Binge Drinking :: essays research papers

Binge Drinking   Ã‚  Ã‚  Ã‚  Ã‚  We all know what it is like to wake up in the morning, your head is aching, and your body feels like it was hit by a big garbage truck. College students worldwide know this feeling. These are the results of binge drinking. Why do they do it?   Ã‚  Ã‚  Ã‚  Ã‚  Binge drinking is defined for men as drinking five or more drinks in a row in the past two weeks, and for women as drinking four r more drinks in a row ( ICAP 1). This has become a great pastime for college students nationwide and a major concern on many campuses.   Ã‚  Ã‚  Ã‚  Ã‚  A survey taken by students attending Yale University in 1997 showed the average binge drinker profile to be white, lacking religious participation, athletic, and members of fraternities or sororities (ICAP 4). Contrary to popular belief, year in school (i.e. freshman, sophomore, etc.) was not a significant factor in binge drinking, despite the fact that students under 21 would still participate in the drinking activities (NCADI 3). Studies show that binge drinking can start in high school and continue through college (ICAP 4). Twenty-eight percent of high school seniors have already associated with binge drinking (ICAP, 4).   Ã‚  Ã‚  Ã‚  Ã‚  The question of why students continue to submit themselves to alcohol is unknown. While many reasons are given, students generally fall into three categories (Kaufman 2). Peer Pressure is one of the main reasons students feel as if they need to binge drink. They do this because their peers are doing it and they want to fit in better. Insecurity is another incentive as to why students binge drink. College life can be very stressful, and drinking can sometimes become a â€Å"crutch† to make up for it (Kaufman 2). Students also binge drink to help them solve their problems. They turn to alcohol to aid themselves with hiding their feelings and numb their pain for a while.   Ã‚  Ã‚  Ã‚  Ã‚  There are many consequences of binge drinking. Health problems and social problems are just a few. Nausea, having a â€Å"hangover† and memory loss are just a few of the short-term effects of binge drinking. The more serious and long-term consequences of binge drinking can result in higher chances of stroke, heart disease, and brain tumors (ICAP 2).   Ã‚  Ã‚  Ã‚  Ã‚  Frequent binge drinkers have the most serious problems. These people are seven to sixteen times more likely, than non-binge drinkers to have missed classes, gotten behind in their school work, engaged in unplanned sexual activity, and not used protection during sexual intercourse, had run-ins with campus police, damaged property, or been injured or hurt (NCADI 2).

The Effect of Teacher/Student Relationship on Learning Essay -- Educat

The Effect of Teacher/Student Relationship on Learning There are many controversies when it comes to the relationship between teachers and students. However, one idea remains, the teacher's primary job is to educate while the student's primary job is to learn. The techniques are what differ among teachers and in turn that shapes the relationship between the two parties. As many of the writers discussed in class, have pointed out, the education experience, from curriculum to academic and extra-curricular programs directs a person's path in life. Is this relationship among teacher and student that important to discuss and analyze? Does a student's education depend on the techniques of the teacher? Alternatively, do students have a responsibility to their own education? The relationship between the teacher and the student is both important and detrimental to a student's education. Educators and aspiring teachers need to know what kind of atmosphere they can create in a classroom. Students, college or otherwise, who want a good and rich education need to know ways in which to achieve this goal. The relationship among the teacher and student is an ongoing everyday process at every level of the educational system. What kinds of teaching techniques offer significant contributions towards a student's education? The authors bell hooks and Lynne Cheney consider two different perspectives. In her article, "Keeping Close to Home: Class and Education," bell hooks, claims that a student's social class can have an affect on his/her education. Her first experiences outside of Kentucky reflect the teaching techniques she has developed. To a southern black girl from a working-class background who had never been on a city bus, who had... ...ging each side of the relationship, a clearer perspective and job duty can appear. There must be respect and admiration among both the teacher and each student. Every educator can or should reflect on there own teaching patterns and shape them around suggestions made by Cheney and hooks. The teacher's primary goal is to broaden and bring about awareness to individual students. The only way to accomplish that objective is to find a balance between obtaining the power and allowing freedom in the classroom. Works Cited Cheney, Lynne. "PC: Alive ad Entrenched." In the Presence of Others. Ed. Andrea Lunsford and John J. Ruszkiewicz. New York: St. Martin's Press, 1997. 2nd ed. 112-122. hooks, bell. "Keeping Close to Home: Class and Education." In the Presence of Others. Ed. Andrea Lunsford and John J. Ruszkiewicz. New York: St. Martin's Press, 1997. 2nd ed. 85 The Effect of Teacher/Student Relationship on Learning Essay -- Educat The Effect of Teacher/Student Relationship on Learning There are many controversies when it comes to the relationship between teachers and students. However, one idea remains, the teacher's primary job is to educate while the student's primary job is to learn. The techniques are what differ among teachers and in turn that shapes the relationship between the two parties. As many of the writers discussed in class, have pointed out, the education experience, from curriculum to academic and extra-curricular programs directs a person's path in life. Is this relationship among teacher and student that important to discuss and analyze? Does a student's education depend on the techniques of the teacher? Alternatively, do students have a responsibility to their own education? The relationship between the teacher and the student is both important and detrimental to a student's education. Educators and aspiring teachers need to know what kind of atmosphere they can create in a classroom. Students, college or otherwise, who want a good and rich education need to know ways in which to achieve this goal. The relationship among the teacher and student is an ongoing everyday process at every level of the educational system. What kinds of teaching techniques offer significant contributions towards a student's education? The authors bell hooks and Lynne Cheney consider two different perspectives. In her article, "Keeping Close to Home: Class and Education," bell hooks, claims that a student's social class can have an affect on his/her education. Her first experiences outside of Kentucky reflect the teaching techniques she has developed. To a southern black girl from a working-class background who had never been on a city bus, who had... ...ging each side of the relationship, a clearer perspective and job duty can appear. There must be respect and admiration among both the teacher and each student. Every educator can or should reflect on there own teaching patterns and shape them around suggestions made by Cheney and hooks. The teacher's primary goal is to broaden and bring about awareness to individual students. The only way to accomplish that objective is to find a balance between obtaining the power and allowing freedom in the classroom. Works Cited Cheney, Lynne. "PC: Alive ad Entrenched." In the Presence of Others. Ed. Andrea Lunsford and John J. Ruszkiewicz. New York: St. Martin's Press, 1997. 2nd ed. 112-122. hooks, bell. "Keeping Close to Home: Class and Education." In the Presence of Others. Ed. Andrea Lunsford and John J. Ruszkiewicz. New York: St. Martin's Press, 1997. 2nd ed. 85

Mechanical Engineering :: essays research papers

: Mechanical Engineering   Ã‚  Ã‚  Ã‚  Ã‚  The day to day duties of a mechanical engineer are at first repetitive, but over time and with advancement work varies. The average mechanical engineer works anywhere from thirty-five to fifty hours a week. If the engineer is ahead of schedule the hours may be less. Depending on which type of engineer you want be, you will either wear a uniform or semiformal clothing. Usually mechanical engineers work in an office or at a desk, their clothes are semiformal. Mechanical engineers are mainly designing equipment, so the outside work is minimal.   Ã‚  Ã‚  Ã‚  Ã‚  The outlook for a mechanical engineer is good. The Bureau of Labor and Statistics of the Federal Government reports that the size of mechanical engineers is about 230,725. That number is expected to increase about 19 percent by the year 2005. Because things are constantly being designed and manufactured there will always be a need for mechanical engineers.   Ã‚  Ã‚  Ã‚  Ã‚  The average salary for a bachelor’s degree without experience is $37,900, for a master’s without experience is $45,800, and for the doctoral without experience is $56,700. A professor of mechanical engineering at a university is $20,000 to $40,000. The head of a mechanical engineering department of a university makes upwards of $50,000. After many years of different types of engineering one may become independent and reach earnings of $50,000 to $200,000. Presidents and vice presidents may make $100,000 to $200,000.   Ã‚  Ã‚  Ã‚  Ã‚  Mechanical engineers must be licensed of they are to do anything that affects peoples’ lives, property, or the environment. A bachelor’s degree is minimal for most companies. A master’s degree assures a better starting salary and opportunities for advancement. High school credits should have good grades in: math, physics, chemistry, biology, drafting, computer and mechanical courses. To become a mechanical engineer you should start at a high school level when you notice curiosity of how, any why things work.

Biblical Worldview Essay Essay

Genesis 1 – 11 recounts the story of the Creation of the heavens, earth, and mankind, the fall of man into sin, and God’s original covenant with Moses. From these chapters in Genesis, many of the questions of life are answered for us. We learn whether there is a God, where we came from, how to tell right from wrong, and what our relationship with God should be. Genesis 1 – 11 sets down an early guide for us on how we should live our lives to honor God, how we can learn from past human errors, and how to deepen our relationship with God, all of which can help to shape our worldview. Right away in Genesis, we learn the story of creation and that God exists and created the heavens, earth, mankind, and all of the creatures that live on earth. Genesis 1:27 shows that life was created by God, stating â€Å"So God created mankind in his own image, in the image of God he created them; male and female he created them† (NIV). This helps us learn right away the relationship to God that we have. God created us in His image and created us to be perfect. God also, however, gave us the ability to sin by giving us free will. Genesis 5:1-32 shows again that man was created by God and shows that man descended from Adam and Eve, even listing the descendants and how long they lived. By showing how God created life, man, and all the creatures on earth, Genesis helps us to understand how we should relate to Him and how we should view His creation. God created perfect humans and God created a perfect world. But He also left the ability for us to choose whether we remained perfect. One thing we definitely learn from the story of original sin in Genesis is that our God is a loving God. Once Adam and Eve had eaten the forbidden fruit, God very easily could have struck them down and started mankind over again. Instead, God allowed Adam and Eve to live on, casting them out from the Garden of Eden in Genesis 3:23. Shortly after this, we also read the story of Cain and Able, with Cain killing his brother Able. God again does not strike down the sinner, but choses to again cast Cain out from the land in which he was living. And while God could have chosen to punish Cain by making it so that he could not have children, God was loving in allowing Cain to reproduce with his wife and also allowing Adam and Eve to reproduce again, giving them another son to replace Able. God showed love by not being too harsh on the sinners. This goes helps us to form our view of God. It shows us that God is not just a loving God, but He is also a forgiving God also. Allowing mankind to carry on even after such heinous acts instead of starting over again with a more perfect species shows us that our God is a great God and we should strive to live a life that will honor His love and forgiveness. As we read further along into Genesis, we see the lineage from the time of Adam until the time of Noah. We see that sin has started to run rampant in the world before Noah’s time. But we also learn in Genesis 6:9b that â€Å"Noah was a righteous man, blameless in his generation; Noah walked with God† (NIV). This is to say that Noah was following the pathway set down before him to live a life honoring God. Because Noah was living in this way, God spared Noah. God would send a great flood to earth to destroy all of mankind. God, however, made the first covenant with Noah, saying that because of how they lived their lives, He would spare them from the flood and allow them to continue mankind’s rule over the earth. This shows us not only that there are repercussions for our sins, but that God also will love and spare those who are living in a way that honors Him. Because Noah and his family were righteous, God made another covenant with them, showing them a rainbow after the flood and making the promise to never bring such destruction upon His people again. This shows us the relationship that God had with us as humans and the value that God put in promises. It also shows what God was willing to do to our civilization as a punishment for not living a righteous life that honored Him. Although God made the covenant to never bring this destruction upon us again, we need to know the power of God and what He could do to us if He wanted. After the great flood, we see the blood lines of Noah and his family. Genesis then turns its attention to the Tower of Babel. Mankind was building a tower, hoping that it would be able to reach to heaven. But when God saw this, He decided that His people would become too content and may try to  make things too easy for themselves. He therefore created different languages for all of His people to speak and spread His people all around the earth. God wanted civilization to have many different roots and many different stories. If we were to flourish as a people, we would need to be able to spread our wings. This was the start of many different civilizations that still exist in our world today. We learn that God doesn’t want us to have one story from which to learn, He wants us to have many stories from which we can learn different lessons. Genesis 1 – 11 gives us the first guidelines for what we can expect from God and how we should try to honor Him with our lives. We learn that our God is a loving and forgiving God, that we learn that God created us in His image, that God wants us to rule over the earth, that God will spare those whom He thinks are living a life to honor Him, and that God created many different civilizations from which we can learn many different lessons. Genesis 1 – 11 is a great start to learning more about ourselves, learning more about God, and learning more about how we should view this world with which God has blessed us.

Organization Learning and Development Essay

Organizational performance depends upon human resources, knowledge and skills of employees. Organization learning and development determine overall success of organizational performance and market position of a company or firm. Changes occurred in technology, marketing, and numerous management techniques, some of which are concerned with human problems. Most of the changes are made in a rather disjointed or piecemeal manner. Following Revans (1980) learning in an organization must be greater than or equal to the rate of change in the environment. The approach emerging today is to use the growing body of ideas and systematic thought to consider innovatory ideas on organization and to adopt a more systematic comprehen ¬sive look at problems, so that we look at the whole instead of looking at separate parts. In modern environment, individuals have a lot of freedom, apart from certain laws of society, but when they join an organization their freedom is restricted and their effort must be joined with those of others to achieve organizational goals through learning and development practices. Change cannot occur if employees do not have sufficient knowledge and skills necessary for new organizational environment. Following Argyris (1977) â€Å"organizational learning as the process of detection and correction of errors† In his view organizations learn through individuals acting as agents for them† (cited Malhotra 1996). In this case, organizational learning becomes a change agent for the organization. Following Polanyi, Nonaka and Takeuchi (1995) identify two types of knowledge, â€Å"tacit knowledge† and â€Å"explicit knowledge†, which influence organizational learning and development. Employees need to acquire tacit knowledge and explicit knowledge in order to meet individual and business goals. Some administra ¬tive apparatus is needed through which managerial authority is exercised. Therefore a hierarchy is formed which issues policy statements to ensure any discretion that individuals may have in their work is exercised in the spirit or attitude of the organization. Without tacit and explicit knowledge, an organization is not able to meet rapidly changing environment. This requirement is somewhat, although not exclusively, dependent upon the first. The level of involvement of employees in the learning process will be necessarily substantial. For the innovation of new ideas to be successful a high degree of integration is needed between all concerned (e. g. engineering, production management and marketing). Organizations that are too rigidly structured may find integration of all necessary activities very difficult (Armstrong 2001). Nick Bontis et al (2002) states that stock and flow of knowledge affect three level in organizations: personal, team and organizational. Direct business needs, which have been identified from the study of the organizational situation might best be met in part by some form of training which cascades down the organization. Selection in such cases is likely to be on a broad basis, because the judgment has already been made that most people need this training. Although there might be discussion with line managers, particularly on who should attend first, selection ul ¬timately should be a central decision, and should be compulsory (Senior, 2001). Following Flood (1999) knowledge and learning allow employees to be better positioned in organization and give them a chance to survive and prosper in different environments. Revans (1980) is right stating that learning in an organization must be greater than the rate of change because learning and development open new opportunities for organizations and allow the staff to meet the criteria set down: persistence and great personal desire to master this knowledge. On the other hand, knowledge develops such important skills as the ability to analyze and synthesize information about the clanging environment. In this situation, employees take into account universal concepts and experience of other people trying to solve his/her life problems or trying to find solution to these troubles (Schuler 1998). Without new knowledge, employees depend upon their own life experience and are limited by prejudices and life scope. Learning cultivates human creativity and helps it to flourish. Organizational learning and development help to create new practical knowledge on the basis of the existing one making employees free from old technologies and views of their peers. Following Weick (1991): â€Å"organizations are not built to learn. Instead, they are patterns of means-ends relations deliberately designed to make the same routine response to different stimuli, a pattern which is antithetical to learning in the traditional sense† (cited Malhotra 1996). Without organizational learning and development, organizations could not benefit from outside worlds depending on their limited world perception. Freedom of choice is the main priority given by education and knowledge. They can choose without knowledge but their choice would be accidental and cannot guarantee the best solution to the problem you are faced with. Organizational learning and development help organizations to get in touch with the society and others which also a key to freedom (Mayo 1998). In the book â€Å"The Fifth Discipline†, Senge (1995) explains organizational development and performance through system theory. Organizations are affected by environment and have a structure which has both formal and informal elements. The analysis of structure will cover how activities are grouped together, the number of levels in the hierarchy, the extent to which authority is decentralized to divisions and units, and the relationships that exist between different units and functions. Senge states that systems thinking method helps organizations to transform their activities and become a learning organization (Organizational Learning and Information Systems 2007). Five disciplines include â€Å"building shared vision, mental models, team learning, personal mastery, systems thinking† (Senge 1995, p. 56). These principles are crucial because these factors allow organizations adapt to changing environments. So, without active learning and development organizations will not be able to compete on the market and adapt changes. Learning process should be prier to change. Bearing in mind the need to take an empirical and contingent approach to organizing, as suggested above, the aim of learning could be defined as being to optimize the arrangements for conducting the affairs. â€Å"A systems orientation is evidenced through common language producing thinking that encourages greater interdependency thus allowing for cross-functional thinking and abilities to be drawn into a productive whole† (Barker, Camarata, 1998, p. 4). To do this, it is necessary, as far as circumstances allow, to: clarify the overall purposes of learning – the strategic thrusts that govern what it does and how it functions; define as precisely as possible the key activities required to achieve that purpose; group these activities logically together to avoid unnecessary overlap or duplica ¬tion. Following Goh (1998) â€Å"Learning organizations not only encourage these practices but also have mechanisms or systems that allow them to happen. Part of this knowledge transfer involves learning successful practices from other organizations and competitors as well† (p. 5). As Katz and Kahn (1964) wrote: ‘Systems theory is basically concerned with prob ¬lems of relationship, of structure and of interdependence. As a result, there is a considerable emphasis on the concept of transactions across boundaries – between the system and its environment and between the different parts of the system† (Katz and K ahn, 1964, p. 48). According to this theory, all organizations have some learning and development which influence market position and innovative approach to performance. Structures incorporate a network of roles and relationships and are there to help in the process of ensuring that collective effort is explicitly organized to achieve specified ends (Mayo 1998). Most employees require much practice to create professional skills and knowledge. Organizations are continually dependent upon and influenced by their environments. The basic characteristic of organizational learning is that it transforms inputs into outputs within its environment. The components of organizational learning include the importation of energy, the throughput, and the systems as cycle aspects of organizations (McNamara 2007). Organizational learning and development include key organizational processes – an organization’s ‘task’ environment includes suppliers, markets and competitors; the wider environment includes factors such as public attitudes, economic and political systems, laws etc; employees and other tangible assets – people, plant, and equipment; formal organizational requirements – systems designed to regulate the actions of employees (and machines); the social system – culture (values and norms) and relationships between employees in terms of power, affiliation and trust; technology – the major techniques people use while engaged in organizational processes and that are programmed into machines; the dominant coalition – the objectives, strategies, personal characteristics and internal relationships of those who oversee the organization as a whole and control its basic policy making (Reed 2001). If organizations are unable to prepare their staff to a coming change, they will be inevitably left behind. Revans is right stating that learning in an ‘organization must be greater than or equal to the rate of change in the environment’ because organizations depend upon the learning and development as a part of change. Following â€Å"as the relationship changes and becomes more complex, the need increases for a relation-based learning organization using communication at all levels and through its various forms† (Barker, Camarata 1998, p. 4). The overall purpose of organizational learning and development is to ensure that the staff is able to achieve success in changing environments. In this case, organizational learning and development can be the source of the organizational capabilities that allow it to learn and capitalize on new opportunities. Ensure that the staff obtains and retains the skilled, committed and well-motivated workforce it needs. This means taking steps to assess and satisfy future people needs and to enhance and develop the inherent capacities of people – their contributions, potential and employability – by providing learning and continuous development opportunities (Nonaka, Takeuchi 1995). It can also involve the development of high performance work systems which enhance flexibility and include â€Å"rigorous recruitment and selec ¬tion procedures, performance-contingent incentive compensation systems, and management development and training activities linked to the needs of the organization† (Mayo 1998, p. 49). An understanding of organiza ¬tional processes and skills in the analysis and diagnosis of patterns of organizational behavior are therefore important. Organizations need to be able to understand the patterns of behavior that are observed to predict in what direction behavior will move (particularly in the light of managerial action), and to use this knowledge to control behavior over the course of time. Effective managerial action requires that the manager be able to diagnose the system he or she is working in. According to Goh (1998): Skill and knowledge acquisition are obviously useless unless they can be transferred to the immediate job by the employee. It is even better if this knowledge can also be transferred to other parts of the organization to solve problems and energize creative new ideas. Part of this knowledge transfer involves learning successful practices from other organizations and competitors as well† (15). Barker and Camarata (1998): underlines that: â€Å"personal mastery is the continual process of growth and development needed for creative work for both the individual and organization. Learning in organizations occurs only through the learning that individuals acquire â€Å"(4). The organization must do all it can to explain why change is essential and how it will affect everyone. Moreover, every effort must be made to protect the interests of those affected by change. Resistance to change is inevitable if the individuals concerned feel that they are going to be worse off – implicitly or explicitly. Management of change will produce that reaction. In an age of global competition, technological innovation, turbulence, disconti-nuity, even chaos, change is inevitable and necessary (Senior, 2001). In sum, learning in an organization must be greater than the rate of change in the environment, because only in this case organizations able to compete on the market and create skilled workforce. Organizational learning and development can be seen as a part of change process which allows organizations to foreshadow coming changes and possible problems. Learning should be greater than the rate of change, because organizations welcome the challenges and opportunities if they have strong human resources and skilled workforce. They are the ones to be chosen as change agents. Reference http://www.brint.com/papers/orglrng.htm

Addressing Barriers to Learning and Closing

Addressing Barriers to Learning and closing the Achievement Gap: New Directions for Student Support Closing We all recognize the urgency arising from the demands made by the No Child Left Behind Act. Many schools are being designated as low performing. Increasing accountability demands require demonstrating progress for students who are â€Å"economically disadvantaged, from racial and ethnic minority groups, have disabilities, or have limited English proficiency. † All schools will be evaluated on criteria designed to identify sites that are â€Å"persistently dangerous. With increasing ccountability tor student outcomes and dwindling budgets, it is essential to rethink use of existing learning support resources to maximize a school's capability for addressing barriers to student learning and teaching. Beyond the Learning Gap Americans increasingly are aware of this learning gap and are seeking ways to address it. The international comparisons grab the front-page headlines, and officials try to Infer recommendations from how one country performs compared with the performance of another.Policymakers carefully study, state by state, scores on the ost recent National Assessment of Educational Progress, as if one could divine a strategy, from the scores, for improving performance. Scores of all local schools are printed in the newspaper, and school boards and parents discuss why students In some schools score much lower than others. As important as it is to know how well students are learning, examinations of achievement scores alone can never reveal how the scores might be improved.We also need information on the classroom processes on teaching that are contributing to the scores. unfortunately, many olicymakers have ignored this fact, making decisions about the future of education without even the most rudimentary information about what is happening In classrooms. In 1995, faced with low reading and mathematics performance on the National Assessment of E ducauonal Progress, California's superintendent of public instruction formed two task forces, one for mathematics and one for reading, to study the situation and propose solutions.California, after all, was highly respected for Curriculum Frameworks that guide reading and mathematics instruction in the state. The Frameworks provided a comprehensive outline for what students should learn and guidelines for appropriate Instructional methods. If the Frameworks were so good, why was achievement so low? In meetings of California's mathematics task force, the discussion often turned to the Frameworks. Were the teaching methods or curricular emphases recommended in the Mathematics Framework perhaps to blame for students' low achievement?A debate ensued among members of the task force, a debate that has been reflected more broadly in public debate around the country etween proponents of â€Å"reform† teaching and those in favor of more â€Å"traditional† teaching methods. Some believed that the Frameworks were not working and should tOf2 the discussion was a key fact: the state of California had collected no data on the extent to which the Frameworks had been implemented in the state's classrooms.This did not stop the state, however, from undertaking a revision of its Mathematics Framework. But on what basis could the Framework be revised? Without knowing what teachers were doing, how could the effectiveness of the Framework be determined? We do not mean to single out California; no state that we know of regularly collects and uses data directly related to instructional processes in the classroom. Policymakers adopt a program, then wait to see if student achievement scores will rise.If scores do not go up and this is most often what happens, especially in the short run – they begin hearing complaints that the policy isn't working. Momentum builds, experts meet, and soon there is a new recommendation, then a change of course, often in the opposite direction. Significantly, this whole process goes on without ever collecting data on whether or not the original program as even implemented in classrooms or, if implemented, how effective it was in promoting student learning.If we wish to make wise decisions, we need to know what is going on in typical classrooms. Fortunately, the same TIMSS that generated a new wave of concern about students' achievement also collected a wealth of information about educational factors that might help us understand the different levels of performance in different countries. TIMSS researchers analyzed textbooks; asked administrators, teachers, and students about their beliefs and practices; and ideotaped teachers teaching typical lessons.The TIMSS video study of teaching, which forms the basis for this book, is especially significant because it provides a penetrating and unparalleled look into classrooms in three different countries. For the first time, we had a full video record of a representative sample of U. S. classrooms. More than that, we had the same kind of information from Germany and Japan. We could now compare more than achievement scores. We could examine similarities and differences in the instructional methods that lay behind these scores.

Ottoman vs. Mughals

Ottoman Empire Vs. Mughal Empire The Ottoman and Mughal empires were two of the most successful empires to ever come together. However, in their dominance there was many similarities as well as differences. Both went through their share of struggle. Whether through political, religious, or cultural struggle the two empires had to rely on their emperors for guidance and rule. The Ottomans were amid the Turkic-speaking nomadic people who had spread westward from Central Asia through out the ninth, tenth and eleventh centuries. The first to appear were the Seljuk Turks.In the late thirteenth century, a new group of Turks began to emerge in the northwestern corner of Anatolian peninsula, under the leadership of the tribal leader Osman. These Turks were peaceful and engaged in pastoral pursuits. However, with the decline of the Seljuk Empire in the early fourteenth century, the Osman Turks began to expand and founded the Osmanli dynasty. The Osmanlis later became known as the Ottomans. La ter expanding westward the Ottoman Empire set up their first European base at Gallipoli. They expanded gradually into the Balkans and allied with Serbia and Bulgar forces against the Byzantines.Okhar gradually established permanent settlements in the area. Throughout the area Turkish provincial governors, called beys, collected taxes from the local Slavic peasants after driving out the previous landlords. This later became known as the Bey system. Which would be the foundation of the Ottoman administration for centuries. In this system the Ottoman leader began to claim the title of Sultan or supreme power over his domain. â€Å"The Ottoman political system was the result of the evolution of tribal institutions into a sedentary empire† (Duiker, Spielvogel. 455).At the apex of this system was the Sultan, who was the authority in both a political and military sense. Though, both administrative and military power was centralized under the bey. Okhar’s son Murad succeeded h im in 1389. Murad began to build of a strong military administration based on the recruitment of Christians into an elite guard. These warriors were called Janissaries. Some of these Janissaries were even able to become senior members of the bureaucracy. They were then assigned land in fief by the sultan and were responsible for collecting taxes and supplying armies to the empire.The land was farmed out to the local cavalry elite called the Sipahis. Who were equivalent to the beys, this system later became known as the Devshirme system. Janissaries were also a big advantage because they were directly subordinated to the sultanate; because of this they owed loyalty to the person of the sultan. Both Okhar’s and Murad’s system were vital aspects of the Ottoman’s expansion. The most prevalent was in 1451 when Mehmet II ordered the construction of a major fortress on the Bosporus. This move put the Turks in a position to strangle the Byzantine Empire. With the Byzant ines hand-cuffed, Mehmet II made his move.He attacked Constantinople in 1453 where he defeated the empire and ignited the expansion of what would be known as one of the most dominant empires of all time. Constantinople later was renamed to Istanbul, as it became the center of the art, education, and religion for the Ottoman Empire. Mehmet II did not only tear down the Byzantine Empire, but he also built the Topkapi Palace, which was the heart of administration and religion. The Ottoman Empire continued their expansion with Mehmet’s successor Selim I in 1512. Selim I defeated the Mamlucks of Egypt after they failed to support the Ottomans in there battle against the Safavids.Which gave him control of several holy cities of Islam, including Jerusalem, Mecca, and Medina, Selim declared himself the new Caliph, or the successor of Muhammad in the Muslim religion. The Caliph is the highest religious authority and the defender of the religion. Also, the Caliph interprets laws of the Shari’a. However, in practice the Head Priest does the interpreting. These Ottomans elites were Sunni Muslims, although, Islamic law and customs were applied to all Muslims in the empire. Some communities were attracted to Sufism or other heterodox doctrines.The government accepted such activities as long as the communities remained loyal to the empire. Non-Muslims formed a significant minority within the empire. The minority was treated with relative tolerance, but they were compelled to pay a head tax and were permitted to practice their religion or convert to Islam. Each of these religious groups within the empire was organized as an administrative unit known as millet. Each group, including Muslims had its own patriarch priest, who dealt as an intermediary with the government and administered the community according to its own laws. Nomadic people were placed in separate millets.Where they were subject to their own laws, and were governed by their hereditary chiefs, the beys. The Mughals came about in quite a different way. In the late fourteenth century, the Indian subcontinent known as Calicut was divided into a number of Hindu and Muslim kingdoms. However, it was on the verge of a new era of unity that was brought upon by a foreign dynasty known as the Mughals. The Founder of the Mughal Empire known as Babur had a prominent family history, not only was his father a descendent from the great Asian conqueror Tamerlane, but his mother was also a descendent from the Mongol Conqueror Genghis Khan.Unlike the Ottomans who earned their first land as a reward from the Seljuk Turks for their role in the drive out of the Mongols in the late thirteenth century. Babur inherited a portion of Tamerlane’s empire in an upland valley of the Syr Darya River. Though, the Uzbeks and then the Safavid dynasty in Persia drove him south. Babur and his warriors later seized Kabul in 1504 and thirteen years later crossed Khyber Pass into India. Moreover, the conque ror of the Mughal Empire that made the greatest impact was Babur’s grandson Akbar.Although he was illiterate, and only assumed the throne at the age of fourteen. He was also remembered as one of the most intelligent conquerors of the empire. So intelligent, instead of taking the title of the Caliph as the Ottoman’s did. He proclaimed himself as the spiritual and temporal head of state. Akbar did this to insure that everyone would follow his policies, not because he was Devine, but because of his wisdom. Akbar took toleration to an entirely different level. Making the Ottoman’s look intolerable, as emperor Akbar displayed a keen interest in other religions.Tolerating Hindu practices in his own domains but also welcoming the expression of Christian views by his Jesuit advisers. With these beliefs, Akbar decided to formulate his own religion he called Din-I-Ilahi. This religion was based off toleration, taking away many regulations that the Muslim court had in plac e. For example, he allowed worship in public; he allowed construction of Christian churches and Hindu Temple. As well as establishing a translation department, translating Hindu religious books into Persian. Yet in 1519, maybe the most important regulation was eliminated, when Akbar abolished the Jizya.This was the head tax put in place by the ottomans to all of the Non-Muslims had to pay in order to stay out of the military. Doing this created a brotherhood of man within the Muslim culture, unlike the Ottomans who looked down on the minorities in the area. Akbar also extends his changes to the imperial administration. The empire was divided into provinces, a lot like the Ottoman’s, and the administration of each province was modeled after the central government, with separate departments for military, financial, commercial, and legal affairs. Senior officials were then appointed for each department.These officials were known as Zamindars. The officials were first paid salari es, but later they were ordinarily assigned sections of agricultural land. Where peasants walked the land, tilled the land, but were forced to pay a tax to the Zamindar. Which was partly kept by the Zamindar, and the rest was forwarded to the central government. The Zamindar also recruited a number of military and civilian retainers and accumulated considerable power in their areas. A great deal of the Mughals success was the harmony that Akbar imposed on their society.Unfortunately, when Akbar passed, so did most of his ideas. Akbar’s successors tried to turn the Mughal Empire back into a Sunni Muslim state, and the toleration of Non-Muslims was gone. This discrimination as well as economic crisis led to decline of the Mughal Empire. Despite the fact that both the Ottoman’s and the Mughals had outstanding leadership and motivation, this was not the lone factor that allowed them to be so successful. Some scholars have labeled them â€Å"Gun Powder Empire† becaus e of their superior military techniques of modern warfare, especially the use of firearms.Firearms played a central role in expansion for both the empires. In conclusion, these two Sunni Muslim empires could seem quite diverse on one hand, but in the big picture they have a considerable amount in common. Both were trying to achieve their goal of expansion, and both had to innovate their own regulations within a Sunni Muslim state. Nevertheless, the two went about these two goals in a diverse way. Bibliography – William J. Duiker, Jackson J. Spielvogel, World History Seventh Edition, The Pennsylvania State University, Vol. II, Since 1500.