1. Where does the centre of learning of Archaeology studies lie in?





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MCQ-> Read the following passage and answer the questions. Passage: Archaeologists study human prehistory and history, from the development of the first stone tools at Lomekwi, eastern Africa, 3.3 million years ago up until recent decades. Archaeology as a field is distinct from the discipline of paleontology, the study of fossil remains. Archaeology is particularly important for learning about prehistoric societies, for whom there may be no written records to study. Prehistory includes over 99% of the human past, from the Paleolithic until the advent of literacy in societies across the world. Archaeology has various goals, which range from understanding culture history to reconstructing past life, ways to documenting and explaining changes in human societies through time. The discipline involves surveying, excavation and eventually analysis of data collected to learn more about the past ... Archaeology developed out of antiquarianism in Europe during the 19th century, and has since become a discipline practiced across the world. Since its early development, various specific sub-disciplines of archaeology have developed, including maritime archaeology, feminist archaeology and archaeoastronomy, and numerous different scientific techniques have been developed to aid archaeological investigation. Nonetheless, today, archaeologists face many problems, such as dealing with pseudoarchaeology, the looting of artifacts, a lack of public interest, and opposition to the excavation of human remains.The purpose of Archaeological studies is different from paleontology, which mainly deals with ...........
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MCQ-> Analyse the following passage and provide appropriate answers for questions that follow. The understanding that the brain has areas of specialization has brought with it the tendency to teach in ways that reflect these specialized functions. For example, research concerning the specialized functions of the left and right hemispheres has led to left and right hemisphere teaching. Recent research suggests that such an approach neither reflects how the brain learns, nor how it functions once learning has occurred. To the contrary, in most ‘higher vertebrates’ brain systems interact together as a whole brain with the external world. Learning is about making connections within the brain and between the brain and outside world. What does this mean? Until recently, the idea that the neural basis for learning resided in connections between neurons remained a speculation. Now, there is direct evidence that when learning occurs, neuro – chemical communication between neurons is facilitated, and less input is required to activate established connections over time. This evidence also indicates that learning creates connections between not only adjacent neurons but also between distant neurons, and that connections are made from simple circuits to complex ones and from complex circuits to simple ones As connections are formed among adjacent neurons to form circuits, connections also begin to form with neurons in other regions of the brain that are associated with visual, tactile, and even olfactory information related to the sound of the word. Meaning is attributed to ‘sounds of words’ because of these connections. Some of the brain sites for these other neurons are far from the neural circuits that correspond to the component sounds of the words; they include sites in other areas of the left hemisphere and even sites in the right hemisphere. The whole complex of interconnected neurons that are activated by the word is called a neural network. In early stages of learning, neural circuits are activated piecemeal, incompletely, and weakly. It is like getting a glimpse of a partially exposed and blurry picture. With more experience, practice, and exposure, the picture becomes clearer and more detailed. As the exposure is repeated, less input is needed to activate the entire network. With time, activation and recognition become relatively automatic, and the learner can direct her attention to other parts of the task. This also explains why learning takes time. Time is needed to establish new neutral networks and connections between networks. Thi suggests that the neutral mechanism for learning is essentially the same as the products of learning. Learning is a process that establishes new connections among networks. The newly acquired skills or knowledge are nothing but formation of neutral circuits and networks.It can be inferred that, for a nursery student, learning will ...
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MCQ-> Study the following information carefully• and answer the questions given below : Seven friends, namely, M, N, 0, P, Q, R and S, have one essay competition each on seven different days of the same week from Monday to Sunday, but not necessarily in the same order. Each one of them studies in different classes, viz, First, Second, Third, Fourth. Fifth. Sixth and Seventh, but not necessarily in the same order. The one who studies in the First Standard has an essay competition on Saturday. S studies in the Second Standard and has an esay competion on Wednesday. N has the essay competition immediately before Q. N does not have the essay competition on any day after that of S. The one who studies in the Seventh Standard does not have an essay competition on any of the days on or before Friday. The one who studies in the Third Standard has the essay competition immediately after 0. Q does not study in the Fifth Standard. The one who studies in the Sixth standard does not have the essay competition immediately before or after S. R does not have the essay competition on Sunday and does not study in the Third Standard. P does not have the essay competition on any of the days before that of M.In which of the following standards does R study ?
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MCQ-> Read the following passage carefully and answer the questions given below it. Certain words/phrases have been printed in bold to help you locate them while answering some of the questions. The wisdom of learning from failure is incontrovertible. Yet organisations that do it well are extraordinarily rare. This gap is not due to a lack of commitment to learning. Managers in the vast majority of enterprises that I have studied over the past 20 years —pharmaceutical. financial services, product design, telecommunications, and construction companies: hospitals; and NASA’s space shuttle program, among others— genuinely wanted to help their organisations learn from failures to improve future performance. In some cases they and their teams had devoted many hours to afteraction reviews, postmortems, and the like. But time after time I saw that these painstaking efforts led to no real change. The reason: Those managers were thinking about failure the wrong way. Most executives I’ve talked to believe that failure is bad (of course!). They also believe that learning from it is pretty straightforward: Ask people to reflect on what they did wrong and exhort them to avoid similar mistakes in the future—or, better yet, assign a team to review and write a report on what happened and then distribute it throughout the organisation. These widely held beliefs are misguided. First, failure is not always bad. In organisational life it is sometimes bad, sometimes inevitable, and sometimes even good. Second, learning from organisational failures is anything but straightforward. The attitudes and activities required to effectively detect and analyze failures are in short supply in most companies, and the need for context-specific learning strategies is underappreciated. Or – ganisations need new and better ways to go beyond lessons that are superficial (“Procedures weren’t followed”) or self-serving (“The market just wasn’t ready for our great new product”). That means jettisoning old cultural beliefs and stereotypical notions of success and embracing failure’s lessons. Leaders can begin by understanding how the blame game gets in the way. The Blame Game Failure and fault are virtually inseparable in most households. organisations, and cultures. Every child learns at some point that admitting failure means taking the blame. That is why so few organisations have shifted to a culture of psychological safety in which the rewards of learning from failure can be fully realised. Executives I’ve interviewed in organisations as different as hospitals and investment banks admit to being torn: How can they respond constructively to failures without giving rise to an anything-goes attitude? If people aren’t blamed for failures, what will ensure that they try as hard as possible to do their best work? This concern is based on a false dichotomy. In actuality, a culture that makes it safe to admit and report on failure can—and in some organisational contexts must–coexist with high standards for performance. To understand why, look at the exhibit “A Spectrum of Reasons for Failure,” which lists causes ranging from deliberate deviation to thoughtful experimentation. Which of these causes involve blameworthy actions? Deliberate deviance, first on the list, obviously warrants blame. But inattention might not. If it results from a lack of effort, perhaps it’s blameworthy. But if it results from fatigue near the end of an overly long shift, the manager who assigned the shift is more at fault than the employee. As we go down the list, it gets more and more difficult to find blameworthy acts. In fact, a failure resulting from thoughtful experimentation that generates valuable information may actually be praiseworthy. When I ask executives to consider this spectrum and then to estimate how many of the failures in their organisations are truly blameworthy, their answers are usually in single digits—perhaps 2% to 5%. But when I ask how many are treated as blameworthy, they say (after a pause or a laugh) 70% to 90%. The unfortunate consequence is that many failures go unreported and their lessons are lost. Question : sophisticated understanding of failure’s causes and contexts will help to avoid the blame game and institute an effective strategy for learning from failure. Although an infinite number of things can go wrong in organisations, mistakes fall into three broad categories: preventable, complexity-related, and intelligent.Which of the following statement (s) is/are true in the context of the given passage ? I. Most executives believe that failure is bad and learning from it is pretty straightforward. II. The wisdom of learning from failure is disputable. III. Deliberate deviance, first on the list of the exhibit, “A Spectrum of Reasons for Failure” obviously warrants blame.....
MCQ-> Study the following information and answer the given questions. Seven people, namely C, D, E, F, G, H and I like different cities namely, Surat, Kolkata, Bangalore, Mumbai, Ranchi, Delhi and Pune. Each of them studies in either of three schools viz. DAS, RIS and VCS with atleast two of them in a school. (Note : None of the information given is necessarily in the same order.) F studies with the one who likes Bangalore in RIS. The one who likes Delhi studies only with H. H does not like Bangalore. C studies with those who like Surat and Pune. C does not study with F. E studies only with the one who likes Mumbai. The one who likes Mumbai does not study with the one who likes Delhi. More than one person studies with D. D does not like Pune. Both I and the one who likes Ranchi study in the same school but not in DAS. H does not like Ranchi. –Which of the following combinations represents the school in which E studies and the city he likes ?
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