human body muscles

INDRA, the Lord of the three regions, was once so drunk with pride that he quite forgot the courteous manners and forms that the gods had hitherto observed.

When Brihaspati, preceptor of the gods, foremost in all branches of learning, and venerated alike by the gods and the asuras, came to his court, Indra did not rise from his seat to receive the acharya or ask him to be seated and failed to do the customary honors.

In his great conceit, Indra persuaded himself to believe that the sastras allowed him as a king in court the prerogative of receiving guests seated. Brihaspati was hurt by Indras discourtesy and, attributing it to the arrogance of prosperity, silently left the assembly.

Without the high priest of the gods, the court lost in splendor and dignity and became an unimpressive gathering.

Indra soon realized the foolishness of his conduct and, sensing trouble for himself from the acharyas displeasure, he thought to make up with him by falling at his feet and asking for forgiveness.

But this he could not do, because Brihaspati had, in his anger, made himself invisible. This preyed on Indras mind.

With Brihaspati gone, Indras strength began to decline, while that of the asuras increased, which encouraged the latter to attack the gods. Then Brahma, taking pity on the beleaguered gods, advised them to take unto themselves a new acharya.

Said he to them: "You have, through Indras folly, lost Brihaspati. Go now to Twashtas son Visvarupa and request that noble spirit to be your preceptor and all will be well with you."

Heartened by these words, the gods sought the youthful anchorite Visvarupa and made their request to him saying: "Though young in years, you are well versed in the Vedas. Do us the honor of being our teacher."

Visvarupa agreed, to the great advantage of the gods for, as a result of his guidance and teaching, they were saved from the tormenting asuras.

Visvarupas, mother was of the asura clan of daityas, which caused Indra to regard Visvarupa with suspicion. He feared that because of his birth, Visvarupa might not be quite loyal and his suspicion gradually deepened.

Apprehending danger to himself from this descendent of the enemies of the gods, Indra sought to entice him into error with the temptresses of his court and so weaken him spiritually. But Visvarupa did not succumb.

The artful and seductive blandishments of Indras glamour girls had no effect on the young ascetic. He held fast to his vow of celibacy. When Indra found that his plan of seduction failed, he gave way to murderous thoughts and one day killed Visvarupa with the Vajrayudha.

The story goes that the world suffers vicariously for this great sin of Indra. And, as a result of it, parts of the earth turned alkaline and became unsuitable for cultivation and women came to be afflicted with the physical troubles and uncleanness peculiar to them. The frothing of water is also attributed to this.

Twashta in his great rage and grief at Indras cruel killing of his son and, desirous of avenging his death, performed a great sacrifice. And out of the sacrificial flames sprang Indras mortal enemy Vritra.

Twashta sent him against the chief of the gods, saying: "Enemy of Indra, may you be strong and may you kill Indra." A great battle raged between the two in which Vritra was gaining the upper hand.

When the battle was going against Indra, the rishis and the gods sought refuge in great Vishnu who offered them protection and said to them: "Be not afraid. I shall enter Indras Vajrayudha and he will win the battle in the end." And they returned in good heart.

They went to Vritra and said to him: "Please make friends with Indra. You are both equal in strength and valor."

Vritra respectfully answered: "O blameless ones, how can Indra, and I become friends? Forgive me. There cannot be friendship between rivals for supremacy. Two great powers cannot coexist as you know." The rishis said in reply: "Do not entertain such doubts. Two good souls can be friends and their friendship is often after hostility."

Vritra yielded saying: "Well, then, I shall cease fighting. But I have no faith in Indra. He might take me unawares. So I seek this boon of you, namely, that neither by day nor by night, neither with dry weapons nor with wet ones, neither with stone nor with wood, nor with metals, nor with arrows shall Indra be able to take my life."

"So be it," said the rishis and the gods.

Hostilities ceased. But soon Vritras fears were confirmed. Indra only feigned friendship for Vritra but was, all the time, waiting for a suitable opportunity to slay him.

One evening, he met Vritra on the beach and began to attack him in the twilight. The battle had raged for a long while when Vritra praising the Lord Vishnu, said to Indra: "Meanest of the mean, why do you not use the unfailing Vajrayudha? Hallowed by Hari, use it against me and I shall attain blessedness through Hari."

Indra maimed Vritra by chopping off his right arm but, undaunted, the latter hurled with his left band, his iron mace at his assailant who thereupon cut down his other arm also. When Indra disappeared into the mouth of Vritra, great was the consternation of the gods.

But Indra was not dead. He ripped Vritras belly open and issuing forth went to the nearby beach. And directing his thunderbolt at the water hurled it so that the surf flew and hit Vritra. Vishnu having entered the foam, it became a deadly weapon and the mighty Vritra lay dead. The long battle thus ended and the afflicted world heaved a sigh of relief. But to Indra himself, the end of the war brought only ignominy because his victory was secured through sin and deceit and is went into hiding for sheer shame.

Indras disappearance caused the gods and the rishis great distress. For a people without a king or a council of state to govern them cannot prosper. So they went to the good and mighty king Nahusha and offered him the crown.

"Forgive me, I cannot be your king. Who am I to aspire to the seat of Indra? How can I protect you? It is impossible," he humbly objected. But they insisted, saying: "Do not hesitate. Be anointed our king. All the merit and potency of our penance will be yours and be an addition to your strength. The power and the energy of everyone you set your eyes on shall be transferred to you and you will be invincible." Thus over-powered, he agreed. Revolution is no new thing. This story shows that, even in the world of the gods, there was a revolution leading to Indras dethronement and Nahushas installation as king in his stead. The story of Nahushas fall is also instructive. INDRA, the Lord of the three regions, was once so drunk with pride that he quite forgot the courteous manners and forms that the gods had hitherto observed.When Brihaspati, preceptor of the gods, foremost in all branches of learning, and venerated alike by the gods and the asuras, came to his court, Indra did not rise from his seat to receive the acharya or ask him to be seated and failed to do the customary honors.In his great conceit, Indra persuaded himself to believe that the sastras allowed him as a king in court the prerogative of receiving guests seated. Brihaspati was hurt by Indras discourtesy and, attributing it to the arrogance of prosperity, silently left the assembly.Without the high priest of the gods, the court lost in splendor and dignity and became an unimpressive gathering.Indra soon realized the foolishness of his conduct and, sensing trouble for himself from the acharyas displeasure, he thought to make up with him by falling at his feet and asking for forgiveness.But this he could not do, because Brihaspati had, in his anger, made himself invisible. This preyed on Indras mind.With Brihaspati gone, Indras strength began to decline, while that of the asuras increased, which encouraged the latter to attack the gods. Then Brahma, taking pity on the beleaguered gods, advised them to take unto themselves a new acharya.Said he to them: "You have, through Indras folly, lost Brihaspati. Go now to Twashtas son Visvarupa and request that noble spirit to be your preceptor and all will be well with you."Heartened by these words, the gods sought the youthful anchorite Visvarupa and made their request to him saying: "Though young in years, you are well versed in the Vedas. Do us the honor of being our teacher."Visvarupa agreed, to the great advantage of the gods for, as a result of his guidance and teaching, they were saved from the tormenting asuras.Visvarupas, mother was of the asura clan of daityas, which caused Indra to regard Visvarupa with suspicion. He feared that because of his birth, Visvarupa might not be quite loyal and his suspicion gradually deepened.Apprehending danger to himself from this descendent of the enemies of the gods, Indra sought to entice him into error with the temptresses of his court and so weaken him spiritually. But Visvarupa did not succumb.The artful and seductive blandishments of Indras glamour girls had no effect on the young ascetic. He held fast to his vow of celibacy. When Indra found that his plan of seduction failed, he gave way to murderous thoughts and one day killed Visvarupa with the Vajrayudha.The story goes that the world suffers vicariously for this great sin of Indra. And, as a result of it, parts of the earth turned alkaline and became unsuitable for cultivation and women came to be afflicted with the physical troubles and uncleanness peculiar to them. The frothing of water is also attributed to this.Twashta in his great rage and grief at Indras cruel killing of his son and, desirous of avenging his death, performed a great sacrifice. And out of the sacrificial flames sprang Indras mortal enemy Vritra. Twashta sent him against the chief of the gods, saying: "Enemy of Indra, may you be strong and may you kill Indra." A great battle raged between the two in which Vritra was gaining the upper hand. When the battle was going against Indra, the rishis and the gods sought refuge in great Vishnu who offered them protection and said to them: "Be not afraid. I shall enter Indras Vajrayudha and he will win the battle in the end." And they returned in good heart.They went to Vritra and said to him: "Please make friends with Indra. You are both equal in strength and valor."Vritra respectfully answered: "O blameless ones, how can Indra, and I become friends? Forgive me. There cannot be friendship between rivals for supremacy. Two great powers cannot coexist as you know." The rishis said in reply: "Do not entertain such doubts. Two good souls can be friends and their friendship is often after hostility."Vritra yielded saying: "Well, then, I shall cease fighting. But I have no faith in Indra. He might take me unawares. So I seek this boon of you, namely, that neither by day nor by night, neither with dry weapons nor with wet ones, neither with stone nor with wood, nor with metals, nor with arrows shall Indra be able to take my life.""So be it," said the rishis and the gods.Hostilities ceased. But soon Vritras fears were confirmed. Indra only feigned friendship for Vritra but was, all the time, waiting for a suitable opportunity to slay him.One evening, he met Vritra on the beach and began to attack him in the twilight. The battle had raged for a long while when Vritra praising the Lord Vishnu, said to Indra: "Meanest of the mean, why do you not use the unfailing Vajrayudha? Hallowed by Hari, use it against me and I shall attain blessedness through Hari." Indra maimed Vritra by chopping off his right arm but, undaunted, the latter hurled with his left band, his iron mace at his assailant who thereupon cut down his other arm also. When Indra disappeared into the mouth of Vritra, great was the consternation of the gods.But Indra was not dead. He ripped Vritras belly open and issuing forth went to the nearby beach. And directing his thunderbolt at the water hurled it so that the surf flew and hit Vritra. Vishnu having entered the foam, it became a deadly weapon and the mighty Vritra lay dead. The long battle thus ended and the afflicted world heaved a sigh of relief. But to Indra himself, the end of the war brought only ignominy because his victory was secured through sin and deceit and is went into hiding for sheer shame. Indras disappearance caused the gods and the rishis great distress. For a people without a king or a council of state to govern them cannot prosper. So they went to the good and mighty king Nahusha and offered him the crown."Forgive me, I cannot be your king. Who am I to aspire to the seat of Indra? How can I protect you? It is impossible," he humbly objected. But they insisted, saying: "Do not hesitate. Be anointed our king. All the merit and potency of our penance will be yours and be an addition to your strength. The power and the energy of everyone you set your eyes on shall be transferred to you and you will be invincible." Thus over-powered, he agreed. Revolution is no new thing. This story shows that, even in the world of the gods, there was a revolution leading to Indras dethronement and Nahushas installation as king in his stead. The story of Nahushas fall is also instructive.

Carbon Prints and Gum Bichromate Prints - The Pigment Processes - Invention of Photography 5.44 min video created by George Eastman House.
Carbon prints and gum bichromate prints are both examples of pigment processes. Rather than the metal salts typically used in the formation of photographic images, pigments and bichromated colloids are used in making these prints. A bichromated colloid is a viscous substance such as gelatin or albumen that is made light-sensitive by the addition of a bichromate. Bichromated colloids harden when exposed to light and become insoluble in water; this is the principle behind many of the non-silver-based photographic processes. Pigment processes were developed in the 1850s and offer superior permanence and control of the appearance of the final print. The resulting prints are characterized by broad tones and soft detail, sometimes resembling paintings or drawings.


(This video is made possible by a grant from the U.S. Institute of Museum and Library Services, grant number MA-10-13-0194.)
George Eastman House, an independent nonprofit museum, is an educational institution that tells the story of photography and motion pictures—media that have changed and continue to change our perception of the world.

HUMAN BODY SYSTEM DIAGRAM :

Quiz: Heres the scenario: In the Chevron Corporation, a project team was commissioned to manage the design, funding and construction of a large plant to manufacture a product that was in great demand and offered significant margins. After many months of work, the project team finally completed the project - ahead of schedule and under budget. The plant was opened to much fanfare, and the project team celebrated its achievement.

Got it? Heres your one-question quiz: Was the Chevron project a success? (Take your time answering. No ones looking over your shoulder.) By now, you may have suspected that the question contains some hidden trick. Youre right. The fact is, you havent been given enough information to evaluate the success or failure of the Chevron project. A correct answer in this case would have been to ask for more information about the larger organizational context or to inquire about what happened next. Okay, so the above exercise was a little manipulative. But it illustrates a common trend in project management: the tendency to evaluate project success too quickly, too narrowly or with shortsighted criteria. The traditional measurements criteria of schedule, budget and quality, on their own may no longer be sufficient.

Case in point: Lets return to Chevron for the rest of the story. Very soon after its glorious opening, the Chevron manufacturing plant failed and was sold. As it turned out, the market for the high demand, high-market product was a volatile one, prone to change quickly. And change it did. Had the project team considered the possibility of this market change, they surely would have explored the option of shelving the project altogether.

Now which criteria would you use to determine success? If you were to consider only the traditional criteria of budget and schedule, you would have concluded that the project was a smashing success. But if the criterion is value added to the business, the project failed abysmally. And its here that we can observe the need for project team members to begin thinking about their work in different ways. But isnt such market forecasting the responsibility of leadership? Isnt it unrealistic to expect that kind of strategic thinking from our already-stressed, neophyte project team members? Perhaps that was once true. But the world has changed.

A New Way to Think about Projects

In the new world of work, the familiar project has become a very different entity.

Carl Pritchard, PMP and principal of Pritchard Management Associates, has lectured and written extensively on the subject of project management. He sees many new trends in project management, not the least of which is the changing profile of the people who are being called upon to lead projects. "What I see in the classroom is interesting," he says. "Its an amalgam of old timer project managers who have been doing it for years without any formal processes in there with a lot of new folks who are just entering the practice. In many instances, these new people are joining project management on the heels of success they had in some other part of the organization. They were pulled off some organizational effort, and management is now looking for a new home for them. Poof! Theyre expected to be project managers."

Whats behind this new trend of putting more and more people on a rapidly growing number of projects? Pritchard suggests that one major cause is the near obsessive customer focus that has become the focal point of organizing for so many businesses. This intense customer focus requires a special touch in fostering new processes and relationships. And that touch must come from individuals who can marshal and control resources and who can recognize when a project is faring well and when it needs more intense time and attention.

One would be hard-pressed to complain about a customer-service orientation. But the new sense of urgency is thrusting onto project teams a lot of people who are not fully equipped. Many still are learning "the hard way" - let em learn it on the fly and hope they dont foul it up. At the very least, many are being trained in the basic principles and tools in the Project Managers Body of Knowledge (PMBOK). But how many are being trained to ask the kinds of questions that could have prevented the painful Chevron fiasco? If youre thinking PMBOK is enough grounding, think again. Those are implementation techniques - a great place to start, but hardly a full tool box. More is needed.

"We should be training our project teams to be more," Pritchard agrees. "They need to be entrepreneurs. Consultants. Even agents of change. We need to build the confidence of these individuals to serve the organization with a willingness to effect change without apology and to implement change with an understanding of all those it will affect." The profile of successful project teams is changing. Success will now require the people on those teams to take on new skills and responsibilities. These include:

• Strategic, big-picture thinking
• Continual reassessment of the risk and opportunities throughout the project
• Sensitivity to all critical stakeholders and sponsors
• An environment of openness and trust

Strategic, Big-Picture Thinking

As the Chevron project team members painfully learned, projects dont exist in a vacuum. In the end, the project teams that deliver value to the organization will be the ones who are keenly attuned to the organizational strategies and objectives. Lynne Hambleton, manager of learning systems at Xerox, agrees. "Im aware that many organizations measure project success using the traditional criteria - such as time, cost, scope," she says. "But that just doesnt fly in our culture, where quality is important, and our Malcolm Baldrige award continues to set a legacy for excellence. Those traditional criteria just dont get us there. Thats why, at Xerox, our projects must always speak to value provided, whether thats value to Xerox or to the client. We make it clear that project teams must offer solutions that support strategy. Thats a lot more complex than the old way of thinking."

Continual Reassessment of Risk and Opportunities

The project team may be doing things the right way - but are they still doing the right thing? Thats the kind of question that characterizes todays new breed of project managers. At Xerox, project team members are trained to continually assess both risks and opportunities from the inception to the completion of the project.

"Just about everyone involved in the project is asking questions like, Whats going on in the larger context? What could derail our efforts?," says Hambleton. "Project team members certainly ask those questions. And the operations side of the team is definitely asking those questions a lot because theyll be the ones running the effort after the project is done. They are constantly held accountable because theyre going to be living with it."

A Sensitivity to Critical Stakeholders and Sponsors

Nothing scintillating here; its in all the basic texts. Yet the critical process of managing stakeholders continues to be ignored. Its the oldest story in the book: The project was delivered skillfully, but a key stakeholder was left out of the process... and the project choked. Its sobering to realize that these stakeholder interests are almost never hidden. In fact, they are often quite overt. But if the project team members dont ask, stakeholders interests wont be spelled out in the statement of work or the contract. The make-it-or-break-it criteria never even show up on the project teams radar screen.

Pritchard offers this example: "I met with my contractor just this morning to talk about the addition were putting on our home. He hammered me with all the right questions. "Who will I talk to?" "Who might I talk to?" "Who will sign the changes?" "Who will be around the day they place the Porta-John?" They were great questions! The barrage was almost too much for me. I started thinking about the many project managers who would rather put off those difficult discussions until later, after the relationship develops. But my contractor is building our relationship now. Hes not wasting time. As a result, hes going to have a very clear understanding of my expectations - just as I will have a clear understanding of his."

Trust and Openness

Perhaps its the many technical tools of project management - the risk assessment grids, the Gantt charts, the budget sheets - that lull well-intentioned project teams into the mistaken belief that their role is itself technical. But success isnt built exclusively on deadlines, budget and quality. Remember, there are people involved here. And the wheels of relationships are greased by those old nonquantifiables of trust and openness. Pritchard agrees. "Project management has long been a somewhat furtive practice where we (the practitioners) take it upon ourselves to hide extra money and time without letting the customer know were doing it and why," he says. "Honest project management is going to be the successful project management over the long term. Some organizations cannot support overt communication about risk, time and cost slippage, and team relationships. Those organizations should be out of the project management business in the not-too-distant future."

Ripples of Change

The skill-building approach to project management is giving way to a new paradigm: the culture creation approach, in which project management is a holistic process, nurtured by the organizations shared beliefs, attitudes and infrastructure. But cultures can be slippery things. How does one create a culture where project team members enthusiastically embrace the new attitudes, beliefs and skills that lead to success? At Xerox, its a matter of education. And not just the dry flip-chart-and-lecture kind of education; Hambleton immerses people in the subject in the most compelling way of all: experientially. Using a discovery learning simulation, Xeroxs Hambleton equips project team members in a low-risk, high-involvement learning environment. The participants become instant project managers and are quickly connected to the models of Gantt charts, resource allocation grids and critical-path diagrams.

As more and more companies are beginning to embrace this strategic partner approach to project management, success stories are already emerging and offering a tantalizing glimpse of the possibilities. At AT&T, project team members from many divisions are brought in at the earliest conceptual planning stages of an effort. Schneider National formalized its tracking and status reporting and introduced common project management language across lines of business. And at NCR, team members begin assessing opportunity and risk on day one... and continue until completion.

To be sure, at each of these organizations the traditional tools of PMBOK are still firmly in place. So what distinguishes them from others? Look a little deeper and youll find some new assumptions at work: project work teams are most enabled when members see themselves as leaders, strategic partners and entrepreneurs. And leaders, partners and entrepreneurs are developed only when organizations embrace employees as whole people. As is often the case with success stories, the victory arises not from the tools but from human beings. Now theres an assumption worth embracing.

The Learning Connection

So how does one communicate new principles about project management in a way that leads to a culture shift? Based on her own experience with a discovery learning simulation, Xeroxs Lynne Hambleton offers some suggestions:

• Make it active. Theres still a place for flip charts and PowerPoint presentations in classrooms of corporate America. But adult learning theory confirms time and again that people learn by doing. At some point, put away the flip chart and get people on their feet.
• Make it fun. "Lets face it. Project management is a pretty dry subject," confides Hambleton. "I have the most success engaging learners when theyre having fun. That was one big reason the Countdown® simulation worked so great at Xerox. It was fun."
• Make it practical. After engaging people in the fictional world of the learning simulation, Hambletons work is only half done. The next critical piece is connecting the experience back to the reality of daily work. How can we actually practice what weve learned? How do we actually do this in our work? If you dont tie it back, people wont ever own it.

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"To learn to read is to light a fire; every syllable that is spelled out is a spark."
---Victor Hugo, Les Miserables

Dark circles in the eye, nervous, hoarseness, and irritability are some of the effects of sleep time is minimal. Almost most people underestimate the problems arising from lack of sleep.


Difficulty sleeping disorders can experience by anyone. Sleep is a necessity and a signal that the body needs time to rest. By the time you sleep, the whole body is naturally doing repair or regeneration of cells from within. Your body actively produces hormones cortisol during sleep, the hormone that makes you more fresh and free from fatigue when awake tidur.Banyak factors that cause lack of sleep. It could be that you had no sleep because of the rush that requires you to spend the night to complete the task stack

These negative effects of sleep deprivation on health, as reported by Prevention.com.

Downhill Endurance Body

As we said in the previous paragraph, sleep is the process of cell regeneration from within. If you lack sleep, your immune system automatically weakened. Your body will be susceptible to even minor viruses, such as colds and coughs. Even if you manage your diet, without offset quality sleep, your immune system will not prime.

Cardiovascular disease

A study in 2010 published in the journal Sleep,
Researchers found participants who slept less than seven hours a night have an increased risk of heart disease. In fact, for women under 60 years of age and sleep five hours or less a night had twice the risk of heart disease.

Researchers from West Virginia University School of Medicine that reviewed data from 30,397 people who participated in the National Health Interview Study in 2005.


Diabetes

According to a study in the journal Diabetes in 2011, the University of Chicago and Northwestern University found that people with type 2 diabetes who sleep less at night have elevated levels of glucose nine percent higher. In fact, insulin levels rise to 30 percent higher, and insulin resistance levels 43 percent higher.
Diabetic patients with insomnia even worse conditions, glucose levels can be 23 percent higher insulin levels 48 percent higher insulin resistance and levels 82 percent higher than people with diabetes who do not have insomnia.

Breast Cancer

Researchers at Tohoku University Graduate School of Medicine in Sendai, Japan has been studied almost 24,000 women aged 40-79 years.
Researchers found that women who slept less than six hours a night have an increased risk of breast cancer is 62 percent higher, while those who slept less than nine hours a night had a 28 percent lower risk.
Colon cancer
A study of 1240 people published in 2011, researchers from Case Western University found people who slept less than six hours a night have a 47 percent higher risk of colorectal polyps, which can become cancerous, than those who had at least seven hours of sleep.

Difficult Emotions Unstable And Thinking

Sleep can lower stress levels, many studies prove it. Lack of sleep will make your brain does not get enough rest rations. Your body also experience fatigue because it had no natural recovery that occurs during sleep. This of course will cause you to be depressed due to fatigue. Your emotions become unstable and your concentration will decrease. You will find it hard to think and solve problems, even for the most minor problems though. You may even be easier senile and sloppy due to lack of sleep.

Terrible impact on health will target you if you continue to ignore the quality sleep and lack of sleep. Go to bed when its time to rest. With a healthy body and get enough rest, you are free to move throughout the day.