Ancient Maya Civilization Classic Era

The Maya culture began sometime around 1800 B.C. and in a sense, it has not ended: there are thousands of men and women in the Maya region still practicing traditional religion, speaking pre-colonial languages, and following ancient customs. Still, the Ancient Maya civilization reached its peak during the so-called â€Å"Classic Era† from around 300-900 A.D. It was during this time that the Maya civilization achieved its greatest achievements in art, culture, power, and influence. The Maya Civilization The Maya civilization thrived in the steamy jungles of present-day southern Mexico, the Yucatà ¡n Peninsula, Guatemala, Belize, and parts of Honduras. The Maya were never an Empire like the Aztecs in central Mexico or the Inca in the Andes: they were never unified politically. Rather, they were a series of city-states independent from one another politically but linked by cultural similarities such as language, religion, and trade. Some of the city-states became very large and powerful and were able to conquer vassal states and control them politically and militarily but none was ever strong enough to unite the Maya into a single Empire. Beginning in 700 A.D. or so, the great Maya cities fell into decline and by 900 A.D. most of the important ones had been abandoned and fell into ruin. Before the Classic Era There have been people in the Maya region for ages, but cultural characteristics that historians associate with the Maya began appearing in the area around 1800 B.C. By 1000 B.C. the Maya had occupied all of the lowlands currently associated with their culture and by 300 B.C. most of the great Maya cities had been founded. During the late Preclassic Period (300 B.C. – 300 A.D.) the Maya began building magnificent temples and records of the first Maya Kings began to appear. The Maya were well on their way to cultural greatness. Classic Era Maya Society As the Classic era dawned, Maya society was clearly defined. There was a king, royal family, and a ruling class. The Maya kings were powerful warlords who were in charge of warfare and who were considered to be descended from the gods. Maya priests interpreted the movements of the gods, as represented by the sun, moon, stars, and planets, telling the people when to plant and do other daily tasks. There was a middle class of sorts, artisans, and traders who enjoyed special privilege without being nobility themselves. The vast majority of Maya worked in basic agriculture, growing the corn, beans, and squash that still make up the staple diet in that part of the world. Maya Science and Math The Classic Era Maya were talented astronomers and mathematicians. They understood the concept of zero, but did not work with fractions. The astronomers could predict and calculate the movements of the planets and other celestial bodies: much of the information in the four surviving Maya codices (books) concerns these movements, accurately predicting eclipses and other celestial events. The Maya were literate and had their own spoken and written language. They wrote books on specially prepared fig tree bark and carved historical information into stone on their temples and palaces. The Maya used two overlapping calendars which were quite accurate. Maya Art and Architecture Historians mark 300 A.D. as the starting point for the Maya Classic era because it was around that time that stelae began to appear (the first one dates from 292 A.D.). A stela is a stylized stone statue of an important king or ruler. Stelae include not only a likeness of the ruler but a written record of his accomplishments in the formed of carved stone glyphs. Stelae are common at the larger Maya cities that thrived during this time. The Maya built multi-storied temples, pyramids, and palaces: many of the temples are aligned with the sun and stars and important ceremonies would take place at those times. Art thrived as well: finely carved pieces of jade, large painted murals, detailed stonecarvings, and painted ceramics and pottery from this time all survive. Warfare and Trade The Classic era saw an increase in contact between the rival Maya city-states - some of it good, some of it bad. The Maya had extensive trade networks and traded for prestige items such as obsidian, gold, jade, feathers and more. They also traded for food, salt and mundane items like tools and pottery. The Maya also fought bitterly with one another. Rival city-states would skirmish frequently. During these raids, prisoners would be taken to be used as slaves or sacrificed to the gods. Occasionally, all-out war would break out between neighboring city-states, such as the rivalry between Calakmul and Tikal in the fifth and sixth centuries A.D. After the Classic Era Between 700 and 900 A.D., most of the major Maya cities were abandoned and left to ruin. Why the Maya civilization collapsed is still a mystery although there is no shortage of theories. After 900 A.D., the Maya still existed: certain Maya cities in the Yucatà ¡n, such as Chichen Itza and Mayapan, thrived during the Postclassic era. The descendants of the Maya still used the writing system, the calendar and other vestiges of the peak of Maya culture: the four surviving Maya codices are thought to have all been created during the postclassic era. The different cultures in the region were rebuilding when the Spanish arrived in the early 1500s, but the combination of the bloody conquest and European diseases pretty much ended the Maya renaissance. Sources: Burland, Cottie with Irene Nicholson and Harold Osborne. Mythology of the Americas. London: Hamlyn, 1970. McKillop, Heather. The Ancient Maya: New Perspectives. New York: Norton, 2004. Recinos, Adrian (translator). Popol Vuh: the Sacred Text of the Ancient Quichà © Maya. Norman: the University of Oklahoma Press, 1950.

The Ethics Of Whistle Blowing Essay - 1261 Words

Whistle-blowing is a person who exposes any kind of information or activity that is deemed illegal, unethical or not correct either private or public within an organization or company. When an individual discovers evidence of malpractice or misconduct in an organization he/ she faces an ethical dilemma in which a decision has to be made. Either present documentation or turn the blind eye and not acknowledge the situation. Such information can be classified as a violation of company policy, rules, and regulations or a threat to public interest, national security, as well as fraud and corruption. Those that choose to become whistle-blowers can disclose their information either internal or external. Internal, whistle-blower is an individual that can bring information or accusations to the attention of other people within the accused company such as a supervisor. The supervisor then has to follow protocol and procedures to address the issue. However, if the supervisor cannot contain the issue, it will escalate to a higher level of management. External whistle-blowing allegations are bought forth by involving outside third party such as media, law enforcement and government. Internal whistle-blowing within an organization involves over 75 % of employees of wrong doings such as vandalism, absenteeism and damages. Even though several companies detect some misbehavior within the company, whistle-blowing was first presented as an ethical issue over more than 20 years ago. ManyShow MoreRelatedThe Ethics Of Whistle Blowing Essay1486 Words   |  6 PagesWhistle-blowing Whistle-blowing is a person who exposes any kind of information or activity that is deemed illegal, unethical or not correct either private or public within an organization or company. When an individual discovers evidence of malpractice or misconduct in an organization he/ she faces an ethical dilemma in which a decision has to be made. 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Analysis Of The Celtic Queen Boudicca Of The Iceni

The Celtic Queen Boudicca of the Iceni earned her place in the history books as a hero of British lore in the years 60 and 61 C.E. After the passing of her husband and king, Prasutagus, the Roman army invaded the new Queen’s land and humiliated her, taking property, raping her daughters, and publicly flogging the Queen herself. Following this crime against humanity, Queen Boudicca vowed to destroy the Roman presence on the Isle of Great Britain. After a year of preparation, Boudicca marched into Roman territory with an army of 230,000. Boudicca â€Å"famously succeeded in defeating the Romans in three great battles† before the Roman governor Gaius Paulinus put down the revolt, â€Å"executing thousands of Iceni and taking the rest as slaves†Ã¢â‚¬ ¦show more content†¦Mr. Dahmer definitely intended to kill his victims, and something tells me that 9/11 wasn’t an accident, but what about Tornadoes and other natural disasters? These are not intentional act s, but the product of many variables like temperature, wind direction, season, and many other things. This narrows our definition of evil, but only slightly. Non-human objects or events cannot be â€Å"evil†, but the whole of humanity is left to be discussed. Ask any American to describe terrorists and likely the first word used will be Evil. Of course they are considered evil, the 9/11 attacks resulted in thousands of deaths yet the perpetrators gleamed with pride due to their actions. Despite this, terrorists cannot be placed in the category of pure evil simply due to their reason for their actions, as modern terrorists receive motivation from multiple political and social factors that in themselves can be considered evil. How can someone fighting a perceived evil wear the label of evil themselves? The phrase ‘serial killer’ might as well be a synonym for evil. Even the mention of names like Jeffrey Dahmer and Ted Bundy can induce chills down one’s back. People like these two show no remorse for planning out and executing multiple murders for reasons as simple as personal satisfaction. However, an unseen force other than Evil works on the minds of people like Jeffrey Dahmer: Mental Illness. The brain holds immense potential, but it’s dark side

Innovation and Enterprise Yealands Estate †MyAssignmenthelp.com

Question: Discuss about the Innovation and Enterprise Yealands Estate. Answer: Introduction Peter Yealands did the acquiring of the farmland on the Seaview peninsula and did the commencement of developing a vineyard. Then, there occurred the amalgamation of eight firms into one 1,113 hectare panel. In 2008, there occurred the building of a 10,000 tonne winery at Seaview and the opening of the winery took place on 08.08.08. In 2010, a New Zealand sales team was established and distribution to Asia commenced. Peter Yealands is considered as a Kiwi entrepreneur as well as fifth generation Marlburian, possessing an ambitious resolve that is considered to be legendary. As discussed earlier, he is regarded as a highly successful innovator regarding the New Zealand mussel as well as deer farming industries. Having a sustainable establishment at the core of all its methods, Peter Yealands did the introduction of a number of innovative advanced green technologies. Also, pioneering solutions regarding the winery that included the aspect of using Babydoll sheep for maintaining the lev els of grass amongst vines, solar reflective cladding as well as developing a purpose-built boiler. This purpose-built boiler will provide the winery a renewable source of energy through the burning of grapevine pruning. Background History Having an entrepreneurial vision as well as a can do attitude that extends well beyond the wine industry, Peter Yealands is considered being a pioneer regarding the commercial industry for New Zealand Greenshell Mussel. In 1975, the first marine farming license of New Zealand was issued to him. At present, marine farming is considered to be one of the main economic contributor to the region of Marlborough. The valuation of the industry exports are more than $202 million a year. During the mid-1980s Peter Yealands did the establishment of one of the most successful deer farms in New Zealand that received the recognition through a rural environmental award, which reflected the passion as well as commitment of Peter regarding practices that are considered being sustainable as well as related with the environment (Redford, 2016). In 1998, Mr. Yealands started developing the leading environmentally sustainable winery of New Zealand known as Yealands Estate. Having a sustainable establishment at the core of all its methods, Peter Yealands did the introduction of a number of innovative advanced green technologies. Also, pioneering solutions regarding the winery that included the aspect of using Babydoll sheep for maintaining the levels of grass amongst vines, solar reflective cladding as well as developing a purpose-built boiler. This purpose-built boiler will provide the winery a renewable source of energy through the burning of grapevine pruning (Sims, 2016). Peter Yealands is considered as a Kiwi entrepreneur as well as fifth generation Marlburian, possessing an ambitious resolve that is considered to be legendary. As discussed earlier, he is regarded as a highly successful innovator regarding the New Zealand mussel as well as deer farming industries. In 2002, Peter did the embarking of sculpting the rolling terroir regarding the expansive Yealands Seaview Vineyard. This was considered a very tough task and within six years times the vines were blossoming (Crick, 2015). In admiration of his visionary tenacity as well as international leadership regarding sustainability innovation, the most popular 2013 Lincoln University Foundation South Island Farmer of the Year award was awarded to him and he also received other global accolades as well. Some of them are mentioned as under, 2014 International Green Apple World Champion Green Company of the Year, 2014 International Winner of Best in Biz Most Environmentally Responsible Company of the Year Drinks Business International Green Company of the Year and Most Sustainable Business, 2014 2014 NZI Sustainable Business Network Awards Greatest Contribution to a Sustainable New Zealand In context of the history of Yealands Estate, it can be stated that in 2002, Peter Yealands did the acquiring of the farmland on the Seaview peninsula and did the commencement of developing a vineyard. Then, there occurred the amalgamation of eight firms into one 1,113 hectare panel. In 2008, there occurred the building of a 10,000 tonne winery at Seaview and the opening of the winery took place on 08.08.08 (Baggio, 2016). In 2010, a New Zealand sales team was established and distribution to Asia commenced. In 2011, there occurred the merging between Yealands Estate as well as Ager Sectus Wine Estates. There also occurred the introduction of Crossroads Wines as well as The Crossings brands and the formation of the Yealands Wine Group (Wilkins, 2016). In 2015, Marlborough Lines did the acquiring of 80% shareholding in Yealands Wine Group that offered long-term economic as well as social advantages to the region of Marlborough. Moreover, DQS The Audit Company (Germany) does the assessm ent of Yealands and it has become the first wine company internationally that is offered the Green Company GC-Mark certification. Implementation of innovative practice The comparatively young wine industry of New Zealand is considered to be in the same league with some of the worlds best, and in this respect the vineyard owners of Kiwi should receive special thanks as well as the winemakers that are trying to take traditional art to a new standard. The Kiwi no 8 wire attitude is coming to the forefront to devise new ideas as well as methods that are considered being novel for assisting in revolutionising grape-growing as well as methods of winemaking (Care, 2016). Majority of New Zealand wineries are environmentally aware as well, having the focus of many towards becoming absolutely carbon neutral in the longer time-period. For satiating the thirst for better taste of the wine drinkers, the wine maestros of New Zealand are trying to devise innovative ideas for making better wine by using effective wine technology (Pavlovich, 2017). In this context, it can be stated that in 2008, when Yealands Estate was launched by Peter Yealands, it was with the vision to create the most sustainable winery in the world. This winery is considered being the largest carbon zero winery in New Zealand. The award winning winery is coming up with various innovative methods for honouring these environmental assurances. This is including the aspect of applying innovative technological aspects, insulation as well as common practices regarding work that have resulted in the winery becoming two times more effective in utilizing energy in comparison to the wine industry standard of New Zealand (Jiang, 2014). Innovative technological aspects take into consideration primarily a vineyard as well as winery, burning vine pruning for producing renewable energy. Almost 10% of pruning is going to the production of energy, and the rest are sent back to the soil. It has been observed that, 100 tonnes of greenhouse emissions are being eliminated annu ally by the pruning in the form of Carbon-di-oxide, and the ashes are sent to the vineyard in the form of fertilizers (Wadhwa, 2014). The innovative practices of Yealands take into consideration the aspect of using rare mini sheep for helping in mowing the vineyard. The Babydoll sheep whose importing takes place from Australia for NZ$3000 each, are considered extremely small to do the damaging of vines, even though can do the natural harvesting of the grass as well as withstanding the attack from the predators. Yealands does the calculation that as there is an increase in size of flocks, they will be able to do the saving of the vineyard NZ$1.3 million per year to mow as well as spraying expenses. Also, worth mentioning here is the returns offered in respect of meat as well as wool. It is also a way for providing assistance in safeguarding the rare breed in respect of the future (Dutz, 2015). Aim of the initiative With the actualization of the opening, Peter Yealands had focused his sight on three clear goals that were, Being amongst the top handful of wine producers in New Zealand Having the ability of making the best sauvignon blanc globally Being the most sustainable wine maker in the world Through the delivery of high quality, accessible as well as sustainably manufactured domestic wines, the Peter Yealands brand portfolio takes into consideration Sauvignon Blanc, Pinot Gris, Riesling as well as Pinot Noir varieties. Towards engaging the customers with a pioneering extended range, Peter Yealands is also offering Sauvignon Blanc Pinot Gris, P.G.R., Chardonnay, Sauvignon Blanc Rose, Sauvignoir, Merlot as well as Syrah and also low-alcohol as well as sparkling versions of well-known varieties (Wang, 2016). The regional market is targeted with the help of selling Peter Yealands wines in a direct manner to grocery as well as specialty stores and on-premise. On the other hand, the international market is targeted by marketing the range in a direct manner as well as with the help of distributors (Zhu, 2015). Undertaking of research Peter Yealands associated himself with a Kiwi researcher at the US-based GPS organization called Trimble, and collectively the pair did the introduction of the viticulture software to New Zealand that helped in commencing viticulture within the country on a massive scale. Having insights from the technological aspects, Yealands started to re-contour the land, filled up ravines, did the smoothing of gullies, hills were terraced and finally Peter did the planting of his first diverse grape variety. All of these were made with the focus of maintaining utmost sustainability (Farmakis-Gamboni, 2014). The innovative practices of Yealands take into consideration the aspect of using rare mini sheep for helping in mowing the vineyard. The Babydoll sheep whose importing takes place from Australia for NZ$3000 each, are considered extremely small to do the damaging of vines, even though can do the natural harvesting of the grass as well as withstanding the attack from the predators. Organizational impact of the initiative Due to the initiative, Yealands Estate has been successful in receiving Top Honours at BRITs 2017 International Award of Excellence in Sustainable Winegrowing Competition. Yealands Wine Group has also been successful in receiving gold medals due to their top Pinot Noirs that were awarded at the International Wine Challenge in the UK. Moreover, Yealands has been successful in becoming the first global winery for carrying out the DQS Green Company GC-Mark in respect of its winery operation at the Seaview winery of Yealands in Marlborough (Lees, 2015). The approval of the Green Company GC-Mark was provided along with an ISO 14001 certificate, which is the international global standard regarding anEnvironmental Management System within businesses. The ISO is mapping out a structure that an organization will be following for setting up a productive system of environmentalmanagement (Lessem, 2016). Success of the initiative on the market In 2011, the organization did the experiencing of 90% sales growth and there has been a growth of NZ$25 million per year in the last few years. In 2012, Yealands did the production of 15,000 tonnes of grapes from their personal vineyards as well as 12 million litres of wine. Yealands moved from being the sixth largest wine exporter to the fifth largest wine producer within couple of years in New Zealand (Kernohan, 2014). The main competitors of Yealands in New Zealand were Pernod Ricard, Constellation Brands, Delegats, Treasury Wine Estates, as well as Villa Maria. Conclusion To conclude it can be stated that The Kiwi no 8 wire attitude is coming to the forefront to devise new ideas as well as methods that are considered being novel for assisting in revolutionising grape-growing as well as methods of winemaking. Majority of New Zealand wineries are environmentally aware as well, having the focus of many towards becoming absolutely carbon neutral in the longer time-period. For satiating the thirst for better taste of the wine drinkers, the wine maestros of New Zealand are trying to devise innovative ideas for making better wine by using effective wine technology. There also occurred the introduction of Crossroads Wines as well as The Crossings brands and the formation of the Yealands Wine Group. In 2015, Marlborough Lines did the acquiring of 80% shareholding in Yealands Wine Group that offered long-term economic as well as social advantages to the region of Marlborough. Moreover, DQS The Audit Company (Germany) does the assessment of Yealands and it has b ecome the first wine company internationally that is offered the Green Company GC-Mark certification. References Baggio, P. (2016). Innovation in action.Australian and New Zealand Grapegrower and Winemaker, (626), 65. Care, D. (2016). Overview the the Viticulture and Aquaculture Industries in NZ. Crick, J. M. (2015).Bridging the gap between threshold and dynamic capabilities: a qualitative study of the collaboration strategies of New Zealand wineries: a thesis presented in partial fulfilment of the requirements for the degree of Master of Business Studies in Management, Massey University, Wellington, New Zealand(Doctoral dissertation, Massey University). Dutz, M. A. (2015). Resource Reallocation and Innovation: Converting Enterprise Risks into Opportunities. InIntangibles, Market Failure and Innovation Performance(pp. 241-290). Springer International Publishing. Farmakis-Gamboni, S., Yuen, K., Preston, M., Katic, M. (2014). Productivity and innovation in enterprise agreement clauses: an overview of literature, data and case studies at the workplace level.Future Directions,15. Jiang, W., Fang, Y. (2014). Strategic Dimension of Environmental Technological Innovation of Enterprise: A Multiple Case Study.Technology Economics,4, 007. Kernohan, D. (2014). 9 Wine and architecturestructure and elegance.Social, Cultural and Economic Impacts of Wine in New Zealand., 137. Lees, N., Saunders, C. (2015).Maximising Export Returns (MER): Communicating New Zealand's Credence Attributes to International Consumers. Agricultural Economics Research Unit.. Lessem, R., Schieffer, A. (2016).Integral research and innovation: Transforming enterprise and society. CRC Press. Pavlovich, K., Connolly, H., Gibb, J., Collins, E. (2017). Yealands Wine Group Holdings Limited: A case study 1.Journal of Management Organization, 1-13. Redford, E. (2016). Ros tinted glasses?: how a new wine region can adopt existing low carbon practices.Master Thesis Series in Environmental Studies and Sustainability Science. Sims, R., Barton, B., Bennett, P., Isaacs, N., Kerr, S., Leaver, J., ... Stephenson, J. (2016). Transition to a low-carbon economy for New Zealand. Wadhwa, M. (Ed.). (2014).Technology, innovation, and enterprise transformation. IGI Global. Wang, H. J., Feng, J. Z., Shi, H. B. (2016). Implementing Enterprise Open Innovation Strategy by Effectively Collaborating with External Resources. InProceedings of the 6th International Asia Conference on Industrial Engineering andManagement Innovation(pp. 731-738). Atlantis Press. Wilkins, B., Noon, S., Roberts, B. (2016). Project Design for a Community Archaeology ProjectBarrowed. Zhu, J., Ning, L. (2015). The impact of service innovation and manufacturing service on the enterprise performance.Science Research Management,5, 004.