He Westward Spread Of Inca And Egyptian Culture Essays - Reed Boats

He Westward Spread Of Inca And Egyptian Culture The second half of the twentieth century has seen many changes in theories concerning the mode of colonization of the islands of Micronesia, and the rise of the Inca Empire, with it's striking similarities to Egypt. In the past, it has been suggested that Asians had worked their way through the Pacific, over a period of thousands of years. It was believed that each island group had formed independently, and that the residents, while they were of the same race, had totally different cultures. Since the 1940's, however, these views have been changing. It is now accepted by many scholars that early Egyptians sailed as far west as South America, in their huge reed boats. In turn, the Incas, who owe many of their technological advancements to these Egyptian travelers, set sail to the west, colonizing Easter Island, Hawaii, and the other Pacific islands. The most common misconception about these early travels is that they took place on boats or ships. This is definitely not the case. In fact, the Egyptians and Incas relied on rafts; the Incas used balsa logs ( Kon-Tiki 21), the Egyptians used bundles of papyrus reeds (Ra 3). One striking piece of evidence for Egyptian-Inca contact is the existence of reed rafts on Lake Titicaca that are exactly like rafts used on Lake Chad and the Nile (Ra 3). Of course, this could be merely coincidence, but much more evidence exists to support the theory of ancient contacts between Egyptians and Pre-Colombian Incas. The most positive, though hardly concrete, item is the legends of the *I*Viracocha*/I* (which translates as white man in English) people of Lake Titicaca in South America. The *I*Viracocha*/I* are said to have been the first builders of the reed boats in South America and came forth in a flotilla of reed boats,... appearing to the local Indians who at the time were ignorant of sun worship, architecture, and agriculture (Ra 30). These reed boats were the same size and specification of the boats used by Egyptians, and the people who crewed them began, among other things, building pyramids and statues, many of which still stand throughout Central and South America (Ra 3). In fact, the most concrete piece of evidence linking the Egyptians and early Americans is a small stone statue, discovered in Mexico, bearing features that are decidedly similar to those of Egyptian sculpture. The statue was carbon dated 800 BC (Begley, et al 28), long before Europeans were said to have contacted Central and South Americans. The Aztecs and Mayas of Central America also provide evidence of Egyptian contact. The starting date of the Maya calendar is 12, 3113 BC. This is in the middle of the first dynasty of the Pharaohs. If these Indians had already been in the Western Hemisphere for 15,000 years, why was it only after the Egyptians started using calendars that they did, and used such similar methods. Mayan and Aztec texts also state that they became civilized only after a man, claiming descent from the sun arrived from the Gulf of Mexico, with a complement of astronomers, architects and priests. The Aztecs called the man/god Quetzalcoatl, and the Mayans called him Kukulkan. Both names translate as Plumed Serpent (Ra 258). A plumed serpent decorates some of the Pharaohs' tombs in Egypt, as well as Papyrus scripts. This mixture of birds and snakes is prevalent in Egypt, Mexico, and Peru. In addition, Peruvian and Egyptian art depicts birdmen, assisting the sun king's voyages. It is not, however these supernatural men who are credited with the technological advancements in the area (Ra 259). Instead, normal men, who wore sandals and robes, and arrived on reed boats are attributed with this. They taught the primitive natives to write, build, weave, and worship the sun. They also built schools primarily teaching history. Native legends throughout Central America, and the Inca empire, from Bolivia to Peru agree that men on reed boats brought them technology (Ra 259). Portraits found in Olmec ruins in Mexico bear decidedly African features, including black skin, rounded faces, and broad noses, versus the angular faces of the American natives. Moreover, there are paintings and statues bearing Semitic characteristics, including hooked noses, goatees, and sharp facial features. Some are depicted as carrying walking staffs (Ra 260). A good deal of 'circumstantial' evidence also points to Egypt-Inca contact. This includes the fact that both cultures demonstrate traditions of intermarriage to preserve royal blood lines, and hieroglyphic writings. Both societies also embalmed their dead in the same way, and performed cranial surgery (Geographic 47). One noted anthropologist with the University of California documented sixty features, all of an unusual nature, unique to only the Egyptian and Inca empires (Ra 24). These include, in addition to the aforementioned ceremonies, paper-making with reeds, the use of adobe bricks, false beards for

What nasty little things are lurking inside your data center essays

What nasty little things are lurking inside your data center essays Many companies, because of the improving reliability of computer hardware in general, have become blas about how and where they keep their fundamental equipment, the servers. In addition, computing itself seems to breed even more computing, so that banks of servers often grow seemingly without human help. This might be nowhere more true than in any sort of health care setting. Needless to say, when servers go down in a health care settingespecially if it looks as if they are doing so without human interventionit can be especially damaging to the mission and operations of the facility. Yet, despite professional IT departments serving the hands- on health care and administrative needs of a health-care facility, glitches can happen. Diagnosing them can be tricky, especially since the maladies that can afflict these servomechanisms can be almost as subtle as those Toronto's Baycrest Centre is one of the largest geriatric care facilities in Canada. So it is essential that its bank of 50-plus servers maintain the 99.9 percent uptime figure the IT department had enjoyed until the increasing miniaturization of these new units ended up in wasted space. IT decided to remodel that space so it could be used for other purposes. About that time, the servers began experiencing downtime in patterns no one could figure out, and for reasons none of the staff or even consultants called in could find. Every system that could possibly have had an effect on the servers was consulted about. While there were some minor problems in all areas, nothing could be connected to the intermittent problems Solving the problem seems to be almost providential. A Hewlett Packard sales representative mentioned he'd recently seen a similar situation elsewhere and had an idea that the problem migh ...

Strategic Development of Managing Global Talent Essay

Strategic Development of Managing Global Talent - Essay Example The first principle is that, the company should base its management in the decisions based on the long-term philosophy, even at the expense of short-term financial goals. This shows that the company development and training are given a priority to other matters in the organization. Moreover, the company has realized that the standardized processes are the foundation for continuous improvement. This forms their second principle, which is applied to talent development through standardized work and job instruction during training. In addition, the company encourages the growth of leaders who done thoroughly understand their work while at the same time encourage the leaders to teach the philosophy to other employees. This will play a major role in ensuring that the employees are well aware of their job demands and will therefore give favorable to their supervisors. It also encourages in job training, which aims at instilling new skills to the employees to gain quality production.Furtherm ore, Toyota Motor Corporation has a policy to develop exceptional people and teams who will follow the company’s philosophy and policies. This is done through retaining the best talent and training the emerging talent so that they can all achieve a certain objective. This is mainly done in line with the company’s strategic management objectives. The company also respects their suppliers by challenging them and helping them improves. This demonstrates a holistic approach to talent management.... All the above criteria will be used in the relation to the advantage of management capital, human capital, social capital, and the organization capital (Hancock, 2003, p.3). Aims and Objectives The Toyota motor corporation uses some policies and philosophies, which aims at achieving consumer satisfaction in the use of their products. One of their greatest policies and philosophy is that they do not only build cars, but people too. This is realized in the importance of their quality cars, which play a great role in offering transport to the people. However, the corporation faces a challenge in their management that is brought about by the managers. This occurs in that the managers want to play more roles in the management than in teaching. Teaching is the fundamental of all management as it involves instilling new ideas to the people that is the employees of the organization. This led to the company to employ the 14-point model of operations of which 6 points relate to the development of talent. The 14-Point Model The first principle is that, the company should base its management in the decisions based on the long-term philosophy, even at the expense of short-term financial goals. This shows that the company development and training are given a priority to other matters in the organization. Moreover, the company has realized that the standardized processes are the foundation for continuous improvement. This forms their second principle, which is applied to talent development through standardized work and job instruction during training. In addition, the company encourages the growth of leaders who thoroughly understand their work while at the same time encourage the leaders to teach the philosophy to other