Dzudzuana Cave Early Upper Paleolithic Cave in Georgia

Dzudzuana Cave is a rock shelter with archaeological evidence of several human occupations dated to the Upper Paleolithic period, located in the western part of the Republic of Georgia, five kilometers east of the similarly dated Ortvale Klde rock shelter. Dzudzuana cave is a large karst formation cave, with the opening some 1800 feet (560 meters) above modern sea level and 40 ft (12 m) above the current channel of the Nekressi River. Chronology The site was also occupied during the early Bronze Age and Chalcolithic periods, but the most substantial, occupations are dated to the Upper Paleolithic, including 12 ft (3.5 m) thick layer dated between 24,000 and 32,000 radiocarbon years before the present (RCYBP), which converts to 31,000–36,000 calendar years ago cal BP). The site contains stone tools and animal bones similar to those found at the Early Upper Paleolithic occupations of Ortvale Klde, also in Georgia. Unit A: ~5,000–6,300 RCYBP, 6000 cal BP, Neolithic, 30 flax fibers, five dyedUnit B: ~11,000–13,000 RCYBP, 16,500–13,200 cal BP: Terminal Paleolithic, blades and bladelets from bi-polar cores; 48 flax fibers, three dyed (one black, two turquoise)Unit C: ~19,000–23,000 RCYBP, 27,000–24,000 cal BP: Upper Paleolithic, dominated by blades and bladelets, microliths, flake scrapers, burins, carinated cores; 787 flax fibers, 18 spun, one knotted, 38 dyed (black, gray, turquoise and one pink)Unit D: ~26,000–32,000 RCYBP, 34,500–32,200 cal BP: Upper Paleolithic, microliths, flake scrapers, thumbnail scrapers and double end scrapers, some bladelets, cores, endscrapers; 488 flax fibers, including 13 spun, 58 dyed (turquoise and gray to black), several exhibited cutting; some of the fibers are 200 mm long, others broken into shorter segments Dinner at Dzudzuana Cave Animal bones showing evidence of butchering (cut marks and burning) in the earliest Upper Paleolithic (UP) levels of the cave are dominated by the mountain goat known as the Caucasian tur (Capra cacausica). Other animals featured in the assemblages are steppe bison (Bison priscus, now extinct), aurochs, red deer, wild boar, wild horse, wolf, and pine marten. Later UP assemblages at the cave are dominated by steppe bison. The researchers suggest that may reflect seasonality of use: steppe bison would have inhabited the open steppe at the base of the foothills in early spring or summer, while tur spend the spring and summer in the mountains and come down to the steppes in late fall or winter. The seasonal use of tur is also seen at Ortvale Klde. The occupations at Dzudzuana cave were made by early modern humans, showing no evidence of Neanderthal occupations such as that seen at Ortvale Klde and other Early UP sites in the Caucasus. The site reflects additional evidence of the early and rapid dominance of EMH as they entered into regions already occupied by Neanderthals. Textile Use at Dzudzuana Cave In 2009, Georgian archaeologist Eliso Kvavadze and colleagues reported the discovery of flax (Linum usitatissimum) fibers in all levels of the Upper Paleolithic occupations, with a peak in level C. A few of the fibers in each of the levels were colored in hues of turquoise, pink and black to gray. One of the threads was twisted, and several had been spun. The ends of the fibers show evidence of being purposely cut. Kvavadze and colleagues surmise that this represents the production of colorful textiles for some purpose, perhaps clothing. Other elements that may be related to the production of clothing discovered at the site include tur hair and the micro-remains of skin beetles and moths. The fibers from Dzudzuana Cave are among the oldest evidence of the use of fiber technology, and unlike other examples, Dzudzuana cave offers details about the use of fibers unrecognized to date. The Dzudzuana Cave flax fibers have clearly been modified, cut, twisted and even dyed gray, black, turquoise and pink, most likely with locally available natural plant pigments. Perishable materials, including cordage, nets, wood, and textiles, have long been recognized as an important piece of hunter-gatherer technology in the Upper Paleolithic; but it is a technology that is nearly invisible to modern archaeologists because the organic materials are so rarely preserved. Some instances of cord and textile preservation include Iron Age bog bodies, the Bronze Age Ice Man, and Archaic period Windover Bog pond cemetery; but for the most part, organic fibers do not survive to the modern day. Purposes of Textiles Paleolithic textile technology included a range of plant fibers and a broad variety of basketry, hunting tools and woven materials apart from clothing. Commonly recognized fibers used for textiles include flax and wool from several different animals, but Upper Paleolithic hunter-gatherers might also have found useful fibers from several trees such as lime, willow, oak, elm, alder, yew, and ash, and plants including milkweed, nettle, and hemp. Hunter-gatherers during the Upper Paleolithic used plant fibers and cordage for a number of useful things, including clothing, basketry, footwear, and nets for traps. Types of textiles found or implicated from the evidence in Eurasian UP sites include cordage, netting, and plaited basketry and textiles with simple twined, plaited and plain woven and twilled designs. Fiber-based hunting techniques for small game included traps, snares, and nets. Excavation History of Dzudzuana Cave The site was first excavated in the mid 1960s by the Georgia State Museum under the direction of D. Tushabramishvili. The site was opened again in 1996, under the direction of Tengiz Meshveliani, as part of a joint Georgian, American and Israeli project who also conducted work at Ortvale Klde. Sources Adler, Daniel S., et al. Dating the Demise: Neandertal Extinction and the Establishment of Modern Humans in the Southern Caucasus. Journal of Human Evolution 55.5 (2008): 817-33. Print.Bar-Oz, G., et al. Taphonomy and Zooarchaeology of the Upper Palaeolithic Cave of Dzudzuana, Republic of Georgia. International Journal of Osteoarchaeology 18 (2008): 131–51. Print.Bar-Yosef, Ofer, Anna Belfer-Cohen, and Daniel S. Adler. The Implications of the Middle-Upper Paleolithic Chronological Boundary in the Caucasus to Eurasian Prehistory. Anthropologie 44.1 (2006): 49–60. Print.Bar-Yosef, Ofer, et al. Dzudzuana: An Upper Palaeolithic Cave Site in the Caucasus Foothills (Georgia). Antiquity 85.328 (2011): 331-49. Print.Kvavadze, Eliso, et al. 30,000-Year-Old Wild Flax Fibers. Science 325 (2009): 1359. Print.Meshveliani, Tengiz, Ofer Bar-Yosef, and Anna Belfer-Cohen. The Upper Paleolithic in Western Georgia. The Early Upper Paleolithic Beyond Western Europe. Eds. Brantingham, P. Je ffrey, Steven L. Kuhn and Kristopher W. Kerry. Berkeley: University of California Press, 2004. 129-53. Print.

Each day, someone in the world dreams anywhere from a few...

Each day, someone in the world dreams anywhere from a few seconds up to thirty minutes. He or she will experience a good dream and a bad dream in his or her lifetime. Why do people dream? Scientists still do not know why people dream, but some studies say dreams are beneficial for us and help us in different ways. Certain types of dreams occur with different stages of sleep, such as lucid dreaming, nightmares, daydreams, false awakenings, etc. Dreams also help us express our feelings and relieve stress built up throughout the day. While little is known about why people dream, researchers have identified that there are three common types of dreaming. There are two different categories of sleep, REM sleep and Non-REM sleep. REM sleep, or†¦show more content†¦That is why lucid dreaming feels realistic and somewhat memorable. In the 1970’s, a parapsychologist named Keith Hearth proved that the moving eyes in a lucid dream affect the physical eye’s movement.(2) Lucid dreaming also has its effects, such as experiencing false awakening or sleep paralysis. However, if one was to have a nightmare lucid dream, it can transform the fear from the dream to courage. People have reported that knowing they are dreaming a nightmare reduced the fear by at least 60%.(5) Lucid dreaming has been a worldwide technique proven to lessen the frequency of the amount of nightmares one receives. Lucid dreaming references go back 3000 years, but the name was created in the 1900’s. (6) People can become smarter while dreaming. All people have to do is just dream about what they desire to do better in. In 2011, the Sleep Disorder s Unit in Paris did a study on the brain replaying patterns experienced during conscious hours.(4) They taught people with sleepwalking disorder dance moves and taped them while they slept that night. They discovered from their patients that they replayed the dance move previously learned while sleeping.(4) Another study in 2010 was from Harvard, college students were supposed to complete a computer maze. The students who dreamt about the maze performed better than the students who didn’t dream about the maze.(4) Also in 2010, there was a study in the University of Bern where volunteers were told to dreamShow MoreRelatedMy Experience At The Fire Department Of New York Essay1881 Words   |  8 Pagesgiven day do not think about that day and how it changed me as a person. I worked twenty years for the Fire Department of New York, I cannot say I got there by my intelligence or physical prowess it was dumb luck on a civil service exam. My retirement was very simple first when I was a teenager my family summered in Wells Beach I ha d gotten a summer job at the local beach market known as Ben’s Market I worked there four summers. 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Subtypes of Schizophrenia Free Essays

Paranoid Type People with paranoid type of schizophrenia suffered from delusions and hallucinations (mostly auditory), but they can speak logically and give appropriate emotional responses since their cognitive skills and affect are intact. These patients may have delusions and hallucinations characterized by themes of grandeur or persecution, i.e. We will write a custom essay sample on Subtypes of Schizophrenia or any similar topic only for you Order Now thinking themselves as famous persons or being persecuted, so these usually make them less likely to get social support. Disorganized Type People with disorganized schizophrenia perform disrupted speech and behavior. They may jump from topic to topic suddenly in their speech and this make their conversation illogical. Sometimes they show blunt affected or inappropriate emotional responses, for example, they may cry after listening to a joke. If they also experienced delusions and hallucinations, these false thinking and perception will appear to be fragmented and disorganized. Catatonic Type People with catatonic type of schizophrenia will hold their bodies in specific positions for a long time. If someone tries to change their rigid gestures, they will keep their bodies in the original positions again and this is called waxy flexibility. In contract to waxy flexibility, sometimes they are excessively active. They may also display odd bodily mannerisms and facial expressions and often mimic the words or movements of others. Undifferentiated Type People with undifferentiated type of schizophrenia suffered from the major symptoms of the disorder, but they do not fit neatly into the three subtypes mentioned above. Residual Type People with residual type of schizophrenia have had at least one episode of schizophrenia but they no longer display major schizophrenic symptoms. They may experience residual or ‘leftover’ symptoms, such as negative belief, social withdrawal, bizarre thoughts, inactivity and flat affect. Other Psychotic Disorders People with other psychotic disorders may display similar symptoms as schizophrenia but these symptoms do not fit neatly into the diagnostic criteria of schizophrenia. Other psychotic disorders include the following categories. Schizophreniform Disorder Some people have suffered from the symptom of schizophrenia for a few months, and after treatment, the symptoms disappear for no apparent reason. This type of disorder was classified as schizophreniform disorder. Schizoaffective Disorder The patients with schizophrenic symptoms and also mood disorders are diagnosed as schizoaffective disorder. Delusional Disorder This type of patients suffered from no other symptoms of schizophrenia except delusion, and their delusions are not realistic. These delusions are not due to organic factors such as brain seizures. Brief Psychotic Disorder Patients with brief psychotic disorder suffered from one or more positive symptoms, or disorganized speech or behavior lasting 1 month or less. The patients then regain the ability of functioning in daily living. This disorder can be triggered by severe life stressors suddenly. Shared Psychotic Disorder (Folie a Deux) People suffered from shared psychotic disorder because they are influenced by schizophrenic delusional patients who have very close relationship with them. They experienced delusions which are originated from these delusional individuals with similar themes and nature. How to cite Subtypes of Schizophrenia, Essay examples

Impact of Downsizing on Corporate Strategy-Samples for Students

Question: Dind ways of downsizing and its impact on corporate/ business strategy. Answer: Methods of downsizing Downsizing is an overall reaction to one or more of four settings namely, mergers and acquisitions, reduced profitability and market share through improvement of technology and varying industry, the introduction of new corporate structure, and the notion that the least the better (Sitlington, Marshall, 2011). There are three central downsizing approaches according to Kim Cameron namely, Workforce reductions, work redesign, and systematic change (Gandolfi, 2013). Workforce Reductions This approach also known as layoffs, primarily focuses on the elimination of headcount and the reduction of the size of the workforce. It involves activities such as layoffs, retrenchments, natural attritions, and premature retirements (Gandolfi, 2013). Gandolfi notes that this approach is acted on reactively to cost-cutting and is a short-term approach to the reducing profits. Workforce reductions are most likely negative and do not readily achieve the expected results. Carriger (2016) questions whether workforce reduction produces the anticipated results. Over 50% of the organizations that implement workforce reduction strategies do not attain reduced expenditures as initially intended. Furthermore, studies show that most of the firms realize after downsizing that some of the terminated employees carried out very significant roles, and as a result, these organizations have to come into terms with the loss and engage new employees. In endeavoring to maintain both the input of the skilled employees and profitability of the firm, the HR has devised alternative cost reduction strategies or instead alternatives to workforce reductions. These strategies are implemented over a period and they do not involve workforce reduction but instead cost reduction. For instance, they can be grouped into short-term cost adjustments (mandatory vacation, reduced workweek, cut in overtime pay and salary reduction), medium-term cost adjustments (extended salary reductions, employee lending and exit incentives) and long-term cost adjustments (internal job affairs and maintaining communication with laid-off staff) (Gandolfi, 2013). Work redesign This approach mostly emphasizes on the elimination of unnecessary work, instead of reducing the size of the workforce (Gandolfi, 2013). It includes actions like eradicating functions, eliminating hierarchy levels, teams, divisions, products, restructuring responsibilities, and decreasing work hours. Vacant positions are targeted and then abolished during the redesign. For instance, a cataloging hierarchy at a library that hasnt been occupied for a long time may be repealed and its roles assigned to the clerk. Work redesign is less stressful to the staff and employer because the downsized positions or departments are not filled prior and thus are unproductive. Work redesign also comprises of merging in addition to the removal of specific roles or job levels. For example, if an organization experiences significant loss beyond recovery, it may decide to partner with another company that is doing well. A successful merger requires the struggling company to merge with a stable firm. Work redesign by merger takes more time than the simple elimination of vacant positions. Work redesigns are rarely implemented due to their complexity and their need for advanced analysis of the affected areas (Gandolfi, 2013). Systemic Strategy A systematic strategy is an approach whose view to organization change is more holistic. This method, therefore, considers all aspects of the firm such as suppliers, customer service, production techniques, design procedures, and stock (Gandolfi, 2013). The emphasis of this approach is changing the intrinsic culture of the business and the employees attitudes and ethics. Instead of perceiving downsizing as a contrary initiative, this method outlines the positive impacts of cost reduction. The systemic approach emphasizes an increase in clientele and productivity to attract employees appreciation. However, such techniques may not produce the desired results in the short-term, but the positive outcomes can be recognized in the long-term. Instead of emphasizing on organizational gain and job loss, the systemic approach focuses on the client. Such focus results in improved customer service during the economic regression, which finally culminates to increased returns. This approach is mos t applicable at the start of the financial crisis and least efficient at the peak of the financial difficulty. Impacts of Downsizing on Corporate/business Strategy Numerous studies have been carried out on downsizing to ascertain the consequences of downsizing on both the individual employee and the corporation as a whole (Datta et al., 2010). The impacts of downsizing on business or corporate strategy have been viewed from the perspective of their effect on the psychological and behavioral of individual employees who have been terminated and the survivors. This is because organizational strategies are designed and implemented by the human resources that are affected by downsizing (Kim, 2003). Downsizing is a process that disrupts the normal flow of organizational operations because it calls for the restructuring of roles and responsibilities assigned to the terminated employees and those that remain (Datta et al., 2010). This implies that the organization has to strategize all over again and this is costly concerning time and resources. As previously mentioned, downsizing results in problems and fails to attain the objectives of the organization through the implementation of the corporate strategy. This is as a result of the negative impacts that downsizing has on the survivor employees such as high-stress levels, increased job insecurity, loss of trust, job dissatisfaction, and low productivity (Datta et al., 2010). These affect organizational commitment which also determines the successful implementation of business strategy. According to Adair Erickson, Roloff (2008), the decrease in organizational commitment decreases the success of the implementation of corporate strategy. This is because the surviving employees believe that there is bias in downsizing, the staffs are worried about the future of their jobs, and they think that the layoffs will increase workloads. Downsizing means the decrease in the number of employees and a corresponding increase in the workload. This reduces the efficiency of the workforce and hinders successful implementation of the business strategy. It also does away with specialization because the survivors have to share the responsibilities of those whose employment has been terminated. These affect the success of the business strategy because the employees previously allocated specific roles are in existence, and their functions are added up to the survivors who already have burdens to bear. Schmitt, Borzillo, Probst, (2012) argue that the individual competency of the survivors is threatened because of the additional loads from the laid-off colleagues resulting in lack of job clarity. Each employee is initially assigned roles befitting the qualifications when designing organizational strategy, and yet downsizing eliminates the employee who leaves a gap in the implementation of the business strategy. The lack of the r equired skills to adapt the plan also contributes to its failure. Or if the procedure is implemented, it is not likely to attain the expected results. Ambrose, Chiravuri (2010) reasons that downsizing negatively affects the reputation of the organization which makes it difficult to win the confidence of the best-qualified employees in the market for they fear of job security. This changes corporate strategy in that the organization no longer has the required expert skills to achieve its objectives after losing the employees that it had invested a lot in training and had the right experience. Furthermore, reduced reputation negatively affects the perception of the financiers or stakeholders and that of loyal customers thus hindering the success of the corporate strategy because the business will be financially constrained and the loss of loyal customers will reduce the market share and revenues. Impacts of Downsizing on HR Planning Human resource planning is a process that determines the short-term and long-term human resource for the corporation to attain its goals. HR planning serves as a connecting bridge between the human resource management and the general strategic plan of the business. The HR planning is equally affected by downsizing because of loss of training investment from turnover. The staff whose employment has been terminated has incurred organizations resources through training, and this means that the human resource department has to begin all over again (Mellahi, Wilkinson, 2010). Additionally, the HR department is unable to make long-term plans for the labor force because of the effects of downsizing. This is because HR planning requires the analysis of the present employee resources alongside the objectives of the corporation and matches that with any future needs. Now, downsizing disrupts the normal flow of operations upon which the HR planning had been based. This implies that the human resource department has to plan afresh and restructure the organizational roles thus affecting the efficiency and effectiveness of human resource planning. Downsizing also affects HR planning regarding cost. The employees that are laid off are often hired back as consultants to the firm because the organization realizes too late that the initial objective of cutting costs through downsizing was a mistake because it was done at the expense of the achievement of the corporate goals. Thus the human resource department has to incur additional costs in its function of planning. Studies show that non-financial expenses are usually disregarded when downsizing and yet they are significant in HR planning. Costs like the loss of outstanding talent and disruption of organizational memory (Gong, Greenwood, 2012) are part of the reasons for failed downsizing and hr planning. References Adair Erickson, R., Roloff, M. E. (2008). Reducing attrition after downsizing: Analyzing the effects of organizational support, supervisor support, and gender on organizational commitment.International Journal of Organizational Analysis,15(1), 35-55. Ambrose, P. J., Chiravuri, A. (2010). A socio?cognitive interpretation of the potential effects of downsizing on software quality performance.Information Systems Journal,20(3), 239-265. Carriger, M. (2016). To downsize or not to downsizewhat does the empirical evidence suggest?.Journal of Strategy and Management,9(4), 449-473. Datta, D. K., Guthrie, J. P., Basuil, D., Pandey, A. (2010). Causes and effects of employee downsizing: A review and synthesis.Journal of Management,36(1), 281-348. Gandolfi, F. (2013). Workforce downsizing: Strategies, archetypes, approaches and tactics.Journal of Management Research,13(2), 67. Gong, B., Greenwood, R. A. (2012). Organizational memory, downsizing, and information technology: A theoretical inquiry.International Journal of Management,29(3), 99. Kim, W. B. (2003). Economic crisis, downsizing and layoff survivor's syndrome.Journal of Contemporary Asia,33(4), 449-464. Mellahi, K., Wilkinson, A. (2010). Slash and burn or nip and tuck? Downsizing, innovation and human resources.The International Journal of Human Resource Management,21(13), 2291-2305. Schmitt, A., Borzillo, S., Probst, G. (2012). Dont let knowledge walk away: Knowledge retention during employee downsizing.Management Learning,43(1), 53-74. Sitlington, H., Marshall, V. (2011). Do downsizing decisions affect organisational knowledge and performance?.Management Decision,49(1), 116-129.