Mexican American War - An Overview

Mexican American War - An Overview Mexican-American War Summary: A conflict that occurred as the result of Mexican resentment over the US annexation of Texas and a border dispute, the Mexican-American War represents the only major military dispute between the two nations. The war was fought primarily in northeastern and central Mexico and resulted in a decisive American victory. As a result of the war, Mexico was forced to cede its northern and western provinces, which today comprise a significant portion of the western United States. When was the Mexican-American War?: Though Mexican-American War was occurred between 1846 and 1848, the majority of the fighting took place between April 1846 and September 1847. Causes: The causes of the Mexican-American War can be traced back to Texas winning its independence from Mexico in 1836. At the end of the Texas Revolution following the Battle of San Jacinto, Mexico refused to acknowledge the new Republic of Texas, but was prevented from taking military action due to the United States, Great Britain, and France conferring diplomatic recognition. For the next nine years, many in Texas favored joining the United States, however Washington did not take action due to fears of increasing sectional conflict and angering the Mexicans. Following the election of the pro-annexation candidate, James K. Polk in 1845, Texas was admitted to the Union. Shortly thereafter, a dispute began with Mexico over the southern border of Texas. This centered around whether the border was located along the Rio Grande or further north along the Nueces River. Both sides sent troops to the area and in an effort to lower tensions, Polk dispatched John Slidell to Mexico to begin talks regarding the United States buying territory from the Mexicans. Commencing negotiations, he offered up to $30 million in exchange for accepting the border at the Rio Grande as well as the territories of Santa Fe de Nuevo Mexico and Alta California. These attempts failed as the Mexican government was unwilling to sell.   In March 1846, Polk directed Brigadier General Zachary Taylor to advance his army into the disputed territory and establish a position along the Rio Grande. This decision was a response to new Mexican President Mariano Paredes declaring in his inaugural address that he sought to uphold Mexican territorial integrity as far north as the Sabine River, including all of Texas. Reaching the river, Taylor established Fort Texas and withdrew towards his supply base at Point Isabel. On April 25, 1846, a US cavalry patrol, led by Captain Seth Thornton, was attacked by Mexican troops. Following the â€Å"Thornton Affair,† Polk asked Congress for a declaration of war, which was issued on May 13. Causes of the Mexican-American War Taylors Campaign in Northeastern Mexico: Following the Thornton Affair, General Mariano Arista ordered Mexican forces to open fire on Fort Texas and lay siege. Responding, Taylor began moving his 2,400-man army from Point Isabel to relieve Fort Texas. On On May 8, 1846, he was intercepted at Palo Alto by 3,400 Mexicans commanded by Arista. In the battle that ensued Taylor made effective use of his light artillery and forced the Mexicans to retreat from the field. Pressing on, the Americans encountered Aristas army again the next day. In the resulting fight at Resaca de la Palma, with Taylor’s men routed the Mexicans and drove them back across the Rio Grande. Having cleared the road to Fort Texas, the Americans were able to lift the siege. As reinforcements arrived through the summer, Taylor planned for a campaign in northeastern Mexico. Advancing up the Rio Grande to Camargo, Taylor then turned south with the goal of capturing Monterrey. Battling hot, dry conditions, the American army pushed south and arrived outside of city in September. Though the garrison, led by  Lieutenant General Pedro de Ampudia, mounted a tenacious defense, Taylor captured the city after heavy fighting. When the battle ended, Taylor offered the Mexicans a two month truce in exchange for the city. This move angered Polk who began to strip Taylor’s army of men for use in invading central Mexico. Taylor’s campaign ended in February 1847, when his 4,000 men won a stunning victory over 20,000 Mexicans at the Battle of Buena Vista. Taylors Campaign in Northeastern Mexico War in the West: In mid-1846, Brigadier General Stephen Kearny was dispatched west with 1,700 men to capture Santa Fe and California. Meanwhile, US naval forces, commanded by Commodore Robert Stockton, descended on the coast of California. With the aid of American settlers and Captain John C. Frà ©mont and 60 men of the US Army who had been en route to Oregon, they swiftly captured the towns along the coast. In late 1846, they aided Kearny’s exhausted troops as they emerged from the desert and together forced the final surrender of Mexican forces in California. Fighting was ended in the region by the  Treaty of Cahuenga in January 1847. Scotts March to Mexico City: On March 9, 1847, Major General Winfield Scott landed 12,000 men outside of Veracruz. After a brief siege, he captured the city on March 29. Moving inland, he began a brilliantly conducted campaign that saw his army advance deep into enemy territory and routinely defeat larger forces. The campaign opened when Scotts army defeated a larger Mexican army at Cerro Gordo on April 18. As Scott’s army neared Mexico City, they fought successful engagements at Contreras, Churubusco, and Molino del Rey. On September 13, 1847, Scott launched an attack on Mexico City itself, assaulting Chapultepec Castle and capturing the gates of the city. Following the occupation of Mexico City, the fighting effectively ended. Scotts March on Mexico City Aftermath Casualties: The war ended on February 2, 1848, with the signing of the Treaty of Guadalupe Hidalgo. This treaty ceded to the United States the land that now comprises the states of California, Utah, and Nevada, as well as parts of Arizona, New Mexico, Wyoming, and Colorado. Mexico also renounced all rights to Texas. During the war 1,773 Americans were killed in action and 4,152 were wounded. Mexican casualty reports are incomplete, but it estimated that approximately 25,000 were killed or wounded between 1846-1848. Aftermath of the Mexican-American War Notable Figures: General Zachary Taylor– Commander of US trops in northeastern Mexico. Later became President of the United States.General President Jose Lopez de Santa Anna – Mexican general and president during the war.General Winfield Scott – Commander of the US army that captured Mexico City.General Stephen W. Kearny – Commander of US troops that captured Santa Fe and secured California.

Biography of Georgy Zhukov, World War II Soviet General

Biography of Georgy Zhukov, World War II Soviet General Marshal Georgy Zhukov (December 1, 1896–June 18, 1974) was the most important and most successful Russian general in World War II. He was responsible for the successful defense of Moscow, Stalingrad, and Leningrad against German forces and eventually pushed them back to Germany. He led the final attack on Berlin, and he was so popular after the war that Soviet Premier Joseph Stalin, feeling threatened, demoted him and moved him to obscure regional commands. Fast Facts: Marshal Georgy Zhukov Rank: MarshalService: Soviet Red ArmyBorn: Dec. 1, 1896 in Strelkovka, RussiaDied: June 18, 1974 in Moscow RussiaParents: Konstantin Artemyevich Zhukov, Ustinina Artemievna ZhukovaSpouse(s): Alexandra Dievna Zuikova, Galina Alexandrovna SemyonovaConflicts: World War IIKnown For: Battle of Moscow, Battle  of Stalingrad, Battle of Berlin Early Life Georgy Zhukov was born on December 1, 1896, in Strelkovka, Russia, to his father, Konstantin Artemyevich Zhukov, a shoemaker, and his mother, Ustinina Artemievna Zhukova, a farmer. He had an elder sister named Maria. After working in the fields as a child, Zhukov was apprenticed to a furrier in Moscow at age 12. Completing his apprenticeship four years later in 1912, Zhukov entered the business. His career proved short-lived because in July 1915, he was drafted into the Russian Army to honorably serve during World War I. Following the October Revolution in 1917, Zhukov became a member of the Bolshevik Party and joined the Red Army. Fighting in the Russian Civil War (1918-1921), Zhukov continued in the cavalry, serving with the famed 1st Cavalry Army. At the wars conclusion, he was awarded the Order of the Red Banner for his role in putting down the 1921 Tambov Rebellion. Steadily rising through the ranks, Zhukov was given command of a cavalry division in 1933 and later was named deputy commander of the Byelorussian Military District. Far East Campaign Evading Russian leader Joseph Stalins Great Purge of the Red Army (1937-1939), Zhukov was selected to command the First Soviet Mongolian Army Group in 1938. Tasked with stopping Japanese aggression along the Mongolian-Manchurian border, Zhukov arrived after the Soviet victory at the Battle of Lake Khasan. In May 1939, fighting resumed between Soviet and Japanese forces. They skirmished through the summer, with neither gaining an advantage. Zhukov launched a major assault on August 20, pinning down the Japanese while armored columns swept around their flanks. After encircling the 23rd Division, Zhukov annihilated it, forcing the few remaining Japanese back to the border. As Stalin was planning the invasion of Poland, the campaign in Mongolia ended and a peace agreement was signed on September 15. For his leadership, Zhukov was made a Hero of the Soviet Union and was promoted to general and chief of general staff of the Red Army in January 1941. On June 22, 1941, the Soviet Union was invaded by Nazi Germany, opening the Eastern Front of World War II. World War II As Soviet forces suffered reverses on all fronts, Zhukov was compelled to sign the Directive of Peoples Commissariat of Defense No. 3, which called for a series of counterattacks. Arguing against the plans in the directive, he was proven correct when they suffered heavy losses. On July 29, Zhukov was sacked as chief of general staff after recommending to Stalin that Kiev be abandoned. Stalin refused, and more than 600,000 men were captured after the city was encircled by the Germans. That October, Zhukov was given command of the Soviet forces defending Moscow, relieving Gen. Semyon Timoshenko. To aid in the citys defense, Zhukov recalled Soviet forces stationed in the Far East, quickly transferring them across the country. Reinforced, Zhukov defended the city before launching a counterattack on December 5, pushing the Germans 60 to 150 miles from the city. Afterward, Zhukov was made deputy commander-in-chief and was sent to the southwestern front to take charge of the defense of Stalingrad. While the forces in the city, led by Gen. Vasily Chuikov, battled the Germans, Zhukov and General Aleksandr Vasilevsky planned Operation Uranus. A massive counterattack, Uranus was designed to envelop and surround the German 6th Army in Stalingrad. Launched on November 19, Soviet forces attacked north and south of the city. On Feb. 2, the encircled German forces finally surrendered. As operations at Stalingrad concluded, Zhukov oversaw Operation Spark, which opened a route into the besieged city of Leningrad in January 1943. Zhukov was named a marshal of the Soviet military, and that summer he consulted for the high command on the plan for the Battle of Kursk. Correctly guessing German intentions, Zhukov advised taking a defensive stance and letting the German forces exhaust themselves. His recommendations were accepted and Kursk became one of the great Soviet victories of the war. Returning to the northern front, Zhukov lifted the siege of Leningrad in January 1944 before planning Operation Bagration. Designed to clear Belarus and eastern Poland, Bagration was launched on June 22, 1944. It was a stunning triumph, Zhukovs forces stopping only when their supply lines became overextended. Then, spearheading the Soviet thrust into Germany, Zhukovs men defeated the Germans at Oder-Neisse and Seelow Heights before encircling Berlin. After battling to take the city, Zhukov oversaw the signing of one of the Instruments of Surrender in Berlin on May 8, 1945. To recognize his wartime achievements, Zhukov was given the honor of inspecting the Victory Parade in Moscow that June. Postwar Activity Following the war, Zhukov was made supreme military commander of the Soviet Occupation Zone in Germany. He remained in this post for less than a year, as Stalin, threatened by Zhukovs popularity, removed him and later assigned him to the unglamorous Odessa Military District. With Stalins death in 1953, Zhukov returned to favor and served as deputy defense minister and later defense minister. Though initially a supporter of Soviet leader Nikita Khrushchev, Zhukov was removed from his ministry and the Communist Party Central Committee in June 1957 after the two argued over army policy. Though he was liked by Communist Party General Secretary Leonid Brezhnev and Soviet leader Aleksei Kosygin, Zhukov was never given another role in the government. He remained in relative obscurity until Khrushchev fell from power in October 1964. Death Zhukov married late in life, in 1953, to Alexandra Dievna Zuikova, with whom he had two daughters, Era and Ella. Following their divorce, in 1965 he married Galina Alexandrovna Semyonova, a former military officer in the Soviet Medical Corps. They had a daughter, Maria. The World War II hero was hospitalized after suffering a serious stroke in 1967 and died after another stroke on June 18, 1974, in Moscow. Legacy Georgy Zhukov remained a favorite of the Russian people long after the war. He was awarded Hero of the Soviet Union four times in his career- 1939, 1944, 1945, and 1956- and received many other Soviet decorations, including the Order of Victory (twice) and the Order of Lenin. He also received numerous foreign awards, including the Grand Cross of the Legion dHonneur (France, 1945) and the Chief Commander, Legion of Merit (U.S., 1945). He was allowed to publish his autobiography, Marshal of Victory, in 1969.

Biography of Georgy Zhukov, World War II Soviet General

Biography of Georgy Zhukov, World War II Soviet General Marshal Georgy Zhukov (December 1, 1896–June 18, 1974) was the most important and most successful Russian general in World War II. He was responsible for the successful defense of Moscow, Stalingrad, and Leningrad against German forces and eventually pushed them back to Germany. He led the final attack on Berlin, and he was so popular after the war that Soviet Premier Joseph Stalin, feeling threatened, demoted him and moved him to obscure regional commands. Fast Facts: Marshal Georgy Zhukov Rank: MarshalService: Soviet Red ArmyBorn: Dec. 1, 1896 in Strelkovka, RussiaDied: June 18, 1974 in Moscow RussiaParents: Konstantin Artemyevich Zhukov, Ustinina Artemievna ZhukovaSpouse(s): Alexandra Dievna Zuikova, Galina Alexandrovna SemyonovaConflicts: World War IIKnown For: Battle of Moscow, Battle  of Stalingrad, Battle of Berlin Early Life Georgy Zhukov was born on December 1, 1896, in Strelkovka, Russia, to his father, Konstantin Artemyevich Zhukov, a shoemaker, and his mother, Ustinina Artemievna Zhukova, a farmer. He had an elder sister named Maria. After working in the fields as a child, Zhukov was apprenticed to a furrier in Moscow at age 12. Completing his apprenticeship four years later in 1912, Zhukov entered the business. His career proved short-lived because in July 1915, he was drafted into the Russian Army to honorably serve during World War I. Following the October Revolution in 1917, Zhukov became a member of the Bolshevik Party and joined the Red Army. Fighting in the Russian Civil War (1918-1921), Zhukov continued in the cavalry, serving with the famed 1st Cavalry Army. At the wars conclusion, he was awarded the Order of the Red Banner for his role in putting down the 1921 Tambov Rebellion. Steadily rising through the ranks, Zhukov was given command of a cavalry division in 1933 and later was named deputy commander of the Byelorussian Military District. Far East Campaign Evading Russian leader Joseph Stalins Great Purge of the Red Army (1937-1939), Zhukov was selected to command the First Soviet Mongolian Army Group in 1938. Tasked with stopping Japanese aggression along the Mongolian-Manchurian border, Zhukov arrived after the Soviet victory at the Battle of Lake Khasan. In May 1939, fighting resumed between Soviet and Japanese forces. They skirmished through the summer, with neither gaining an advantage. Zhukov launched a major assault on August 20, pinning down the Japanese while armored columns swept around their flanks. After encircling the 23rd Division, Zhukov annihilated it, forcing the few remaining Japanese back to the border. As Stalin was planning the invasion of Poland, the campaign in Mongolia ended and a peace agreement was signed on September 15. For his leadership, Zhukov was made a Hero of the Soviet Union and was promoted to general and chief of general staff of the Red Army in January 1941. On June 22, 1941, the Soviet Union was invaded by Nazi Germany, opening the Eastern Front of World War II. World War II As Soviet forces suffered reverses on all fronts, Zhukov was compelled to sign the Directive of Peoples Commissariat of Defense No. 3, which called for a series of counterattacks. Arguing against the plans in the directive, he was proven correct when they suffered heavy losses. On July 29, Zhukov was sacked as chief of general staff after recommending to Stalin that Kiev be abandoned. Stalin refused, and more than 600,000 men were captured after the city was encircled by the Germans. That October, Zhukov was given command of the Soviet forces defending Moscow, relieving Gen. Semyon Timoshenko. To aid in the citys defense, Zhukov recalled Soviet forces stationed in the Far East, quickly transferring them across the country. Reinforced, Zhukov defended the city before launching a counterattack on December 5, pushing the Germans 60 to 150 miles from the city. Afterward, Zhukov was made deputy commander-in-chief and was sent to the southwestern front to take charge of the defense of Stalingrad. While the forces in the city, led by Gen. Vasily Chuikov, battled the Germans, Zhukov and General Aleksandr Vasilevsky planned Operation Uranus. A massive counterattack, Uranus was designed to envelop and surround the German 6th Army in Stalingrad. Launched on November 19, Soviet forces attacked north and south of the city. On Feb. 2, the encircled German forces finally surrendered. As operations at Stalingrad concluded, Zhukov oversaw Operation Spark, which opened a route into the besieged city of Leningrad in January 1943. Zhukov was named a marshal of the Soviet military, and that summer he consulted for the high command on the plan for the Battle of Kursk. Correctly guessing German intentions, Zhukov advised taking a defensive stance and letting the German forces exhaust themselves. His recommendations were accepted and Kursk became one of the great Soviet victories of the war. Returning to the northern front, Zhukov lifted the siege of Leningrad in January 1944 before planning Operation Bagration. Designed to clear Belarus and eastern Poland, Bagration was launched on June 22, 1944. It was a stunning triumph, Zhukovs forces stopping only when their supply lines became overextended. Then, spearheading the Soviet thrust into Germany, Zhukovs men defeated the Germans at Oder-Neisse and Seelow Heights before encircling Berlin. After battling to take the city, Zhukov oversaw the signing of one of the Instruments of Surrender in Berlin on May 8, 1945. To recognize his wartime achievements, Zhukov was given the honor of inspecting the Victory Parade in Moscow that June. Postwar Activity Following the war, Zhukov was made supreme military commander of the Soviet Occupation Zone in Germany. He remained in this post for less than a year, as Stalin, threatened by Zhukovs popularity, removed him and later assigned him to the unglamorous Odessa Military District. With Stalins death in 1953, Zhukov returned to favor and served as deputy defense minister and later defense minister. Though initially a supporter of Soviet leader Nikita Khrushchev, Zhukov was removed from his ministry and the Communist Party Central Committee in June 1957 after the two argued over army policy. Though he was liked by Communist Party General Secretary Leonid Brezhnev and Soviet leader Aleksei Kosygin, Zhukov was never given another role in the government. He remained in relative obscurity until Khrushchev fell from power in October 1964. Death Zhukov married late in life, in 1953, to Alexandra Dievna Zuikova, with whom he had two daughters, Era and Ella. Following their divorce, in 1965 he married Galina Alexandrovna Semyonova, a former military officer in the Soviet Medical Corps. They had a daughter, Maria. The World War II hero was hospitalized after suffering a serious stroke in 1967 and died after another stroke on June 18, 1974, in Moscow. Legacy Georgy Zhukov remained a favorite of the Russian people long after the war. He was awarded Hero of the Soviet Union four times in his career- 1939, 1944, 1945, and 1956- and received many other Soviet decorations, including the Order of Victory (twice) and the Order of Lenin. He also received numerous foreign awards, including the Grand Cross of the Legion dHonneur (France, 1945) and the Chief Commander, Legion of Merit (U.S., 1945). He was allowed to publish his autobiography, Marshal of Victory, in 1969.

Healthy diet Research Paper Example | Topics and Well Written Essays - 1750 words

Healthy diet - Research Paper Example a mode of regulating our meal intake in regards to quality, time and type of meal with an objective of managing our weight improving out health (11). There is always a common misconception that dieting is only important in instances where a person wants to lose weight. The perception is based on that; over-weight people suffer from obesity which is considered unhealthy. In addition, dieting is mostly considered by over-weight people or people with obesity. However, Spencer & Mosley assert that unhealthy dieting is of the same effect to obese people as it has on thin people (56). Moreover, thin people are likely to suffer from effects of unhealthy dieting that obese people. Willet points out that thin people require effective dieting more that fat people due to the consideration that their metabolism rate is significantly affected (44). The relationship between human health and dieting is significant. Regardless of the weight factor, a person should be able to exercise good dieting. There are numerous merits of good dieting and many demerits of bad dieting not influenced by the weight factor. Consequently, a healthy diet is a medical strategy that improves the general health of a person. Additionally, following a healthy diet is important for both fat and slim people. It depends on the kind of food, and the best time for meals. Jaminet & Jaminet assert that good dieting is consumption of meals that rhymes with our body weight and requirement (17). The authors further point out that a healthy diet should be created in regards to time (Jaminet & Jaminet 17). Most importantly, food selection determines the appropriateness of a healthy diet. The same argument is supported by Willet, who point out that a healthy diet should comprise of a food selection and time for food consumption (34). Depending on the health demand of a person, they should be provided with a specific diet. For instance, a slim person may be required to increase their body mass thus increasing

Walt Disney Company Research Paper Example | Topics and Well Written Essays - 1250 words - 1

Walt Disney Company - Research Paper Example From Mickey Mouse series to Silly Symphony, Walt Disney, the founder, continued to foster a culture of creativity and innovation and his precision which lead the company to become one of the most successful and diversified corporations (The Walt Disney Company, 2012). From the success of animated cartoons, which won various Academy awards, the company soon developed related merchandise and initiated another stream of revenue that was followed by a new venture in action films including Treasure Islands and the television show during Christmas time. After the death of Walt, his vision was articulately carried on by his brother Roy, who carried out construction of the Disney land theme park as envisioned by his brother, on the 28,000 acres of land he had purchased in Florida and was later opened in Tokyo and Paris. After Roy’s death the company was then taken over by Card Walker, Donn Tatum and Ron Miller, all of which were initially trained by the Disney Brothers (DATAMONITOR, 2 011). The Disney Company then initiated its Disney channel in 1983 featured by Touchstone Pictures, its film label. The company remained under hostile pressures for takeover in early 1980s as its stocks remained undervalued and was eventually taken over by a new management. Soon after the Disney movies took a toll and collaborations with the filmmakers including George Lucas and Francis Ford Coppola resulted in the opening of Splash Mountain. The company then expanded further to include luxury resorts in its portfolio. Establishment of Hollywood Records, stage production with Beauty and Beast, cruise line business were some of the more developments that took place (The Walt Disney Company, 2012). One of the most prominent events was Disney’s $19 billion acquisition of Capital Cities (ABC Network). This acquisition, the second largest in the United States, not only resulted in 10 TV station, 7 daily newspapers and 21 radio stations but also enabled Disney to own positions in t he cable networks including Lifetime, History Chanel, A&E and ESPN, which alone is worth $19billion today. Another important acquisition came in 2006 when Robert Iger, the then CEO of the company, decided to acquire Pixar Animation, a creative powerhouse which became one of the most successful partnerships in Disney’s history. The intensive growth strategy of Disney continued in 2009 when it acquired Marvel Entertainment Inc. for $4.24 billion (The Walt Disney Company, 2012). Company Portfolio; Operations and Major Holdings The Walt Disney Company is the largest media conglomerate of the world, with extensive operations in more than 40 countries around the world with its headquarters in Burbank, California United States. In terms of its size, Walt Disney has been recognized as one of the largest companies of the world by Fortune 500 with a total number of employees amounting to 144,000 as per the year 2011. The stockholder’s equity amounted to a whopping $33,734 millio n (DATAMONITOR, 2011). Disney has a diversified portfolio and its major holdings have continued to increase over time. Walt Disney Motions Picture Group is one of flagship holdings that are also one of the best studios of Hollywood. It acquired ABC network along with its broadcasting television and radio stations. Walt

Tribal Women in Chipko Movement Essay Example for Free

Tribal Women in Chipko Movement Essay The women who participated in the Chipko meetings, processions and other programmes have become aware of their potentialities and are now demanding a share in the decision-making process at the community level. Apart from Reni, the events at Dongri Paintoli village indicated a new development in the movement. On 9th February, 1980 the women of Dongri Paintoli turned out in large numbers, held a Chipko demonstration and prevented any tree-felling. Nine days later, the Government ordered the forest-felling in that area stopped, and within a month a ban on any further cutting was effected. Subsequently, women leaders in the village were defamed and asked not to attend further meetings. The women in Reni took action only because there were no men in the village around to do so. Their â€Å"action† was to ask the tree-fellers to wait until their men returned so that some discussions could take place between the two sides (of men) as equals. Women took charge of the scene only in the absence of men, but once they did take charge, they succeeded. In Dongri Paintoli, by contrast, rather than merely taking a decision in the absence of men, the women stood up against decisions made by their own men. Although they faced opposition from men, they held to their conviction. This certainly marked a major step forward in terms of women’s role in the Chipko movement. In Gopeshwar, women have now formed a cooperative of their own, the Mahila Mangal, to ensure protection of the forest around the town. Its work is carried out regularly by watchwomen, who receive regular wages. Under this supervision, the extraction of forest produce for daily necessities is accomplished in a regular manner, so as not to harm the trees. Women or men violating these rules are fined, and these fines are deposited in a common fund. Those who do not obey the rules face the punishment of having their tools confiscated. It can only be said that the cases of Reni and Dongri Paintoli and the organization of women into the Mahila Mangal at Gopeshwar are indicative of the latent potentialities in the organization and mobilization of resources by women whose consciousness has been raised. Women’s participation in Chipko movement, however limited in numbers or in its impact on the general way of life, has implications for possible changes in gender relationships in the Garhwali tribal society. Since tribal women are the gatherers of fuel, fodder and water, it is they who feel the first impact of soil erosion. Women had repeatedly challenged administrators and politicians with their slogans: â€Å"Planning without fodder, fuel and water is one-eyed planning. † Their struggle against injustice brought them into direct confrontation with the men. Gaura Devi, the famous leader, had to tolerate continuous harassment. First the contractor tried to bribe her into letting his men enter the forest. When she refused this offer, the forest department personnel threatened to call the police and arrest her. The contractor in league with some villagers composed folk songs describing the arrest of Gaura Devi and her torture in jail. Chipko women activists are being accused of getting the villagers blacklisted. The men said that since the villages were blacklisted due to the behavior of women, the young men, most of whom were in the army, would not be given employment anywhere, and the villages would not be supplied with essential commodities like salt and kerosene. Also the villages would be deprived of a motor road, electricity, hospital. The women activists are being made the villains of the piece and rumor is being used as a weapon to isolate them. Everyday the men returned home and flinged accusations at the women. This constant harassment within the family caused the women immense mental agony. According to Gayatri Devi, the success of the Chipko movement demonstrates the intellectual superiority of the women over the men in the village. In 1980s, the Chipko movement subsided, with only a small section associated with Bahuguna continuing to protest against the construction of the Tehri dam. However, part of Chipko critique thinks that government policy in the Uttar Pradesh hills was insensitive to the region’s ecological and social specificity and was driven by the concern to maximize revenues which were appropriated by a bureaucracy based in the plains, formed the core of a movement for regional autonomy. 4 This movement for a separate state raged throughout the 1980s and 1990s and was marked by a series of public protest rallies and demonstrations, some of which were violently suppressed by the state (most notably the brutal assault on women protestors at Muzaffarnagar in 1994). The state of Uttaranchal was finally carved out of the hill districts of Uttar Pradesh in 2000. The Chipko movement inspired Vandana Shiva for the development of a new theory called as ‘Ecofeminism’ which specifically explains the link between the ‘women and ecology’ which were in great demand in the market. To be clearer, Vandana Shiva’s Ecofeminist Movement brought imperialism inscribed in the colonial practices, into the centre of the Environmentalist debate. Vandana Shiva’s narratives of Chipko centre on women. She draws the village women of Garhwal into her narratives by binding them to Himalayan forests and nature, not because they are their birthright but through the ‘feminine principle’ which exists in both Women and Nature. She has presented the village women of Garhwal as exploited by colonialism and threatened by modernization and economic development. Chipko is, for Shiva, a women’s ecology movement, a resurgence of women’s power. Chipko women were in against of exploiting forest for timber because they valued forests for providing their simple subsistence; they did not care for economic gain. Forests, for them, provide soil, water and pure air. In 1977, she states, the two paradigms of forestry, one life-destroying (commerce-oriented and masculine) and the other life-enhancing (subsistence-oriented and embodying the feminine principle), clashed, following which Chipko became â€Å"explicitly an ecological and feminist movement†. Shiva asserts that Chipko women are against development, modernization, and economic rationality. According to her, they expect nothing from so called ‘development’ or from the money economy. They only wanted to preserve their autonomous control over their subsistence base, their common property resources: the land, water, forests, and hills. Chipko movement is thus very much a feminist movement. It not only has brought forth in a dramatic manner greatly increased understanding of the divergent interests of local communities and state bureaucracies in the management of local resources; it is now finding that the interests of men and women within the same community can differ greatly. As long as the Chipko movement remains sensitive to this learning process, it is bound to grow in strength. Ramchandra Guha is widely regarded as one of India’s leading environmental historians. In his well known book5 he argues that while Chipko may have involved women, adopted Gandhian non-violent strategies, and raised popular awareness towards environmental problems in the Himalayas, it is neither an environmental, nor Gandhian, nor feminist movement. He holds that, in Uttarakhand the participation of women in popular movements dates from the anti alcohol agitations led by Sarvodaya workers in the 1960s. However, despite the important role played by women, it would be simplistic to characterize Chipko as a feminist movement. In several instances, especially the early mobilizations at Mandal and at Phata, it was men who took the initiative in protecting forests. Women came to the fore in Reni, when in the contrived absence of men folk they unexpectedly came forward to thwart forest felling. In other agitations, such as Badyargarh men, women, children have all participated equally. Dongri-Paintoli is the only instance of an overt conflict between men and women over the management and control of forest resources. As such, even at level of participation Chipko can hardly be said to constitute a women’s movement. Undoubtedly, the hill women have traditionally borne an extraordinarily high share of family labour –and their participation in Chipko may be read as an outcome of the increasing difficulty with which these tasks have been accomplished in the deteriorating environment. Interestingly, Chandi Prasad Bhatt does believe that women are capable of playing a more dynamic role than the men who, in the face of growing commercialization, are apt to lose sight of the long-term interests of the village economy. On the other hand, it has been suggested that which they are the beasts of burden as viewed through the prism of an outside observer, hill women are in fact aware that they are the repository of local tradition. In the orbit of the household women often take decisions which are rarely challenged by the men. In the act of embracing the trees, therefore, they are acting not merely as women but as bearers of continuity with the past in a community threatened with fragmentation. Chipko movement as a constructive resistance to ecological struggle is played out in Nina Sibal’s Yatra: The Journey. The protagonist, Krishna Kaur, embarks on a pilgrimage for environmental justice that takes her through the area where the Chipko movement is active; there she received the secret of angwaltha from the Chipko women, their spirit of love reaching her as she walked through the Deva Bhumi of Uttarakhand and her padyatra. The novel begins with Krishna’s return to India from an activist-business trip to London: her short visit had been useful in terms of the contact she had made in the Forestry Commission and an international environmental foundation has committed funds for an important river project in the Garhwal hills. But environmental concerns are rarely mentioned by the author. The novel foregrounds gender issues in the Chipko movement. It says –â€Å"After all, at its heart, the Chipko Movement is very feminist. It consists essentially of a string of spontaneous confrontations triggered and managed by women of the region, in which none of the so-called leaders were present. In some cases they were struggling against their own men who saw their immediate economic interests tied up with the decisions of the district administration†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..

The Conclusions Drawn By The National Reading Panels Study On Effective Reading :: essays papers

The Conclusions Drawn By The National Reading Panel's Study On Effective Reading Ever since the signing of the Declaration of Independence the United Sates has strived for the betterment of its society on a whole. This effort can be seen through not only the push for higher education, but also in the standards set in the curriculum for all students. Even though there is such a push for educating the students in America, it becomes surprising that certain simple aspects of education can be almost shaded by or lost under the bigger picture. One such aspect is trying to maintain reading levels, and keeping them up to speed with the corresponding grade levels. With reading levels seemingly on a steady descending scale, it has become necessary for certain actions to take place in hopes of finding ways to bring the levels back up to par. One course of action is conducting research on the manner resulting in the suggestions of possible solutions to the reading problem. Of multiple studies conducted on the matter, one that stands out to be both direct and promising is th e study conducted by the National Reading Panel. â€Å"The main goal of more formal educational research is to test theory and to advance scientific knowledge† (Samuels & Farstrup, 1992, p 5). As a result of the noticeable failing reading levels, Congress took it into their own hands to help solve the matter. â€Å"Congress directed the creation of the National Reading Panel to reevaluate educational research and give teachers and schools a roadmap to address this problem† (National Reading Panel, 2000 (NRP)). The panel was appointed in 1997, and used numerous studies and research that, once analyzed, was focused into certain areas that need to be incorporated in reading instruction. The areas that were highlighted in the resulting study were phonemic awareness, phonics, fluency, and comprehension (Manzo, 2000, p 1). These areas can be examined more closely in order to gain insight and information into their beneficial effects on effective reading instruction. Phonemic awareness is first on the study’s list of things that need to be taught in order for students to become better readers. This aspect of the report is based on the idea that students need the ability to manipulate the sounds that make up the spoken language. â€Å"If the children cannot perceive these sound segments they will encounter difficulty when trying to sound words out in both reading and writing† (Samuels & Farstrup, 1992, p 108).

Managing Information Overload Essay

In my opinion, organizations are likely to find better solutions thru informational overload using technical and social systems. Information overload has an ability to cause negative effects on an organizations performance. Within, technical and social systems there are a collection of complex components that solve problems within that system. Knowledge management uses the combination and utilization of technology at every phase that is available within the organization. Social and technical framework for management of knowledge is an appropriate method than an organization can use to handle problems due to information overload. In using both a social and technical approach within an organization allows an individual to gain the most insight within their performance. The relationship between people and technology does not matter in the process of solving different performance problems within an organization. The technical system is a tool used to identify problems within the organization that affect its performance. It supports the investment of knowledge management throughout the organization and its people. In doing so, this move enhances the technology and people within the organization to be used as interface models, and IT blueprints to ensure technology is implemented. (Liu & Errey, 2006) Conducting of business is at its present day of age within information technology. Within, the work environments today, they currently have access to various tools that assist with effective communication. (Pijpers, 2010) There is enough evidence to prove how these tools assist within an organization by keeping employees in an organization up-to-date, connect with others, remain productive and engage effectively with one another. In doing so, this shows the development of information technology thru internet and communicational technologies by bringing light problems to informational overload in addition to the increasing pace and development complexity in the society. (Strother 2012) Within an organization, many people find it difficult to deal with the information they receive within a continuous transformation in an organization with the increased unpredictable and complex effects on these actions. This leads the organization to stress and anxiety. (Blair 2010) This makes it challenging for the employees to comprehend the priorities in an organization and focus on the tasks that are achieved. Within reference to the introduction of the module, socio-technological design can be effective in the diagnosis of information overload that are present and not present in other organizations. Without knowledge in an organization nothing is possible and it is necessary to identify which place and at what extent the challenge exists within an organization. For example, within an organization knowledge is in repositories, documents, routines, practices, and processes. Social interaction among members plays a huge role in searching for knowledge. Knowledge management assists in renewing, developing, transferring, and sharing knowledge. This is based on produce value, economic wealth, and organizational performance. (Becerra-Fernandez & Sabherwal, 2010) This process creates value from its intellectual and knowledge based assets. Knowledge management leverges knowledge within an organization to provide a competititive edge. The fuctions within knowledge management acheives the goals of an organization to acquire additional knowledge within its operations to remain competitive. Management of knowledge can take the approach of being technology focused, people focused or social-technology focused. The people focus approach stresses that people are of primary importance in an organization. This results in developing and implementing significant strategies that encourage individuals to develop, store and disseminate knowledge. However, this approach is unable to solve problems alone. Technology management under knowledge management deals with collecting, modifying, storing, and manipulating knowledge through the use of technological resources such as computers and other machinery. Similar to people focus approach, this approach is not able to provide solutions to existing problems alone (Becerra-Fernandez & Sabherwal, 2010) This assumption is made by intoducing new technology by solving the existing problems in performance. Performance is perceived by people as complicated. The two approaches of people focused, and technolgy focused are effective in their area of focus. Therefore, there is a need for a more effective knowledge management approach that is taking advantage of these strengths. (Grant & Shahsavarani) Socio-technical refers to the balance between the social and technical systems that make up an organization. According to the perspective of socio-technical system, the capacity of an organization and its employees to perform effectively depends on knowledge. A systems concept seeks to emphasis a two way relationship between technology and individuals. A socio-technical design has a system of modifying changes, itself, and exploits creative capacities of human resource available for the organization. Computers are unable to make practical and crucial decisions. This means the attention of the human should stay in the loop at all times. These findings are assessed and identified in researching the socio-technical approach to handle information overload. In doing so, it shows for an organization to store and develop its’ knowledge they need to consider its culture and structuring roles. This ensures effective knowledge creation, sharing of information, and storage of an organizations reward system by motivating the employees to gain more knowledge. This is necessary for the organization to consider the huge significant role in the success of knowledge management initiative. All in all, organizational knowledge and knowledge management is the storage of information and additional data. Individuals that possess this ability make effective decisions to determine the success of the knowledge management initiative. This study considers the most significant methods that an organization uses to handle various problems from information overload including its complexity affecting knowledge management (Becerra-Fernandez & Sabherwal, 2010) The most effective approach in an organization is to increase the capacity, advance the intelligence and knowledge of individuals by using the people approach. However, this approach may not be enough because of various intrinsic limitation of the human brain. Thus, by advancing the information processing capacity complements an individual’s decision by making capacity with the support of computers thru technology. References Blair, A. (2010, November 28). Information Overload, Then and Now. Retrieved from The Chronicle: http://chronicle.com/article/Information-Overload-Then-and/125479/?sid=cr&utm_source=cr&utm_medium=en I. Becerra-Fernandez & R. Sabherwal. (2010). Knowledge Management: Systems and Processes. New York: M.E. Sharpe. J. B. Strother, J. M. Ulijn & Z. Fazal. (2012). Information Overload: An International Challenge for Professional Engineers and Technical Communicators. New York: John Wiley. Levinson, M. (2012). Knowledge Management Definition and Solutions. Retrieved from CIO: http://www.cio.com/article/40343/Knowledge_Management_Definition_and_Solutions Liu, X. and Errey, C. . (2006, February). Socio-technical systems: There’s more to performance than new technology. Retrieved from ptgGlobal: http://www.ptg-global.com/PDFArticles/Socio%20technical%20systems%20-%20There’s%20more%20to%20performance%20than%20new%20technology%20v1.0.pdf Pijpers, G. (2010). Information Overload: A S ystem for Better Managing Everyday Data. New York: John Wiley.

Die Casting

Presentation Pressure Die Casting Sam Mande Deepak Ch Veera Pratap Vamsi raj J (BUB0912011) (BUB0912016) (BUB0912013) (BUB0912010) M. Sc. (Engg. ) in Engineering Manufacturing and Management Module Leader : Dr N S Mahesh M. S. Ramaiah School of Advanced Studies 1 History Casting since about 4000 BC†¦ Ancient Greece; bronze statue casting 450BC Iron works in early Europe, e. g. cast iron cannons from England 1543 2 M. S. Ramaiah School of Advanced Studies Introduction Die casting is a very commonly used type of permanent molding process in which surface finish and tolerance of die cast parts is good that post-processing can be eliminated in many cases. †¢ Die casting molds are expensive and require much time to manufacture they are generally called dies. †¢ Die casting is done for high volume with high details, and value added economically priced cast parts. M. S. Ramaiah School of Advanced Studies 3 Die Casting Process 1. Die is ready to start 2. Die is closed, molten metal is filled in the chamber . The ram pushes the molten metal in to the die 4. Die cavity is filled with molten metal in few micro seconds 4 M. S. Ramaiah School of Advanced Studies Die Casting Process 5. The metal than solidifies 6. The component casted is ejected from the die 7. The die is cleaned and sprayed with releasing agents 8. Die is ready for the next cycle 5 M. S. Ramaiah School of Advanced Studies Die casting process †¢ In Die-Casting the metal is injected in to the mold under high pressure 10-210 Mpa (1,450-30500 psi) Casting can produce very complex geometry parts with internal cavities and hollow sections. †¢ It is economical, with very little wastage, the extra metals in each casting is melted and reused †¢ The clamping pressure exerted on the die is Rated in â€Å"Clamping tons† †¢ The capacity varies from 400 tons to 4000 tons. M. S. Ramaiah School of Advanced Studies 6 Die Casting Process †¢ Most of the die castings are made from non-ferrous metals, particularly zinc, copper, aluminum, magnesium, lead, and tin based alloys, although ferrous metal die castings are possible The die casting method is especially suited for applications where a large quantity of small to medium sized parts are needed with good detail , a fine surface quality and dimensional tolerance †¢ There are two common types of die casting: hot- chamber process and cold-chamber process †¢ Example: Pressure die casting M. S. Ramaiah School of Advanced Studies 7 Cold chamber process †¢ The essential feature of this process is the independent holding and injection units †¢ In the cold chamber process metal is transferred by ladle, manually or automatically, to the shot sleeve †¢ Actuation of the injection piston forces the metal into the die.This is a single-shot operation †¢ This procedure minimizes the contact time between the hot metal and the injector components, this extend their operating life M. S. Ramaiah School of Advanced Studies 8 Cold chamber process †¢ Hot melt is pressurised with high-speed injection is likely to enter air in the metal, which can cause porosity in the castings †¢ The cold chamber process is used for the production of aluminium, copper base alloys and steel castings †¢ Next to zinc, aluminium is the most widely used die-casting alloy The mould has sections, which include the â€Å"cover† or hot side and the â€Å"movable† or ejector side M. S. Ramaiah School of Advanced Studies 9 †¢ The die may also have additional moveable segments called slides or pulls, which are used to create features such as undercuts or holes which are parallel to the parting line †¢ Available machine capacity ranges 300 to 4000 T clamping pressure M. S. Ramaiah School of Advanced Studies 10 Cold-Chamber Die Casting Process Operating Sequence of the ColdChamber Die Casting ProcessThe die is closed and the molten metal is ladled into the cold-chamber shot sleeve. The plunger pushes the molten metal into the die cavity where it is held under pressure until solidification. Ejector pins push the casting out of the ejector die and the plunger returns to its original position The die opens and the plunger advances, to ensure that the casting remains in the ejector die. Cores, if any, retract. M. S. Ramaiah School of Advanced Studies 11 Applications †¢ †¢ †¢ †¢ Fuel Pumps Carburetor Parts Valve Covers Handles M. S. Ramaiah School of Advanced Studies 2 Hot Chamber Process †¢ Hot chamber process is the process where the metal is maintained at an appropriate temperature in a holding furnace adjacent to the machine †¢ The injection mechanism is located within the holding furnace and a part of it is therefore in constant contact with the molten metal †¢ Pressure is transmitted to the metal by the injection piston through the gooseneck and into the die †¢ On the return stroke metal is drawn into the g ooseneck for the next shot M. S. Ramaiah School of Advanced Studies 13 Hot Chamber Process In this process there is minimum contact between air and the metal to be injected †¢ Due to the contact between the metal and parts of the injection system hot chamber is restricted to zinc-base alloys †¢ The Zinc alloys are mostly used in the die casting process †¢ They have physical, mechanical and casting properties †¢ Applications limited to low melting point metals that do not chemically attack nozzle and other mechanical components M. S. Ramaiah School of Advanced Studies 14 Hot Chamber Process †¢ The main advantage of this process includes fast cycle times of approximately 15 cycles per minute Due to this process, hot chamber machines are used with Casting metals likes zinc, tin, lead, and magnesium M. S. Ramaiah School of Advanced Studies 15 Hot Chamber Die Casting Process M. S. Ramaiah School of Advanced Studies 16 Advantages †¢ Economical for large produ ction quantities †¢ More accuracy †¢ Surface finish is good †¢ Thin sections are possible †¢ Fast cooling leads small grain size and also good strength to casting †¢ Dimensional control is achieved †¢ Due to thin walls, weight is reduced M. S. Ramaiah School of Advanced Studies 17Disadvantages †¢ High tooling costs †¢ Size restrictions of castings †¢ Volume restrictions †¢ Generally limited to metals with low metal points †¢ Part geometry must allow removal from die M. S. Ramaiah School of Advanced Studies 18 Applicability †¢ Excellent for large and complicated shapes, particularly with internal features †¢ Can produce net shape or near net shape components †¢ Used where mechanical properties are not important †¢ Used where solid state processing is difficult or uneconomical M. S. Ramaiah School of Advanced Studies 19 Conclusion Depending on the field of application Die casting plays a crucial role in fulfill ing the requirement accordingly &depending on the size and shape of component and material used the appropriate process should be selected †¢Mainly by controlling and maintaining the various parameters such as material, machine, cycle time and impression(mould)the effectiveness can be improved and its directly reflects in M. S. Ramaiah School of Advanced Studies 20 †¢ Reducing maintenance cost †¢ Quality of component is improved †¢ Rejection rate is less †¢ Wastage of material is less Life of machine and mould is improved †¢ By following these parameters overall process will be effective & which leads to economic effectiveness M. S. Ramaiah School of Advanced Studies 21 Reference [1] Unknown. , pressure die casting process, www. wikipedia. com, [2] Unknown, Advantages of PDC, www. dynecast. com, [3] Unknown. , cold chamber die casting, www. diecastetechnology. blogspot. com , [4] Unknown. , Hot chamber die casting, www. duecasting. com [4] Module notes ENG:MATLS. Dr Ns mahesh MSRSAS Bangalore. , M. S. Ramaiah School of Advanced Studies 22 THANK YOU M. S. Ramaiah School of Advanced Studies 23

Free Essays on Lee Iacocca

Biography of Lee Iacocca Lee Iacocca was a leader and now a historian of leadership qualities. Iacocca was born on October 15, 1924, at Allentown, PA, as the second child to Nicola and Antionette Iacocca. His birth name was Lido Anthony Iacocca, but he later known as â€Å"Lee." His father became known in Allentown as a hard-driving businessperson, opening restaurant and rental car company, among other interest. Iacocca worked and went to school, graduating in 1945 from Leigh University. In 1946, he earned a master’s degree in engineering from Princeton University. In that same year, Iacocca went to work at Ford Motor Company as a training engineer. After nine months, he decided engineering was not for him. He felt that being a salesperson at Ford would better suit him. This started his climbing to the top at Ford. At age thirty-six he was the general manager of the biggest division in the second largest automobile company. Iacocca organized the Fairlane Committee that consisted of young engineers and himself. He soon became known as â€Å"The father of the Mustang.† The Fairlane Committee and Iacocca made the 1964  ½ Mustang. After the creation of the Mustang, he worked his way through the company, becoming the general manager of Ford division and vice president of the company in 1960. Iacocca became president in 1970, but his relationship with Henry Ford cost his job in 1978. Soon after termination he secured a job as president of the struggling Chrysler, which at that time manufactured gas-guzzling vehicles during rising gas prices. The company faced bankruptcy, but Iacocca would not give up. He approached the U.S. Congress for financial assistance. Congress agreed to $1.5 billion in loan guarantees if Chrysler could raise another $2 billion in capital. It did, and the 1981 fiscal year showed a small profit. In 1984, Chrysler generated $2.4 billion in profits after reforming its vehicles and entire company. I... Free Essays on Lee Iacocca Free Essays on Lee Iacocca Biography of Lee Iacocca Lee Iacocca was a leader and now a historian of leadership qualities. Iacocca was born on October 15, 1924, at Allentown, PA, as the second child to Nicola and Antionette Iacocca. His birth name was Lido Anthony Iacocca, but he later known as â€Å"Lee." His father became known in Allentown as a hard-driving businessperson, opening restaurant and rental car company, among other interest. Iacocca worked and went to school, graduating in 1945 from Leigh University. In 1946, he earned a master’s degree in engineering from Princeton University. In that same year, Iacocca went to work at Ford Motor Company as a training engineer. After nine months, he decided engineering was not for him. He felt that being a salesperson at Ford would better suit him. This started his climbing to the top at Ford. At age thirty-six he was the general manager of the biggest division in the second largest automobile company. Iacocca organized the Fairlane Committee that consisted of young engineers and himself. He soon became known as â€Å"The father of the Mustang.† The Fairlane Committee and Iacocca made the 1964  ½ Mustang. After the creation of the Mustang, he worked his way through the company, becoming the general manager of Ford division and vice president of the company in 1960. Iacocca became president in 1970, but his relationship with Henry Ford cost his job in 1978. Soon after termination he secured a job as president of the struggling Chrysler, which at that time manufactured gas-guzzling vehicles during rising gas prices. The company faced bankruptcy, but Iacocca would not give up. He approached the U.S. Congress for financial assistance. Congress agreed to $1.5 billion in loan guarantees if Chrysler could raise another $2 billion in capital. It did, and the 1981 fiscal year showed a small profit. In 1984, Chrysler generated $2.4 billion in profits after reforming its vehicles and entire company. I...

15 Dis- Words and Their Relations

15 Dis- Words and Their Relations 15 â€Å"Dis-† Words and Their Relations 15 â€Å"Dis-† Words and Their Relations By Mark Nichol Words with the antonymic prefix dis- are easily confused with similar-looking terms starting with mis- or un- that usually have differing connotations or entirely distinct senses. Here are comparative definitions of some of these terms, along with etymological identification: 1-2. Disassemble/Dissemble/Misassemble The first two words have a shared etymology but distinct meanings. To disassemble originally meant â€Å"to disperse† and now means â€Å"to take apart,† but to dissemble is to conceal or simulate. The Latin root they share is simulare, which means â€Å"to make like or to compare.† (Resemble, semblance, and the like also stem from this word, and similar is closely related.) Dissimulation is dissemble’s more directly descended synonym. To misassemble, meanwhile, is to assemble incorrectly. 3-4. Disassociate/Dissociate These interchangeable words mean â€Å"to separate,† either literally, as in withdrawing from a social group, or figuratively, as in diverging from past behavior. (The common root stems from the Latin term sociare, which means â€Å"to join,† from which English derives social, society, and similar words.) 5. Discharge/Mischarge Discharge means â€Å"to release,† â€Å"to unload,† or â€Å"to perform one’s duties.† Mischarge is a rare word meaning â€Å"to make a mistake in charging,† as in loading a weapon. (The root word, charge, is from the Latin term carricare, meaning â€Å"to load.†) 6. Disconnect/Misconnect To disconnect is to uncouple or unhook. To misconnect is to put together erroneously. (The shared root, connect, is from the Latin word connectere, â€Å"to join together.† That word’s root, in turn, is related to nexus, meaning â€Å"a link or bond.†) 7. Discount/Miscount A discount is a markdown on a price. A miscount is a tabulation made in error. (The source of the root count is the Latin word computare, from which, of course, compute and computer are derived.) 8. Disinformation/Misinformation Disinformation is a form or propaganda intended to cover up inconvenient facts and/or sway public opinion. Misinformation is a more neutral term referring merely to incorrect data. (The Latin root they share is formare, which means â€Å"to form or shape.†) 9. Disinterest/Uninterest These seemingly indistinguishable words sharing the root word interest (from the Latin term interesse, meaning â€Å"to be between† or â€Å"to make a difference†) have a key difference of connotation: To be disinterested is to have no stake in something, to be impartial, and uninterested denotes the more basis sense of a lack of concern or investment in something. 10. Dislocate/Mislocate To dislocate is to put out of place; to mislocate is to misplace, or lose. (Locate is from the Latin word locare, â€Å"to place,† and is related to locus, which refers to a site or center.) 11. Disorder/Misorder Disorder is a lack of organization or an instance of random placement, or a state of social upheaval; it is rarely used as a verb, perhaps because disorder is generally not a consciously achieved state. Misorder is an uncommon verb meaning â€Å"to erroneously order,† as in preparing an order, or a list of items such as tasks to accomplish or products to purchase. Disorder also applies to a mental or physical condition that is not normal. (The root word order is descended from the Latin term ordinem, meaning â€Å"arrangement.†) 12. Disorganized/Unorganized These antonyms of organized (from the Latin word organum, meaning â€Å"instrument† or â€Å"organ†) are nearly synonymous, but a distinction is sometimes made between the former referring impersonally to places and things and the latter being a personal characteristic. 13. Disqualified/Unqualified To become disqualified is to be deprived or made ineligible; to be unqualified is to already lack the required prerequisites for qualification. (The common root is from the Latin term qualis, meaning â€Å"of what kind,† which is also the source of quality.) 14. Dissatisfied/Unsatisfied These terms have different shades of meaning: To be dissatisfied is to be disappointed in the quality of something, such as a product, or work done; unsatisfied refers to a quantitative displeasure, such as when an appetite or demand is not fulfilled. (Satisfy, the root of both words, comes from the Latin term satisfacere, a compound of satis, meaning â€Å"enough† also the source of sate, meaning â€Å"to appease an indulgence† and facere, meaning â€Å"to do or make,† whence fact.) 15. Distrust/Mistrust Both words mean â€Å"the absence or lack of trust,† with no real distinction between them. The root, of course, is trust, borrowed from Scandinavian and related through the Germanic-language family tree to true and truth. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Spelling category, check our popular posts, or choose a related post below:How to Format a UK Business LetterCapitalization Rules for Names of Historical Periods and MovementsThe "Pied" in The Pied Piper

Compare, contrast and summarize the information from 3 article Essay

Compare, contrast and summarize the information from 3 article together - Essay Example Short term use of stimulants known to be an effective intervention strategy, Corkum and associates (2010) investigate the long term impacts of methylphenidate (MPH). 85 children with ADHD were initially assessed with Wide range achievement test-revised (WRAT-R), parent and teacher rating, estimated intellectual ability, OCHS academic and psychosocial ratings, duration of medication and academic support. Children were randomly assigned to MPH treatment and placebo group in a double blind trial, with former administered a gradually rising dose of 5mg/administration to reach a target dose of 0.7mg/Kg body weight. 12 months later baseline assessments were repeated and using regression analysis academic performance was estimated, one for each subset of WRAT-R and for parent and teacher ratings with baseline covariates, and total treatments as variables. The results indicated that both medication and academic interventions were insignificant in academic improvement. II. Clarfield and Stone r (2005), explored the efficacy of computer-assisted instruction (CAI) on ADHD. The study specifically explored the role of headsprout reading basics; an internet based reading program as a CAI tool in improving the reading and task engagement. 3 children, selected using BASC (behavior assessment system for children), ADHD ratings; and parent, teacher & psychologist interview; received Reading Recovery instruction as part of their curriculum, along with two of them receiving stimulants and one consulting psychologist as part of prior interventions. The frequency of sessions (20-30 minute) was thrice a week with participants completing 27, 24 and 21 sessions. They were assessed using DIEBELS (Dynamic indicators of Basic Early Literacy Skills) oral reading fluency (DORF) and BOSS (Behaviour observation of students in schools). An improvement in reading fluency was observed in all three students, along with reduction in off task behaviour. III. Shalev et al (2007) tested that a systema tic individualized computerized progressive attentional training (CPAT) can at least partially overcome the lack of attention characteristic of ADHD. CPAT was designed to train each of the four attentional networks, i.e. sustained, selective, orienting, and executive attentions. A double blind randomized control trial (RCT) involving 20 children in treatment and 16 in control group, with baseline similarities in age and intelligence and meeting the DSM-IV criteria for ADHD was conducted. The training schedule was two one hour sessions per week continuing for eight weeks. Pre and post assessments tests relevant to the grade of the child assessing reading, writing, mathematical skills and parental ratings were used for evaluating results. The results specifically showed improvements in all the above fields within two weeks of initiation of CPAT. Critical Evaluation I. 1. What claims are being made? Lack of long term and cumulative impact of MPH on ADHD related academic underperformanc e. 2. What evidence has been provided to support the claims (research study, expert opinion...) The evidences include research study with exhaustive assessments and naturalistic trials. 3. Is the evidence credible (are the tests relevant, can they be repeated, examine validity and reliability)? Assessments are subjective as well as objective enabling repeatability, reliability and validity.