Strategies in Order to Avoid Plagiarism Assignment

Systems so as to Avoid Plagiarism - Assignment Example written falsification could be an approach to keep down people’s potential to practice their imagination and individual thoughts on specific things in light of the fact that, at long last, there would just be applicable duplications of ideas as an end result of not essentially refering to the correct writer or taking others’ words as own. Hence, unoriginality could remain as a movement constraining the capability of an individual to think about his own thoughts and ideas on specific issues for example. This movement should, subsequently, debase scholarly quality, so it is imperative to consider fundamental systems so as to keep someone from appropriating. The following are a portion of the procedures so as to stay away from counterfeiting. Three methodologies to keep away from copyright infringement Citing or crediting the reference source is one significant methodology to evade counterfeiting (EC-Council, 2009). By ascribing the reference source, an essayist or speaker is offering credit to an individual or article as the beginning spot of relating thoughts. It isn't a great idea to consider a thought and respect it with full possession on the off chance that someone previously had it claimed in any case. So as to think about that thought with no issue, crediting the source is one of the most significant activities an essayist or speaker could apply. So so as to accomplish this, it is a great idea to return to the essential and utilize considerable exertion to refer to writers and other related wellsprings of some significant thoughts. In the time of cutting edge innovation, it is currently simple to identify whether a bit of article is an appropriated yield. There are some accessible online apparatuses or programming that could be utilized so as to distinguish the comparability of utilized words or data. Such are the normal instruments utilized in different scholarly organizations. So as to keep from having comparative yields, one should, in t his manner, see how these online devices work. On account of a portion of these instruments, the number or level of comparable words is normally considered. In this way, when there is a higher number of level of vicinity, there is, in this manner, a prevalent sign of genuine literary theft. Now, another potential technique that could be utilized so as to forestall written falsification includes either summarizing or rethinking (Tensen, 2012). This procedure would likewise be viable when one needs to appropriately report the source (Van Blerkom, 2009). At some specific level, one isn't constrained to consolidate these two. Truth be told, this, for example, would additionally upgrade the composing aptitudes of the author, however most importantly, there is incredible thought of warding off the high estimation of likeness between the ongoing and existing yields. Be that as it may, in this technique, it would at present be viable to quality the source. Consequently, rewording or rethink ing in addition to refering to the source would guarantee a free-counterfeited yield.

Evolution of Entrepreneurship Essay

Business is a term, which has advanced throughout the years. Beforehand business visionaries were doing such a large number of things that it expanded the genuine meaning of a business person. The meaning of a business person â€Å"is one who embraces to sort out, oversee, and accept the dangers of a business† (Kuratko). In the 21st century business person are viewed as trend-setter or engineer who perceive and take advantage of lucky break. These kinds of individuals are likewise liable for changing over the open doors into functional/attractive thoughts (Kuratko). The term business person went from significance â€Å"risk-bearing† to now the 21st century meaning creator, trailblazer, advertiser, supervisor, and coordinator and daring individual. Those are the quality ordinarily controlled by a business visionary. The Ten Myths Associated With Entrepreneurship 1. Business visionaries are practitioners, not masterminds: Doing is extraordinary however in the event that your not thinking carefully, at that point your activities won’t get you far. 2. Business visionaries are conceived, not made: An individual can be brought into the world with persistence or great relational abilities however that doesn’t mean these characteristics must be had to be a decent business visionary. Today universities are instructing enterprise classes, these classes help future businesspeople open the key fixings to being fruitful. 3. Business visionaries are consistently creators: Some individuals re-imagine the wheel to be increasingly effective. Most business visionaries are taking something that is as of now settled, marginally bending the set up item or thought and selling it. 4. Business visionaries are scholastic and social loners: This comes the media pushing the way that numerous enormous and effective organizations have proprietors or makers that were secondary school or school dropouts. There are such a large number of business people today, and you just know about the ones who are dropouts and finding real success. How regularly do you catch wind of the Harvard or Yale graduate who maintains a multi-million dollar business? Those sorts of proprietors are extremely common. 5. Business people must fit the â€Å"profile†: It’s difficult to state that you should look a specific method to excel throughout everyday life. In the event that that’s the case Bill Gates should work at McDonalds. Today numerous Americans interface accomplishment to attractive individuals. 6. All entrepreneurs’ need is cash: Money assists with pretty much everything. It regularly takes a minimal expenditure to win a minimal expenditure. This isn’t consistently the case however, take a gander at the little website organizations that began with school folks working out of a cellar or carport. Through great money related arranging and an all around oversaw business anybody can be a business person. 7. All entrepreneurs’ need is karma. Karma can unquestionably assume a job in maintaining a fruitful business. Albeit, appropriate arranging and readiness are typically the explanation for such achievement. 8. Obliviousness is happiness for business visionaries. This relates a great deal to karma, on the off chance that you are careless in regards to something inside the business, it was karma that let you get by. Once more, arranging and readiness are the basic beliefs a business person must have to get by, yet to prevail over the long haul. 9. Business peopl e look for progress yet experience high disappointment rates: Not all business visionaries come up short, for instance Bill Gates. There isn’t a business out there that has never experienced harsh occasions, it’s unavoidable. 10. Business people are outrageous daring people: Most business visionaries realize what sort of hazard there taking, its ordinarily a very much idea out arrangement that there attempting to accomplish. What are the significant components in the structure for business enterprise introduced in Figure 2.4? Give instances of every component There are four significant components in the structure for business enterprise. The first is â€Å"The Individual† the components of this measurement are: requirement for accomplishment, locus of control, hazard taking penchant, work fulfillment, past work understanding, pioneering guardians, age and training. The second is â€Å"The Environment† which incorporates factors, for example, investment accessibility, nearness of experienced business people, in fact gifted work power, to give some examples. The third measurement is â€Å"The Organization† which has less factors including: sort of firm, innovative condition, accomplices, key variable and serious section wedges. The last measurement is â€Å"The Process† which holds factors, for example, finding a business opportunity, amassing assets, advertising items and admin istrations. Rundown and clarify, in detail, the three (3) points of interest of building up an intrapreneurial reasoning. Enterprise endeavor is the procedure of beneficially making advancement inside an authoritative setting. The primary preferred position is it adopts numerous strategies; inventive directors urge a few ventures to continue in equal turn of events. The subsequent bit of leeway is it shows intuitive learning inside a creative situation, learning and exploring thoughts that are cut across customary practical lined in the association. The last preferred position is the skunkwork, which implies each profoundly imaginative endeavor utilizes bunches that work outside customary lines of power. Intrapreneurial Strategy Managers need to 1.) build up the vision, 2.) empower advancement, 3.) structure for an intrapreneurial atmosphere and 4.) create adventure groups. Common vision is basic to an organization that is determined to elevated requirements, including high accomplishment and objectives. Next, urging development is critical to long haul accomplishment of an organization. On the off chance that the organization isn’t pushing ahead, at that point they will inevitably tumble off. Staying aware of the opposition will just get you to the extent them, utilizing radical advancement is the genuine key victor. Organizing for an intrapreneurial atmosphere implies keeping up a tranquil situation for the workers. The earth manages commotion related issues as well as mentalities among workers and independence. The last technique is adventure group, which is made out of at least two individuals who officially make and offer the responsibility for new association. It could be said an endeavor group is an independent venture working inside an enormous business and its quality is its emphasis on configuration issues for imaginative exercises (Kuratko). References: Kuratko, Donald F. what's more, Hodgetts, Richard M. Business enterprise: Theory, Process, and Practices, Sixth Edition

Managerial Economics Assignment Example | Topics and Well Written Essays - 2250 words

Administrative Economics - Assignment Example The firm would be more awful off, on the off chance that it created in the short run in light of the fact that the all out misfortune that the firm will acquire for this situation is 380 AED (120-500). It is reasonable if the firm closes down and spares 200 AED instead of losing 380 AED in the short run. At where the firm creates 30 units and sells every unit at 4 AED, MRC (minimal income cost) is not exactly AVC (normal variable expense). Expecting that Coke has just accomplished the syndication status with the end goal that Coke is a monopolist, Coke effectively draws in itself in value separation since it has value setting power (Carbaugh). Given that there is a distinction in value versatility of interest for Coke in different areas, the organization changes its cost and concentrates customer overflow, which prompts extra income and benefit. Coke segregates on cost by offering its item to merchants at various costs. For example, the cost of the equivalent container of Coke in Seattle is higher than it is in Sidney. Independently, customers from the UK buy Coke at a more significant expense, contrasted with shoppers from different nations inside the mainland. At the point when Coke can isolate the business sectors, it makes benefits meant by territory MC, P, X, Y + MC1, P1, X1, Y1. The cost charged when Coke isolates the market will be P while yield Q will be delivered in a generally flexible sub-showcase. Coke will charge a lower cost in a moderately inelastic sub-advertise (P1). At the point when duopolists, Etisalat and Du structure a cartel between themselves, the organizations would need to augment their joint benefits by delivering a littler amount and charging more significant expenses. The ideal all out modern yield chose by Etisalat and Du would be the restraining infrastructure amount (Agarwala). It would be concurred that Etisalat and Du contribute underway of the concurred amount and afterward share the benefit between them similarly. Subsequently, the cost and yield in the market will be influenced in that the

Case study Analisis Example | Topics and Well Written Essays - 750 words

Analisis - Case Study Example Another reasonable justification is the mature age of the airplane. This specific airplane was nineteen years of age and had worked for 35,496 hours (Aubury, 2012). Accordingly, its casings, joints, and skin could have been extended as the fuselage had been siphoned up the most extreme degree of weight (Hawaiian Steam Engineering, 1997). The plausible fundamental driver of the mishap, as dictated by the NTSB, focuses to the reality the mishap happened significantly because of basic and mechanical variables. The disappointment of the lap joint S-1OL and the fuselage of the upper flap are on the whole mechanical variables; be that as it may, there are contributing elements like which could cause the mishap (Aviation Safety Network, 2012). These auxiliary and mechanical components were broadly ascribed to the inability to direct ceaseless and meaningful instrument and investigation on the airplane by the Aloha Airlines. This basic and mechanical condition was likewise credited to erosion, since the airplane was to work in a beach front condition and was, consequently, presented to dampness and salt. Its mature age is another purpose behind the mechanical breakdown that prompted the mishap (MacPherson, 1998). Furthermore, smugness with respect to Boeing about fuselage prompted the mechanical disappointment. While Boeing was worried about its old airplane, its designers had an innocent confidence that if a fuselage broke anyplace, a â€Å"lead crack† would develop along the skin until it arrives at the casing of the fuselage, at that point turn at right edges and a triangular formed remove would in the long run blow and dump fuselage pressure securely (Hawaiian Steam Engineering, 1997). As a result of this smugness, the vast majority of the auxiliary and mechanical perspectives with respect to the fuselage were disregarded and this eventually prompted the mishap. The Aloha Airlines likewise appeared to have overlooked such a large number of security proposals from the

Oh the People You See

Oh the People You See Today was moving day. My role in life on May 25th, was to move all of my crap (believe me, a lot of it is crap) up a floor (onto Conner 3) and down the hall. This took several hours, partially because I didnt care enough to pack everything into 4 boxes and partially due to the fact that I have a lot of crap. 20ish trips and multiple breaks later I had almost everything moved and decided to call it a day. All thats left is bedding (should I just sleep in my old room tonight or move all the bedding up?), bathroom stuff, and kitchen stuff. Seeing as I bathe just about as much as I cook (Ill let you figure out the rate of each) neither should take very long (oops, gave it away). Now all thats left is to get all of this stuff out of bags, boxes, and various other vessels (of varying qualities of plastic), put away, and start enjoying my summer. After giving up on my packing I spent some time installing software (SolidWorks, Dreamweaver, Windows Video Encoder) and playing with the webcam I won for 6.270. Its kinda fun, actually, Ive never messed with webcams before, and its really easy to hook up so it streams online. Anywho, after playing with computers for a while (and listening to Blast! at a volume that probably have angered people on the floor above me had there actually been somebody there, I got a text from Jordan inviting me to an EMT barbecue over at East Campus. Free food? Yes. Two cheese-dogs, one normal hot dog, and a mushroom burger later I was uncomfortably full and ready to head back, but Jordan had an I lost my rugby ball epiphany and remembered that she had left it in one of the side compartments of the MIT ambulance so we walked over to the Stata Center to retrieve it (the ambulance lives in the basement of Stata). After successfully retrieving Ruggles (Jordan doesnt know Ive named him that yet) we headed back to Burton-Conner so Jordan could pick up her bike. On the way back we were chatting about various BBQ intricacies when we approached a couple heading in the opposite direction. I looked. Then I stared. Then I probably made a weird face (I hope they didnt notice) because I couldnt quite figure out what I was seeing. It looked a lot like Susan Hockfield, but it couldnt be. I mean, it was like 8:15 PM, nowhere near her house, and whoever this lady was she was wearing bluejeans and a shirt, definitely not what the president of MIT would ever wear in public, right? After staring directly at her for a good five seconds as she spoke with her husband, I realized that it was indeed Susan Hockfield. Something you will always find strange at MIT is seeing important adult figures wandering around campus. Sure, youll see Prof. Auroux every day in 18.02 but the instant you see him cross Mass Ave to go to the student center youll get this really strange feeling deep down inside. Prof. Sadoway anywhere but in 10-250 just doesnt exist, right? Seeing Susan Hockfield and her husband walk down Vassar street towards you is just bizarre, absolutely bizarre. They passed without noticing (at least, I hope. Remember, goofy face on this end). After a fair distance I nudged Jordan. That was TOTALLY Susan Hockfield. *looks over her shoulder* Youre right! I need to pay attention more. Weird. Yeah, I feel kinda weird, we were talking about barbecue. Hm. So, in order to make up for my lack of cordiality Id like to take this opportunity to say hello to Susan Hockfield. Hello Susan Hockfield. There, I feel a little better now. In other news, we landed on Mars tonight!

Yale SOM Curriculum, Admissions, and What the Future Holds

document.createElement('audio'); https://media.blubrry.com/admissions_straight_talk/p/www.accepted.com/hubfs/Podcast_audio_files/Podcast/IV_Laurel_Grodman_Yale_SOM_2018.mp3Podcast: Play in new window | Download | EmbedSubscribe: Apple Podcasts | Android | Google Podcasts | Stitcher | TuneIn | Spotify Interview with Laurel Grodman, Director of Admissions for Analytics and Evaluation at Yale SOM [Show Summary] Laurel Grodman, Director of Admissions for Analytics and Evaluation at Yale SOM, shares her perspective on how Yale differentiates itself from its competition and what it takes to be a successful applicant. The school has experienced explosive year-over-year growth in application volume for the last five years. Let’s learn what Laurel sees for the future. Yale SOM: The Curriculum, Admissions, and What the Future Holds [Show Notes] It gives me great pleasure to welcome for the first time to Admissions Straight Talk Laurel Grodman, Director of Admissions, Analytics and Evaluation at Yale School of Management. Laurel is a Yalie through and through. She earned her BA at Yale University in 2002 and her MBA from Yale SOM in 2006. After working for Citigroup and Unilever she returned to Yale as Senior Associate Director for Career Development in 2010. In 2014, she became the Director of Admissions for Analytics and Evaluation. Let’s start with the basics. Can you give me a brief overview of the full-time MBA program at Yale SOM, focusing on differentiators? [1:59] I like to start with our mission, which is to educate leaders for business and society, which is the founding mission of the school and brings everything together. That mission in and of itself is a differentiator in terms of the candidates it attracts and where alumni focus their careers, but in addition to that there are three things: 1. We aim to be the business school most integrated with its home university. You really are part of Yale more broadly, with access to classes across the entire university. You can choose electives in any number outside of the school and we encourage students to take advantage of that. 2. Our objective is to be the most distinctly global business school in the U.S. We have a global studies requirement so every student will engage globally at least once. That is fueled by our membership in the Global Network for Advanced Management which is a network established six years ago that brings together 30 business schools from around the world to provide travel options and global experiences. 3. Our integrated curriculum: we teach the business fundamentals and we teach them well, but beyond that we go a step further in terms of how it all works together. Beyond traditional core curriculum we organize around organizational perspective. It’s much more deliberate in terms of how courses work together – with co-teaching, and experts from across entire university. Organizational problems require you to pull from a bunch of different areas so that is how we like to teach it to students. What’s new at Yale SOM? [7:05] We’ve continued our streak of strong new faculty hires in all areas. We’ve also continued to build our master degree programs. We have a masters in systemic risk, and we are bringing in our inaugural class in Master of Management Studies in Global Business and Society, a small but probably growing program for early career students. This brings an additional voice to campus, more perspective to the class which is great. We are also in the midst of a search for our next dean, in its earlier stages more info gathering at this point. Is the global nature of Yale mostly due to the network of 30 schools or is it supplemented by the more traditional global treks, exchanges, etc. [9:50] I think it’s both. Yale was certainly a global place to be before the network, but it has been expanded based on the global network weeks. Twice a year 700 students will travel to one of 17 or so campuses to learn from a week in that campus/region’s area of expertise in a truly global classroom, from all 30 schools. That kind of opportunity wouldn’t have been possible without the network, but we’ve always had a strong international community, to bring global perspective to the classroom What is something really cool that a Yale grad is doing? [11:31] I recently did an admissions reception in London with alums and every one of them was doing something cool. We have a Class of 2014 graduate who has gone to the international office of CNN and is VP of International Operations and Strategy for CNN Digital, but what I loved about her is I worked with her when I was in the CDO and her previous experience was in nonprofit, so she made a significant pivot in her career, which was really wonderful. A graduate from the early 90s is passionate about economic development in urban areas and working on public/private partnerships which are coming up a lot in reading about our applicants’ interests. In a very random sampling with this group people were doing anything you can imagine. I sometimes find that applicants look at their MBA applications and feel the requirements are random, when in fact the elements are included strategically and purposefully. Can you go into the purpose of some of the different elements of the application: [14:30] They all feed into a fairly straightforward higher framework that we think about so I’ll outline that and then talk about it in the elements. We are looking for three things – people who are academically prepared, people who have demonstrated impact in their professional life and outside of the professional setting, and engaged community members. Everything we ask for feeds into one or more of those areas. 1) The resume, most directly relates to impact, and helps us understand career trajectory, transitions you’ve made, and most specifically the impact you’ve had on the teams and organizations you’ve been with. It’s not just about listing job responsibilities and what difference you’ve made, but in the community as well. 2) Yale’s single essay, we ask our applicants to describe the biggest commitment they have ever made. And that, too, has the potential to tell us about a number of different aspects. We are looking for an understanding of how you approach the thing that is most important to you. There is no right topic to write about. 3) The video component, helps us with a couple different things. On the most basic level it gives us a quasi face-to-face interaction before being invited for an interview and a sense of how you think on your feet, which certainly in the MBA classroom is helpful. For our candidates for whom English is not a native language, it gives us the ability to assess that and to eliminate English testing requirements (we no longer require the TOEFL), and then we do ask specific things in the questions to get a better understanding of leadership, and reactions to certain situations, which adds more dimension to an application. 4) Two professional recommendations, most directly lead to the impact piece and understand better your potential as a leader. We ask ideally for someone who is a current supervisor or who has supervised recently who knows you in and out to interact with daily and can speak to strengths and contributions. Think about how those two would complement each other. 5) The interview. It is by invitation, and anyone offered admission will have had an interview. It gives us an opportunity to continue to tease out information about work experience, contributions and then talk more about goals, why you want to come to business school, again going beyond the 2-dimensions we get on paper. It also gives the interviewee an important opportunity to learn more about us, and the majority are conducted by second- year students because it provides another vantage point into the school. Last year Yale enjoyed a 12% increase in its application volume. How was application volume for this year’s entering class? [23:13] We’ve been so fortunate to see dramatic and sustained growth. This past year was our second highest volume. Has Yale experienced a drop in international applications? Is it harder for internationals who do apply to obtain visas? [24:28] I would say they were down a little. I am always hesitant to make sweeping judgments based on one year. We will continue to look at it, but it was not so incredibly dramatic a decline to panic, but we are certainly looking at it. Anecdotally I have heard a few instances where people with H1B visas are staying at their jobs as opposed to giving it up. For the class of 2019, the middle 80% GMAT range was 690 -760 and the middle 80% GPA ranges was 3.38 – 3.94. The averages were 730 for the GMAT, 330 for the GRE, and 3.69 for the undergrad GPA. What do you look for besides stats? How does one get in with below average stats? [27:23] Obviously we look at lots of things beside stats, and our discussion to this point hasn’t talked about academics at all. It is important to start by saying we don’t have cutoffs. We want people to come here who will succeed and thrive. We don’t want to set you up for failure so we do think about how you will fare once here. Take the ranges knowing there are many components of the application. In terms of thinking about how to get in with lower stats, be aware of weaknesses and don’t be afraid to think about ways to counter that by either taking action or giving us more information. So I think about GPA and GMAT as parts of a whole. If undergrad performance was lower, we will put more weight on the GMAT, so show us how focused you are now with that higher score. Could supplemental coursework make sense? Maybe some quant courses would help. Demonstrate you can do the work, be aware, and think of ways to counter weaknesses. It’s helpful to be above ran ge in some areas – so having great professional impact, for example. Give us context if your stats aren’t where you wanted them to be. We have an optional statement, and use it if it is relevant. What are the most common mistakes that you feel applicants make? [32:55] An applicant who is not being genuine, who is telling us what they think we want to hear based on what they know about SOM and our community. It is not good to force things, so making up career interests that sounds like something an adcom would be interested in when they are not listed anywhere else in the application is a red flag. It is hard to maintain a faà §ade across the entire application process it’s much easier to be yourself. Another is not leaving enough time for the process. If this is important you need to plan for it, and a rushed application is very noticeable – like force fitting another school’s essay into ours. We ask something quite distinct, and it is obvious when you have written an essay for another school. Careless errors also come out, like misspelling. We assume this is an important process for you, and therefore the effort you put in is the same you would for anything that is important to you. If there are errors in the application it reflects poorly on you. You graduated from Yale 12 years ago. What do you look back on most fondly? [37:41] It is never productive to talk about the community because so many schools have great communities, but as an alum I feel like I have a little leeway. From that perspective, I’d choose the network of peers, role models, colleagues, and lifelong friends. It is rewarding to look back on those precious two years of forging those friendships in so many contexts. Related Links: †¢Ã‚  Yale SOM MBA Admissions †¢ Yale SOM MBA Essay Tips Deadlines †¢ Leadership in Admissions, a free guide †¢ Accepteds MBA Admissions Services Related Shows: †¢Ã‚  A Lot About Yale SOM’s EMBA Program – And a Little About One Year MBAs †¢Ã‚  Mission and Admissions at Yale School of Management †¢ What to do About a Low GPA, an Encore Subscribe: Podcast Feed

The African Berbers

The Berbers, or Berber, has a number of meanings, including a language, a culture, a location, and a group of people: most prominently it is the collective term used for dozens of tribes of pastoralists, indigenous people who herd sheep and goats and live in northwest Africa today.  Despite this simple description, Berber ancient history is truly complex. Who Are the Berbers? In general, modern scholars believe that the Berber people are descendants of the original colonizers of North Africa. The Berber way of life was established at least 10,000 years ago as Neolithic Caspians. Continuities in material culture suggest that the people living along the coasts of the Maghreb 10,000 years ago simply added domestic sheep and goats in when they became available, so the odds are theyve been living in northwest Africa for much longer. Modern Berber social structure is tribal, with male leaders over groups practicing sedentary agriculture. They are also fiercely successful traders  and were the first to open the commercial routes between Western Africa and sub-Saharan Africa, at locations such as Essouk-Tadmakka in Mali. The ancient history of the Berbers is by no means as tidy. Ancient History of Berbers The earliest historical references to people known as Berbers are from Greek and Roman sources. The unnamed first century AD sailor/adventurer who wrote the Periplus of the Erythrian Sea describes a region called Barbaria, located south of the city of Berekike on the Red Sea coast of east Africa. The first century AD Roman geographer Ptolemy (90-168 AD) also knew of the Barbarians, located on the Barbarian bay, which led to the city of Rhapta, their main city. Arabic sources for the Berber include the sixth-century poet Imru al-Qays who mentions horse-riding Barbars in one of his poems, and Adi bin Zayd (d. 587) who mentions the Berber in the same line with the eastern African state of Axum (al-Yasum). The 9th-century Arabic historian Ibn Abd al-Hakam (d. 871) mentions a Barbar market in al-Fustat. Berbers in Northwest Africa Today, of course, Berbers are associated with people indigenous to northwest Africa, not east Africa. One possible situation is that the northwestern Berbers were not the eastern Barbars at all, but instead were the people the Romans called Moors (Mauri or Maurus). Some historians call any group living in northwest Africa Berbers, to refer to the people who were conquered by Arabs, Byzantines, Vandals, Romans, and Phoenicians, in reverse chronological order. Rouighi (2011) has an interesting idea that the Arabs created the term Berber, borrowing it from the east African Barbars during the Arab Conquest, their expansion of the Islamic empire into North Africa and the Iberian peninsula. The imperialist Umayyad caliphate, says Rouighi, used the term Berber to group the people living nomadic pastoralist lifestyle in northwestern Africa, about the time they conscripted them into their colonizing army. The Arab Conquests Shortly after the establishment of the Islamic settlements at Mecca and Medina in the 7th century AD, the Muslims began expanding their empire. Damascus was captured from the Byzantine Empire in 635 and by, 651, Muslims controlled all of Persia. Alexandria in Egypt was captured in 641. The Arab conquest of North Africa began between 642-645  when general Amr ibn el-Aasi based in Egypt led his armies westward. The army quickly took Barqa, Tripoli, and Sabratha, establishing a military outpost for further successes in the Maghreb of coastal northwestern Africa. The first northwestern African capital was at al-Qayrawan. By the 8th century, the Arabs had kicked the Byzantines completely out of Ifriqiya (Tunisia) and more or less controlled the region. The Umayyad Arabs reached the shores of the Atlantic in the first decade of the 8th century and then captured Tangier. The Umayyads made Maghrib a single province including all of northwestern Africa. In 711, the Umayyad governor of Tangier, Musa Ibn Nusayr, crossed the Mediterranean Sea into Iberia with an army made up mostly of ethnic Berber people. Arabic raids pushed far into the northern regions and created the Arabic Al-Andalus (Andalusian Spain). The Great Berber Revolt By the 730s, the northwestern African army in Iberia challenged Umayyad rules, leading to the Great Berber Revolt of 740 AD against the governors of Cordoba. A Syrian general named Balj ib Bishr al-Qushayri ruled Andalusia in 742, and after the Umayyads fell to the Abbasid caliphate, the massive orientalization of the region began in 822 with the ascent of Abd ar-Rahman II to the role of Emir of Cordoba. Enclaves of Berber tribes from Northwest Africa in Iberia today include the Sanhaja tribe in the rural parts of the Algarve (southern Portugal), and the Masmuda tribe in the Tagus and Sado river estuaries with their capital at Santarem. If Rouighi is correct, then the history of the Arab Conquest includes the creation of a Berber ethnos from the allied but not previously related groups of northwestern Africa. Nonetheless, that cultural ethnicity is a reality today. Ksar: Berber Collective Residences House types used by modern Berbers include everything from movable tents to cliff and cave dwellings, but a truly distinctive form of building found in sub-Saharan Africa and attributed to Berbers is the ksar (plural ksour). Ksour are elegant, fortified villages made completely with mud brick. Ksour have high walls, orthogonal streets, a single gate and a profusion of towers. The communities are built next to oases, but to preserve as much tillable farmland as possible they soar upward. The surrounding walls are 6-15 meters (20-50 feet) high and buttressed along the length and at the corners by even taller towers of a distinctive tapering form. The narrow streets are canyon-like; the mosque, bathhouse, and a small public plaza are situated close to the single gate which often faces east. Inside the ksar there is very little ground-level space, but the structures still permit high densities in the high rise stories. They provide a defensible perimeter, and a cooler micro-climate produced by low surface to volume ratios. The individual roof terraces provide space, light, and a panoramic view of the neighborhood via a patchwork of raised platforms 9 m (30 ft) or more above the surrounding terrain. Sources Curtis WJR. 1983. Type and Variation: Berber Collective Dwellings of the Northwestern Sahara. Muqarnas 1:181-209.Detry C, Bicho N, Fernandes H, and Fernandes C. 2011. 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