Native American Astronomy Essays (1211 words) - Meteor Showers

Native American Astronomy For many years astronomers and people alike have constantly heard about the observations and records of the Chinese and Europeans. No other culture can provide as much information as that gathered by the Chinese and Europeans, but there are many other cultures that observed and recorded the night sky, one of those being the Native Americans. During the last fifteen to twenty years archaeoastronomers have uncovered much concerning the beliefs and records of Native Americans. Unfortunately, the methods of keeping records of astronomical events were not as straight forward as the Chinese and Europeans. The Native Americans had to use what they could to record what they observed. Their records were found on rock and cave drawings, stick notching, beadwork, pictures on animal skins and story telling. One of the few dateable events among the various records of Native Americans was the 1833 appearance of the Leonid meteor shower. The most obvious accounts of the Leonid storm appear among th e various bands of the Sioux of the North American plains. The Sioux kept records called winter counts, which were a chronological pictographic account of each year painted on animal skin. In 1984 Von Del Chamberlain listed the astronomical references for 50 Sioux, forty five out of fifty referred to an intense meteor shower during 1833/1834. He also listed nineteen winter counts kept by other plains Indian tribes, fourteen of which referred to the Leonid storm. The Leonids also appear among the Maricopa, who used calendar sticks with notches to represent the passage of a year, with the owner of the stick remembering the events. The owner of one stick claimed records had been kept that way since the stars fell. The first notch on the stick represented 1833. A member of the Papago, named Kutox, was born around 1847 or 1848. He claimed that 14 years prior to his birth the stars rained all over the sky. A less obvious Leonid reference was found in a journal kept by Alexander M. Stephen , which detailed his visit with the Hopi Indians and mentions a talk he had With Old Djasjini on December 11, 1892. That Hopi Indian said, How old am I? Fifty, maybe a hundred years, I cannot tell. When I was a young boy eight or ten years there was a great comet in the sky and at night all the above was full of shooting stars. (Stephen 37). During the lifetime of Old Djasini there was never a great comet and a sky full of meteors in the same year, but he might be referring to the comet in 1843 and the Leonid storm in 1833. The Pawnee have a story about a person named Pahokatawa, who was killed by an enemy and eaten by animals, and then brought back to life by the Gods. The legend goes that he fell to earth as a meteor and told the people that when meteors were seen falling in great numbers it was not a sign that the world would end. When the pawnee tribe witnessed the time the stars fell upon the earth, which was in 1833, there was a panic, but the leader said, remember the words o f Pahokatawa and the people were no longer afraid. This shows how powerful a role astronomy played in the Native American culture. Although the Pawnee learned not to be afraid there were Native Americans who feared meteors. The Blackfeet of Montana believed a meteor was a sign that sickness would come to the tribe in the winter the Kawaiisu thought a meteor started high and fell to the horizon was an omen of death. The Cahuilla thought a meteor was the spirit of their first shaman, takwich, who was disliked his people. Takwich wandered the sky at night looking for people far from their tribe. If he found a lost person he steal their spirit and the person home and eat them. The Shawnee believed meteors were beings fleeing from the wrath of some adversary, or from some anticipated danger.(Howard 178) Many Native Americans saw the stars as heavenly and mystical. The Wintu explained meteors as the spirits of shamans traveling to the after life. The Chumash referred to meteors

New York Times Co. v. United States Essays - Free Essays

New York Times Co. v. United States Essays - Free Essays New York Times Co. v. United States U.S. Supreme Court, 1971 The New York Times printed allegedly classified documents that leaked from the Pentagon about the war in Vietnam. A 47 volume classified history of the American involvement in Vietnam was distributed to the Times and, later, the Post by Daniel Ellsberg, a minor writer in the Pentagon Papers. The Times published these papers bit by bit until the Nixon administration sought an injunction on the Times to stop publication. The Supreme Court found that the First Amendment did not permit an injunction against the Times. The issue here is weather or not the First Amendment applies to federal papers, and weather prior restraint is unconstitutional. Also, can the government seek an injunction on a press to halt publication of such documents, even in cases of national security. The Supreme Court Ruled 6-3 in favor of the New York Times, saying that the First Amendment did not permit an injunction against the press. The Court found that the Government did not relieve their "Heavy Burden" of proof to justify the injunction based on prior restraint. This verdict was reached June 25, 1971. A heavy burden of proof is placed on the government whenever there is grounds for prior restraint. Is this burden is not sufficiently substantiated, then and injunction cannot be issued. The First Amendment protects the rights of individuals and the press to communicate freely. The U.S. has the right to halt any publication that they deem harmful, if and only if, they show enough evidence to support their injunction, and meet their "Heavy Burden" of proof imposed upon them by the courts. Please put your paper here.

Management of change - How organisational structure and culture can Essay

Management of change - How organisational structure and culture can influence the promotion or inhibition of change strategies w - Essay Example As such, the only way to remain competitive is to be able to change strategies in a manner that ensures the company remains competitive. This is particularly important for the engineering organizations that operate in a very competitive environment. Despite the benefits that change brings in an organization, most managers and employees are often resistant to change. Martins and Terblanche (2003, p. 68) noted that most employees and managers fear change and will often resist it. The reasons for resisting change are many, including fear of losing jobs, fear of changing the organization structure, culture, and fear of new responsibilities, just to name but a few. However, the organizational structure and culture has a huge influence on the change strategies that an organization may adopt at any one time. In this regard, the organizational structure and culture can either promote or impede the change strategies within an organization. The aim of this discourse is to explore the extent to which an organizational structure and culture can promote or inhibit change strategies within an organization. Organizational Culture and Change Management Culture plays a crucial role in driving a company to success. Pheysey (1993, p. 9) defines organizational culture as a set of norms and beliefs of an organization. In other words, it refers an organization’s ways of doing things. As earlier stated, organizations operate in a dynamic environment where change is necessary. Today, no company can compete favorably without embracing change, according to West and Farr (1990, p. 5). However, most managers tend to resist change when faced with the pressure of change. This is partly due to the organizational culture. For instance, most managers would try to deal with challenges facing the organization they manage by reverting the company’s traditional ways of doing things. In this regard, whenever a manager is confronted with the pressure for change, the manager will most l ikely try to deal with the situation in suh as way that is in line with the organizations ways of doing things. However, sticking to these cultural nuances impede the management of strategic change. Kotter and Heskett (1992, p. 13) advised that sticking to cultural ways of dealing with pressures of change may not be good for an organization since it inhibits the management of strategic change in an organization. For example, instead of adopting a new strategy of dealing with a situation in an organization, most managers tend to search for what they can understand and manage in terms of the existing paradigm. The adoption of cultural ways of doing things has been reported in the engineering companies where most managers tend to stick to traditional ways of dealing with situations that require change. However, this is dangerous since it inhibits the management of strategic change (Dent and Goldberg 1999, p. 36). For instance, report indicates that when managers are faced with the prob lem of declining performance in the engineering organizations, they have the habit of first seeking ways of improving the implementation of the existing strategy. This may involves actions such as tightening organizational controls. This implies that they only attempt to tighten up their accepted way of operation. However, in case this proves ineffective, then the managers change a strategy, though the change