Solo ella, una bella mujer, solo con ella conocí lo que es el amor, lo que es luchar, lo que es estar abajo, en lo más oscuro, conocí lo que es tomar la luz para salir de la desesperación y la agonía. Con ella conocí lo que es el amor y lo que es verdaderamente estar en las buenas y en las malas; solo ella lo es todo.
are: Earth, Mars, mnemonic device: Served.
are: Earth, Mars, menmonic device: Served.
Modern literature seems to reflect on Writing in...the writer is perhaps conscious In the extract, the writer presents However,
In the extract, the author presents defining certain characters in the extract The author contrasts this shows the two main characters in the extract Alternatively Later on in the extract The author pairs this description with At the end of the extract The author creates an image The author is far more blunt with the description
The author's purposeful representation The final description perhaps suggests that The author, quite harshly, undercuts this This harsh comment from the author This is possibly more of a explicit critique
wishes to reflect somberly
Das Berufungsgericht hat - gestützt auf § 138 I BGB - zutreffend Ansprüche des Klägers gegen die Beklagte auf Schadensersatz wegen der Veräußerung des Kraftfahrzeugs sowie auf Rückzahlung der geleisteten Miete und Bearbeitungsgebühr, jeweils nebst Zinsen, bejaht.
Das Berufungsgericht hat zutreffend einen Anspruch des Klägers gegen die Beklagte auf Zahlung von Schadensersatz in Höhe des Wiederbeschaffungswerts des Fahrzeugs aus § 990 I, §§ 989, 249 I, § 251 I BGB bejaht.
Diese tatsächliche Vermutung beruht auf dem Erfahrungssatz, dass in der Regel außergewöhnliche Leistungen nicht ohne Not oder nicht ohne einen anderen den Benachteiligten hemmenden Umstand zugestanden werden und der Begünstigte diese Erfahrung teilt, § 138 I BGB.
a) Der Kläger war bis zu dem - insoweit maßgebenden - Zeitpunkt der Veräußerung seines Kraftfahrzeugs durch die Beklagte an die Eigentümer desselben.
aa) Er hat sein Eigentum nicht durch Veräußerung an die Beklagte verloren, § 903 BGB.
Ein Rechtsgeschäft ist nach § 138 I BGB nichtig, wenn es nach seinem aus der Zusammenfassung von Inhalt, Beweggrund und Zweck zu entnehmenden Gesamtcharakter mit den guten Sitten nicht zu vereinbaren ist.
Hierbei ist weder das Bewusstsein der Sittenwidrigkeit noch eine Schädigungsabsicht erforderlich; es genügt vielmehr, wenn der Handelnde die Tatsachen kennt, aus denen die Sittenwidrigkeit folgt. Dem steht es gleich, wenn sich jemand bewusst oder grob fahrlässig der Kenntnis erheblicher Tatsachen verschließt.
Zudem haben die Parteien das Verpflichtungs- und das Verfügungsgeschäft ausweislich des im Kauf- und im Mietvertrag zum Ausdruck gebrachten Willens zu einer Einheit zusammengefasst, § 139 BGB.
Tamil Nadu-Bharatnatyam-Ini,La
Kerela-Mohiniattam-Mohini Bharti Kal Sant Gadi Chalai
Kerela-Kathakali-mukund Anand Krishnan Ballatol
Andhra Pradesh-Kuchipudi-Reddy Satya Khan
Oddisa-Oddisi-Mohapatra Charan Behera
Uttar Pradesh-Kathak-Birju Maharaj Sarkar Gopi Vahu
Manipur-Manipuri-Jhaveri Singh Satya Khan
Assam-Satriya-Goswami Barbayan
Mallika Sarabhai-Bharatnatyam and Kuchipudi
Swapna Sundari-Bharatnatyam and Kuchipudi
Sonal Mansingh-Bharatnatyam and Odissi
1. Initiate at least 10 new student members
2. Year-end chapter size of at least 20 members
3. Conduct at least six professional events
4. Each chapter member must attend at least two professional events
5. Attend at least one fraternity-sponsored event
6. Attend regional officer training
7. Have a current balance on December 31
8. Have a current balance on June 30
9. Follow the minimum Pledge Education Program (PEP) standards
Se contacta al estudiante para brindarle información sobre el programa Ean contigo y como acceder para ampliar la información, se le pregunta como se ha sentido en el inicio a clases, si se ha adaptado bien a la universidad o si presenta algún inconveniente con algunas de las plataformas. El estudiante indica que por el momento no presenta ningún inconveniente para poder acceder a sus plataformas ni de adaptación estudiantil. mas sin embargo hace la aclaración que no ha podido ingresar a clase de manera regular por un tema familiar que se le presento fuera del país
Internal Energy (U)
Internal energy is the total energy contained within a system. It is the sum of the kinetic and potential energies of its particles. Importantly, we cannot measure the absolute value of internal energy; only changes in internal energy can be measured.
State Function:
A state function depends only on the current state of the system, not the path taken to reach that state. Internal energy is a state function because its value at a particular state is independent of its history.
Work (W) and Heat (Q)
Work and heat are the two primary means by which energy is transferred between a system and its surroundings. Work is energy transferred when a force is applied over a distance. Heat is energy transferred due to a temperature difference between a system and its surroundings.
First Law of Thermodynamics:
The first law, also known as the law of energy conservation, states that energy cannot be created or destroyed, only transferred or converted from one form to another. In terms of internal energy, heat, and work, it’s expressed as:
delta U = q – w
Where: ΔU is the change in internal energy.
q is the heat added to the system.
w is the work done by the system on its surroundings.
Isothermal Reversible Process
An isothermal process occurs at a constant temperature. When it’s reversible, the system remains in equilibrium with its surroundings throughout the process.
For an ideal gas undergoing an isothermal reversible expansion or compression:
W reversible = -nRT ln (vf/vi)
Isothermal Reversible
Where: n is the number of moles of gas.
R is the universal gas constant.
T is the constant temperature.
V f and V i are the final and initial volumes, respectively.
Download PDF Thermodynamics Formula
Isothermal Irreversible Process
In an isothermal irreversible process, the system doesn’t necessarily remain in equilibrium with its surroundings. For an ideal gas undergoing an isothermal irreversible expansion against a constant external pressure
Isothermal Irreversible
Free Expansion
Free expansion refers to the expansion of a gas into a vacuum, meaning there’s no external pressure opposing the expansion. As a result, no work is done by or on the gas.
W = 0
Also Check – Charle’s Law Formula
Adiabatic Process
An adiabatic process occurs without the transfer of heat. For an ideal gas undergoing an adiabatic expansion or compression, the work is described by:
W adiabiatic = nR(Tf-Ti)/1-γ
Adiabatic
Where: γ is the heat capacity ratio (Cp/Cv).
T f and T i are the final and initial temperatures, respectively.
Enthalpy (H)
Enthalpy is a thermodynamic quantity defined as:
H = U + PV
Where: U is the internal energy of the system.
P is the pressure of the system.
V is the volume of the system.
For a process at constant pressure, the change in enthalpy (ΔH) is related to the heat (Q) transferred as:
ΔH = QP
Where Q P is the heat transferred at constant pressure.
Also Check – Surface Chemistry Formula
Heat Capacity (C)
Heat capacity of a substance is the amount of heat (Q) required to raise its temperature by one degree Celsius (or Kelvin).
Mathematically:
C = Q/∆T
Where ΔT is the change in temperature.
Heat Capacity at Constant Pressure (CP) and at Constant Volume (CV): C P is the heat capacity measured at constant pressure. C V is the heat capacity measured at constant volume.
Relation with Ideal Gas Constant:
For an ideal gas, the molar heat capacities at constant pressure (C P ) and constant volume (C V ) are related to the ideal gas constant
CP – CV = R
Furthermore, the heat capacity ratio γ (often used in adiabatic processes for ideal gases) is defined as:
γ=cp/cv
heat capacity ratio γ
Also Check – Elevation of Boiling Point Formula
Entropy (S)
Entropy (S) is a measure of the disorder or randomness of a system. It provides insight into the energy of a system that is not available to do work. The concept of entropy is deeply rooted in the Second Law of Thermodynamics. Change in Entropy (ΔS) for Heat Transfer: For a reversible process in which heat is transferred:
delta =q rev /T
Entropy
Where: q rev is the heat transferred during the reversible process. T is the absolute temperature at which the process occurs.
Entropy and Phase Changes: For a phase transition (e.g., melting or vaporization) at constant temperature:
delta = delta H transition / T transition
Entropy and Phase Changes
Where: ΔHtransition is the enthalpy change of the phase transition. Phase transition is the temperature at which the phase transition occurs.
Spontaneity: The spontaneity of a process is determined by the Gibbs free energy
ΔG = ΔH − TΔS
Where: ΔG is the change in Gibbs free energy.
ΔH is the change in enthalpy.
ΔS is the change in entropy.
T is the absolute temperature.
The sign of ΔG dictates spontaneity: If ΔG<0, the process is spontaneous. If ΔG>0, the process is non-spontaneous. If ΔG=0, the system is in equilibrium.
Gibbs Free Energy (G)
Gibbs free energy is a thermodynamic potential that measures the maximum reversible work that can be performed by a system at constant temperature and pressure. It provides a criterion for the spontaneity of a process when both temperature and pressure are held constant. Formula for
Temperature Dependence: The sign of ΔH and ΔS can give insights into the temperature dependence of spontaneity:
If ΔH<0 (exothermic) and ΔS>0 (entropy increases), the process is spontaneous at all temperatures. If ΔH>0 (endothermic) and ΔS<0 (entropy decreases), the process is non-spontaneous at all temperatures. If ΔH<0 and ΔS<0, the process is spontaneous at low temperatures. If ΔH>0 and ΔS>0, the process is spontaneous at high temperatures. The exact temperature at which the spontaneity changes can be found using the equation ΔG=0, which gives
List Your Tasks.
Write down everything you’re doing or plan to do to reach your work goals.
Group by Time
Sort your tasks by big picture long term career, yearly goals, and weekly goals.
Rank Your Yearly Goals
Put your yearly goals in order of importance, thinking about what the world needs and what you want.
Rank Your Weekly Goals
Do the same with weekly goals, making sure they help you reach the bigger ones or were given to you for a reason.
Check Your Time
Compare how you spend your time now with what’s really important to you.
Fix the Gaps
If your time and goals don’t match, figure out why and make adjustments
The key message is to stop, think about what you’re doing, and make sure it lines up with your main goals.
Think about what you want to achieve.
Put tasks and your personal goals on the same list.
Don’t worry about organizing them yet.
You’ll divide your tasks and goals into three time frames
Long-term goals
These are your long-term dreams or ambitions, like becoming a CEO or running your own business.
Objectives
These are medium term goals that may take a few months to a couple of years to complete.
Targets
These are short term actions you need to do now things you can complete in a day or week.
What You Want to Do
Your personal desires matter. If you’re passionate about something then it should rank higher.
What You’re Good At
Focus on what you excel at
rank your objectives from 1 to 10 1 being the lowest and 10 being the highest.
Revisit and update your rankings every year or whenever something big changes in your career.
This way, you can ensure that you’re focusing on the most important goals!
Targets are the tasks you can act on in the short term, and they generally fall into two types:
Enabling Targets
These are tasks that help you accomplish your bigger objectives.
Assigned Targets
These are tasks given to you by others, which may or may not relate to your main goals.
By organizing and ranking both your enabling and assigned Targets you can stay focused on what matters most and minimize distractions.
Am I spending enough time on my high ranking goals?
Where am I losing time to less important tasks?
How can I adjust my schedule to focus more on what really matters?
Make sure your daily and weekly tasks are closely aligned with your bigger objectives, allowing you to stay proactive rather than being consumed by urgent but less important issues.
Create a tiered to do List
Top Half: Write down your highest-priority Objectives and Targets.
Each item should have a specific deadline for completion.
Bottom Half
List your lower-priority tasks and estimate when you'd like to finish each one.
Daily Adjustments
Make minor tweaks each day as new tasks arise or priorities change.
Weekly Reviews
Spend some time each weekend to do a detailed review, reassessing your list and your priorities.
Update Regularly:
Add new projects or tasks as they come up, and remove items that have become less important or are being handled by others.
Reflect on how you can make similar adjustments in your routine.
By crafting a focused, tiered to-do list and actively managing your time, you can make significant progress toward your professional goals without getting lost in the daily grind.
By following these steps, you can establish a clearer path to productivity and satisfaction in your professional life.
Regularly revisit and adjust your goals and priorities to ensure they continue to align with your evolving aspirations and organizational needs.
Keys To Power
The ultimate power is the power to get people to do as you wish. When you can this without having to force people or hurt them, when they willingly grant you what you desire, then your power is untouchable. The best way to achieve this position is to create a relationship of dependence. The master requires your services; he is weak, or unable to function without you; you have enmeshed yourself in his work so deeply that doing away with you would bring him great difficulty, or at least would mean valuable time lost in training another to replace you. Once such a relationship is established you have the upper hand, the leverage to make the master do as you wish. It is the classic case of the man behind the throne, the servant of the king who actually controls the king. Bismarck did not have to bully either Frederick or William into doing his bidding. He simply made it clear that unless he got what he wanted he would walk away, leaving the king to twist in the wind. Both kings soon danced to Bismarck's tune.
Thus a wise prince will think of ways to keep his citizens of every sort and under every circumstance dependent on the state and on him; and then they will always be trustworthy.
Niccolo Machiavelli, 1469-1527
Necessity rules the world. People rarely act unless compelled to. If you create no need for yourself, then you will be done away with at first opportunity. If, on the other hand, you understand the Laws of Power and make others depend on you for their welfare, if you can counteract their weakness with your own "iron and blood," in Bismarck's phrase, then you will survive your masters as Bismarck did. You will have all the benefits of power without the thorns that come from being a master.
Interpretation
Most young and ambitious politicians looking out on the political landscape of 1840s Germany would have tried to build a power base among those with the most power. Bismarck saw different. Joining forces with the powerful can be foolish: They will swallow you up, just as the doge of Venice swallowed up the Count of Carmagnola. No one will come to depend on you if they are already strong. If you are ambitious, it is much wiser to seek out weak rulers or masters with whom you can create a relationship of dependency. You become their strength, their intelligence, their spine. What power you hold! If they got rid of you the whole edifice would collapse.
Where up hand lead she nation some the about thing present against another back right after consider just I child which take few face which way that's last look good to there'd
Years later, Bismarck's actions as Prussia's prime minister led the various German states to be united into one country. Now Bismarck finagled the king into letting himself be crowned emperor of Germany. Yet it was really Bismarck who had reached the heights of power. As right-hand man to the emperor, and as imperial chancellor and knighted prince, he pulled all the levers.
When Frederick died, in 1861 his brother William assumed the throne. William disliked Bismarck intensely and had no intention of keeping him around. But he also inherited the same situation his brother had: enemies galore, who wanted to nibble his power away. He actually considered abdicating, feeling he lacked the strength to deal with this dangerous and precarious position. But Bismarck insinuated himself once again. He stood by the new king, gave him strength, and urged him into firm and decisive action. The king grew dependent on Bismarck's strong-arm tactics to keep his enemies at bay, and despite his antipathy toward the man, he soon made him his prime minister. The two quarreled often over policy Bismarck was much more conservative but the king understood his own dependency. Whenever the prime minister threatened to resign, the king gave in to him, time after time. It was in fact Bismarck who set state policy.
Finally, it all paid off: In 1851 Bismarck was made a minister in the king's cabinet. Now he went to work. Time and again he forced the king's hand, getting him to build up the military, to stand up to the liberals, to do exactly as Bismarck wished. He worked on Frederick's insecurity about his manliness, challenging him to be firm and to rule with pride. And he slowly restored the king's powers until the monarchy was once again the most powerful force in Prussia.
Observance Of The Law
When Otto von Bismarck became a deputy in the Prussian parliament in 1847, he was thirty-two years old and without an ally or friend. Looking around him, he decided that the side to ally himself with was not the parliament's liberals or conservatives, not any particular minister, and certainly not the people. It was with the king, Frederick William IV. This was an odd choice to say the least, for Frederick was at a low point of his power. A weak, indecisive man, he consistently gave in to the liberals in parliament; in fact he was spineless, and stood for much that Bismarck disliked, personally and politically. Yet Bismarck courted Frederick night and day. When other deputies attacked the king for his many inept moves, only Bismarck stood by him.
Be the only one who can do what you do, and make the fate of those who hire you so entwined with yours that they cannot possibly get rid of you. Otherwise you will someday be forced to cross your own Bridge of Sighs.
