Indo-Aryan is the term applied to that branch of the Indo-European languages which was brought into India by the Aryans and of which the oldest recorded form is to be found in the hymns of the Rgveda. From this there developed on the one hand a literary medium, called sanskrit which has been the vehicle down almost to the present day of a vast literature and on the other hand a great range of spoken forms which used by hundreds of millions have emerged as the chief language (excluding the Dravidian of southern India) of the whole of Pakistan, India, Nepal and Ceylon: Sindhi, Lahnda or Western Panjabi, Nepali, Assamese, Bengali, Oriya, Bihari, Maithilli, Awadhi, Hindi and Urdu, Rajasthani dialects Gujarati, Marathi, Konkani, Sinhalese. Indo-Aryan languages with many archaic features-the Kafiri and Dardic dialects-are still spoken in the valleys of the Hindukush on both sides of the Afghan-Pakistan border, while the Gypsies of Europe and Asia, like the Doms of Hunza, still use forms of the Indo-Aryan dialect they brought out of India. In the far south Sinhalese was carried from Ceylon out into the Indian Ocean to the Maldive Islands. In this book, originally planned to be a volume of the Linguistic Survey of India, the author has tried to do for these languages in their development from Sanskrit something of what Meyer-Lubke in his Romanisches Etymologisches Worterbuch did for the Romance Languages and Latin. Under some 15000 Sanskrit head-words are set out forms each has assumed both in Middle Indo-Aryan (Pali, Sanskrit, etc.) and in the modern languages, thus presenting a picture of linguistic development over some three millennia. The words quoted in this way number about 140000. This volume, compiled by Lady Turner, contains indexes, arranged language by language, of all these words.
Although researchers have made great strides in clarifying the meaning of employee engagement, scholars are ambivalent as to whether employee engagement is distinct from other constructs related to the employee–organization relationship, and it is argued that there is a need for further scholarly examination and exploration, particularly within the context of the rapidly changing work environment where twenty-first-century technology and behaviour meet twentieth-century organization, demanding innovative responses to the challenges of employee engagement. Addressing this issue, this book reviews, analyses and presents evidence from academic researchers and supplements this with practice-based case studies from a range of international organizations. The author seeks to provide a coherent, consistent definition of employee engagement; clarity about its benefits; identification of its key features and attributes, and an understanding of how these are translated into practice; and insight into the most effective ways of measuring employee engagement in a meaningful way.
Elites have always ruled – wielding inordinate power and wealth, taking decisions that shape life for the rest. In good times the ‘1%’ can hide their privilege, or use growing social mobility and economic prosperity as a justification. When times get tougher there’s a backlash. So the first years of the twenty-first century – a time of financial crashes, oligarchy and corruption in the West; persistent poverty in the south; and rising inequality everywhere – have brought elites and ‘establishments’ under unprecedented fire. Yet those swept to power by this discontent are themselves a part of the elite, attacking from within and extending rather than ending its agenda. The New Power Elite shows how major political and social change is typically driven by renegade elite fractions, who co-opt or sideline elites’ traditional enemies. It is the first book to combine the politics, economics, sociology and history of elite rule to present a compact, comprehensive account of who’s at the top, and why we let them get there.
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