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Certainly, let's expand on each section in detail so you can learn more from the provided text: # Summary This text aims to explain various aspects related to technology, particularly focusing on a concept known as "Tech Disruption." It explores how technology affects different sectors, outlines the conditions for tech disruption, discusses the industrial revolutions, introduces the laws of disruption, and mentions factors influencing technology choices. ## Concept of Technology **Technology** encompasses a range of elements within organizations. It includes **expertise, equipment, and procedures** used to convert inputs, such as resources or raw materials, into outputs, which can be products or services. This involves various aspects, such as **product design, production techniques, quality assurance measures, human resource development, and management systems**. In essence, technology represents the tools and knowledge used to create and deliver goods or services effectively. ## What is Tech Disruption **Tech Disruption** refers to a phenomenon where smaller companies with limited resources successfully challenge well-established incumbent businesses. This disruption is primarily driven by **technology**, which acts as the catalyst, enabler, or even the sole reason behind the change. The significance of this concept lies in the fact that entrepreneurs must make careful and thoughtful decisions when it comes to adopting and investing in technology. **Why it's Important?** These decisions are crucial because they involve significant investments and will have a substantial impact on a company's ability to create, innovate, and operate its services in a sustainable and cost-effective manner. ## Four Main Impact **Tech Disruption** has four main impacts on businesses and industries: 1. **Shifting Customer Expectations**: As technology evolves, customer expectations change. Companies must adapt to meet these evolving demands to remain competitive. 2. **Enhanced Products Through Data**: Data-driven insights improve the productivity and efficiency of assets, leading to better products and services. 3. **New Partnerships and Collaboration**: Tech disruption encourages companies to form new partnerships and collaborations, recognizing the importance of working together to stay relevant. 4. **Transformation of Operating Models**: Traditional operating models are being transformed into digital models, where technology plays a central role in how businesses operate and deliver value. ## The 11 Macro Sources of Distribution The **11 Macro Sources of Distribution** represent various factors that influence the distribution of resources and opportunities in society. These factors include: 1. **Wealth Distribution**: How wealth is distributed among individuals and entities. 2. **Education**: The availability and quality of education opportunities. 3. **Infrastructure**: The state of infrastructure, such as transportation and communication networks. 4. **Government**: Government policies and regulations that impact resource distribution. 5. **Geopolitics**: Geopolitical factors, such as international relations and conflicts. 6. **Economy**: Economic conditions and trends, including markets and financial systems. 7. **Public Health**: The state of healthcare and public health systems. 8. **Demographics**: Characteristics of the population, such as age and gender. 9. **Environment**: Environmental factors and sustainability concerns. 10. **Media and Telecommunications**: The role of media and communication technologies. 11. **Technology**: Technological advancements and their impact on society. ## When Does Tech Disruption Happen? **Tech Disruption** occurs when specific conditions are met: ### Technology Is Mature Enough - **Technology Accessibility**: Technology must be accessible to a wide range of people and organizations. - **Critical Mass**: It should have reached a critical mass where it can create significant impact. - **Affordability**: Technology must be affordable for businesses to adopt. ### Sector Is Ready For Change - **Tech Infrastructure**: The sector should have the necessary technological infrastructure in place. - **Policy Framework**: A conducive policy framework is essential to support and regulate the use of technology. - **Lack of Disruption**: If the sector is stagnant or facing issues, it becomes ripe for tech disruption. ### Sector + Technology + Timing + Product - **Mature Technology with an Unready Sector**: If technology is mature but the sector is not ready, it can lead to building the wrong product based on incorrect assumptions. - **Unmatured Technology with a Ready Sector**: Conversely, if technology is not matured but the sector is ready, it may take longer to develop the product. ## Ready for Industri 5.0? This section briefly outlines the five industrial revolutions: 1. **Industri 1.0 (1784)**: Marked by mass production assembly lines using electrical power. 2. **Industri 2.0 (1870)**: Introduced mechanization, steam, and water power. 3. **Industri 3.0 (1969)**: Characterized by automated production, computers, IT systems, and robotics. 4. **Industri 4.0 (Present)**: Involves smart factories, autonomous systems, IoT (Internet of Things), and machine learning. 5. **Industri 5.0 (Future)**: Envisions mass customization and cyber-physical cognitive systems. ## Three Laws of Disruption These laws explain the nature of disruption: 1. **Disruption Comes to All**: Disruption is a universal phenomenon; it affects all industries and businesses sooner or later. 2. **Product-Market Fit**: Disruption occurs due to changes in Product-Market Fit, which means aligning a product with its target market effectively. 3. **Methods to Change Product-Market Fit**: To address disruption, a company can change the product, the target market, or influence people's preferences regarding the product. ## The 40% Rule This rule provides a framework for evaluating the fit between a product and its market: - **Value Proposition**: The product should solve customers' problems effectively. - **Channels**: The product should be able to reach customers cost-effectively. - **Monetization**: Customers should be willing to pay for the product. ## PMF Framework: 5 Steps to Product/Market Fit The **PMF (Product/Market Fit) Framework** consists of five steps: 1. **Business Modeling**: Developing a business model that aligns with the market. 2. **Market Validation**: Confirming that there is demand for the product in the market. 3. **Customer Interviews**: Gaining insights from potential customers. 4. **Product Development and Customer Acquisition**: Creating the product and acquiring customers. 5. **Product Analytics**: Using data to determine if the product has achieved Product/Market Fit. ## Factors Determining the Choice of Technology Several factors influence the choice of technology: 1. **Government Policy**: Government regulations and policies can encourage or restrict the adoption of specific technologies. 2. **Available Resources**: The resources, both financial and human, impact the adoption of technology. 3. **Technological Capability**: The organization's technological capabilities influence the choice of technology. 4. **Existing Technological Level**: The current technological state of the industry or organization plays a role. 5. **Institutional Arrangement**: Organizational structures and arrangements affect technology choices. ## Conclusion In conclusion, the text emphasizes the critical role of technology in driving change and disruption in various industries. It highlights the need for informed decision-making when it comes to technology investments, as well as the conditions necessary for tech disruption to occur. Understanding the historical context of industrial revolutions, the laws of disruption, and the factors influencing technology choices is essential in today's fast-paced and tech-driven business environment. Embracing technology disruption is crucial for transforming business models and adapting to evolving market dynamics.

Chapter One: Management Today The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers ealy with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities

The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Michal Porter - Value Chain Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? Triple Bottom Line The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Organizational Performance Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers easily with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Levels of management Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Four functions: Planning,organizing, leading and controlling Mintzberg’s 10 Managerial Roles Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities Katz’ Essential Managerial Skills

What is an earthquake? Would you be surprised to learn that several million earthquakes happen every year? Seriously. Most are so small in magnitude or size that we cannot even feel them. In fact, only 20 earthquakes are efficiently reported each year in the United States Geological Survey. Wow! That is a huge difference! The Earth has four major layers. Inner core, outer core, mantle, and crust. Think of the crust and top of the mantle like the skin of the earth. This skin is made up of different pieces of rock called tectonic plates. There are about 15 major slabs that join together, kind of like a puzzle. The edges around the tectonic plates are called plate boundaries. These massive pieces of rock slide back and forth under the Earth's surface, bumping up against each other and creating a lot of tension. This tension and movement create faults, which are basically huge cracks in the rock. When the faults get stuck, they build up pressure. And when they get unstuck, you guessed it, an earthquake. So basically, an earthquake is caused by the shifting and sliding of tectonic plates on the Earth's upper mantle and crust. There are three ways that tectonic plates shift or slide. They are subduction, lateral sliding, and spreading. Subduction happens when plates crash into each other. This can cause one plate to slide under another and be destroyed. Or the edges of the plate may rise up and form mountains. Lateral sliding means that the plates slide alongside each other, which can create lots of friction. And like you might have guessed, spreading happens when plates move apart from each other. When they do, melted rock between the plates rises and cools, forming new crust. Here's an interesting fact. Nearly 90% of all earthquakes begin in the Pacific Ocean, in an area called the Ring of Fire. It's called the Ring of Fire because along with earthquakes, it's filled with many active volcanoes. More than 450! Earthquakes can be powerful enough to change the surface of the earth and can do a lot of damage. And sometimes earthquakes can even cause other natural disasters, like avalanches, landslides, and tsunamis. Pretty wild, right? The epicenter is the location of an earthquake on the Earth's surface. The closer you are to the epicenter, the more of the earthquake you will feel. Earthquakes lose intensity as they travel away from the epicenter. Scientists measure the intensity of an earthquake using a special device called a seismograph. Seismometers detect and measure the vibrations given off by an earthquake. Magnitude is the number given to record the size of an earthquake. For example, a magnitude 5.5 is considered moderate. Above 8.0 is considered a major earthquake and we see one every year or two. Earthquakes measured at 2.5 or less are usually not felt, but can be recorded. And believe it or not, there are millions that happen each year. You can make a model of a seismograph at home, and we are going to show you how. It's activity time! You can print off directions for this one on our website at learnbright.org. You'll need a cardboard box, string, a plastic cup, a marker, small heavy objects, a long strip of paper, and a friend because this is an activity for at least two people. Now comes the fun part. One friend shakes the box, alternating between hard and soft and slow and fast, while the other friend is pulling the strip of paper through the bottom. Watch the marker as it records the movement. This is exactly what a seismograph does during an earthquake. So, in a way, we have not only created our own seismograph, but our own earthquake as well. Now, we can analyze the data just like scientists. Can you tell how hard the box was shaking based on the line? Can you tell when it was barely shaking at all? You are on your way to becoming a seismologist. A seismologist is a person that studies earthquakes. It's pretty cool to watch the process, but it's even more exciting to do it yourself. You can head on over to our website to get detailed instructions for this activity. Just download the lesson plan and as always have fun! Hope you had fun learning with us! Visit us at learnbright.org for thousands of Hope you had fun learning with us! Visit us at learnbright.org for thousands of free resources and turnkey solutions for teachers and homeschoolers.

Write simple RCQ for A1 kids using: Little Flap Learns to Fly Little Flap was happy living in his nest. His friends, Fluff and Tuff, lived in the nest next to him. Every morning they sang songs together. Their parents brought them worms to eat. One day Fluff asked, "Can we get our own worms?" Tuff said, "We can if we learn to fly." Fluff said, "Yes! Let's learn to fly." Little Flap peered over the edge of his nest. It was very high up. When he looked down, the ground seemed very far away. He felt scared! He was too afraid to tell his friends about his fear so he kept his feelings a secret. Fluff said, "Let's practice flapping our wings. It will make them strong. Watch." Tuff and Little Flap watched Fluff. Then they copied her actions. Soon it was time to fly. Little Flap could no longer keep his feelings a secret. He asked, "Will I fall? I don't want to get hurt." Tuff said, "You can depend on Fluff and me. We're your friends." Fluff said, "I have an idea. We will go first and show you how. Then you can try. If you fall, Tuff and I will rescue you." Tuff said, "Yes, we can save you!" Tuff and Fluff jumped out of the nest. They flew! Little Flap looked down nervously. He still felt uneasy, but he felt braver with his friends. "Okay," he said. "Let's try!" The three birds stood together on the branch. They counted, "One! Two! Three!" Then they flapped their wings fast and jumped. Little Flap lifted into the air. "You're flying just right!" said Fluff. "You're flying perfectly!" said Tuff. All three little birds landed in a patch of soft, green grass. Little Flap said, "Now I know I can always depend on you, Fluff and Tuff! You are my friends." Then he found a big, juicy worm and shared it with his friends. Now Little Flap likes flying!

Write simple RCQ for A1-A2 kids: Little Flap Learns to Fly Little Flap was happy living in his nest. His friends, Fluff and Tuff, lived in the nest next to him. Every morning they sang songs together. Their parents brought them worms to eat. One day Fluff asked, "Can we get our own worms?" Tuff said, "We can if we learn to fly." Fluff said, "Yes! Let's learn to fly." Little Flap peered over the edge of his nest. It was very high up. When he looked down, the ground seemed very far away. He felt scared! He was too afraid to tell his friends about his fear so he kept his feelings a secret. Fluff said, "Let's practice flapping our wings. It will make them strong. Watch." Tuff and Little Flap watched Fluff. Then they copied her actions. Soon it was time to fly. Little Flap could no longer keep his feelings a secret. He asked, "Will I fall? I don't want to get hurt." Tuff said, "You can depend on Fluff and me. We're your friends." Fluff said, "I have an idea. We will go first and show you how. Then you can try. If you fall, Tuff and I will rescue you." Tuff said, "Yes, we can save you!" Tuff and Fluff jumped out of the nest. They flew! Little Flap looked down nervously. He still felt uneasy, but he felt braver with his friends. "Okay," he said. "Let's try!" The three birds stood together on the branch. They counted, "One! Two! Three!" Then they flapped their wings fast and jumped. Little Flap lifted into the air. "You're flying just right!" said Fluff. "You're flying perfectly!" said Tuff. All three little birds landed in a patch of soft, green grass. Little Flap said, "Now I know I can always depend on you, Fluff and Tuff! You are my friends." Then he found a big, juicy worm and shared it with his friends. Now Little Flap likes flying!

Whose Tracks Are These? Animal Visitors. How do we know whether an animal has visited a place? One way we know is because it may leave tracks, or marks in the soil. Tracks show where the animal's body has touched the ground. Let's find out who has visited us today! Large Animals. A large animal that likes honey made these tracks. This animal is a good climber. It has strong claws for digging up plants, and it eats animals, too. Can you guess who it is? A black bear made these tracks. Black bears sleep all winter and wake up hungry in the spring. A large animal with hooves made these tracks. This animal can eat ten pounds of leaves, bark, and twigs each day. Can you guess who it is? A deer made these tracks. Male deer grow antlers in the spring and shed them in late winter. Baby deer have spots that disappear when they grow up. A large, strong cat made these tracks. This hunter runs fast and jumps far. It eats other animals, such as deer. birds, and rabbits. Can you guess who it is? A mountain lion made these tracks. Adult mountain lions live alone most of the time. Babies must learn to hunt before they can leave their mothers. Small Animals. A smart bird made these tracks. It has a curved beak and sharp claws. It hunts at night and eats many kinds of animals. Can you guess who it is? An owl made these tracks. It has large yellow eyes and can see well in the dark. It makes a noise called a hoot. A small animal made these tracks. Its tail made the line between the footprints. This animal must run very fast to escape being eaten. Can you guess who it is? A mouse made these tracks. Mice are food for owls, snakes, and other animals. But this one got away! Many Kinds of Tracks. Each kind of animal has its own special tracks. Look for tracks when you are in nature. Have fun finding out who has been visiting!

Eagles and Eaglets Bald eagles are birds. The baby birds, or offspring are called eaglets. Let's read about how eaglets are like their parents. It's Nesting Time. All birds lay eggs. Bald eagles build their nests in the tops of trees so the eggs will be safe. Their nests are built of sticks and grass. They add on to their nests each year. They can become huge! These giant nests can be as large as nine feet across. That's bigger than your bed! The mother eagle lays from one to three eggs. She sits on her eggs until they hatch. Then both parents watch over the nest. Proud Parents. At first the eaglets are helpless. They cannot walk. They need their parents for food. They also cannot see well. Birds are not mammals. They do not have milk to feed their young. They hunt for food. Eaglets also need their parents for safety. Eaglets Grow Up. Bald eagles use their sharp eyes to hunt. They use their strong wings to fly fast. They also use their claws and beak to catch fish. Young eaglets must learn all these things. Then they can live on their own. Unlike mammals, birds have feathers, not fur. An eaglet is born covered with soft gray down. It cannot fly until it grows dark feathers like its parents. The eaglet stays near the nest until its wings grow strong. That takes about five months. An eaglet becomes an adult when it has learned to do all the things its parents do. This takes about five years. Bald eagles can stay alive for up to thirty years.Bald Eagles Soar. Once it learns to fly, the bald eagle can soar for hours. The bald eagle must take good care of its feathers. It uses its beak to groom itself. It must keep its feathers clean. Can you believe this powerful eagle began life as a helpless baby?

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