Diarmait Mac Murchada, anglicised as Dermot MacMurrough, Dermod MacMurrough, or Dermot MacMorrogh, was a King of Leinster in Ireland. In 1167, he was deposed by the High King of Ireland – Ruaidri Ua Conchobair; the grounds for the deposition were that Mac Murchada had, in 1152, abducted Derbforgaill, the wife of the King of Breifne, Tiernan O'Rourke. To recover his kingdom, Mac Murchada solicited help from King Henry II of England, his issue unresolved, he gained the military support of the Earl of Pembroke. At that time, Strongbow was in opposition to Henry II due to his support for Stephen, King of England against Henry's mother in The Anarchy. In exchange for his aid, Strongbow was promised in marriage to Mac Murchada's daughter Aoife with the right to succeed to the Kingship of Leinster. Henry II mounted a larger second invasion in 1171 to ensure his control over Strongbow, resulting in the Norman Lordship of Ireland. Mac Murchada was known as Diarmait na nGall. Diarmait was born around a son of Donnchad mac Murchada, King of Leinster and Dublin.
His father's paternal grandmother, was a daughter of Donnchad, King of Munster and thus a granddaughter of Brian Boru. In 1115 his father died in the ensuing battle; the citizens of Dublin buried him with the carcass of a dog, considered to be a huge insult. He had two wives, the first of whom, Sadhbh Ní Faeláin, was mother of a daughter named Órlaith who married Domnall Mór, King of Munster, his second wife, Mór ingen Muirchertaig, was mother of Aoife / Eva of Leinster and his youngest son Conchobar Mac Murchada. He had two other sons, Domhnall Caomhánach mac Murchada and Énna Cennselach mac Murchada. Diarmait is buried in the Cathedral graveyard of Ferns village. After the death of his older brother, Énna Mac Murchada, Diarmait unexpectedly became King of Leinster; this was opposed by the High King of Ireland, Toirdelbach Ua Conchobair who feared that Mac Murchada would become a rival. Toirdelbach sent one of his allied Kings, Tigernán Ua Ruairc to conquer Leinster and oust the young Mac Murchada.
Ua Ruairc went on a brutal campaign slaughtering the livestock of Leinster and thereby trying to starve the province's residents. Mac Murchada was ousted from his throne, but was able to regain it with the help of Leinster clans in 1132. Afterwards followed two decades of an uneasy peace between Ua Diarmait. In 1152 he assisted the High King to raid the land of Ua Ruairc who had by become a renegade. Mac Murchada is said to have abducted Ua Ruairc's wife Derbforgaill along with all her furniture and goods, with the aid of Derbforgaill's brother, a future pretender to the kingship of Meath. Other sources say that Derbforgaill was not an unwilling prisoner and that she remained in Ferns with Mac Murchada in comfort for a number of years, her advanced age indicates that she may have been a hostage. Whatever the reality, the "abduction" was given as a further reason or excuse for enmity between the two kings; as king of Leinster, in 1140–70 Diarmait commissioned Irish Romanesque churches and abbeys at: Baltinglass – a Cistercian abbey Glendalough Ferns KilleshinHe sponsored convents at Dublin, in c.1151 two more at Aghade, County Carlow and at Kilculliheen near Waterford city.
The abbey of St. Mary Del Hogge in Dublin was named after the Hoggen Green or Haugr meaning gravesite in old Norse; this site became'College Green' after the Reformation and the establishment of Trinity College. It's said that in the late 1600s, he sponsored the successful career of churchman St Lawrence O'Toole. He married O'Toole's half-sister Mor in 1153 and presided at the synod of Clane in 1161 when O'Toole was installed as archbishop of Dublin. In 1166, Ireland's High King and Mac Murchada's main ally Muirchertach Ua Lochlainn had fallen, a large coalition led by Tigernán Ua Ruairc marched on Leinster; the High King deposed Mac Murchada from the throne of Leinster. Mac Murchada fled to Wales and from there to England and France seeking the support of Henry II of England in the recruitment of soldiers to reclaim his kingship. Henry authorised Diarmait to seek help from the mercenaries in his kingdom; those who agreed to help included Richard de Clare and half-brothers Robert FitzStephen and Maurice FitzGerald.
Robert was accompanied by his half-nephew Robert de Barry. Strongbow was offered Diarmait's daughter Aoife in marriage and promised the kingship of Leinster on Diarmait's death. Robert and Maurice were promised elsewhere for their services. In Mac Murchada's absence, Ruaidrí Ua Conchobair had become the new King of Ireland. On returning to Wales, Robert Fitz-Stephen helped him organise a mercenary army of English and Welsh soldiers. Landing at Bannow Bay, they laid siege to Wexford which fell in May 1169. After a period of inactivity, they went on to raid the Kingdom of Ossory, they launched raids in the territories of the Uí Tuathail, the Uí Broin, Uí Conchobhair Failghe. Mac Murchada gambled that King Ruaidrí would not hurt the Leinster hostages which he had, which included Mac Murchada's son, Conchobar Mac Murchada; however Ua Ruairc forced his hand and they were all killed. Although he had been distracted by disturbances else where in the king
Auspicious was built in 1797. The British East India Company, chartered her for a voyage to back. At Calcutta a fire destroyed her, she was rebuilt there some years later. She served as a transport vessel in the British government's expedition to the Red Sea in 1801, she sailed to England, again under charter to the EIC. In 1811 she sailed to Bengal to remain, she was sold to Malabars or Arabs. Auspacious entered Lloyd's Register in 1797 with S. Falker, changing to D. Merrylees, her owner was S. Baker, her first voyage was Lynn–London, her trade changed to London–India. The EIC had her measured and surveyed by Cox. Captain David Merrylees acquired a letter of marque on 8 April 1797. On 7 May he sailed for Bengal. A fire aboard Auspicious at Calcutta on 18 July 1797 destroyed her, she had about 400 tons of goods on board. None of the cargo belonged to the EIC. Auspicious was rebuilt at Sulkea; the rebuilding took place in 1801. The British government hired a number of transport vessels to support Major-General Sir David Baird's expedition in 1801 to the Red Sea.
Baird was in command of the Indian army, going to Egypt to help General Ralph Abercromby expel the French there. Baird landed on the Egyptian side of the Red Sea, he led his troops army across the desert to Kena on the Nile, to Cairo. He arrived in time for the battle of Alexandria. Captain Hardie of Shah Kaikusroo was appointed Commodore of the fleet of country ships, Auspicious among them. In 1803 Auspicious was recorded as being registered at Calcutta, her master was John Barker, her owner Robert Lawson. Captain John Baker sailed from Calcutta on 26 March 1803. On 21 May Auspicious was at Sagar Island, on 29 June Penang, she reached Saint Helena on 12 October. Lloyd's List reported that Auspicious, master, from Bengal, had lost her anchor and two cables in Margate Roads, she arrived at Deptford on 27 December. In England Captain John Barker acquired a letter of marque on 14 March 1804. On 4 April Auspicious paid £3315 7s 8d for fitting out and provisioning for her return voyage to Bengal. In 1809 Auspicious' master was her owner John Ferguson.
In 1811 Auspicious underwent fitting in England at a cost of £1851 13s 9d. She sailed to Bengal to remain, arriving there on 4 February 1812. Lloyd's List reported on 28 August that Auspicious had put into Cape Town to repair some trifling damage from a lightning strike. Auspicious underwent a good repair and a thorough repair in 1813. In 1819 Auspicious was registered at Calcutta with D. McDonald & Co, J. Neish, master. In January 1821 her owners Malabars; the issues of Lloyd's Register and the Register of Shipping for 1822 (i.e. published after her sale but before the news of it reached England, provide useful information, though some of it is contradictory. Lloyd's Register gives her origin as Newcastle and her burthen as 492 tons somewhat conflating the present Auspicious with an Auspicious of 463 tons, launched at Newcastle in 1799 and wrecked in 1801; the Register of Shipping gives the present Auspicious's origin as Lynn, but gives a launch year of 1796. Both sources provide some useful data on interim repairs.
Citations References Hackman, Rowan. Ships of the East India Company. Gravesend, Kent: World Ship Society. ISBN 0-905617-96-7. Phipps, John, A Collection of Papers Relative to Ship Building in India...: Also a Register Comprehending All the Ships... Built in India to the Present Time..... Reports and Papers on the Impolicy of Employing Indian Built Ships in the Trade of the East-India Company, of Admitting Them to British Registry: With Observation on Its Injurious Consequences to the Landed and Shipping Interests, to the Numerous Branches of Trade Dependent on the Building and Equipment of British-built Ships... Reports from the Select Committee of the House of Commons appointed to enquire into the present state of the affairs of the East India Company, together with the minutes of evidence, an appendix of documents, a general index, Vol. 2. Select Committee on Petitions Relating to East-India-Built Shipping, House of Commons, Parliament of Great Britain Minutes of the Evidence Taken Before the Select Committee of the House of Commons on Petitions Relating to East-India-built Shipping
Lotus birth is the practice of leaving the umbilical cord uncut after childbirth so that the baby is left attached to the placenta until the cord separates at the umbilicus. This occurs within 3–10 days after birth; the practice is performed for spiritual purposes of the parents, including for the perceived spiritual connection between placenta and newborn. As of December 2008, no evidence exists to support any medical benefits for the baby; the Royal College of Obstetricians and Gynaecologists has warned about the risks of infection as the decomposing placenta tissue becomes a nest for infectious bacteria such as Staphylococcus. In one such case a 20-hour old baby whose parents chose the ritual of UCNS was brought to hospital in agonal state, was diagnosed with sepsis and required 6-weeks long antibiotic treatment. Although arisen as an alternative birth phenomenon in the West, super-delayed umbilical severance is common in home births. Umbilical nonseverance has been recorded in a number of cultures including that of the Balinese and of some aboriginal peoples such as the!
Kung. Early American pioneers, in written diaries and letters, reported practicing nonseverance of the umbilicus as a preventative measure, as they believed it protected the infant from an open wound infection. In the 1980s, yoga practitioners brought the idea to the United States and Australia, with the "lotus birth moniker, creating a link between the preciousness of the placenta and the high esteem in which the lotus is held in the Hindu and Buddhist faiths". Yoga master and midwife Jeannine Parvati Baker being the main advocate for the practice in the United States; the practice spread to Australia by a midwife, Shivam Rachana, founder of the International College of Spiritual Midwifery and author of the book Lotus Birth. In the full lotus birth clinical protocol, the umbilical cord, attached to the baby's navel and placenta, is not clamped nor cut; the baby is placed on the mother's belly/chest or kept in close proximity to the mother in cases when medically necessary procedures such as resuscitation may be needed.
Lotus birth, after the placenta is born vaginally or via cesarean section. Following birth, the placenta is put in a bowl or wrapped in absorbent toweling and placed near the mother-baby. Caregivers step back to allow for undisturbed maternal-child bonding to occur as the primary event for an hour or more, it is only after this initial intense bonding period that the placenta is managed by rinsing, applying preservatives, positioning it in a way that allows for plentiful air circulation and proximity to the baby. Organs that are separated from their blood supply begin to rot within minutes, the placenta is prone to infection. Over time, the cord detaches from the baby's belly; this occurs 3–10 days postpartum. This practice requires the mother and baby to be home bound as they wait for the decomposing flesh of the placenta and umbilical cord to dry and separate from the baby. Delayed cord cutting as well as nonseverance is found in birth anthropology along with the universality of reverence for the cord & placenta.
In the animal world, placenta is consumed by mother. E.g. placentophagy. There are observations that primates are keeping placenta attached to their newborns for longer period. Primatologist Jane Goodall, the first person to conduct long-term studies of chimpanzees in the wild, reported that they did not chew or cut their offspring's cords, instead leaving the umbilicus intact, like many other monkeys. Other researchers report, that chimpanzees consume placentas after birth. Though other mammals may sever their offspring's cords, they only do so after initial maternal sensory reception, unwinding of the cord, massage/cleaning, initiation of nursing; this has been observed to involve at least one hour. Pseudo-scientific proponents of lotus births view the baby and the placenta as one on a cellular level, as they are from the same source, the egg and sperm conceptus, they assert that the newborn and the placenta exist within the same quantum field, thus influencing various expressions of quantum mechanics that influence health.
They claim transfers of energy & cellular information continue to take place, moving from the tissue of the placenta to the baby during the drying process. Scientists challenge this claim of a metaphysical dimension related to quantum mechanics. Lotus births are an rare practice in hospitals; the Royal College of Obstetricians and Gynaecologists has stated, "If left for a period of time after the birth, there is a risk of infection in the placenta which can spread to the baby. The placenta is prone to infection as it contains blood. At the post-delivery stage, it has no circulation and is dead tissue," and the RCOG recommends that any baby that undergoes lotus birthing be monitored for infection. Other risks include Jaundice caused by abnormally high bilirubin and Polycythemia, an abnormally high percentage of red blood cells in circulation Currently, there are no statistics which show how many woman choose lotus birth. Case descriptions about adverse medical conditions related to this praxis are emerging, indicating severity of potential complications Buckley MD.
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Arlid Monsen is a former Norwegian cross-country skier who competed at international level from 1982 to 1985. He won the 4 × 10 km gold at the 1985 FIS Nordic World Ski Championships in Seefeld and finished seventh in the 15 km event at same championship. Monsen's best individual career was fourth twice, reaching that mark once in 1983 and another time in 1984. After retiring from active competition, Monsen has worked as a cross-country coach, in Canada and Norway. Since April 2013, he has been the sprint coach for the Norwegian National Men's Cross-Country Skiing Team. All results are sourced from the International Ski Federation. 1 medal – 2 victories 4 podiums Arild Monsen at the International Ski Federation
A touchpoint can be defined as any way a consumer can interact with a business, whether it be person-to-person, through a website, an app or any form of communication. When consumers come in contact with these touchpoints it gives them the opportunity to compare their prior perceptions of the business and form an opinion. Touchpoints in marketing communications are the varying ways that a brand interacts and displays information to prospective customers and current customers. Touchpoints allow customers to have experiences every time they “touch’ any part of the product, brand or organization, across multiple channels and various points in time. Customers' opinions and perceptions are influenced by the contact, made with these touchpoints, which can be positive or negative depending wholly on the individual person. Touchpoints have the ability to influence a consumers buying or intent to purchase, all throughout the five stages of the buyer purchasing decision-making process: Problem recognition, information search, the evaluation of alternatives, purchase decision, post-purchase behaviour.
Touchpoints can happen in both a Business-to-Consumer setting. A touchpoint is a message or way a brand reaches out to their target market providing engagement as it allows the brand to be seen by the prospective customer in a favorable way; the goal effective touch points is that it will create opportunity for the purchaser to choose their brand over another competitor. Touchpoints are an element in the IMC, which portray the willingness on behalf of the brand communicators to use specific communication motives to reach the appropriate target audience; this is used to engage customers in the pre- and post-purchase experience when they purchase a good or service. Touch points allow prospective customers to become knowledgeable on the brand and the benefits offered and allow them to make a decision to whether they will buy the product or service. An example of a brand using effective touchpoints in their marketing communications is Toyota selling the Yaris car model to the youth segment; the way in which Toyota did this was firstly advertising the Yaris in television programs such as Prison Break, whose viewers are in the age bracket they were targeting.
Toyota hosted an Internet contest where consumers could create their own three-minute television commercials. This method engaged the youth segment as it was interactive and let the prospect consumers experience the brand. Toyota knew that the youth age group were social and would attend social functions, they were integrated into television comedy programs, which attracted their target segmentation during adverts. Touchpoints in after sales market are Reception, service desk, Service manager, Dialogue inspection, Rental car; the consumer decision-making process is influenced by brand touch-points. In saying this, touch-points influence the pre-purchase and post-purchase stages of the decision making process; this is because they are in contact with the consumer by way of consumer experiences with a brand or service, contact with employees, social media and many other ways. Each stage of the decision making process is an opportunity for the brand to influence the consumer's decisions, regardless of whether or not the consumer has made a decision to purchase.
There are many ways in which touch-points can influence the pre-purchase stage of the consumer's decision making process. The pre-purchase stage can be said to be one of the most important stages of the consumer decision making process as it is where the consumer recognizes that they have a need for a product or a service, it is at this point of realization that pre-purchase touch-points are crucial, because of the fact that this is the stage where the consumer searches for information about a certain product. Such a search for information can be conducted via advertising, social media, internet search, word-of-mouth and family and friends’ experiences etc, it is important that during this stage, in order for consumers to consider purchasing from a brand, that they create relevant touch-points that increase brand appeal. To further reiterate such a statement, in the present day, consumers have access to multiple electronic devices such as smartphones, laptops and television and are sometimes connected to all such devices simultaneously.
As a result, brands may not acquire the desired amount of exposure because of the consumer's tendency to switch from one device to another and from one task to another task. Therefore, brands must create short and engaging advertisements in order to capture the attention of the consumer during the pre-purchase stage of his or her decision making process; such action will ensure that the consumer will be able to relate to a brand and will instil the belief that the brand has their interests at heart. Although brands or companies cannot manage the touch-points at the pre-purchase stage to work in their favour, they can only do so much as to make sure that they monitor the channels by which consumers search for product/service information to make sure they are accessible. Touchpoints for the ‘purchase’ stage of the decision making process are somewhat more direct, whereby the consumer evaluates the information they searched for in the pre-purchase stage. Evaluation in this sense is when the consumer has selected a set of brands
Aacharya Satyanarayana. Born on 6 December 1947 in Ujjain, Madhya Pradesh, India, is the founder of Meera Charitable Trust, based in Jaipur, India, he established Meera Hospital in 1978. Aacharya Satyanarayana is a spiritual and motivational speaker who has helped the cancer patients to fight against the diseases. Aacharya helps cancer patients in various aspects of financing, patients check up, early detection, spreading cancer awareness across India, he has been awarded various awards. His skillful oratory challenges one to "Think Beyond the Ordinary and Reach the Extraordianry." His lectures highlight the synergistic relationship between modern living. He has conducted seminars and delivered keynote address for various Institutions, M. N. Cs and Social Organizations. Aacharya has a website dedicated to his work and the beliefs and ideas he spreads, as well as personal information. Through the medium of Meera Trust, Aacharya Satyanarayana has helped in the healing of the cancer patients and spread awareness of cancer disease across the country.
He has worked in UCO Bank as Probationary Officer in 1971. He has worked in different capacities which are as follows: Faculty Member, Staff Training Center, Jaipur for 4 years. Principal, Central Staff College, Calcutta for 2 years. Principal, Regional Training Center, Jaipur for 1 year. Sr. Branch Manager, Vidya Vihar, Pilani Branch for 3 years. Honorary Professor in Personnel Management, Birla Institute of Technology & Science, Pilani for 3 years. Enquiry Officer, Presenting Officer, & Investigating Officer for 6 years. Officer in Divisional Office, Jaipur & Zonal Office, Jaipur for 11 years. Aacharya Satyanarayana has worked as District & Sessions Judge Court, Ujjain from 1964-67. Called the'Corporate Master' for his ability to apply spiritual truths to the management epitome, "Aacharya" is renowned for his motivational talks in the corporate world, he draws from world belief systems to address relevant questions of organizational challenges. He is working as C. E. O. of Meera Hospital, Shiv Marg, Bani Park, Jaipur.
Aacharya Satyanarayana has worked as Honorary Professor in Personnel Management, at Birla Institute of Technology & Science, Pilani for 3 years. Education and professional qualification are as follows: M. Com. Silver Medalist– Vikram University. Indira Gandhi, the then-Prime Minister of India, was present at the Convocation held in Feb. 1970. C. A. I. I. B.– Part I in first attempt with Distinction in Accountancy and Part II – 27th rank all over India. A. I. B– From Chartered Institute of Bankers and secured 1st position all over world & First Indian who won George Rae Prize for highest marks in Practice of Banking. F. C. B. I.– From Life Fellow of the Chartered Institute of Bankers, London. F. C. I.– From Fellow of the Institute of Commerce, London. A. C. B. I.– From Associate of the Institute of Book-keepers & Related Data Processing, England. A. I. M. M.– From Associate of the Indian Institute of Marketing & Management. A. M. I. M. A.– From Associate of the All India Management Association and Life Member of the Indian Society for Training & Development.
He holds a certificate in Industrial Finance from Indian Institute of Bankers and Banking Oriented Hindi. Aacharya Satyanarayana is the co-author of many books, he has written and co-written: Book on MCI Regulations 2002 and P. C. & P. N. D. P. Act Practical Problems on Banking 701 Practical Letters for Bankers Techniques of Credit Appraisal 2000 Objective Type Questions-Answer on Banking & Lending Text Book for Banking Oriented paper in Hindi Rural Economics for CAIIB Part – I 25 Years' Service Record Book To prevent female foeticide know the M. T. P. Act, P. C. P. N. D. T. Act Principles & Procedures for Claim Settlements in D. I.&C. G. C. I. Elements of Economics & Structure of Indian Economy Indian economics Problems