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Brahmanism For Beginners

Brahmanism For Beginners Brahmanism,  also known as Proto-Hinduism, was an early religion in the Indian sub-continent that was based on Vedic writing. It is considered an early form of Hinduism. Vedic writing refers to the Vedas, the hymns of the Aryans, who if they actually did so, invaded in the second millennium B.C. Otherwise, they were the resident nobles. In Brahmanism, the Brahmins, who included priests, performed the sacred offices required in the Vedas.   The Highest Caste This complex sacrificial religion emerged in 900 B.C.  The strong Brahman power and priests who have lived and shared with the Brahman people  included an Indian society caste where only members of the highest caste were able to become priests. While there are other castes, such as the Kshatriyas, Vaishyas, and the Shudras, the Brahmins include priests who teach and maintain sacred knowledge of the religion. One large ritual that occurs with local Brahman males, that are part of this social caste, includes chants, prayers, and hymns. This ritual occurs in Kerala in South India where the language is unknown, with words and sentences being misunderstood by even the Brahmans themselves. Despite this, the ritual has been a part of the male culture in generations for more than 10,000 years. Beliefs and Hinduism The belief in one true God, Brahman, is at the core of the Hinduism religion. The supreme spirit is celebrated through the symbolism of the Om.  The central practice of Brahmanism is sacrifice while Moksha, the liberation, bliss and unification with the Godhead, is the main mission. While the terminology varies by the religious philosopher,  Brahmanism is considered to be the predecessor  of Hinduism.  It is regarded as the same thing due to the Hindus getting their name from the Indus River where the Aryans performed the Vedas. Metaphysical Spirituality Metaphysics is a central concept to the Brahmanism belief system. The idea is that That which existed before the creation of the universe, which constitutes all of the existence thereafter, and into which the universe will dissolve into, followed by similar endless creation-maintenance-destruction cycles according to Sir  Monier Monier-Williams  in  BrÄ hmanism and HindÃ… «ism.  This type of spirituality seeks to understand that which is above or transcends the physical environment we live in. It explores life on earth and in spirit and acquires knowledge  about human character, how the mind works and interaction with people.   Reincarnation The Brahmans believe in reincarnation and Karma, according to early texts from the Vedas. In Brahminism and Hinduism, a soul reincarnates on earth repeatedly and eventually transforms into a perfect soul, reuniting with the Source. Reincarnation can happen through several bodies, forms, births, and deaths before becoming perfect. Sources From Brahmanism to Hinduism: Negotiating the Myth of the Great Tradition, by Vijay Nath. Social Scientist, Vol. 29, No. 3/4 (Mar. - Apr. 2001), pp. 19-50.

Criminal Justice Portfolio Essay Example | Topics and Well Written Essays - 1500 words

Criminal Justice Portfolio - Essay Example It may also encompass legal guarantees of access to information, protection of journalists, public’s limited access to the media and right of reply or correction†. Discussion: My position on the issue is that the press should be given complete freedom to function within its own framework of guidelines, and there should be restrictions only on careless or false reporting. My opinion is correct because the public has the right to the true facts of any information of significance, and transparency will ensure decline in corruption. According to the Final Annotated Survey of the State of the First Amendment (2005: p.2), the results show that 47% of the public felt that the amount of freedom the press enjoyed was â€Å"about right†, 39% felt that the press had too much freedom, too little freedom was the verdict of only 10%, and the remaining 4% did not know. The viewpoint of the majority is supported by McQuail (2003: p.54) who states that social responsibility theory became an essential point of reference in the growing trend towards the professionalization and self-regulation of the press. Conclusion: The small minority of the public who believe that the press should have less freedom should consider one important reason for freedom of the press: that those in high public office, in businesses or in responsible social posts will need to show results, and also keep free from wrongdoings. Introduction: According to Klay; Sewell (1996: p.241) development and application of criminal justice technology for the purpose of individual liberty is possible only in communities that share and perpetuate democratic norms. Emphasizing on â€Å"responsible use†, the democratic communitarian theory requres the use of technology to strengthen unity within the community, while exercising restraint and avoiding the creation of potentially threatening technologies. Discussion: My

How is the use of body language different in humans and in animals Essay

How is the use of body language different in humans and in animals - Essay Example It can apply to many types of soundless communication, such as formalized gestures. (Wikipedia.) Animals, although not bestowed with the gift of speech, can effectively convey a variety of emotions, both within their group as well as with humans. Some examples of feline, dolphin and gorilla body language can be considered: Fear triggers an adrenaline rush, causing the cats back and tail to arch and the hair to bristle. This is mainly intended to dissuade potential attackers. When fearful, nervous and defensive, their ears flatten or twitch and their eyes dilate fully. Confident, aggressive cats in response to direct confrontations with intruders, narrow their pupils to slits for better depth perception and stare down their opponents, their ears stand up, facing forward or folded so that the backs are seen head-on. To create the illusion of being larger, an aggressive cat will approach the defensive cat in a prancing sideways motion with its rear end held high and tail slung low. (Animalplanet.com.) Bonobos, a subspecies of chimpanzees, are also adept with certain forms of communication. Research into non-human Great Ape language suggest that apes are capable of using human modes of communication to communicate with humans and other apes (Wikipedia.) In essence, although both humans and animals use body language to convey a variety of emotions, it can be said that humans have evolved from a time where body language was the sole means of communication, to the ability to speak and use body language at the same time to convey the meaning more emphatically. In animals, body language is one of the primary means of

Critical analysis of market access with regard to the ECJ rules on Outline

Critical analysis of market access with regard to the ECJ rules on free movement of goods - Outline Example To be noted in this regard, ECJ has imposed a few laws regarding the free movements of goods and market integration within EU member states. ECJ has also imposed several laws that has emphasised environmental protection as well as social policies ensuring transparency and equality to a considerable extent2. Based on this understanding, the study intends to examine the pros and cons associated with the free movement of goods allowed by ECJ, to obtain a critical purview of the market access enjoyed by participant countries. An elaborated rational will be delivered regarding the method to be used when considering the stated aim for this study. To be noted in this regard, as the study will follow a qualitative approach, it is important to determine the variables to be considered when performing the intended thematic analysis of the gather information. With this emphasis, the chapter will hence discuss about the assumptions taken to interpret how market access to EU, for the member states as well as for the foreign nationals, are getting influenced by the prevailing free trade regime as per the ECJ. This chapter will elaborate on the importance of ECJ over internal market integration. This particular chapter will therefore contain a critical review of the viewpoints presented by researchers that will help to provide a detailed overview regarding the ECJ’s contribution towards the market integration. A methodological brief of the study will also be delivered in this section wherein the rationalisation will be provided concerning the selection of the literature. To be stated precisely, literature published within the span of past 10 years will be considered for the study, although this bar of the mentioned period will be ignored when referring to cases. That is, cases must be relevant to free trade of goods in EU and be registered under ECJ to be

The Adkar Change Management Model Business Essay

The Adkar Change Management Model Business Essay Industrial Laboratory Problems with Production, Efficiency, and Flow. Continuous quality improvement is the focus of a quality based leader in an industrial QC laboratory, but laboratory leaders that are deficient in quality assurance knowledge can struggle with analyzing production, efficiency, or workflow problems. Major issues industrial QC laboratory leaders encounter are uneven workloads, poor work scheduling, lack of cross training, overstrained work activities, and inefficient wasteful processes (Reynolds, 2009). To combat these issues of poor laboratory efficiency and quality, assertive laboratory leaders may try to improve conditions by implementing an efficiency system, such as lean 5S. Problem recognition, by industrial QC laboratory leaders, is a valuable first step to continuous quality improvement. Insufficient understanding of the complexity involved in inefficient culture, the lean 5S system purpose, and change management leads to failure for most industrial laborator y leaders in sustaining a meaningful and successful lean 5S culture change. 5S Description as a Foundation to Lean, and 5S Failure 5S is a five step system for altering the environment of an industrial lab that is inefficient, wasteful, and displaying poor quality into a lab that is organized, experiences smooth work flow of product and personnel, and is visually enhanced; as a result, bringing wasteful issues to the forefront for continuous improvement. The 5S system is a quality improvement development originating in Japan; unequivocally, the five Ss are seiri, seiton, seiso, seiketsu, and shitsuke (Hirano,1992); however, in the English version the five Ss have been given the names sort, set in order, shine, standardize, and sustain (5S Supply, 2011). Each step of the 5S system works together. 5S starts with sort, where an industrial laboratory visually organizes and labels its entire inventory in groups of importance and categorical description; for instance, marking all laboratory equipment as essential, possible essential, and non-essential (Nilipour Jamshidian, 2005). All non-essential items are marked with a red tag and then taken to a holding area for non-value added item disposal. Sort is the step of removing waste that reduces clutter and improves organization for moving on to the next step in the 5S system, set in order. Set in order is the orderliness step where all value-added inventory items are organized and properly labeled for easy use and access. Access to items is determined by how often they are needed or used; for example, frequently used laboratory equipment and tools should be kept close to the area of need, and less frequently used items can be stored away in a properly labeled area for easy discovery (Froeh ling, 2009). Organizational tools are implemented such as labeling cabinets and shelves, color coding equipment and tools, and outlining and labeling work areas. Organizing, labeling, and placing laboratory tools and equipment in their designated locations allow for ease of the next 5S step of shine. Shine involves cleaning the laboratory, removing dirt and grime, and making the lab shine. Cleanliness and orderliness provides an industrial lab environment for easily identifying and eliminating waste and non-value added items. To make the 5S system part of everyday lab activities, the first three steps of 5S must become part of laboratory standard operating procedure; for this reason, the work needs to be standardized through work tasks (Froehling, 2009). Each employee of the lab must do his or her part in continually organizing, eliminating waste, and cleaning; subsequently, these tasks are done by implementing the fourth step of standardize. Once the 5S system is standardized, it must be reinforced through the sustain step which involves such activities as auditing, appraisal, and positive feedback; consequently, sustain is the step most practitioners neglect and do not fully implement, therefore leading to failure of this step. According to Hogg (2005), the sustain step, of the 5S system, is where the majority of 5S failure occurs. There are those that consider the 5S system as basic housekeeping, and if a practitioner were to look at the first three steps of 5S, it would be (Eaton, 2000). What the laboratory leaders fail to recognize is the true application of all five steps of 5S as the foundation to a lean laboratory and as a permanent culture change to a lab that has operated in the past as inefficient and wasteful. For example, if an industrial laboratory has been working for 10 years as inefficient, then inefficiency would be customary and the standard engrained in that laboratory culture. Because of this history, it would take more than housekeeping to break down the cultural barriers existing in this laboratory work environment to improve efficiency and quality long term. If 5S is labeled as housekeeping by laboratory leadership or upper management, then the 5S quality initiative most certainly falters (Hogg, 2005). 5S as a Culture Change, and Change Management Failure It is important for industrial laboratory leaders to realize that 5S implementation is more than housekeeping. 5S is a change in the following three areas; work flow of product and personnel, functioning of the lab in terms of inventory and equipment, and standard operating procedures and daily activities. Understanding the changes that take place through the implementation of the laboratory 5S system is crucial knowledge for laboratory leadership. 5S is not a quality tool, but a lean quality system that requires change from all industrial laboratory personnel. According to Shil (2009), it is crucial for laboratory leadership and upper management to acknowledge lean 5S as a culture change to the organization, and not a simple task performed periodically. Now that the 5S system has been established successfully as a change in culture it is important for the 5S facilitator to understand the intricacies of implementing change, and sustaining the intended change as needed with lean 5S. The important issues needing to be addressed when implementing change are leadership support, employee resistance, and change reinforcement. Leadership support is very important to start the 5S implementation, so laboratory personnel must recognize that company management is serious about the changes being put forth, and feel confident in management to provide the resources and support that is needed to make the changes materialize and endure. Employee resistance can be a huge obstacle to the implementation of change; therefore, leadership cannot ignore resistance and must do all it can to change resistance to acceptance (Obrien, 2008). Engaging the employee is the first step to breaking down this barrier, and engagement is accomplished by effective commun ication and employee involvement. Communication is important for educating laboratory personnel on the reasons for the proposed change, and for their understanding of the root causes of laboratory inefficiencies that brought on the need for change. Effective communication brings a positive light to the employees perception of the change, gives them an understanding of the needed change, and starts the breakdown of resistance (Society for Human Resource Management, 2007). The next important aspect for leadership in employee engagement is to involve the laboratory personnel in the decision making and implementation planning of the 5S system. Involvement in the change gives the laboratory personnel a sense of ownership in the system, and continues to deplete the remaining resistance to change. According to Gallup Business Journal (2012), engaging employees builds passion within the workforce and that passion can turn employee resistance to employee innovation and promotion of change. Once a change has been implemented it is not necessarily secure; consequently, this uncertainty is a third reason 5S practitioners fail to sustain the intended quality improvements that lean 5S is meant for. 5S is a dynamic system that needs to be managed and measured. Most failure of 5S occurs in the fifth step of sustain because laboratory leaders lose focus on the 5S system. Because standards are in place and the laboratory is clean and organized, leaders think the laboratory will continue to operate this way. This thought process is a big mistake and causes the 5S system to deteriorate and result in laboratory personnel losing initial enthusiasm for the lean quality initiative. According to Bevan (2011), the major factor in successful change is not putting together a plan or understanding the change, but implementing and sustaining the change, yet many change leaders assume initial change will stick, therefore neglecting to preserve the change. Failure of the 5S system is not onl y a waste of resources, money and time, but also a loss of opportunity. The 5S system is the foundation of a lean laboratory, and if 5S fails it can result in an increase in laboratory personnel change resistance for any future lean initiatives. Understanding the intent of 5S as a culture change and demonstrating a clear understanding of the complexities of change management practice is extremely beneficial for any 5S practitioner. Change Management Success, and the ADKAR Change Management Model 5S is not a laboratory housekeeping task or quality tool; on the contrary, 5S is a lean system that requires culture change in the industrial laboratory. In order for a successful implementation and sustainable 5S culture change in an industrial laboratory, a change management model can be extremely important and vital for planning, educating, implementing, and sustaining the quality initiative. A change management model provides the structure that is missing from the 5S steps for successful and sustainable change. Research shows that change, such as 5S, breaks down due to poor planning and leadership, employee resistance and human resource neglect, and insufficient reinforcement of the change in culture (Song, 2009). One such change management model that has proven success is the ADKAR change management model developed by Jeffrey Hiatt from the Prosci Learning Center. The ADKAR change management model consists of five elements that build off of each other, and focus on important areas of change; such as, evaluation, management leadership, employee engagement, training, and reinforcement (Hiatt, 2006). Although some industry professionals may prefer an alternative change management model, the ADKAR model was chosen for its simplicity, structure, and ability to implement change ranging from change in individuals to more complex company-wide change. ADKAR Elements The ADKAR change management model has five elements in its structure, and the five elements are: Awareness, Desire, Knowledge, Ability, Reinforcement. Awareness Element of the ADKAR Model The element of awareness consists of some very important aspects in providing a solid foundation to a change initiative like lean 5S. One aspect is the ability to evaluate the organizations openness to change, and provide information for evaluating each element of the ADKAR model. For instance, determining how aware the organization is on its need to change, if management supports the proposed changes, and if the change has been communicated to the employees. Evaluation is a good starting point in determining which element of the ADKAR model is the weakest in respect to the organization making the changes. Evaluation could answer important questions like: What is the desire level of the employees to making this change happen? How knowledgeable are employees on the new processes and systems intended from the change? Are resources and workforce available to enable the laboratory to implement the changes? Is there a process for reinforcing the changes, and is the laboratory able to sustain the new systems and processes long term? Evaluation using the ADKAR change management model provides 5S leadership with a planning resource for making a strong plan prior to beginning the 5S system implementation. Awareness also promotes the importance of having strong management support for the planned 5S changes; subsequently, sponsorship is important for giving laboratory employees the feeling of being supported by upper management, and confidence knowing that resources are being provided for the full 5S implementation. Awareness likewise covers the very important process of communicating to employees the reasoning for the 5S system, and engaging employees on their concerns and ideas, and using their experience to build strong support for the 5S system. According to the survey by the Society of Human Resource Management (2007), the two highest reported barriers to successful change are employee resistance to change, and insufficient communication of the planned change. Hiatt (2006) lists the four strategies of developing awareness of change as: Operative Communication, Top Management Support, Leadership Instruction, Appropriate Information Access. Desire Element of the ADKAR Model People are naturally hesitant to change, and strategically communicating the need for 5S and showing strong management support is designed to create the next element of the ADKAR model; specifically, desire for the 5S system in the laboratory. Desire is the breaking down of change resistance and the barriers to change inherent in the laboratory employees, and engaging them to the point of turning resistance to enthusiasm. According to Zigarmi and Hoekstra (2011), resistance to change is created when change is forced on employees instead of performed with employees; furthermore, not involving the employees being affected by the change taking place is the largest obstruction to successful change. Jeffrey Hiatt (2006) lists the maneuvers for creating desire in the ADKAR model as: Sponsor the change successfully in collaboration with employees, Provide managers the ability to perform as change leaders, Appraise risk and expect resistance, Involve employees in the process, Align enticement programs to the goals. After the first two elements of ADKAR are implemented, the laboratory personnel are aware of the efficiency problems in the laboratory department, and the need for continuous quality improvement. Through effective communication and employee involvement the desire to change is strong, and employees are on board with the next step of learning about the five steps and structure of the 5S system. Not addressing the first two steps of awareness and desire is the first problem 5S practitioners make; as a result, they do not set a strong foundation for implementing a system as culturally complicated as 5S. Laboratory leaders can misinterpret the 5S system as a simple housekeeping activity or quality tool and then struggle mightily, because laboratory employees cannot understand the need for the system, and do not feel the presence of management support; accordingly, employees then naturally build a resistance to the implementation of 5S into the laboratory. Knowledge Element of the ADKAR Model Knowledge is the third element of the ADKAR change management model. Knowledge is the training element of the change management structure and consists of training all laboratory employees on the history, structure, and processes used in the 5S system. The knowledge element of the ADKAR model stresses the importance of robust instruction of how to implement and use each 5S step, and making sure laboratory employees are unified in implementing and following the procedures to be developed. Jeffrey Hiatt (2006) describes the exercises for building knowledge in the ADKAR model as: Train and educate with effectiveness, Provide work tools, Coach employees individually, Develop training groups and settings. According to the research paper by Korkut, Cakicier, Erdinler, Ulay, and Dogan (2009), 5S training by organizational leadership to the personnel executing the 5S implementation is a decisive factor in the successful 5S operation. Eaton and Caprenter (2000), reiterate the importance of training and emphasize that all affected employees need to understand how 5S works, how it is implemented, and what the results should be. Ability Element of the ADKAR Model Ability is the fourth element of the ADKAR model, and emphasizes the importance of providing resources in time, manpower, and equipment for a full implementation of all 5S steps. If time, manpower, and equipment are not adequate for implementing changes, then the whole 5S system can be compromised and each step may not be completed as the system is designed. Jeffrey Hiatt (2006) lists the exercises for crafting ability in the ADKAR model as: Support the change through daily supervisor involvement, Provide expert advice in subject material, Appraise performance, Involve employees in training exercises. According to Bevan (2011), monetary, workforce, and technological resources must be available and applied to empower the change to be executed, or the change will be impaired. Minimalizing resources on change implementation such as 5S into an industrial laboratory can weaken the sustainability of the intended changes; in summary, laboratory personnel need the tools and time to get the job done. Reinforcement Element of the ADKAR Model Reinforcement is the last element of the ADKAR change management model. This element is extremely important if the 5S system is to be sustainable for the long term in an industrial laboratory. Knowing that 5S failures happen most often when 5S practitioners neglect the last step of the 5S system, sustain, then the ADKAR model can provide the proper planning and focus needed on building a sustainable 5S system in the industrial laboratory. Reinforcement accentuates the importance of measuring the affects of 5S changes through auditing the 5S system. According to Bevan (2011), tracking the changes by comparing results with the planned vision of the 5S system and reassessing goals to promote continual improvement are critical factors in successful and sustainable change. Hiatt (2006) also underscores the importance of employee recognition for following new 5S standard operating procedures, being a team player, and enthusiastically promoting the 5S culture changes. Another point of reinf orcement is the continuation of management support, and keeping management involved with auditing and providing the needed positive feedback for employee recognition. Leaders of change must be aware of their role in successful change, and their responsibility in fostering the new system for continued growth and change in culture (Higgs Rowland, 2010). If the reinforcement of the industrial laboratory 5S system is planned for and followed, as the ADKAR model can provide, then the probability of 5S sustainability failure will extremely diminish, and the 5S culture change can become the norm. Reinforcement, Continuous Improvement, and PDSA Cycle The ADKAR model stresses the importance of a strong reinforcement process for sustainability and continuous improvement of implemented changes. An important quality and continuous improvement tool that provides a strong reinforcement process for 5S sustainability is the use of the continuous improvement cycle of PDSA (plan, do, study, act). With the inclusion of the PDSA cycle in the reinforcement element of the ADKAR model, 5S system audits, metrics, appraisals, and laboratory personnel feedback and recognition would be planned, implemented, studied for effectiveness, and continually improved by enacting changes to improve culture change reinforcement and 5S sustainably. According to the PDSA workbook from the State of Victoria Department of Health (2010), the PDSA cycle is an excellent model for continuous system improvement; furthermore, the workbook breaks down each phase of the PDSA cycle as follows: Plan Phase: The planning of the 5S improvement that answers, the who, what, when, why, and how of the initiative. Do Phase: The execution of the scheduled deliverables from the planning phase. Study Phase: The review phase of comparing where the 5S system was and where it is now since the planned improvement initiatives have been executed. Measurables are taken to determine if changes were beneficial, or if more changes are needed to meet intended plans. Act Phase: The moving forward phase to realize the gains from the cycle, determine opportunities that have risen from this initiative, and decide if the improvement cycle needs to be repeated or are new strategies apparent for improvement. The ADKAR reinforcement element employs five campaigns for reinforcing change: Celebration and Recognition, Rewards, Feedback from Employees, Audits and Performance Measurement Systems, Accountability Systems (Hiatt, 2006). To employ these reinforcement campaigns and continually improve these tactics, PDSA can provide the continuous improvement model for devising, implementing, measuring, and improving the five tactics of reinforcement that the 5S system needs for long term sustainability. Continuous quality improvement is a voyage, and the PDSA cycle provides the structure needed to verify the sustainability of 5S through recurring assessment, and prevention of disparities within the 5S system from its intentions (Quality Insights of Pennsylvania, 2011). Each PDSA cycle performed in the reinforcement element of ADKAR provides a learning experience that can be used for continually strengthening the 5S system, and sufficiently reacting to laboratory environment changes and new quality issues (Srivannaboon, 2009).

Creating Slave Laws Essay -- essays research papers

The institution of slavery is a black mark on the record of Americans. Marking a time of hate and racism, an oppression spurred by fear that would plague our nation for decades upon decades. An Act for the Better Order and Government of Negroes and Slaves, and Conflicts between Masters and Slaves: Maryland in the Mid-Seventeenth Century, illustrate the dismay and panic European Colonials endured as they enslaved Africans. This dismay and panic generated laws to be established that further widened the gap between Europeans and Africans, stripping the Africans of any legal rights. The dismay and panic concerned loosing a valuable economic pawn. The first piece, An Act for Better Ordinance, clearly portrays the attitude of the majority of White Europeans. "Whereaes the plantations and estates of this Province cannot be well and sufficiently manages and brought into use, without the labor and service of negroes and other slaves [i.e., Indians]; and forasmuch as the said negroes and other slaves brought unto the people of this Province for that purpose, are barbarous, wild, savage natures, and such as renders them wholly unqualified to be governed by the laws, customs, and practices of this Province; but that is absolutely necessary."1 The white men of the time felt that their superiority was deemed by a higher power, why else would their skin tones be so drastically different. Racist views of these 'savage' men created fear. With the growing number of slaves, they had to be stripped of everything to prevent anarchy, as the white men could not envision a world without slave labor. The white men rationalized that slav es will escape. To prevent this one must allow them nothing beyond the plantation they were running from. The white men turn to government. "And for the better security of all such persons that shall endeavor to take any run-away, or shall examine any slave for his ticket, passing to and from his master's plantation, it is hereby declared lawful for any white person to beat, maim or assault, and if such negro or slave cannot otherwise be taken, to kill him, who shall refuse to shew his ticket, or, by running away or resistance, shall endeavor to avoid being apprehended or taken."2 White men had granted themselves a license to kill Africans whose desire for freedom was too strong. Likewise, the second piece, Conflicts between Maste... ...ord/St. Martin’s, 1999), 48. 5. The Early America Review, Charles P.M. Outwin, â€Å"Securing the Leg Irons: Restriction of Legal Rights for Slaves in Virginia and Maryland, 1625-1791. pg 7. Available http://www.earlyamerica.com/review/winter96/slavery.html 6. The Early America Review, Charles P.M. Outwin, â€Å"Securing the Leg Irons: Restriction of Legal Rights for Slaves in Virginia and Maryland, 1625-1791. pg 7. Available http://www.earlyamerica.com/review/winter96/slavery.html 7. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 2 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103 8. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 3 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103 9. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 4 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103