[Assam] Did Zoroastrians immigrate to Germany in 700AD?
umesh sharma
jaipurschool at yahoo.com
Sun Oct 22 18:02:48 PDT 2006
Mukul-da,
Thanks for clarifying with relevant info.
Umesh
mc mahant <mikemahant at hotmail.com> wrote:
Umesh
I worked for a Parsi Metallurgist M.N.Dastur for7 years. Had many close Parsi friends there.None told me ever of Zoroastrians having migrated to Germany in 700AD when Islam took Iran over. Not even in their myths.
How would they have -through hostile Islam territories? And direct to cold Europe? Into Poor Germany?In fact there was no Germany at that time.There were Hansa-s= City states /Traders.
Germany is just a wishful romantic association for your new housemate.If there was a west/North migration while Fleeing Islam, it could have been only to Russia/Kazakhstan/Azerbidjan. But the later 2 were already being overrun by Islam. Left only Hindu Cutch/Cambay where Islam was already routing Dwarka(my enemy's enemy is my friend). Even in 700AD,mass migration could not have been more than 10Km a year by any land route.By sea of course ,a lot faster!.
Rajasthani Gypsys travelled to Europe in many centuries via Morocco and Spain.They are still on the move.
mm
---------------------------------
From: umesh sharma <jaipurschool at yahoo.com>
Reply-To: umesh.sh05 at post.harvard.edu
To: assam at assamnet.org
Subject: Re: [Assam] Economist: Persian influence? Optimists gaining groundover others
Date: Sat, 21 Oct 2006 15:10:52 +0100 (BST)
reminds me of TATA's great grand dad Jamshedji's trip West in 1893 --on the same ship as Swami Vivekanand -where they discussed their plans. Both were going to Chicago to attend the World Fair -via San Francisco. Tata brought back Western technology and Vivekanand enthralled the west with the best of Indian civilization.
That was the same year Mahatma Gandhi went on his 21 year long stay at South Africa.
I am told by my new Parsee (Zoroastrian) housemate that there are 3 million members of her faith -- most of them in Europe -since when they fled Persia (current day Iran) in 700s -most went to Germany and few came to India (now called Parsees). I find it unbelievable -though. http://en.wikipedia.org/wiki/Zoroastrians#Rest_of_the_world
Umesh
umesh sharma <jaipurschool at yahoo.com> wrote:
- AN ARTICLE FOR YOU, FROM ECONOMIST.COM -
As I read in Reader's Digest long ago: If you are ignorant but confident then success is sure;
Success = Ignorance + Confidence
It seems Indians (who have been [kept?] ignorant for long) have now got some self confidence.
Umesh
-------------------------
STEEL
Oct 20th 2006
Tata Steel's $8 billion purchase of Corus, an Anglo-Dutch rival, says
much about consolidation in the steel industry and about India's
acquisitiveness
WHAT a difference a year makes. In 2005 Tata Steel, India's largest
private-sector steelmaker, was an industry minnow ranked as only the
56th largest steelmaker in the world, by production. It was a
likely
meal for bigger fish to swallow. Now, after striking an $8 billion
agreement to take over Corus, a much larger Anglo-Dutch rival, it is
poised to become the sixth largest such firm on the planet, with a
likely annual output (judging by last year's performances) of some
22.6m tonnes.
The deal was announced on Friday October 20th, with the two firms
pledging to complete by January, leaving time for a possible--though
some say unlikely--rival bid for Corus to emerge. For Tata it
represents a significant triumph in a fragmented industry that is fast
consolidating. Analysts who monitor the big metals and mining firms,
where there has been a frenzy of activity in recent months,
increasingly classify companies as either "hunter or hunted". Mittal
Steel (a Europe-based firm run by an Indian tycoon, Lakshmi Mittal) has
devoured Arcelor, a Luxembourg-based steelmaker, for $32.2 billion, and
is easily the world's biggest
steelmaker. Consolidation in the steel
industry seems to be the result of firms seeking more leverage over the
few global suppliers of the raw materials (iron ore and coking coal)
for making the metal.
The expansion of Tata is also a reflection of a rapid growth in
confidence among Indian firms. This deal is by far the largest foreign
purchase ever made by an Indian company. Corporate India has matured
dramatically since 1991, when reforms cut away bureaucratic controls
and encouraged the creation of a more competitive marketplace. Tata
Steel is emblematic of the successful parts of Indian manufacturing and
is known as the lowest-cost producer in the world.
Indian companies are in an expansive, acquisitive mood. So far this
year Indian firms have announced 131 foreign acquisitions, with a total
value of $18.7 billion, a huge increase on previous years, and much
more than foreign firms have invested in Indian
purchases.
The shopping spree spans industries from information technology (IT)
and outsourcing to liquor. Wipro, for example, one of the country's big
three IT firms, has this year acquired technology companies in
Portugal, Finland and California. In pharmaceuticals Ranbaxy, an Indian
maker of generic drugs, bought Ethimed of Belgium and Mundogen, the
Spanish generics arm of GlaxoSmithKline.
Bharat Forge, the world's second-biggest maker of forgings for engine
and chassis components, based in the Indian city of Pune, has since
2004 bought six companies in four countries--Britain, Germany, Sweden
and China. Suzlon, another Pune firm, which makes wind turbines, this
year bought Hansen, a Belgian gearbox-maker. And United Breweries, a
booze conglomerate from Bangalore, has made an unsolicited bid for
Whyte & Mackay, a Scottish whisky distiller.
Behind this push overseas lies a combination of forces: a
domestic
boom; the availability of credit; a rush to achieve global scale; and a
new self-confidence about Indian business's ability to add managerial
value. India's economy is in its fourth successive year of growth at
around 8%. In the first two quarters of this year GDP grew at rates of
9.3% and 8.9% respectively over the same periods in 2005.
What is noteworthy about many of the firms is that the root of their
success is not India's obvious competitive advantage: its vast,
low-cost labour force. In the IT and outsourcing industries, lower
salaries for college graduates are an important reason behind Indian
firms' rapid growth. But in manufacturing the stars tend to be experts
in automated, capital-intensive production. Bosses who have flourished
in such businesses in India, with its poor infrastructure and
still-daunting regulatory environment, understandably feel confident
that they have lessons to teach their new
purchases in other countries.
See this article with graphics and related items at http://www.economist.com/agenda/displaystory.cfm?story_id=8070085
Go to http://www.economist.com for more global news, views and analysis from the Economist Group.
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Umesh Sharma
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Ed.M. - International Education Policy
Harvard Graduate School of Education,
Harvard University,
Class of 2005
weblog: http://jaipurschool.bihu.in/
website: www.gse.harvard.edu/iep
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Umesh Sharma
5121 Lackawanna ST
College Park,
(Washington D.C. Metro Region)
MD 20740
1-202-215-4328 [Cell Phone]
Ed.M. - International Education Policy
Harvard Graduate School of Education,
Harvard University,
Class of 2005
weblog: http://jaipurschool.bihu.in/
website: www.gse.harvard.edu/iep
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Umesh Sharma
5121 Lackawanna ST
College Park,
(Washington D.C. Metro Region)
MD 20740
1-202-215-4328 [Cell Phone]
Ed.M. - International Education Policy
Harvard Graduate School of Education,
Harvard University,
Class of 2005
weblog: http://jaipurschool.bihu.in/
website: www.gse.harvard.edu/iep
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