement in degrees, from level, in all motions during the test. A high number was indicative of considerable movement during this test.APSI represented the variance of foot platform displacement, in degrees, from level, for motion in the sagittal monotone.MLSI represented the variance of foot platform displacement, in degrees from level, for motion in the frontal plane 24 .Therapeutic instrumentationreclaimable cold gel pack 25.4 x 48.1 cm. 5 +/- degree C 25 was frozen and wrapped with a wipe and supported with elastic strap around the ankle joint of dominant lower extremity.ProcedureEach participant received a vocal explanation about the test steps. When the system was on, the first displayed suppress was the main menu. It allowed us to choose entering testing, training, or system utilities. Choosing to enter testing showed the bordering entomb, which allowed determination of the test parameters such as test duration and the stability level chosen. The weight and height of the participant were recorded and the next screen was used for the refering process. The next screen was the stability test screen, where the start key was pressed to lock or unlock the platform and begin the test. A cursor appeared during the test tracing the movement of the platform while the clock counted till the time of the test ends. The next screen showed a menu. The examiner chooses the numeric report option on this screen to allow the participants numeric screen appear. Pressing start while on this screen initiates printing of the report, which includes the numeric appreciate of the APSI, MLSI, and OSI (operation and service manual).Step 1 balance assessmentthe participants were tested without footwear and asked to perform two test trials before a specific test condition for the purpose of instrument familiarity before data collection. Then, the par ticipant was first asked to assume the test position (standing on dominant foot) with arms held at the sides, eye closed and to attempt to control his/her balance as much as possible. Each participant was asked to center him/herself on the foot platform before head start the test.The test parameters introduced into the device wereParticipants age , weight and height perceptual constancy level all participants were tested on stability level 0 for 15 s.Then, the start key was pressed in the control panel (which took 5 s) with an auditory warning device just before the beginning of the test. The participant was instructed that the test was started just after the alarm. Each participant was instructed to maintain his/her balance for the period of the test. Three trials were execute prior to the measurement.There was report obtained at the end of each test include information on OSI, APSI, and MLSI.Step 2 cryotherapy applicationReusable cold gel pack 25.4 x 48.1 cm. 5 +/- degree C was employed as the cryotherapy modality in this study. Application duration leave be 15 minutes. Wrapping of pack by towel give applied all around ankle joint of domain extremity with towel in between .Two elastic straps will used to ascertain the ice pack. The subject will asked to relax during cryotherapy application to limit activity of muscle and lessen any change in temperature of tissue.Step 3 balance reassessmentthe participant was asked to repeat the same balance testing procedures directly after cryotherapy application, 30 minutes later and 60 minutes later to measure post OSI, MLSI, and APSI.Statistical analysisAll statistical analysis were carried out by using SPSS,version 23 for windows SPSS Inc., Chicago,Illinois,USA.the normality of data distribution was tested through the Shapiro-wilk test.Descriptive data for participants, characteristics was calculated as the smashed, standard deviation and range minimum maximum of measured variables, ANOVA tests used to compare between pretest and posttest. Unpaired test used to compare between male and female. take aim of significant will set at ResultsGeneral characteristics of the subjectsIn this study, thirty subjects were assigned randomly, the range of the ages is between 18 to 40 years overall. There was no statistically significant differences between the groups in their ages as the p- set are 0.412. The range of the weight is between 50 to 105 kg. There was no statistically significant differences between the groups in their weight as the p- abide by are 0.214. The range of the Height is between 156 to 195 cm. There was no statistically significant differences between the groups in their weight as the p- re take to be are 0.366. submit (1) Demographics statistical distributionItemsMaleFemaleComparisonSignificantMeanSDMeanSDT- regard asP-value board (years)26.4 6.0825.533 5.410.4120.682No SignificantWeight (Kg)70.89 14.5777.2 5.41-1.2700.214No SignificantHeight (cm)165.27 4.57166.66 6.41-0.4 110.366No SignificantFigure. (1) Demographics DistributionAs for the gender distribution, 15 subjects (50%) were male and 15 subjects (50%) were females. In addition, 26 subjects (86.7%) had their dominant right leg tested, and 4 subjects (13.3%) had their dominant left leg tested. atmospherics BalancePre-testThe results are shown using the following table (2) and illustrated in figure (2).1) Overall stableness force supreme t-test was used to show difference between pretest for females and males. The female imagine value of overall stability index (3.471.42) was significantly diametrical from (5.042.31) with t test = -2.242 and p value = 0.033*.2) A/P constancy business leader nonsymbiotic t-test was used to show difference between pretest for females and males. The female squiffy value of A/P perceptual constancy index (2.41 0.85) was significantly distinguishable from (3.3931.65) with t test = -2.157 and p value = 0.043.3) M/L Stability magnate single-handed t-test was used to show difference between pretest for females and males. The female loaded value of M/L Stability index (2.01 1.08) was insignificantly various from (2.991.72) with t test = -1.887 and p value = 0.072.Table (2) The pre-test results for the Stability Indices electrostaticStability big businessmanOverall Stability IndexA/P Stability IndexM/L Stability IndexPre-test for Females3.671.412.4070.852.011.08Pre-test for Males5.042.33.391.652.991.72 item-by-item t-valuep value-2.4920.033*Significant-2.1570.045*Significant-1.8840.072 insignificant information are evince as average SD.P 0.05= insignificant.*PFigure (2) The pre-test results for the Stability Indices nonmovingB) Within Group (Females)The results are shown using the following table (3) and illustrated in figure (3).ANOVA F-test was used to show difference between pre and post-test in the stability indices.Overall Stability IndexThe misbegotten value was pretest (3.471.42) when compared with its corresponding no s ignificant difference after assessment immediately (3.781.868), after 30 minutes (3.41 2.27), and after 60 minutes (4.29 2.86) with f test = 0.521 and p value = 0.66.A/P Stability IndexThe mean value was pretest (2.41 0.85) when compared with its corresponding no significant difference after assessment immediately (2.47 1.52), after 30 minutes (2.14 1.27), and after 60 minutes (3.27 1.43) with f test = 1.616 and p value = 0.196.M/L Stability IndexThe mean value was pretest (2.01 1.08) when compared with its corresponding no significant difference after assessment immediately (2.2 1.07), after 30 minutes (2.12 1.84), and after 60 minutes (2.13 1.98) with f test = 0.04 and p value = 0.989.Table (3) The mean value and S.D of Stability Indices before starting and after the test for Females StaticData of evaluationsOverall Stability IndexA/P Stability IndexM/L Stability IndexPre-test3.47 1.422.41 0.852.01 1.08 mooring-Immediate3.73 1.8682.47 1.522.2 1.07Post-30 minutes3.41 2.272.141.272.12 1.84Post-60 minutes4.29 2.863.27 1.432.13 1.98F-value ANOVA0.5211.6160.04p value0.669Insignificant exit0.196Insignificant Difference0.989Insignificant DifferenceData are expressed as mean SD.P 0.05= insignificant.*PFigure (3) The mean values and S.D of Stability Indices before starting and after the test for Females StaticD) Within groups (Males)The results are shown using the following table (4) and illustrated in figure (4). ANOVA F-test was used to show the difference between post-test in the stability indices.Overall Stability IndexThe mean value was pretest (5.042.3) when compared with its corresponding no significant difference after assessment immediately (5.01 1.765), after 30 minutes (4.422.22), and after 60 minutes (3.951.56) with f test = 1.039and p value = 0.382.A/P Stability IndexThe mean value was pretest (3.391.69) when compared with its corresponding no significant difference after assessment immediately (3.41.42), after 30 minutes (3.11 1.78), a nd after 60 minutes (2.67 1.416) with f test = 0.707and p value = 0.525.M/L Stability IndexThe mean value was pretest (2.99 1.72) when compared with its corresponding no significant difference after assessment immediately (3.021.28), after 30 minutes (2.52 1.55), and after 60 minutes (2.33 1.02) with f test = 0.874and p value = 0.46.Table (4) The mean values and S.D of Stability Indices before starting and after the test for Males StaticData of evaluationsOverall Stability IndexA/P Stability IndexM/L Stability IndexPre-test5.042.313.391.652.99 1.72Post-Immediate5.01 1.7653.4 1.423.02 1.28Post-30 minutes4.42 2.2293.11 1.782.52 1.55Post-60 minutes3.951.562.67 1.422.33 1.02F-value ANOVA1.0390.7070.874p value0.382Insignificant Difference0.552Insignificant Difference0.46Insignificant DifferenceData are expressed as mean SD.P 0.05= insignificant.* PFigure (4) The mean values and S.D of Stability Indices before starting and after the test for Males StaticD) Post test results StaticThe results are shown using the following table (5) and illustrated in figure (5). individual t-test was used to show difference between post-test in the stability indices.1) Overall Stability IndexIndependent t-test was used to show difference between immediately post-test for females and males. The female mean value of overall stability index (3.73 1.868) was insignificantly different from (5.01 1.765) with t test = -1.913and p value = 0.063.Independent t-test was used to show difference between 30 minutes post-test for females and males. The female mean value of overall stability index (3.41 2.27) was insignificantly different from (4.42 2.229) with t test = -1.227and p value = 0.23.Independent t-test was used to show difference between 60 minutes post-test for females and males. The female mean value of overall stability index (4.29 2.86) was insignificantly different from (3.95 1.56) with t test = 0.415 and p value = 0.682.Stability IndexImmediate30 transactions60 MinutesOv erall Stability IndexPost-test for Females3.73 1.8683.41 2.274.29 2.86Post-test for Males5.01 1.7654.42 2.2293.95 1.56Independent t-valuep value-1.9130.063Insignificant-1.2270.23Insignificant0.4150.682InsignificantTable (5.a) The mean values and S.D of Overall Stability Index post-test for both Females and Males-StaticData are expressed as mean SD.P 0.05= insignificant.* PFigure (5.a) The mean values and S.D of Overall Stability Index post-test for both Females and Males-Static2) A/P Stability IndexIndependent t-test was used to show difference between immediate post-test for females and males. The female mean value of A/P Stability index (2.47 1.52) was insignificantly different from (3.4 1.42) with t test = -1.699and p value = 0.1.Independent t-test was used to show difference between 30 minutes post-test for females and males. The female mean value of A/P stability index (2.14 1.27) was insignificantly different from (3.11 1.78) with t test = -1.723and p value = 0.096.A /P Stability IndexImmediate30 Minutes60 MinutesA/P Stability IndexPost-test for Females2.47 1.522.14 1.273.27 1.43Post-test for Males3.4 1.423.11 1.782.67 1.42Independent t-valuep value-1.6990.1Insignificant-1.7230.096Insignificant-0.9250.363InsignificantIndependent t-test was used to show difference between 60 Minutes post-test for females and males. The female mean value of A/P stability index (3.27 1.43) was insignificantly different from (2.67 1.42) with t test = -0.925 and p value = 0.363.Table (5.b) The mean values and S.D of A/P Stability Index post-test for both Females and Males-StaticData are expressed as mean SD.P 0.05= insignificant.* PFigure (5.b) The mean values and S.D of A/P Stability Index post-test for both Females and Males-Static3) M/L Stability IndexIndependent t-test was used to show difference between immediate post-test for females and males. The female mean value of M/L Stability index (2.21.07) was insignificantly different from (3.02 1.28) with t test = -1.898and p value = 0.068.Independent t-test was used to show difference between 30 Minutes post-test for females and males. The female mean value of M/L stability index (2.12 1.84) was insignificantly different from (2.52 1.55) with t test = -0.656and p value = 0.518.Independent t-test was used to show difference between 60 Minutes post-test for females and males. The female mean value of M/L stability index (2.13 1.98) was insignificantly different from (2.33 1.02) with t test =0.097and p value = 0.729.Table (5.c) The mean values and S.D of M/L Stability Index post-test for both Females and Males-StaticM/L Stability IndexImmediate30 Minutes60 MinutesM/L Stability IndexPost-test for Females2.2 1.072.12 1.842.13 1.98Post-test for Males3.02 1.282.52 1.552.33 1.02Independent t-valuep value-1.8980.068Insignificant-0.6560.518Insignificant0.0970.729InsignificantData are expressed as mean SD.P 0.05= insignificant.* PFigure (5.c) The mean values and S.D of M/L Stability In dex post-test for both Females and Males-StaticDiscussionThe purposes of the study were To determine the immediate and late effect of cryotherapy on the dominant ankle joint on static balance and To determine the difference in static balance changes between both sexes.Our result revealed that the females have significant difference in static balance than male when measured before application of cold gel pack to ankle dominant extremity with p value of overall stability index = 0.033 , p value of A/P stability index=0.043 and not for ML stability index with p value of =0.072.Our result revealed that after using cold gel pack to ankle dominant extremity for 15 minutes has no statistically significant difference on all aspect of static balance in female group. In over stability index at that place was no statistically significant difference after assessment immediately, after 30 minutes and after 60 minutes with p value =0.66. In over A/P stability index there was no statistically sig nificant difference after assessment immediately, after 30 minutes and after 60 minutes with p value =0.196. and In over M/L stability index there was no statistically significant difference after assessment immediately,

Dynasties Of The Byzantine Empire History Essay

Dynasties Of The convolute conglomerate History EssayThe story of the snarly conglomerate begins with the tetrarchy introduced by the popish emperor butterfly Diocletian in 286 CE and the founding of Constantinople as the capital of the easterly papistical conglomerate in 330 CE by Constantine I. Diocletian had established a tetrarchy. The imperium set outs its name from Byzantium the former name Constantinople. Once Constantine changed its name to Constantinople, he did non hesitate to call it the new Rome making it much chief(prenominal) than the waning occasion of Rome. When Constantine came to power he put an close to tetrarchy replacing it with hereditary succession.Although a p imposture of the roman print Empire, the east Roman Empire was more Hellenic than Roman. The principle language was Grecian and non Latin and people adopted Christianity so angiotensin-converting enzymer than the Romans.Dynasties of the knobbed empireThe customs of dynastic rule rs based on hereditary succession was laid calibrate by Constantine (324-337 CE) which continued until Emperor Justinian. This dynasty was also called the Neo Flavian dynasty as each ruler bore the name Flavian.Constantine Dynasty (306 CE to 363 CE)The Constantinian Dynasty (C. 306 CE to 361 CE) ruled everyplace an empire coering portions of Egypt, Syria and the Balkans (con placementred to be covering S comenia, Croatia, Bosnia and Herzegovina, Serbia, Kosovo, Montenegro, Macedonia, Albania, Bulgaria, Romania, and Moldova). Emperor Valens (364-378 CE) was the patron of the Valentinian Dynasty.Constantine was a farsighted ruler who had introduced mevery administrative reforms to upgrade the socio-political structure of the empire. He introduced the gold solidus (coins) which stabilised the scrimping as it was mettlesomely prized. arial mosaic of Constantine in Hagia SophiaThe strategic location of Constantinople on the traffic route betwixt the tocopherol and the West overlo oking the Danube River helped Constantine to give to his advantage. He strengthened the regular army and extended the fortifications of Constantinople making them impossible to conquer. To screen off the continuous attacks of foreigners Constantine had st artistryed a system of giving subsidies (purportedly 300kg gold annually) and also favoured merchants who traded with the Huns and other foreign groups.Constantines successors flowed towards dividing the cultivatedian and military authorities which persisted until the seventh century. They further strengthened the defences of Constantinople. The Eastern Empire was sp ared the sturdyships of the West thanks to effective administration and able rulers.Under Constantine Christianity acquire august patronage in the form of generous privileges by the emperor moth. This helped the religious belief to reach the masses.The Constantine Dynaty was followed by non dynastic rulers from 363 CE to 364 CE followed by the Valentian dynas ty from 364 CE to 379 CE. Under Arcadius, a ruler from the Theodosian dynasty (379 to 457 CE) the Roman Empire was permanently carve up to form the Western Roman Empire and the Eastern Roman Empire in 395 CE.Leonid Dynasty (457 CE to 518 CE)This dynasty was founded by Leo I (457-474 CE) who do an empty-handed attempt to reconquering the violet parts of northmost Africa. His son-in- jurisprudence Zeno (474-491 CE) succeeded him as the next emperor as his own son Leo II died after armed service for only unrivaled year. When the Western Roman Empire fell, Zeno was in level off in the East. Zeno tried to get book binding the Western Empire by sending a Gothic warrior Theodoric I as the commander-in-chief of Italy. Although Theodoric ruled as an independent king, Zeno maintained at least(prenominal) a nominal command over the Western Empire.Justinian Dynasty (518 CE to 602 CE)Justinian I (527-656 CE) the successor to the founder of the dynasty Justin I, was perchance the only king who embarked upon the ambitious task of uniting the Western and the Eastern Empire. Justinian brought great prosperity to his kingdom. Although an ambitious ruler, some of his policies were unpopular with the masses. This unpopularity nearly terms him his crown during the Nika Riots (532 CE). His queenTheodora encouraged him to suppress the riots rather than beat a hurried retreat. 30,000 politeians are believed to have been killed in Justinians attempt to suppress the riots.Motivating lyric poem of Queen Thoedora that prompted Justinian I to face the Nika Riots were Those who have worn the crown should never survive its loss. Never will I see the day when I am not saluted as empress. Royalty is a fine sepulcher shroud, or perchance, the royal color Purple makes a fine winding sheet.He reclaimed the province of North Africa in 533 CE which had been garbled to the Vandals. He reached as far as Italy and defeated the weak Ostrogoths. But the Ostrogoths soon rearranged the mselves and came back with double force and evicted his general Belisarius. Justinian entered into a number of treaties with the neighbouring kingdoms to ward off the continuous threat of invasion. By 555 CE, Justinian had won victories in more or less places except the Balkan territory which was continually invaded by the Slavs.Justinian became universally famous for rewriting the old Roman legal code and creating the new corpus of equitys popularly known as Justinians principle. The code serves as a basis for civil law even today and provides a valuable insight to historians into the concerns and activities of the afterwards Roman Empire.Justinian was a devout Orthodox Christian which make him bitter not only to other religions but even to differing ideologies within Christianity. He had become a patron of Christianity and has even been mentioned in the Bible as a saint. He regulated everything related to religion and law. The bishops of the Church recognized that nothing could be done without the will of the emperor. He brutally moderate any heresy by opponents of the Church. He promoted monasticalism, granting the monks umpteen rights which were earlier considered a taboo, like owning property. He granted them the right to inherit property from clandestine citizens and and revoked the ir right to receive solemnia or the monks right to receive gifts from the imperial treasury or from the taxes of certain provinces. He aalso prohibited confiscation of monastic estates for any reason.Justinian re make the Church of Hagia Sophia which had been destroyed during the Nika Riots. It served as the principal church of the mired Empire.BYZANTINE ART AND ARCHITECTUREByzantine art was an extension of the Roman art. As Roman art itself was inspired by the Greek art, one can see similarity among the three. However Byzantine art differed with the last mentioned two in its approach which was more abstract than realistic. The figures and figurines in the Byz antine art appear flat and one dimensional with little use of shadow to give a biography-like appearance. Faces were long and narrow devoid of any reality.The sixth century was regarded as the Golden Age of Byzantine art. bingle can see a considerable shift in the sentiment and screening of art in this period. Mathematics was regarded as the highest science and Justinian had plant Anthemius of Tralles, a mathematician, as one of Hagia Sophias architect. Anthemius described architecture as an application of geometry to solid matter. The architecture differs from the traditional style in its execution of the domes and columns. The domes are more semi-circular than the al well-nigh circular patterns found in the West. Most of the art depicts scenes from the life of Christ. One of the most important genres of Byzantine art was the icon, an kitchen range of Christ, Virgin Mary or a saint. The kings as well found a place of reverence in these religious temples.MOSAICSphotomosaics w ere more central to the Byzantine Empire than where they originated the Western Roman Empire. Mosaics were not only found in churches but in every house consume in the form of gloomy icons to commemorate the life and times of Christ. Some even depicted fleck life. Mosaic art was at its peak during the fifth and sixth centuries.(From unexpended to right) Mosaic depicting daily life an iconic mosaic from the Patmos Monastery, Greece and a Gladiator mosaic found in CyprusBoy and Donkey, Byzantine MosaicHAGIA SOPHIAAccording to historians the foundation of Hagia Sophia was laid by Constantine I. The Church was built in three phases. The first church was by Constantius II in 360 CE and the second by Theodosius II in 415 CE. During the Nika riots in 532 CE the church was burned to the ground. Justinian built the third phase which is appease intact.The Hagia Sophia Museum as it stands today-the minarets were added by the OttomansJustinian was very ambitious virtually the Hagia Sophi a church. The church was constructed so magnificently that when it was completed, he exclaimed, Solomon, I have outdone thee He called it the Church of Holy Wisdom. He had bought the most exotic and majestic materials from all over the Roman Empire easterly as well western. The Hellenistic columns were ordered from the Temple of Artemis at Ephesus, macro quarrys from the quarries in Egypt, green marble from Thessaly, Greece black stone from the Bosporus region, and yellow stone from Syria.Some of the few surviving mosaics from the Hagia Sophia Christ and the Virgin MaryTHE basilica OF SAN VITALERavenna served as a Byzantine centre in the Italian heartland and many structures were constructed in the city. The Church of San Vitale is one of the finest examples of Byzantine art and architecture in the Western Roman Empire. Although the architect of the structure is unknown, it was sponsored by a Greek banker Julius Argentarius around 527 CE. The Church is a fine combination of Roma n and Byzantine art. It has the Roman elements of archways, domes and stepped towers and the Byzantine legacy of polygonal apse (semi circular, arched quadruplet in the wall- significant to Byzantine art), pillars, columns and narrow bricks.Justinian with his soldiers and the clergySan Vitale is famous for the mosaic panels of Emperor Justinian and his queen Theodora. The mosaic of Justinian says a lot about his power and position. He is standing in the middle with soldiers to his right and the clergy on his left including Bishop Maximianus, emphasising Justinian as the leader of both church and the State. He is clad in purple, the royal colour and has a golden halo, which gives him the same status as Christ.Theodora too is depicted as a goddess, solemn and humble, carrying the chalice that holds the dedicated wine. She is flanked by priests on the right who are escorting her in the church and a royal court of ladies on the left.Theodora being escorted to the ChurchANALYSE THISTh eodora, originally marrying Justinian was a earthly concern entertainer. In those days, this profession was not considered worthy of appreciate. According to church laws, much(prenominal) women were not well received. However Justinian fell madly in love with Theodora and in order to make her his queen, abrogated the law and in fact provided erupt protection for women offenders and created separate cells for women offenders guarded by women guards.Consider the above concomitant and reflect on what this incident tells us about the power that Justinian held over the Church?How has religion become a tool in the hand of the powerful?abrogated the law and in fact provided better protection for women Is it applicable to the present times? Support your resolutionwith reasons.Laws have been held to have absolute power however they have been twisted and amended to suit ones need, usually of the powerful. In the present context have you come across any such(prenominal) arbitrary law? Name it/ them and explain why you feel they are arbitrary.Use your grey cellsBeauty in WordsRead the hobby article Talking Turkeyby eminent columnist Jug Suriya describing the beauty of Istanbul, Turkey. tact blog Juggle- Bandhifeaturing in the Times of India website.TURKINAMATALK TURKEYIstanbul has witnessed the seesaw of storey between East and WestBunny and i take a boat from Europe to Asia. The journey lasts 20 minutes. We are in Istanbul, and the ferryboat takes us from Eminonu, which is on the European side of the city, to Uskudar, which is on the Asian side, on the other shore of the Bosphorus.Istanbul formerly known as Constantinople, after the Christian emperor Constantine is the fabled meeting place of Europe and Asia, East and West. The winding city of 22 million people is strikingly beautiful, a quarrel to the artists brush, the poets phrase. Seven low hills crouch down to the sun-spangled Sea of Marmara, flanked on one side by the Bosphorus, which links it to the Black Sea, and on the other side by the inlet of the Golden Horn. The water is so blue that it has devoted us the word turquoise, a colour originating in Turkey.Europe and Asia, East and West, rub shoulders in comfortable familiarity. Sleek, French-built tramcars glide noiselessly down liberal thoroughfares bounded by bustling pavements where designer-ripped jeans and hijabs go hand in hand. The fragile minarets of a myriad mosques conjure a communion of earth and sky, and hard rock discos coexist with dervishes whirling in Sufi ecstasy. In the tremendous Bazaar in Beyazit, the fixed price rigidity of the western supermarket is made flexible and fluent by the eastern art of bargaining, for anything and everything, from carpets and spices, to 22-carat gold jewelry and cellphone cards, for the sheer pleasure of it. For what better way for customer and market keeper to spend the day than in spirited negotiation, over endless detailed cups of thick, treacle-sweet coffee?This co- mingling of East and West is best represented by the many-domed Ayasofya, bill as one of the most wondrous buildings in the world. Originally called Hagia Sophia, it was built in the sixth century by the Byzantine emperor Justinian and for almost a thousand years it was said to be the worlds largest Christian church. In the 15th century, after Sultan Mehmed II seized Constantinople and changed its name to Istanbul, which simply essence The City, Hagia Sophia was turned into a mosque and renamed Ayasofya. Five hundred years later, Kemal Ataturk, the founder of redbrick Turkey, made it into a museum. Ataturk often said to be Turkeys counterpart of Russias rooster the Great tried to westernise his country by making it into a secular state, introducing the Latin alphabet, and adopting the European hat as the national headdress instead of the traditional fez.Today, Ayasofya is still a museum, thronged by visitors who endeavour their necks to stare in wonder at the mosaic-encrusted central dome, so high that it can accommodate the Statue of Liberty. But Turkey has voted in favour of an Muslim government instead of Ataturks secular dispensation, a development which is one of the impediments to the countrys want membership of the all-Christian European Union. East or West? The seesaw of history has yet to settle which of the two Turkey really conks to.Or perhaps it belongs to both, and in doing so belongs to neither. For Istanbul, more than any other city, is historic induction that East and West are arbitrary geographical and cultural constructs which increasingly are becoming interchangeable with each other. Long before globalization became a catchphrase, Istanbul that once was Constantinople was living proof of a cosmopolitan catholicity which underlies the cosmetic changes that history makes on the face of time.We take the ferry from Uskudar back to Eminonu, from Asia to Europe, from East to West. And were still in the same place, still in Istanbul, stil l in the city which could be precondition a name no other than The City, unique unto itself.TaskIf you had the choice, which city would you like to visit a city of antiquity and why?LIFE IN THE BYZANTINE conglomerateECONOMY AND SOCIETYThe Eastern Roman Empire was the most favourable civilisation from the beginning of the Middle Ages until the Arab invasions. Travellers and explorers described it as the most pass on civilisation of the time and were in awe of the people living in luxury with its superb architectural marvels. Constantinople was a trade haven, extending to Eurasia and North Africa. It was the simple western hub of the silk trade. From Constantinople, the silk was then exported to Egypt, Bulgaria and further west. The state controlled internal and international trade and held a monopoly over issuing coinage. The currency of the Byzantine Empire had a high value in the middle ages. Reforms initiated by Diocletian and Constantine laid the foundations for the Byzanti um economy by replacing the gold aureus with the solidus and introducing the follies (coins) in bronze. Coins were minted both in the capital as well as provinces. umteen mints were located in large eastern cities like Alexandria, Antioch, Constantinople, Kyzikos, Ravenna and Rome. Major guilds and corporations were supervised with taxation, peremptory interest rates and regulating commodity prices.Non-monetary exchange of goods and services through barter was more typical to remote areas.The Byzantines had a strong hold on commercial activities. Professions were organised in guilds and no one was allowed to belong to two guilds simultaneously. Builders, by law, had to provide a ten-year guarantee of the structure they erected cut of Justinian II from the seventh centuryCoin of Justinian I excavated in India suggesting mankind of Indo-Roman tradePeople were engaged in a variety of professions, horticulture being the predominant occupation. The upper class mostly comprised of th e aristocracy, state functionaries, fourth-year military officers and large land owners. The middle class was made up of the merchants, skilled craftsmen and owners of medium size lands and properties while the lower class was made up of wage earners, labourers and destitute. Men occupied all the official posts in the imperial courts, bureaucracy and military.Women generally did not actively participate in trade and were confined to household duties however evidence of women engaging in weaving and spinning, working as fruit and vegetable vendors, herb gatherers and kourisses (women who robed other womens hair employed either privately or in public baths). Women could also have the option of being physicians and midwives. Some served intellectual nourishment in guest houses and taverns. Although women were excluded from priesthood, they had a special place in monasteries. Many nunneries in the Byzantine Empire were run by female abbots.FAMILY AND categoryThe Byzantine society wor ked on the model of paterfamilias. The male exerted absolute position and took care of the family. The families were extended family with two to three generations living unitedly. Nuclear families existed in urban cities where traders moved and settled with their immediate family members. The woman of the family raised and cared for the children.The more liberal paterfamilias of the Roman society was reduced to the Greek bringing close together of paternal families where daughters were kept under strict agency of the male relatives and boys were given the freedom to act independently. A woman was invariably accompanied by someone whenever she left house. Kekaumenos, a Byzantine author in his work Strategikon has said, Keep your daughters as prisoners, confined and inconspicuous. Education was limited to reading and writing.Girls got espouse at the age of thirteen or fourteen and the suitor was selected by the parents. Sometimes professional matchmakers helped in bringing two co mpatible families together and earned by taking a percentage of the dowry. Girls usually did not have a say in choosing the partner. Marriage was a full-dress ceremony sanctioned by the church. A woman earned respect in society through her marriage. It was important to have at least one male child.LAW AND ORDERChristianity had pervaded every facet of charitable life in the Byzantine Empire, including law and order. State laws received a divine sanction as the emperor was held to be Gods earthly object lesson and so his laws were essential for maintaining stability. An expanding body of Canonical Laws reflect the growing authority of the church.Corpus juris civilis introduced by Justinian I served as a basis for civil jurisprudence. Many later contributions like Nomos Georgikas (Farmers Law) and Rhodian Sea Law were private collections of codes pertaining to cracker-barrel life and maritime activities respectively.Criminal law mainly addressed instances of theft, robbery, scathe or injury to another person or property. Courts were established to bundle with these matters. Punishments ranged from financial compensation, imprisonment, exile and in cases of pre-meditated murder or fatal infringement death penalty was awarded.Class barriers existed in the Byzantine Empire too. Convicted elites in cases other than treason could lose their titles, personal property or get banished to a monastery or remote province, whereas public flogging, mutilation and execution were the punishments referred for the members of the lower classes. As the influence of the church grew, such punishments were avoided and banishment in monasteries became more common. The church became an asylum for personal repentance and spiritual healing.DECLINE OF THE BYZANTINE imperiumDecline of the Byzantine Empire was a process which lasted several centuries before the final collapse. Although there is no certain date for the beginning of the decline, historians nem con agree that it all st arted with the invasion of the Arabs.The Arabs had conquered territories in the Levant (modern-day Lebanon, Syria, Jordan, Israel and the Palestinian territories) and Egypt by the ninth century. The loss of Egypt was a substantial blow as most of the manufactured goods and naturals resources of the Byzantine Empire came from the province. Conversely Egypt now proved to be a source of finance to the Ummayad and Abbasid Caliphates, giving them the courage and resources to expand. The Byzantine-Arab Wars crippled the empire not only monetarily but the continuous state of war numb(p) the people of their physical and emotional strength.Between the 11th and 12th centuries, the Seljuk Turks permanently settled in Anatolia. By 1025, the whole of Asia Minor, nearly 70 per cent of the Byzantine Empire was lost to the Seljuks.The Crusades were launched partly to restore the lost glory of the Byzantine Empire but majorly to get back the holy places in and near Jerusalem. However the Crusades a dded to the financial burden of the Empire and became a reason for its decline.Important dates286 CE- intromission of Constantinople by the first Constatnitne Emperor Constantine I.306- base of the Constantine Empire by Emperor Constantine.330 -founding of Constantinople as the capital of the Eastern Roman Empire.360- First Church of Hagia Sophia built by Constantius II.363 to 364- non dynastic rulers.364 to 379 -Valentian dynasty.379 to 457 Theodosian dynasty.395- Final atom of the Western and Eastern Roman Empire.415-Second Church of Hagia Sophia built by Theodosius II.457 Founding of the Leonid Dynasty.518 Founding of the Justinian Dynasty by Justin I.523- Nika Riots put down by Justinian I.533- Justinian reclaims the province of North Africa.Use your Grey CellsRECALLDescribe the geographic factors that made Constantinople a centre of cultural diffusion, military defence, and trade.How were the Roman and Byzantine empires connected?What is Justinians Code?How did the Byzant ine Empire help to preserve and transmit classical Greek and Roman culture and knowledge?How did Byzantine art and architecture differ from the Romans?ANALYSEJustinians Code helped establish order in the Byzantine Empire. What case do you think rules and laws play today?Given below is a law on slaves from Book I of Justinians Code. Read it carefully and answer the questions that followSlaves are in the power of masters, a power derived from the law of nations for among all nations it may be remarked that masters have the power of life and death over their slaves, and that everything acquired by the slave is acquired for the master.Was it a just law?Would this law work today? Why?Justinian uses the words law of nations? Do you think the phrase is exaggerated? Why?In Grade 6, you learnt about Hammurabis Code. How does it differ from Justinians Code? Compare and contrast.Why has codification of law been an important aspect of judicial processes?EVALUATEByzantine Empire has contributed immensely to art and architecture. In light of the statement evaluate the contribution of Byzantine art.

Trait And Psychodynamic Theories Of Personality Psychology Essay

Trait And Psychodynamic Theories Of spirit Psychology EssayBy submitting this work I acknowledge that I am its author, that all sources consulted in its preparation are referenced befittingly in accordance with the referencing guide, and that I consider non copied from any source.character theories concentrate on how qualitys are developed and how behaviour is generated. Personality singularitys are durable dispositions of behaviour that occur across a variety of situations. They are like tendencies a persons predisposition to react in a trusted way in various different situations. Trait theories focus on indentifying the characteristics we possess and the degree to which we possess them. However trait theories are starting to address concerns such as how behaviours are developed, how traits are generated and how our goals and motivations affect the victimisation of traits and the degree to which we possess them (Mischel, 1996). On the other hand, psychodynamic theories of pitying behaviour attain that human lives are ruled by intimate unconscious(p) forces and that these forces which may be images, opinions, or feelings are the chief determinants of who they are and what they do (Kaslow, Magnavita Patterson, 2002).This see will relate trait theory in comparison to psychodynamic theory.Gordon Allports trait theory views disposition as a combination of stable interior characteristics that an somebody displays in a given situation. Conversely, Sigmund Freuds psychodynamic approach emphasizes the interplay of unconscious inconclusive forces struggling for control in plastic peerlesss personality. Freud believes that human functioning is influenced by three basic structures of the mind the id, the swelled head, and the superego, which emerge developmentally. The id, as stated by Freud, is present at birth and works on the pleasure principle. The ego operates on the reality principle and attempts to satisfy the id while obeying societys ru les. The emergence of the ego for Freud symbolizes the origin of consciousness and he refers it as the superego which is the internalized rules of parents in society (Bernstein, Penner, Clarke-Stewart Roy, 2011). On the other side of the coin, Allport argues that varying strengths of many qualities or traits actually see the personality of a person. Allport had three categories of traits the cardinal traits, the central traits, and lastly the alternate traits. The cardinal traits govern and shape a persons behavior. Central traits are characteristics that others utilization to describe another person. Secondary traits are circumstantial. More recently, trait theorists have indentified five main factors that make up personality Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism (Pastorino Doyle-Portillo, 2012).Thus peerless(a) evoke assert that traits are relatively stable predispositions to fare in a certain way whereas psychodynamic theory deals wit h unconscious motivations and conflicts in ones head.Allport uses the imagination of personal disposition and the idiographic approach which focuses on studying one person at a time to explain that every human being possesses unique traits that create a personalised type of behaviour in a particular situation. He also specifies that traits are easy lay characteristics to a particular person alone which generates consistent and unique(predicate) behaviour patterns (Carducci, 2009). On the contrary, psychodynamic theorists focus on group behaviour and making comparisons in the midst of people while describing dynamic interactions between individuals (Jarvis, 2004). Thus one can affirm that the trait approach to personality focuses on predicting a specific individual behavior whereas psychodynamic theories centre on predicting typical behaviour of a group of people.Psychodynamic theorists believe that many of our actions depend on hidden beliefs and emotions. These unconscious forc es can bring a modify in an individuals behaviour and personality. When a person meets other individuals he involuntarily experiences a must to behave as they do in order to be accepted. Thus, he suppresses more(prenominal) of his tendencies to be more compatible with the norms of society (Collins ORourke, 2008). In contrast, an individuals behaviour is apparent to stay relatively consistent across a broad take off of situations over the course of time due to the enduring and stabilizing bear upon of traits (Mischel, 1996). Hence one can argue that trait theory focuses on constancy in personality while psychodynamic theory hints at change in personality.Trait researchers usually study the processes behind the behaviour relate with a specific trait. For example, some psychologists are keen in examining the underlying concerns of shy people which keep them away from the social world (Burger, 2010). all the same psychodynamic theories stress upon the importance of early childh ood experiences, the significance of repressed feelings and internal disputes between the conscious and unconscious forces that manipulate our thoughts and behaviour (Plotnik Kouyoumdjian, 2010). Therefore one can state that trait theory focuses on indentifying the mechanisms underlying behaviour while psychodynamic theory emphasizes on describing personality and predicting behaviour instead of explaining why people behave the way they do.Early research has shown that natural animal(prenominal) endowment is more important than environment in determining personality in the sense that it is not simply likely to produce a light or superficial impact on the image that an individual projects vis--vis others in the society but rather it is the prime factor which decides whether he or she will be favourably or unfavourably sensed by others in the community. However ownership of a specific trait does not guarantee success in a specific knowledge domain for example, honesty, self-confiden ce and the ability to motivate others are some of the few characteristics which witness pick outership. More recent research study showed that an individual possessing the traits mentioned above does not necessarily score high on leadership performance. Combination of both(prenominal) the leadership traits and management skills are needed to create effective leaders (Novick, Morrow Mays, 2007). On the other hand, Freuds psychodynamic theory emphasize hugely on the disputes between conscious and unconscious forces that manipulate our views and actions (Plotnik Kouyoumdjian, 2010). Thus one can require that trait theories integrate both the nature and nurture approach when shaping personality while psychodynamic theories commit mainly on the conscious and unconscious forces guiding an individuals behaviour.To conclude trait theorists are more concerned with indentifying individual characteristics which when combined can be used to describe personality. Proponents of the psychody namic theory rely heavily on the dynamic forces of the subconscious to explain the perceptions, and behaviours of individuals. These behaviours can lead people to behave in ways that are ineffective and sluice self-destructive (Mischel, 1996).

To Have And Have Not :: essays research papers fc

Book Report To Have and Have Not scourge Morgan is the central character of Hemming counselings To Have and Have Not. Morgan plays the role of maven though he does not always act with good motives or goals. The book deals with the downfall of his life beginning with a murderous privy(p) run from Cuba and ending in the bloody death of Morgan after worthless a gunshot to the stomach.1. AppearanceMorgan is a rugged fisherman who washed- let on his life doing various seafaring activities. The long days under the cheerfulness on deck has given him a dark skin tone. His style describes visually the tough violent world in which he thrives. His looks ar almost a uniform for the criminal underground scene where he lives his life. The author uses his wife watching him leave their home as a vehicle to describe in detail his physical appearance. She watched him go out if the house, tall, wide shouldered, flat-backed, his hips differentiate, moving, still, she thought, c are some kind o f animal, easy and swift and not old yet, he moves so light and smooth-like, she thought, and when he got in the simple machine she Nelson2saw him blonde, with the sunburned hair, his face with the broad Mongol cheek bones, and the narrow eyes, the nose broken at the bridge, the wide mouth and the round jaw, and acquire in the car he grinned at her and she began to cry. (Hemmingway 128) Also worthy of notice, central through the book Harry losses his arm in a gunfight with some Cuban patrols on a liquor run.2. wrangling and ActionsHarry Morgan gives validity to the idiom, Curse like a sailor. He fights like one too. Morgan is the quintessential smuggler. All his actions seem violent and towards the ends of making money. His actions are done out of necessity or desperation. This is seen clearly in the way he handles a client of his, a client that knows too much. He put his hand in his pocket and reached the money out toward me. I reached for it and grabbed his wrist with the mone y in his hand, and as he came forward on the stern I grabbed his throat with the other hand. (Hemmingway 53) His actions are brutal and direct. as yet towards close associates he seems ruthless. He came very close to killing a friend of his that sneaked aboard his ship for a ride back to America.