scholarly journals PARIMĒLAḺAKARIṈ URAIYIL PUTIYA CINTAṈAIKAḶ [NEW IDEAS IN PARIMALACHARI'S INTERPRETATION]

2022 ◽  
pp. 55-68
Author(s):  
S. ANTONY SELVAKUMAR ◽  
N. JEYAVASANTHI ◽  
L. PRAVEEN PETER GNANIAH
Keyword(s):  
Review Article ◽  
Text Book ◽  
New Thinking ◽  
New Ideas ◽  
New Perspective

This study is said to have complied and analysed the messages found in the Parimalazhar text in Thirukkural. In his speech rhetorical proverbs, noun types, verb illustration, wing illustration, differential elements, differential objects pointing, dictionary, new semantics, local care fire, abbreviated grammatical field. It also points out the guilt. The parables the new thinking the musical prowess the prose, the course of the next and the morals he used. This review article also highlights the nature of Parimalazhar text book. His text is completely different from others. Exploring each word in a new perspective is the foundation of dictionary art. His multifaceted, erudition and concentration serve as a guide for other commenstrators. This main purpose of their review article is exploring the new thinking of the superintendent.

MENJADI PEMBELAJAR SEJATI DI ERA BARU GLOBALISASI

Al-Risalah ◽  
2018 ◽  
Vol 8 (2) ◽  
pp. 1-10
Author(s):  
Ilyas Ismail
Keyword(s):  
Real World ◽  
Global Competition ◽  
Formal Learning ◽  
Human Being ◽  
Text Book ◽  
Digital Revolution ◽  
New Era ◽  
The Real ◽  
New Man ◽  
New Thinking

The paper is titled, "Becoming True Learners in a New Era of Globalization." This title is important for two reasons. First, internal cause, that is the tendency in society where people only attach importance to degree, certificate or diploma, not science or competence. Second, external cause, that is arising from the digital revolution that gave rise to global competition, where everyone was expected to become true learners. Otherwise, he will be marginalized, as a human being, which according to Michael Fullan, is not feasible, morally, socially, and economically. True learners, as James R. Davis and Adelaide B. Davis point out, refer to people who love new things, new thinking, and new skills. He learned not only to know (learning toknow), but more than that to think (learning to think) and solve (learning to solve) the problem. Human learners try to learn and develop knowledge not only from college, formal learning, and from the text book, but from experiences and from the real world or reality of life. True learners have 5 (five) prominent characters. First, they have a high curiosity that makes them passionate and studying diligently. Second, they like to share knowledge and experience to others. Third, they like to develop and expand knowledge. Fourth, they have contributions to the progress of culture, civilization, and humanity. Fifth, they have a humbleattitude and the open to thoughts of others. The new century, globalization, requires a new man, a true learner.

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

“Tectonics” as a Spatial Perception Tool in the Design Process

2021 ◽  
pp. 1-20
Author(s):  
Ervin Garip ◽  
Ceren Çelik
Keyword(s):  
Design Process ◽  
Interior Design ◽  
Spatial Perception ◽  
Main Idea ◽  
Architectural Elements ◽  
Space Design ◽  
New Ideas ◽  
The Subject ◽  
New Perspective ◽  
Interior Design Students

Design process has its own structure which is affected by many aspects. Moreover, there are many tools that contribute in this multidimensional process. Within the framework of this chapter, the tectonics is suggested as a directive tool through the design process. Istanbul Technical University Interior Design students' second year studio, where tectonics was used as a spatial perception tool, was examined. The main title of the studio was festival space design, where festivals were discussed as a performance scene for urban interiors. The main idea of suggested method is to consider environmental aspects in different scales and project those findings to tectonics. The main purpose of this project is to create a new perspective to interior design studio approach. The subject of the project was shaped within the framework of testing that interior architecture is not independent from architectural elements contextually and phenomenologically and that environmental decisions and architectural tectonics can be used as a data to put forth the new ideas for interior design methodology.

7. The apotheosis of air power 1983–2001

2020 ◽  
pp. 97-111
Author(s):  
Frank Ledwidge
Keyword(s):  
State Power ◽  
Air Power ◽  
Balkan Wars ◽  
New Thinking ◽  
New Ideas ◽  
Gulf Wars

The period immediately after Vietnam saw little new thinking in the application of air power. ‘The apotheosis of air power 1983–2001’ looks at how this changed. After examining briefly the new ideas encapsulated by the term ‘manoeuvre warfare’, it looks at some of the capabilities that made it happen, particularly precision and stealth. It then considers several campaigns that saw air power used as the main military instrument in the Gulf Wars (1980–91) and the Balkan Wars (1991–9). Many commentators see this period as the age when air power truly came into its own as an instrument of state power and indeed coercion.

scholarly journals Making Meaning Together: Heritage site management and new approaches to meaning-making

2021 ◽  
Author(s):  
◽  
Cindy Jemmett
Keyword(s):  
Meaning Making ◽  
Cultural Work ◽  
Structured Interviews ◽  
Heritage Sites ◽  
Political Work ◽  
Heritage Site ◽  
New Thinking ◽  
New Ideas ◽  
Policy Work ◽  
A Site

<p>This dissertation looks at how those who manage and interpret heritage sites are incorporating into their practice, new thinking about the way visitors make meaning. Recent research has emphasised visitors' agency, and drawn attention to the cultural and political work of heritage performance. The ways visitors use emotion and imagination has also received greater attention. Rather than heritage value as intrinsic to sites, and best identified by the professional, recent theoretical understandings position visitors as active co-creators of heritage. How these new ideas might be applied in practice, and how organisations could most productively share authority for meaning-making, has not been sufficiently addressed. This research positions itself in that gap, and seeks to contribute to a conversation about how theory translates to practice.  The Department of Conservation (DOC) was selected as an information-rich case study. At the time of research, the Department was in its third and final phase of new policy work that places greater emphasis on working in collaboration with others. Semi-structured interviews were conducted with four DOC staff from across a range of roles. A further three interviews were undertaken with DOC partners and a contractor connected with sites discussed by DOC interviewees.  The findings show that while heritage managers accept that visitors will make a variety of meanings at a site, they do not currently have a robust understanding of the meanings their visitors are making; of what they think and feel, and what a visit to the site really means to them. Only recently has getting this knowledge really appeared a priority, and organisations are still working out how best to collect this data, and how it could then inform their practice. This lack of understanding has inhibited practitioners' ability to respond to visitors, and to recognise the cultural work they do. When it came to partnerships, organisations were more invested in both understanding and responding to the other party. In some cases, they were willing to add to or modify their own ideas about what the value of the heritage was, or what stories it could be used to tell. A flexible and reflexive practice is advocated, in which organisations are clear about their own goals, recognise and engage with the meanings visitors and partners make, and are open to the possibility of being changed themselves in the process.</p>

scholarly journals Making Meaning Together: Heritage site management and new approaches to meaning-making

2021 ◽  
Author(s):  
◽  
Cindy Jemmett
Keyword(s):  
Meaning Making ◽  
Cultural Work ◽  
Structured Interviews ◽  
Heritage Sites ◽  
Political Work ◽  
Heritage Site ◽  
New Thinking ◽  
New Ideas ◽  
Policy Work ◽  
A Site

<p>This dissertation looks at how those who manage and interpret heritage sites are incorporating into their practice, new thinking about the way visitors make meaning. Recent research has emphasised visitors' agency, and drawn attention to the cultural and political work of heritage performance. The ways visitors use emotion and imagination has also received greater attention. Rather than heritage value as intrinsic to sites, and best identified by the professional, recent theoretical understandings position visitors as active co-creators of heritage. How these new ideas might be applied in practice, and how organisations could most productively share authority for meaning-making, has not been sufficiently addressed. This research positions itself in that gap, and seeks to contribute to a conversation about how theory translates to practice.  The Department of Conservation (DOC) was selected as an information-rich case study. At the time of research, the Department was in its third and final phase of new policy work that places greater emphasis on working in collaboration with others. Semi-structured interviews were conducted with four DOC staff from across a range of roles. A further three interviews were undertaken with DOC partners and a contractor connected with sites discussed by DOC interviewees.  The findings show that while heritage managers accept that visitors will make a variety of meanings at a site, they do not currently have a robust understanding of the meanings their visitors are making; of what they think and feel, and what a visit to the site really means to them. Only recently has getting this knowledge really appeared a priority, and organisations are still working out how best to collect this data, and how it could then inform their practice. This lack of understanding has inhibited practitioners' ability to respond to visitors, and to recognise the cultural work they do. When it came to partnerships, organisations were more invested in both understanding and responding to the other party. In some cases, they were willing to add to or modify their own ideas about what the value of the heritage was, or what stories it could be used to tell. A flexible and reflexive practice is advocated, in which organisations are clear about their own goals, recognise and engage with the meanings visitors and partners make, and are open to the possibility of being changed themselves in the process.</p>

The Triumph of Diplomacy and Leadership

2019 ◽  
pp. 129-146
Author(s):  
Beth A. Fischer
Keyword(s):  
Cold War ◽  
Arms Race ◽  
Moral Leadership ◽  
Nuclear Security ◽  
Mutual Interest ◽  
New Thinking ◽  
New Ideas ◽  
Security Concerns ◽  
The Cold War ◽  
Nuclear Arms

Triumphalism not only claims to explain the surprising end of the Cold War, it also stipulates how to cope with current conflicts. But triumphalism is a series of myths. President Reagan did not seek to destroy the USSR; rather, he sought to improve superpower relations so as to eliminate nuclear arsenals. Moreover, his initial hard-line policies did not compel the USSR to disarm, reform, and collapse. They strengthened the position of Soviet hard-liners who opposed disarmament, made it more difficult for Gorbachev to implement New Thinking, and brought the superpowers to the brink of war. In short, compellence failed miserably. The Cold War was resolved through diplomacy, not threats. President Reagan eventually engaged in meaningful dialogue so as to ease Moscow’s security concerns, build trust, and focus on the superpowers’ mutual interest in eliminating nuclear arms. For his part, Gorbachev sought to end the arms race so as to divert resources to democratization. He too sought dialogue and trust. The ending of the Cold War demonstrates the importance of moral leadership. Reagan and Gorbachev both rose above their differences and introduced new ideas about nuclear security. Consequently, both encountered serious domestic opposition. Each persevered, however, leading their nations toward a safer, more humane future.

ENGAGING THE CREATIVE MINDS — THE ENGAGE MODELS

2008 ◽  
Vol 05 (01) ◽  
pp. 149-165 ◽  
Author(s):  
C. M. CHANG
Keyword(s):  
Creative Process ◽  
Rapid Development ◽  
Creative People ◽  
Thinking Strategies ◽  
New Thinking ◽  
New Ideas ◽  
Creativity And Innovation

All enterprises need creativity and innovation to maintain and sustain long term profitability. This paper advocates the rapid development of the creative process by applying an ENGAGE model. In order to frequently generate new ideas, creative people need to pursue new thinking strategies, which are outlined by a second ENGAGE model. It is believed that by consistently emphasizing both the creative process and the thinking strategies outlined in these two ENGAGE models, individuals and companies could become inventive and innovative much sooner than otherwise, thus contribute more effectively to the wellbeing of their enterprises and to the society at large.

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