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Monday, August 19, 2019
Double Standard for Women of Homers Odyssey Essay -- Homer Odyssey wo
Double Standard for Women of the Odyssey    Odysseus plans to tiptoe back into his hall through various schemes, one of which is to become beneficial and amiable to the maidservants. With this motivation, he offers to guard the hearth so that the fire won’t dwindle, but the response he receives is more than unwelcoming. Melantho, a beneficiary of Penelope, spurns him saying:          You must be crazy, punch drunk, you old goat.          Instead of going out to find a smithyâ€â€or a tavern benchâ€â€you stay          putting your oar in, amid all our men.          Numbskull not to be scared! The wine you drank          has clogged your brain, or are you always this way,          boasting like a fool? Or have you lost          your mind because you beat that tramp, that Iros?          Look out, or someone better may get up          and give you a good knocking about the ears          to send you out all bloody. (18.405-15).     Unexpectedly and unconventional for his character, Odysseus says: â€Å"One minute: let me tell Telemakhos how you talk in hall, you slut; he’ll cut your arms and legs off†(18.416-20). â€Å"This hard shot took the women’s breath away and drove them quaking to their rooms, as though knives were behind: they felt he spoke the truth†(18.421-23).     From the perspective of Melantho, her reason to believe the hungry bellied pariah, Odysseus, seems unclear. There seems to be a lapse in her reasoning. Since the old beggar’s arrival at Odysseus’ estate, Telemakhosâ€â€not ever publicly acknowledging the hunched-over man's entryâ€â€appears to wholly neglect him. Intimidated by the suitors’ death threats and revealing Odysseus’ identity, the only way out for Telemakhos, ... ... Athens," 5-16. Diana Buitron-Oliver and Beth Cohen, "Between Skylla and Penelope: Female Characters of the Odyssey in Archaic and Classical Greek Art," pp. 29-58. "Female Representations and Interpreting the Odyssey," by Seth Schein, pp. 17-27. Griffin, Jasper. Homer on Life and Death, 1980, Clarendon Press. Richard Brilliant, "Kirke's Men: Swine and Sweethearts," pp. 165-73. Helene Foley, "Penelope as Moral Agent," in Beth Cohen, ed., The Distaff Side (Oxford 1995), pp. 93-115. "The Odyssey, History, and Women," by A. J. Graham, pp. 3-16 Lillian Doherty, Siren Songs: Gender, Audiences, and Narrators in the Odyssey (Ann Arbor 1995), esp. chapter 1. Marilyn Arthur Katz, Penelope's Renown: Meaning and Indeterminacy in the Odyssey (Princeton 1991). Nancy Felson-Rubin, Regarding Penelope: From Courtship to Poetics (Princeton 1994).
Sunday, August 18, 2019
Jesus, Paul, And Mohammed: Com :: essays research papers
Michael Hart is an amateur historian and also the author of The 100: A Ranking of the Most Influential Persons in History. In this book Hart lists in order the people he believes to be the top 100 most influential people. In this essay I am going to look at three specific people, and compare Hart’s ranking of their impact on society against my own. The three people are Jesus of Nazareth, the founder of Christianity; Paul of Tarsus, Christianity’s most important missionary; and Muhammad, the founder of Islam. Since religion did play a considerable role in the shaping of civilizations, it is no coincidence that these three people are respectively the three most important people in the founding of the top two religions in the world. Also Hart’s ranking of these three men will be analyzed, and compared to my own rankings of these three influential men. Â Â Â Â Â In Hart’s book, The 100, he regards all three of these men as being very important in contributing to the rise of two great religions. In his ranking of the top 100 Muhammad, Jesus, and St. Paul rank one, three, and six respectively. Now right from this statement most people would believe that Hart is already wrong, and that Jesus should be one. In some sense those who believe that Jesus are right because the amount of Christians in the world almost doubles that of the Moslems. Yet if we carefully look at Hart’s reasons for ranking them the way he does, you would see that his ranking seems more understandable. Â Â Â Â Â First we should start by analyzing Hart’s reasons for ranking Muhammad one. His main point for ranking him one, above Jesus, is because “ Muhammad played a more important role in the development of Islam then Jesus did on the development of Christianity';(9). He believes this statement to be true because St. Paul complemented Jesus in helping to spread the belief of Christianity. Though Jesus was responsible for the main ethical and moral precepts it was St. Paul who was the main developer of its theology, its proselytizer, and for writing a large portion of the New Testament. While on the other hand Muhammad was the only one responsible for the teachings of Islam, and also to the moral and main ethical principles. This is shown in the idea that the Koran, the sacred book of Islam, contains the teachings of Muhammad, and that his teachings are said to be the words of God. Jesus, Paul, And Mohammed: Com :: essays research papers Michael Hart is an amateur historian and also the author of The 100: A Ranking of the Most Influential Persons in History. In this book Hart lists in order the people he believes to be the top 100 most influential people. In this essay I am going to look at three specific people, and compare Hart’s ranking of their impact on society against my own. The three people are Jesus of Nazareth, the founder of Christianity; Paul of Tarsus, Christianity’s most important missionary; and Muhammad, the founder of Islam. Since religion did play a considerable role in the shaping of civilizations, it is no coincidence that these three people are respectively the three most important people in the founding of the top two religions in the world. Also Hart’s ranking of these three men will be analyzed, and compared to my own rankings of these three influential men. Â Â Â Â Â In Hart’s book, The 100, he regards all three of these men as being very important in contributing to the rise of two great religions. In his ranking of the top 100 Muhammad, Jesus, and St. Paul rank one, three, and six respectively. Now right from this statement most people would believe that Hart is already wrong, and that Jesus should be one. In some sense those who believe that Jesus are right because the amount of Christians in the world almost doubles that of the Moslems. Yet if we carefully look at Hart’s reasons for ranking them the way he does, you would see that his ranking seems more understandable. Â Â Â Â Â First we should start by analyzing Hart’s reasons for ranking Muhammad one. His main point for ranking him one, above Jesus, is because “ Muhammad played a more important role in the development of Islam then Jesus did on the development of Christianity';(9). He believes this statement to be true because St. Paul complemented Jesus in helping to spread the belief of Christianity. Though Jesus was responsible for the main ethical and moral precepts it was St. Paul who was the main developer of its theology, its proselytizer, and for writing a large portion of the New Testament. While on the other hand Muhammad was the only one responsible for the teachings of Islam, and also to the moral and main ethical principles. This is shown in the idea that the Koran, the sacred book of Islam, contains the teachings of Muhammad, and that his teachings are said to be the words of God.
AI and American History :: essays research papers
â€Å"Artificial Intelligence And America†     Artificial Intelligence played a crucial role in our American history and the history of the world. Some view it as the vain pursuit of man to become god-like and create life, others, as the next logical step in computer technology. However, the conclusion is not nearly the most important part of it. The process of the pursuit of the creation of mechanical sentient life has also led to a much deeper understanding of how our own biological minds work, creating new methods to treat brain diseases, and other brain related disorders. Through this, life is longer sustained, but modern life itself would not exist without some AI programs today. Several AI programs control the stock market, and the military has countless uses for it, and we even rely on it at home. AI has advanced greatly since it began, bringing neurology with it, and modern America could not function today without it. ‘Computers are nothing to be afraid of’. An idea clung to like a religion by IBM promotional people in the late 1970’s. That’s when the first AI programs were being produced and the public became concerned over basically, whether or not computers would take over the world. IBM raced to put the public’s fears to rest, so they created an ad-campaign. Pretty soon, every salesperson for IBM was parroting the phrase: â€Å"Computers are nothing but quick morons†. This seemed to halt the fears of the public, but as long as AI research progressed, the uneasiness continued. Computers can process information at speeds thousands of times faster then the human brain, but can only do as they are instructed. So, what happens when there instructed to learn from their mistakes, or react with their surroundings? What constitutes intelligence? The earliest attempts at AI were at making computers sentient, based on the theory that something must be alive to have intelligence. Needless to say, this didn’t work out and left many disappointed investors and researchers alike. Later on though, scientists found that the problem early AI developers had been that they tried to take too big of a step. They believed if they could just create qualities of intelligence in a machine and the rest will stem from there. One of the major off products in artificial intelligence was the further study our own brains. The theory is that if we can make a machine that can accomplish and display the process behind a complex human task, then we can be shown how we work by our own creation.
Saturday, August 17, 2019
Organizational Ethics Essay
In the industrial era, organizations have created untenable problems for moral experts by becoming bothersome illustrations of the dynamic social processes that defy attempts to apply traditional moral theory and detached philosophical wisdom. Kaufman (1973) observed that bureaucratic managers often privately approve of behavior that they acknowledge publically as illegal or unethical. Expectations for loyalty to the organization and for obedience to managerial direction set the a priori guidelines for moral conduct, and a given organization can develop and impose its own form of influence on the individual with an organizationally specific moral order that can seem to pre-empt external social order. Organization members can defy common social or religious morality when they are acting on behalf of the organization and feel justified in doing so because their behavior is judged within the context of the organization (Jackall, 1988). Yet, employees rarely exhibit unacceptable behavior in society that is acceptable inside the organization’s boundaries. Society holds the organization accountable as a rational actor, but rarely are the individuals actually responsible for creating organizational outcomes entailed in that accountability. Modern understanding of ethics emphasizes the behavioral aspects to the extent that the words ethics and morals are commonly used interchangeably by philosophers to refer to behavioral standards, codes of conduct or principles upon which these standards and codes are based. But, the different words imply different things. According to Bauman, ‘ethics is something more than a mere description of what people do; more even than a description of what they believe they ought to be doing in order to be decent, just, good – or, more generally, â€Å"in the right†‘ (1994: 1). All organization members make decisions, the collective manifestations of which fall into certain patterns that result in more or less consistent outcomes. The exploration of these patterns can be conducted using political frameworks. Deetz has asserted that organizations make most decisions regarding the use of resources, the development of technologies, the products available, and the working relations among people’ (1992: 3). While it can be argued that a substantial portion of industrial technology is developed at the behest of the military, it is clear that organizations have taken on many roles heretofore expected of government. Deetz further suggested that the state’s power is restricted to crude guidance through taxation and regulation. Philosophical Aspect of Organizational Ethics The examination of contemporary nature and functioning of organization could be considered in terms of Aristotle’s philosophical system. Clearly the structure of society Aristotle had in mind when he wrote The Politics (Aristotle, 1962) was something completely different than the structure of industrial society. However, it may be possible to speculate on how he might have applied his fundamental principles of governance to modern times. Aristotle would certainly not regard a large and pluralistic country such as the USA or any industrial European country as the equivalent of a city/state (hereafter referred to as a polis – a political community). A polis, he said, ‘must have a population large enough to cater for all the needs of a self-sufficient existence, but not so large that it cannot be easily supervised’ (1962: VII, 4). It is doubtful even that he would regard the USA as culturally homogeneous enough to provide support to a polis similar to that provided to Athens by Hellenic culture. He might, however, consider an organization to be a form of polis. If so, then there would be implications for what we regard as organizational ethics. To begin with, Aristotle advocated slavery as an important economic tool for support of the polis. While we in industrial society believe that owning people is immoral, we have no moral problem with the concept of the organization owning’ an employee for a specified period of time each day. Substituting the words supervisor for master and subordinate for slave, the characteristics of this intermittent ownership are scarcely discernible from Aristotle’s slavery: the master/slave relationship is a reciprocal relationship united by a common interest (they cannot do without each other); above all subordinates must be obedient – not being obedient is grounds for termination; subordinates must perform only tasks specified by their supervisors and not other tasks; subordinates may not slack from performing these tasks; subordinates must perform these tasks when ordered to perform them and within the time period allotted; and, except under certain conditions, subordinates may not supplement their work with activities of their own choosing. Many employers feel justified imposing restrictions on personal relationships, and on affiliations with other organizations. Slavery was not only important economically for Aristotle, but it represented the natural order of things: ‘He that can by his intelligence foresee things needed is by nature a ruler and master, while he whose bodily strength enables him to perform them is by nature a slave’ (1962: I, 2). The organizational chart is a sophisticated method for establishing, conventionalizing and validating the master/slave relationship. Because Aristotle considered business to be a ‘household’ activity and not a political activity, it is tempting to consider the organization as a representation of Aristotle’s household, which is the repository of slavery. Aristotle defined the polis in a number of similar ways, but we can accept that it is ‘a community of some kind, and every community is established with a view to some good’ (1962: I, 1). The purpose of the polis is of supreme importance in distinguishing it from other social entities; ‘the state or political community, which is the highest of all, and which embraces all the rest, aims, and in a greater degree than any other, at the highest good’ (1962:1, 1). The purpose of an organization is, or should be, much more than simply serving customers and making profits (Deming, 1986). The organization is defined by its constitution, and it has a number of specific characteristics. For one, it is of a manageable size, as alluded to above. For another, it has a limited membership of citizens: ‘We do not for a moment accept the notion that we must give the name citizen to all persons whose presence is necessary for the existence of the state’ (1962: III, 5). States have little in common, so in each case the citizen is defined by the constitution. Aristotle would limit citizenship in a number of ways, but he defined a citizen as One who has the ability and the chance to participate in government’ (1962: III, 5). In a truly democratic organization (which Aristotle would not recommend) that might include all employees. In an ideal organization, Aristotle would limit citizenship to managers – what he would call an aristocracy. The constitution of an organization is defined by its charter and its strategic and operating plans, the sum of which include its mission, its standard operating policies and procedures, its organizational chart (structure) and its personnel manual – covering all three of the elements cited above. Deming (1986) would suggest that the constitution of an organization provides for its ‘constancy of purpose’ – the point of being in business in the first place. There are basically three types of organizations: (1) monarchies, run by entrepreneurs or autocrats; (2) aristocracies, run chiefly by some combination of boards of directors, executives and organizational managers (this type has many varieties); and (3) democracies, run by some constitutional form of employee consensus. Determination of a specific organization’s type for the purposes of measurement should be guided by some assessment of attitudes toward the supervisor/subordinate relationship from both sides of that relationship. There were many beloved masters in the history of slavery. True democracies will have few, if any, symbols used to determine and to enforce differences in status, and will have institutionalized methods of achieving consensus. Two essentials for the state (1962: VII, 4) are a supply of labor, and a territory. The workforce supplies the labor for an organization, and the territory is defined by organizational boundaries, assets and market share. Additional essential parts (1962: VII, 8) include (a) food – the sustenance, in the case of organizations we can cite products (profits? ) as that which sustains the striving for goals; (b) tools and crafts – the technology used to make products; (c) arms – for protection and acquisition of new territory, provided for organizations by marketing and legal departments; (d) wealth – capital; (e) religion – that which guides normal behavior and explains the unexplainable; and finally that part which is most essential (f) a method of arriving at decisions about policy and about right and wrong – defined by the constitution. Organizational Ethics: Contemporary View Ethics are sources of identity and motivation for mature individuals, representing some sense of prevailing telos. A person develops an ethic by learning cultural convention and then modifies what has been learned according to insight and personal experience. The point is often taken for granted; a good deal of that which influences the development of an ethic is not likely to be grasped consciously by the individual. Ethics establish states of existence for individuals that make them, for example, more or less predisposed to accept or reject authority and supervision of their activities. Ethics induce people to seek out the association of others who share similar ethics. Organizations, to varying degrees, represent political associations and opportunities for political activity that cannot otherwise be experienced or constructed by individuals within the greater society. While conventional knowledge holds that organizations are narrowly purposeful and rationally managed entities, research reveals processes that can best be explained as political activity (Barker, 1994; Jackall, 1988): (a) functional groups compete for ascendancy of ideas, influence and resources, which is characterized by conflict; (b) the level of power and influence of any one manager depends upon that individual prevailing in conflicts regularly; (c) the corporate and bureaucratic structures are set up by and for those with the most controlling power; (d) success or failure of managers has little to do with actual accomplishments, but rather with arbitrary perceptions of one’s ability by others and with supportive alliances (that is, success and failure are socially defined, not empirically measured); (e) truth is socially constructed and the organization mobilizes to support manufactured reality promoted by those in power; (f) uncertainty in the organization and in managem ent processes facilitates redefinition of organizational reality; and therefore, (g) decisions are based in political agreement, and agreement is based in comparative power and influence. Jackall found that the moral system for managers in bureaucratic organizations includes some of the following principles: (a) striving for success is a moral imperative; (b) rising stars serve to validate the moral system; (c) criteria for success are bounded by the system and can be based in illusion rather than in reality – success is often the result of taking credit for the good and avoiding blame for the bad; (d) self-control, and not necessarily rule-following behavior, is a moral imperative; (e) morality is determined by flexibility and adaptability to changing political realities, and not by strong convictions; (f) bad things must be covered up or reframed in order to protect the system; and, (g) morality is a matter of survival and gaining advantage. For the citizen of this polis, morality has different implications than it does for those we may call employees, which Aristotle might recognize as slaves. While all employees may be initiated as organizational members, only a select few will undergo extensive initiation to achieve the status of citizen. In the General Dynamics study, employees at lower levels of the organization expected their quality of life to improve as a result of the Ethics Program (Barker, 1993). The failure of their expectations to be realized was commonly attributed by them to immoral behavior on the part of managers. These employees had not been indoctrinated into citizenship. Most never would be. Consequently, they understood the basic customs that govern the masses, but not the protocol of the political elite. Middle and senior level managers at General Dynamics, who were citizens, commonly viewed the Ethics Program as simply another political obligation. Instead of an opportunity for improvement, most managers experienced the program as yet another uncertainty to be managed in their quest to succeed. Their conformance to the rules established by the program was established by the constitution, and their experience of justice was directly related to which of their behaviors were measured and rewarded by the polis. Supervisors were citizens-in-training, and were caught between their understanding of the desires of employees for improved quality of life and their realization that the political goal of the program was to improve customer relations with the Navy in particular and with the Pentagon in general – that is, to improve the quality of life for citizens and not necessarily for the masses. The decisions of the polis were governed by the need to survive and to protect territory. The welfare of the masses was secondary to this goal, and was considered ultimately irrelevant should the polis fail. Organizational Ethics: Gender Aspects Diversity in the work place is among the issues important to contemporary business concerns. Diversity itself is a large agenda, within which issues of inclusion, personnel advancement, and appropriate work relationships for all employees emerge. The ability of all employees to work in ways that build upon their competencies, to allow them to advance for the betterment of the corporation, and to provide and contribute to the individual’s best advantage are important for management. Recent reports suggest that firms illustrating diversity through company-wide inclusion are more competitive in the current marketplace (Gilbert, 1999). When sub-groups of employees, such as males and females within a corporation, are revealed to have quite differing perceptions of their work life, however, it garners the attention of management. There is always the possibility that such differences highlight other potential problematic areas such as discrimination, harassment, or ceiling effects that will ultimately emerge, thereby reducing a company’s competitive edge. From the critical point of view, gender as it pertains to ethics is one aspect within the larger context of business ethics. One reason to focus on this question is the increasing attention given to diversity in the work place (Gilbert, 1999). There is also an increase in the number of women in the work force, women entering business schools, and women in management positions. Additionally, there is a suggestion that women, in general, are more ethical than men (Clark and Barry, 1997). Several studies examine the differences between men and women in business. These studies involve, for example, students, managers, and professionals in business endeavors. One assumption that is explored is whether females have a greater propensity for ethical behavior than males. In a study of attitudes of practitioners regarding ethical judgment, females are found to adopt a more ethical stance than their male peers (Weeks, 1999); findings that support an earlier study on gender related to business intent and judgment (Robin and Babin, 1997). In the latter study, there is no difference on ethical judgment between male and female professionals in business. Schminke (1997) reports that male and female managers do not differ on their underlying ethical models, but they differ in the manner in which they evaluate others. Another report from these data reveals that men and women are different in business and non-business settings regarding their ethical decision models (Schminke and Ambrose, 1997). In a study among undergraduate business students, males and females offer different perceptions of a just society (Prasad, 1998). Studies of ethical climate and gender reveal that female business students are significantly more predisposed to a positive ethical climate than are male business students (Luthar, 1997). Lastly, a study exploring differences of male and female managers reveals that in some situations females are more ethical, but in others they are not (Hoffman, 1998). Another dimension of organizational ethics that has been examined involves behavior surrounding the reporting of a co-worker for an ethics issue. Gender and supervisor support are two variables found to be related to willingness to engage in external whistle blowing in business (Sims and Keenan, 1998). Females are more willing than males to participate in whistle blowing in their place of employment. In summary, the results of studies in business ethics that examine differences between males and females reveal mixed results, but the predominance of findings suggest that females are more predisposed to ethical situations than are males. The results are true both for students and for employees in business.
Friday, August 16, 2019
Language Teaching Methodology Essay
One would expect that students who consistently perform well in the classroom (tests, quizes, etc. would also perform well on a standardized achievement test (0 – 100 with 100 indicating high achievement). A teacher decides to examine this hypothesis. At the end of the academic year, she computes a correlation between the students achievement test scores (she purposefully did not look at this data until after she submitted students grades) and the overall g. p. a. for each student computed over the entire year. The data for her class are provided below. What does this statistic mean concerning the relationship between achievement test prformance and g. p. a.? 3. What percent of the variability is accounted for by the relationship between the two variables and what does this statistic mean? 4. What would be the slope and y-intercept for a regression line based on this data? 5. If a student scored a 93 on the achievement test, what would be their predicted G. P. A.? If they scored a 74? A 88? A professor in the psychology department would like to determine whether there has been a significant change in grading practices over the years. It is known that the overall grade distribution for the department in 1985 had 14% As, 26% Bs, 31% Cs, 19% Ds and 10% Fs. A sample of n=200 psychology students from last semester produced the following grade distribution:for independent- online calculator Research has demonstrated strong gender differences in teenagers approaches to dealing with mental health issues (Chandra & Minkovitz, 2006). In a typical study, eight-graders are asked to report their willingness to use mental health services in the event they were experiencing emotional or other mental health problems. Typical data for a sample of n=150 students are shown in the table. Do the data show a significant relationship between gender and willingness to seek mental health assistance?
Thursday, August 15, 2019
Kkkj
Position Description: Analyst Programmer – C# . Net Purpose of Position: To design, develop, deliver and support Images in Space systems and services. To work with all areas of the Images in Space business to design and deliver future systems and services. The role requires the delivery of industry leading solutions that are reliable, scaleable and easy to use. This position operates in a multi-tasking environment and will involve support of clients (Internal and External) via phone, email and in person.There is the requirement to work with the Senior Development Analyst and/or technical pre-sales staff to perform analysis and establish user requirements, deliver projects to time and budget, and support these systems to company and client specific agreed service levels. This position is also tasked with supporting a development culture based on consistent methodologies and best practices for design, testing, security and hosting. Reports to: Head Developer and Solutions Archit ect Key Accountabilities: Project Assignments: Analyze, design, build and test business / technical solutions to meet both our internal needs and the needs of our users. †¢ Provide . NET, SQL Server and general development skills and experience to the Software Development team. †¢ Maintain and support existing applications. †¢ Conduct relevant â€Å"Requirements Analysis†to develop an accurate understanding of system requirements, in order to design the best solution within project, business and technical constraints. †¢ Accurately estimate the time and investment required to implement solutions. †¢ Analyse the mpact of any programmed changes to existing systems, and implement changes so as to minimise disruption to production environments. †¢ Create functional software from technical designs and system requirements documentation. †¢ Test software against specifications. †¢ Create and maintain systems documentation. †¢ Share knowl edge and experience relevant to the project with team members. Personal Work Practice and Productivity †¢ Accept responsibility and ownership for agreed personal/project objectives, timelines and deadlines. †¢ Manage assigned work to ensure it is completed on time and to budget. Complete administration tasks within agreed timelines. †¢ Share information and work with other developers / team members. †¢ Actively work in alignment with the vision and values of the company. Quality Management †¢ Support, maintain and improve Images in Space development methodologies, procedures and standards. †¢ Ensure the quality of the final deliverables by establishing and checking technical standards, and by verifying that the products meet or exceed requirements. †¢ To provide quality assurance to colleagues. Systems Support †¢ Proactively identify system modifications and/or enhancements (scalability, performance, ease of use etc). Ensure all systems are fu lly operational in accordance with contracted performance measures and/or Service Level Agreements. Other responsibilities may include any development duties that we reasonably require you to do. These may change from time to time to reflect the changing requirements of your position and our business. Key Performance Criteria: †¢ Delivery of projects against defined milestones and budgets. †¢ Customer satisfaction / absence of complaints. †¢ Speed of solutions (efficiency). †¢ Rework rate (bugs). †¢ Stability and Performance of Production software. Stability and Performance of Development Infrastructure. General Skills: †¢ Ability to analyse and define system requirements. †¢ Systems architecture and design. †¢ Deliver functional software using appropriate web technologies. †¢ Ability to learn new technologies. †¢ Strong communication and inter-personal skills. †¢ Lateral thinking. †¢ Self management. †¢ Provide direct training and support to development staff and end users. Technical Skills: †¢ Microsoft and related technologies – C# / . NET Framework †¢ Web sites & Web services (ASP. NET, MVC) †¢ AJAX programming experience. Experience in Object Relational Mapping Tools ( e. g. : Subsonic, Nettiers, nHibernate) †¢ Microsoft SQL Server †¢ Standards Compliant Design and Markup (HTML / XHTML / XML & CSS) †¢ DOM Scripting (JavaScript, JSON & related frameworks (e. g. : jQuery, YUI/ExtJS ) †¢ Support legacy sites & services (Cold Fusion) †¢ Separation of presentation and content by use of Cascading Style Sheets. †¢ Experience in Fireworks or Photoshop for image creation or manipulation. †¢ Web Service or Service Oriented Architecture experience. †¢ Basic computer & systems hardware knowledge and networking skills.
Wednesday, August 14, 2019
Jesus Christ Essay
Hate is one of the human’s feelings. It is a complex subject to study its reasons, causes and consequences. Broadly saying hate in this or that manifestation is one of the reasons of the majority of the violent crimes. Hate is used as an ideological background for a number of violent acts ranging from the street and terrorist attacks to full scale wars. Hate may be either justified in this or that way or it may be impulsive, based on the race, religion, sexual orientation, ethnicity, or national origin. In the first case when the hate is caused by the unjust treatment it may be defined as rational, in the second one it is irrational (John R. Schafer, MA and Joe Navarro, MA, 2003). One of the most significant examples of the hate group is Aryan Nations. Aryan Nations is a typical hate organization promoting the white race supremacy. It is the political arm of the †White Identity Church of Jesus Christ-Christian,†long led by Richard Butler. The movement promotes the heresy known as †Christian Identity. †(Apologetics Index, 2006). The ideological background of the Aryan Nations is anti-Semitism. Paramilitary hate group Aryan Nations was founded in the mid-1970s by Rev. Richard Girnt Butler, now 77 years old. It was formed around Butler’s Church of Jesus Christ Christian, one of the several hundred churches affiliated with â€Å"Identity,†a pseudo-theological hate movement. Identity doctrine maintains that Anglo-Saxons, not Jews, are the Biblical â€Å"chosen people,†that non-whites are â€Å"mud people†on the level of animals, and that Jews are â€Å"children of Satan. †(The Nizkor Project, 2006). The anti-Semitism has been of the main hate ideologies since the biblical times. It was utilized by the worst human hating regimes, the most vivid examples of which were the Fascist regimes in Germany and Italy. The anti-Semitism doctrine as an ideology compromised itself in the 20th century. Aryan Nations militantly advocates anti-Semitism and the establishment of a white racist state. A statement of beliefs on the Aryan Nations Web site declares: â€Å"The Jew is like a destroying virus that attacks our racial body to destroy our Aryan culture and purity of our race. Those of our Race who resist these attacks are called ‘chosen and faithful. ‘†(Aryan Nations/Church of Jesus Christ Christian, 2006). In their â€Å"Declaration of Independence†the ideologists of the Aryan Nations declare threat to the white Americans from the federal government which pursues the interests of the Jewish rulers. The ideologists of the Aryan Nations state that only the Anglo-Saxon, Germanic, Teutonic, Scandinavian, Celtic peoples are the descendants of biblical Adam and the rest are the descendants of Cain and they are the results of the Eve’s original sin. The Aryan Nations leaders identify the Jews as the main threat to the white race. This movement could be considered as political and a religious movement. This is one of the causes of the extreme danger of Aryan Nations. Violence is declared by the leaders of the group. The motto of the group as indicated in its web site is â€Å"Violence Solves Everything! †. Still the original biblical part of the ideology of the Aryan Nation has been completely confused because the calls for violence became the dominating ones. The ideologies of Aryan Nations declaring their Christian origin try to support their violent call with the Muslim militant motto â€Å"Allahu Akbar! †(http://www. aryan-nations. org/) thus bringing complete confusion into their ideological basis. According to Aryan Nations â€Å"That VIOLENCE â€Å"IS†THE ONLY SOLUTION! You can no longer look toward local, state or federal law enforcement authorities to protect you, your families or your interests from these invaders†(Aryan Nations web site, 2006). The â€Å"Christian†identity of Aryan Nations was expressed by the leader of the group August Kreis in his comments on the 9/11 attacks and his attitude towards Al-Qaeda, â€Å"†You say they’re terrorists, I say they’re freedom fighters. And I want to instill the same jihadic feeling in our peoples’ heart, in the Aryan race, that they have for their father, who they call Allah. †(Henry Schuster, March 29, 2005). Such sayings put off the religious part from the Aryan Nations ideology leaving the extremist one. Terror unites the â€Å"proponents†of some special â€Å"violent†Christianity and Mohammedanism. In fact the only things which may unite both groups are the hate, extremism and terror which they share as basic of their ideologies. In fact, Aryan Nations have a lot of common features with the extremist Muslim groups. They share the same anti-Semitism, they accept the same terror methods and they lack any constructive ideology. They both base their activity on the hate which is destructive in its nature. The numerous hate groups whose ideologies are based on the irrational hatred can hardly find any serious political support in such democratic and a multinational country as the United States. As for the connections of the hate groups with the Muslim extremists, they are not new. During the WWII the leader of the German Nazis Adolph Hitler tried to find the connections with the Muslim extremists. Moreover, some Nazis found refuge in Egypt and Syria after WWII. At the same time it is too early to speak about the real alliance between Neo-Nazis and Muslim extremists. Most likely the leaders of Aryan Nations express their desire to create such an alliance and it proves the ultimate danger of the group. â€Å"Mark Potok, of the Southern Poverty Law Center, said that while some U. S. extremists applauded the September 11 attacks, there is no indication of such an alliance  at least not yet, and not on a large scale. If it exists anywhere, he said, it is in the mind (and the Internet postings) of August Kreis. †(Henry Schuster, 2005). At the same time the Aryan Nations desire to link to the most dangerous terrorist organization confirms the fact that Aryan Nations may become the serious threat to the national security of the United States. Bibliography John R. Schafer, MA and Joe Navarro, MA, The seven-stage hate model: The psychopathology of hate groups, FBI Law Enforcement Bulletin/March 1, 2003, available at http://www. rickross. com/reference/hate_groups/hategroups355. html, retrieved 06. 12. 2006
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