Students took a quiz and finished taken notes on Chapter 10 today. Over Thanksgiving break the students need to read all of Chapter 11. They also need to complete a chart that will be collected the day we get back from Thanksgiving break. They need to be able to explain the "Region/Dates, Rise, Political System, Social Features, Internal and External Relations, and the Decline" of the Maya, Aztecs and Incas. This chart counts as a homework grade. Another homework grade is to read pages 320-322 in the AP reader and answer the 2 questions from the footbinding section. Students can also begin to work on their review sheet for the test that will be given the week we return from Thanksgiving break. The test covers Chapters 8-11 and the questions are below:
Test Review Bulliet Chapters 8-11
1. Describe the economic impact of the camel on the Arabian Peninsula.
2. List the key events in Muhammad’s influence on the Arabian Peninsula.
3. Describe the lands controlled by the Umayyad dynasty and the lands controlled by the Abbasid dynasty.
4. Describe the decline of the Umayyad and Abbasid dynasties.
5. List key characteristics and events of the Seljuk Empire.
6. Give a brief but detailed account of the crusades.
7. Describe the Great Schism in detail.
8. What role did Byzantine women play in society?
9. Describe feudalism and give an account of the role that each figure played.
10. What role did the church play in the Middle Ages?
11. Why were cities in Italy and Flanders success in the Middle Ages?
12. Describe the start, accomplishments, and fall of the Sui dynasty.
13. Describe the start, accomplishments and fall of the Tang dynasty.
14. Describe the start, accomplishments and fall of the Song dynasty.
15. What advantage did the Liao people have?
16. Describe Zhu-Xi’s neo-Confucianism believes.
17. Describe what the Japanese did and did not adopt from the Chinese.
18. What was the importance of the Trung sisters?
19. Describe the start, accomplishments and fall of Teotihuacan.
20. Why were chinampas so important to people in Mesoamerica?
21. Describe the start, accomplishments and fall of the Mayan. Also the role of women.
22. Describe the start, accomplishments and fall of the Aztecs. Also the role of women.
23. Describe the start, accomplishments and fall of the Inca.
Monday, November 25, 2013
Thursday, November 21, 2013
11/21/13 Geography
1st Period started their test today and will finish it tomorrow in class.
7th Period took their Unit 4 test today. After the test they got a worksheet on Unit 5 that they need to use the textbook to complete. This is due Monday for a grade. Also their economic job projects are due Monday as well.
7th Period took their Unit 4 test today. After the test they got a worksheet on Unit 5 that they need to use the textbook to complete. This is due Monday for a grade. Also their economic job projects are due Monday as well.
11/21/13 AP World History
Students took notes on Chapter 10 today. Students need to finish reading Chapter 10 and be ready for a quiz on all of Chapter 10 on Monday.
Tuesday, November 19, 2013
AP World History DBQ Scavenger Hunt
1. How many documents will you be presented for you to use?
2. List examples of what these documents could be.
3. What is required for an acceptable thesis?
4. How many documents do you need to use?
5. How can you use a document but not get credit for using it?
6. How many documents do you need to analyze point of view (POV) in?
7. What is a good question to ask yourself when working on POV?
8. List three examples of how you could group documents.
9. Summarize what the AP readers want to see when they ask you for an "additional document."
10. What can you do to get into the expanded core?
2. List examples of what these documents could be.
3. What is required for an acceptable thesis?
4. How many documents do you need to use?
5. How can you use a document but not get credit for using it?
6. How many documents do you need to analyze point of view (POV) in?
7. What is a good question to ask yourself when working on POV?
8. List three examples of how you could group documents.
9. Summarize what the AP readers want to see when they ask you for an "additional document."
10. What can you do to get into the expanded core?
Important Geography Dates 11/19/13
1st and 7th Period will take their Unit 4 Test on Thursday 11/21.
2nd and 4th Period will take their Unit 4 Test on Friday 11/22.
All students will need to turn in and present their "What's your Job?" project on either November 25th or 26th. This counts as a test grade!
2nd and 4th Period will take their Unit 4 Test on Friday 11/22.
All students will need to turn in and present their "What's your Job?" project on either November 25th or 26th. This counts as a test grade!
Friday, November 15, 2013
11/15 AP World History
Students need to complete their DBQ worksheet before class on Tuesday and they need to read pages 283-291 and be ready for a possible Reading Quiz.
Wednesday, November 13, 2013
11/13 Geo
7th period Geo students need to complete their Comparative Advantage worksheet for homework.
11/13 AP World
Students need to complete the chapter 9 chart before Friday and need to finish reading Chapter 9. Comparative essay on West/East Europe on Tuesday 11/19.
Monday, November 11, 2013
Geo 11/11/13
7th period Geo students need to complete the Developed vs. Developing worksheet they got in class. They should use pages 504-505 to complete it.
11/11/13 AP World History
Students wrote their CCOT essay on the Arabian Penn. today. They need to read pages 253-268 for homework.
Friday, November 8, 2013
Levis Last Workers
Levi's Last US Workers Mourn Loss of Good Jobs
By Ralph Blumenthal
New York Times
October 19, 2003
Jeans maker's transfer of work abroad leaves them fearing job hunt
Clara Flores once thought she had the job of a lifetime, even, perhaps, the most solid job in America. She made blue jeans. Not just any blue jeans. Levi's. “It was the original,” Flores said. “Wherever you went, it was the same Levi's blue jeans.”
The $4.2 billion company was founded 150 years ago by Levi Strauss, a Bavarian immigrant who settled in San Francisco to outfit the gold miners. It has turned out more than 3.5 billion pairs of the sturdy denim jeans with their trademark rivets at the seams and little red pocket tab, becoming an American icon.
But by the end of the year, the last pair of Levi's made in America will roll off the sewing and finishing lines at the factory in San Antonio, another casualty of the shrinking homegrown apparel industry that since 1995 has halved its domestic work force in favor of cheaper foreign labor. It will be a setback, too, for San Antonio, home to the Alamo. The city draws a throng of tourists but suffers from a string of factory closings, although Toyota is building an $800 million plant to open in 2006.
Levi Strauss & Co.'s last three Canadian plants will close in March, the company said last month. That's part of a restructuring that will cut the company's payroll to 9,750 by next year -- the peak was 37,000 in 1996 -- and leave none of its jeans production in North America. The work will be contracted to suppliers in 50 countries, from the Caribbean to Latin America and Asia. Competitors, with few exceptions, have shifted their manufacturing to those regions or made jeans there all along.
Philip A. Marineau, who left PepsiCo in 1999 to lead family-owned Levi Strauss Co. as president and chief executive, said he saw little symbolism in the company's shutdown of production in the United States. “Consumers are used to buying products from all over the world,” Marineau said from company headquarters in San Francisco. “The issue is not where they're made. For most people, that's not gut-wrenching anymore.”
But it is for employees such as Flores, 54, an $18-an-hour hem sewer and president of the local of the apparel workers' union, Unite. Flores, who has worked for the company for 24 years, will soon join 819 fellow employees in San Antonio in lining up for severance benefits and possibly retraining classes and grants to start their own businesses.
Workers said the company had a progressive record on providing for its laid-off employees. But Flores noted the workers' four weeks of annual paid vacation and their family medical and dental benefits that cost them only $24 a week. She asked: “Where are we ever going to find something like this?”
By Ralph Blumenthal
New York Times
October 19, 2003
Jeans maker's transfer of work abroad leaves them fearing job hunt
Clara Flores once thought she had the job of a lifetime, even, perhaps, the most solid job in America. She made blue jeans. Not just any blue jeans. Levi's. “It was the original,” Flores said. “Wherever you went, it was the same Levi's blue jeans.”
The $4.2 billion company was founded 150 years ago by Levi Strauss, a Bavarian immigrant who settled in San Francisco to outfit the gold miners. It has turned out more than 3.5 billion pairs of the sturdy denim jeans with their trademark rivets at the seams and little red pocket tab, becoming an American icon.
But by the end of the year, the last pair of Levi's made in America will roll off the sewing and finishing lines at the factory in San Antonio, another casualty of the shrinking homegrown apparel industry that since 1995 has halved its domestic work force in favor of cheaper foreign labor. It will be a setback, too, for San Antonio, home to the Alamo. The city draws a throng of tourists but suffers from a string of factory closings, although Toyota is building an $800 million plant to open in 2006.
Levi Strauss & Co.'s last three Canadian plants will close in March, the company said last month. That's part of a restructuring that will cut the company's payroll to 9,750 by next year -- the peak was 37,000 in 1996 -- and leave none of its jeans production in North America. The work will be contracted to suppliers in 50 countries, from the Caribbean to Latin America and Asia. Competitors, with few exceptions, have shifted their manufacturing to those regions or made jeans there all along.
Philip A. Marineau, who left PepsiCo in 1999 to lead family-owned Levi Strauss Co. as president and chief executive, said he saw little symbolism in the company's shutdown of production in the United States. “Consumers are used to buying products from all over the world,” Marineau said from company headquarters in San Francisco. “The issue is not where they're made. For most people, that's not gut-wrenching anymore.”
But it is for employees such as Flores, 54, an $18-an-hour hem sewer and president of the local of the apparel workers' union, Unite. Flores, who has worked for the company for 24 years, will soon join 819 fellow employees in San Antonio in lining up for severance benefits and possibly retraining classes and grants to start their own businesses.
Workers said the company had a progressive record on providing for its laid-off employees. But Flores noted the workers' four weeks of annual paid vacation and their family medical and dental benefits that cost them only $24 a week. She asked: “Where are we ever going to find something like this?”
Geo Article Hello India
Hello, India? I Need Help With My Math
By Steve Lohr,
October 31, 2007
Adrianne Yamaki, a 32-year-old management consultant in New York, travels constantly and logs 80-hour workweeks. So to eke out more time for herself, she routinely farms out the administrative chores of her life — making travel arrangements, hair appointments and restaurant reservations and buying theater tickets — to a personal assistant service, in India.
Kenneth Tham, a high school sophomore in Arcadia, Calif., strives to improve his grades and scores on standardized tests. Most afternoons, he is tutored remotely by an instructor speaking to him on a voice-over-Internet headset while he sits at his personal computer going over lessons on the screen. The tutor is in India.
The Bangalore butler is the latest development in offshore outsourcing.
The first wave of slicing up services work and sending it abroad has been all about business operations. Computer programming, call centers, product design and back-office jobs like accounting and billing have to some degree migrated abroad, mainly to India. The Internet, of course, makes it possible, while lower wages in developing nations make outsourcing attractive to corporate America.
The second wave, according to some entrepreneurs, venture capitalists and offshoring veterans, will be the globalization of consumer services. People like Ms. Yamaki and Mr. Tham, they predict, are the early customers in a market that will one day include millions of households in the United States and other nations.
They foresee an array of potential services beyond tutoring and personal assistance like health and nutrition coaching, personal tax and legal advice, help with hobbies and cooking, learning new languages and skills and more. Such services, they say, will be offered for affordable monthly fees or piecework rates.
“Consumer services delivered globally should be a huge market,” observed K. P. Balaraj, a managing director of the Indian arm of Sequoia Capital, a venture capital firm in Silicon Valley.
But globalization of consumer services faces daunting challenges, both economic and cultural. Offshore outsourcing for big business thrived partly because the jobs were often multimillion-dollar contracts and the work was repetitive. In economic terms, there were economies of scale so that the most efficient Indian offshore specialists could become multibillion-dollar companies like Infosys Technologies, Tata Consultancy Services and Wipro Technologies.
It is not all clear that similar economies of scale can be achieved in the consumer market, where the customers are individual households and services must be priced in tens or hundreds of dollars.
Then there are the matters of language, accent and cultural nuance that promise to hamper the communication and understanding needed to deliver personal services. Already, some American consumers voice frustrations in dealing with customer-service call centers in India. At the least, the spread of remotely delivered personal services will be a real test of globalization at the grass-roots level.
Even optimists acknowledge the obstacles. In a report this year, Evalueserve, a research firm, predicted that “person-to-person offshoring,” both consumer services and services for small businesses, would grow rapidly, to more than $2 billion by 2015. Yet consumer services, in particular, are in a “nascent phase,” said Alok Aggarwal, chairman of Evalueserve and a former I.B.M. researcher. “It’s promising, but it’s not clear yet that you can build sizable companies in this market.”
Veterans of the business offshoring boom predict an emerging market, but most are not investing. Nandan M. Nilekani, co-chairman of Infosys, said there is “definitely an opportunity in the globalization of consumer services,” and he listed several possibilities, even psychological counseling and religious confessionals. But, he added in an e-mail message, “This is just ‘blue sky’ thinking! We have no business interest at this point in this direction.”
What the offshore consumer services industry needs, it seems, is a solid success story in some promising market. A leading candidate to watch, according to analysts, is TutorVista, a tutoring service founded two years ago by Krishnan
Ganesh, a 45-year-old Indian entrepreneur and a pioneer of offshore call centers.
Concerns about the quality of K-12 education in America and the increased emphasis on standardized tests is driving the
tutoring business in general. Traditional classroom tutoring services like Kaplan and Sylvan are doing well and offer online features. And there are other remote services like Growing Stars, Tutor.com and SmarThinking.
Yet TutorVista, analysts say, is different in a number of ways. Other remote tutoring services generally offer hourly rates
of $20 to $30 instead of the $40 to $60 hourly charges typical of on-site tutoring. By contrast, TutorVista takes an all-you-
can-eat approach to instruction. Its standard offering is $99 a month for as many 45-minute tutoring sessions as a student arranges.
TutorVista also stands out for its well-known venture backers, its scale and its ambition. The two-year-old company has raised more than $15 million from investors including Sequoia, Lightspeed Venture Partners and Silicon Valley Bank.
TutorVista employs 760 people, including 600 tutors in India, a teaching staff it plans to double by year-end. Its 52-person technical staff has spent countless hours building the software system to schedule, monitor and connect potentially tens of thousands of tutors with students oceans away.
“Our vision is to be part of the monthly budget of one million families,” Mr. Ganesh said.
It is a long-term goal. To date, TutorVista has signed up 10,000 subscribers in the United States, and its British service, rolled out in September, has 1,000.
Further gains will depend on winning over more customers like the Tham family in California. Since he was in elementary school, Kenneth has had stints of conventional tutoring, often in classroom settings with up to 10 other students. At times, this cost the family up to $500 a month. Last year, Ernest Tham, a truck driver, noticed a reference to TutorVista on a Web site and suggested his son give it a try.
“Kenneth was apprehensive at first, and I wasn’t sure how it would work,” Mr. Tham said. “But, shocking to say, it’s gone very well.”
Kenneth said he initially found it “very unusual, not seeing another person. You get used to it, though. It’s not a problem.” He schedules one or two sessions nearly every day, mainly for English and chemistry. With a digital pen and palette, he writes sentences and grammar exercises, for example, and his work appears on his computer screen and on the screen of his tutor. They discuss the lessons using Internet-telephone headsets.
“You can also get help with homework problems,” Kenneth said, “but they’re not supposed to do all your homework for you.” In a year with the TutorVista service, Kenneth has improved both his grades and standardized test scores, his father said.
Ramya Tadikonda has tutored Kenneth Tham, among many others, from her home in Chennai, India. To achieve its ambitions, TutorVista must recruit, train and retain thousands of tutors like her.
Ms. Tadikonda, 26, is a college graduate who had previously worked as a software and curriculum developer for a math Web site for students, but left to raise her children. Earlier this year, she joined TutorVista, took the company’s 60-hour training course, followed by tests and practice sessions for two months. She now works about 24 hours a week as a math and English tutor and makes about $200 a month. Ms. Tadikonda says she enjoys tutoring and the flexible hours. “You can have a career and still spend time with your family,” she said. “I never thought I could do that.”
The timing is right for global tutoring, according to John J. Stuppy, TutorVista’s president and a former executive at Sylvan Learning, the Educational Testing Service and The Princeton Review. Improved Internet technology and the ability to tap of vast pool of educated instructors at low cost are crucial ingredients.
Steve Ludmer, 28, and his partner Avinash G. Samudrala, 27, are betting the time is right for another kind of global consumer service. They left lucrative jobs in management consulting and private equity to start a remote personal assistant service, called Ask Sunday, which began in July.
The company is based in New York, but its work force is mostly in India. It is one of a handful of startups trying to create a business in offshore personal assistant service. Some, like GetFriday, charge hourly rates of $15 or so, but Ask Sunday has a per-request model, $29 a month for 30 requests a month or $49 for 50.
The requests can be unusual. The requests are mainly to help busy people like Ms. Yamaki, the New York management consultant, free up time and outsource hassles. During a late meeting at the office recently, Ms. Yamaki said, she sent a one-line e-mail message from her laptop that told Ask Sunday to order her usual meals from her favorite Manhattan restaurant, for delivery at 9:30 p.m. When the meeting ended, her take-out food was waiting.
To handle such personal chores, Ms. Yamaki has handed Ask Sunday a wealth of personal information, including credit card numbers, birth dates of family and friends and phone numbers for doctors, car services, favorite restaurants and others. She finds the convenience well worth it. “The service is great in a pinch to make your life a little smoother,” Ms.
Yamaki said. “And it’s available 24 hours a day, which is more than you can expect from a personal assistant at work.”
By Steve Lohr,
October 31, 2007
Adrianne Yamaki, a 32-year-old management consultant in New York, travels constantly and logs 80-hour workweeks. So to eke out more time for herself, she routinely farms out the administrative chores of her life — making travel arrangements, hair appointments and restaurant reservations and buying theater tickets — to a personal assistant service, in India.
Kenneth Tham, a high school sophomore in Arcadia, Calif., strives to improve his grades and scores on standardized tests. Most afternoons, he is tutored remotely by an instructor speaking to him on a voice-over-Internet headset while he sits at his personal computer going over lessons on the screen. The tutor is in India.
The Bangalore butler is the latest development in offshore outsourcing.
The first wave of slicing up services work and sending it abroad has been all about business operations. Computer programming, call centers, product design and back-office jobs like accounting and billing have to some degree migrated abroad, mainly to India. The Internet, of course, makes it possible, while lower wages in developing nations make outsourcing attractive to corporate America.
The second wave, according to some entrepreneurs, venture capitalists and offshoring veterans, will be the globalization of consumer services. People like Ms. Yamaki and Mr. Tham, they predict, are the early customers in a market that will one day include millions of households in the United States and other nations.
They foresee an array of potential services beyond tutoring and personal assistance like health and nutrition coaching, personal tax and legal advice, help with hobbies and cooking, learning new languages and skills and more. Such services, they say, will be offered for affordable monthly fees or piecework rates.
“Consumer services delivered globally should be a huge market,” observed K. P. Balaraj, a managing director of the Indian arm of Sequoia Capital, a venture capital firm in Silicon Valley.
But globalization of consumer services faces daunting challenges, both economic and cultural. Offshore outsourcing for big business thrived partly because the jobs were often multimillion-dollar contracts and the work was repetitive. In economic terms, there were economies of scale so that the most efficient Indian offshore specialists could become multibillion-dollar companies like Infosys Technologies, Tata Consultancy Services and Wipro Technologies.
It is not all clear that similar economies of scale can be achieved in the consumer market, where the customers are individual households and services must be priced in tens or hundreds of dollars.
Then there are the matters of language, accent and cultural nuance that promise to hamper the communication and understanding needed to deliver personal services. Already, some American consumers voice frustrations in dealing with customer-service call centers in India. At the least, the spread of remotely delivered personal services will be a real test of globalization at the grass-roots level.
Even optimists acknowledge the obstacles. In a report this year, Evalueserve, a research firm, predicted that “person-to-person offshoring,” both consumer services and services for small businesses, would grow rapidly, to more than $2 billion by 2015. Yet consumer services, in particular, are in a “nascent phase,” said Alok Aggarwal, chairman of Evalueserve and a former I.B.M. researcher. “It’s promising, but it’s not clear yet that you can build sizable companies in this market.”
Veterans of the business offshoring boom predict an emerging market, but most are not investing. Nandan M. Nilekani, co-chairman of Infosys, said there is “definitely an opportunity in the globalization of consumer services,” and he listed several possibilities, even psychological counseling and religious confessionals. But, he added in an e-mail message, “This is just ‘blue sky’ thinking! We have no business interest at this point in this direction.”
What the offshore consumer services industry needs, it seems, is a solid success story in some promising market. A leading candidate to watch, according to analysts, is TutorVista, a tutoring service founded two years ago by Krishnan
Ganesh, a 45-year-old Indian entrepreneur and a pioneer of offshore call centers.
Concerns about the quality of K-12 education in America and the increased emphasis on standardized tests is driving the
tutoring business in general. Traditional classroom tutoring services like Kaplan and Sylvan are doing well and offer online features. And there are other remote services like Growing Stars, Tutor.com and SmarThinking.
Yet TutorVista, analysts say, is different in a number of ways. Other remote tutoring services generally offer hourly rates
of $20 to $30 instead of the $40 to $60 hourly charges typical of on-site tutoring. By contrast, TutorVista takes an all-you-
can-eat approach to instruction. Its standard offering is $99 a month for as many 45-minute tutoring sessions as a student arranges.
TutorVista also stands out for its well-known venture backers, its scale and its ambition. The two-year-old company has raised more than $15 million from investors including Sequoia, Lightspeed Venture Partners and Silicon Valley Bank.
TutorVista employs 760 people, including 600 tutors in India, a teaching staff it plans to double by year-end. Its 52-person technical staff has spent countless hours building the software system to schedule, monitor and connect potentially tens of thousands of tutors with students oceans away.
“Our vision is to be part of the monthly budget of one million families,” Mr. Ganesh said.
It is a long-term goal. To date, TutorVista has signed up 10,000 subscribers in the United States, and its British service, rolled out in September, has 1,000.
Further gains will depend on winning over more customers like the Tham family in California. Since he was in elementary school, Kenneth has had stints of conventional tutoring, often in classroom settings with up to 10 other students. At times, this cost the family up to $500 a month. Last year, Ernest Tham, a truck driver, noticed a reference to TutorVista on a Web site and suggested his son give it a try.
“Kenneth was apprehensive at first, and I wasn’t sure how it would work,” Mr. Tham said. “But, shocking to say, it’s gone very well.”
Kenneth said he initially found it “very unusual, not seeing another person. You get used to it, though. It’s not a problem.” He schedules one or two sessions nearly every day, mainly for English and chemistry. With a digital pen and palette, he writes sentences and grammar exercises, for example, and his work appears on his computer screen and on the screen of his tutor. They discuss the lessons using Internet-telephone headsets.
“You can also get help with homework problems,” Kenneth said, “but they’re not supposed to do all your homework for you.” In a year with the TutorVista service, Kenneth has improved both his grades and standardized test scores, his father said.
Ramya Tadikonda has tutored Kenneth Tham, among many others, from her home in Chennai, India. To achieve its ambitions, TutorVista must recruit, train and retain thousands of tutors like her.
Ms. Tadikonda, 26, is a college graduate who had previously worked as a software and curriculum developer for a math Web site for students, but left to raise her children. Earlier this year, she joined TutorVista, took the company’s 60-hour training course, followed by tests and practice sessions for two months. She now works about 24 hours a week as a math and English tutor and makes about $200 a month. Ms. Tadikonda says she enjoys tutoring and the flexible hours. “You can have a career and still spend time with your family,” she said. “I never thought I could do that.”
The timing is right for global tutoring, according to John J. Stuppy, TutorVista’s president and a former executive at Sylvan Learning, the Educational Testing Service and The Princeton Review. Improved Internet technology and the ability to tap of vast pool of educated instructors at low cost are crucial ingredients.
Steve Ludmer, 28, and his partner Avinash G. Samudrala, 27, are betting the time is right for another kind of global consumer service. They left lucrative jobs in management consulting and private equity to start a remote personal assistant service, called Ask Sunday, which began in July.
The company is based in New York, but its work force is mostly in India. It is one of a handful of startups trying to create a business in offshore personal assistant service. Some, like GetFriday, charge hourly rates of $15 or so, but Ask Sunday has a per-request model, $29 a month for 30 requests a month or $49 for 50.
The requests can be unusual. The requests are mainly to help busy people like Ms. Yamaki, the New York management consultant, free up time and outsource hassles. During a late meeting at the office recently, Ms. Yamaki said, she sent a one-line e-mail message from her laptop that told Ask Sunday to order her usual meals from her favorite Manhattan restaurant, for delivery at 9:30 p.m. When the meeting ended, her take-out food was waiting.
To handle such personal chores, Ms. Yamaki has handed Ask Sunday a wealth of personal information, including credit card numbers, birth dates of family and friends and phone numbers for doctors, car services, favorite restaurants and others. She finds the convenience well worth it. “The service is great in a pinch to make your life a little smoother,” Ms.
Yamaki said. “And it’s available 24 hours a day, which is more than you can expect from a personal assistant at work.”
Monday, November 4, 2013
World Geography 11/4/13
1st Period students worked on an activity called "Pennies A Day" they have no homework.
7th Period Students took their 9 Weeks Exam today and need to complete page 104 # 4 and 6 AND page 110 # 1-4 and 6-8. This is due Thursday for a homework grade.
7th Period Students took their 9 Weeks Exam today and need to complete page 104 # 4 and 6 AND page 110 # 1-4 and 6-8. This is due Thursday for a homework grade.
AP World History 11/4/13
The Constitution of Medina: Muslims and Jews at the Dawn of Islam
http://college.cengage.com/history/primary_sources/world/the_constitution_of_medina.htm
The Quran: Muslim Devotion to God
http://college.cengage.com/history/primary_sources/world/the_quran.htm
HW Read pages 239-247, Using the link "The Quran: Muslim Devotion to God" answer the question; "How does this Quran Text show connections between Islam, Judaism, and Christianity. Also next class be ready to write a CCOT essay on the Arabain Penn. All information can come from Chapter 8.
http://college.cengage.com/history/primary_sources/world/the_constitution_of_medina.htm
The Quran: Muslim Devotion to God
http://college.cengage.com/history/primary_sources/world/the_quran.htm
HW Read pages 239-247, Using the link "The Quran: Muslim Devotion to God" answer the question; "How does this Quran Text show connections between Islam, Judaism, and Christianity. Also next class be ready to write a CCOT essay on the Arabain Penn. All information can come from Chapter 8.
Friday, November 1, 2013
11/1 Geography
1st Period Geo took their Quarterly Test today. They need to complete page 104 #2&6 and page 110 #1-4&6-8 for homework. This is due Monday.
2nd and 4th Period took their test today and started the bookwork, but they do not have to complete it for homework.
2nd and 4th Period took their test today and started the bookwork, but they do not have to complete it for homework.
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