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Main Purpose Of This Article And Challenges Of Human Resource Management writing an essay help: writing an essay help

The Main Purpose of This Article Is the Challenges of Human Resource Management

The Main Purpose of this Article is the Challenges of Human Resource ManagementHuman Resource Management can be a very challenging aspect in a business environment with many factors contributing to an organizations overall effectiveness. Dr. K. Palani outlined these challenges in his article, “Challenges of HRM in 21stCentury: A New Paradigm for Corporate Excellence.” The main purpose of this article is to study and analyze the challenges of human resource management due to an unpredictable and rapidly changing business environment (Palani, 2013). Most of these challenges and key concepts outlined in this article revolve around employee knowledge and hiring such as knowledge sharing, talent management, talent acquisition, and employee retention. This article also addresses the change in HRM from its traditional role to its role in the 21st century.The Key Question that the Author is Addressing is How to Adapt to an Ever Changing Professional EnvironmentHR must ensure their capability in rising to the challenges of an ever-changing workforce. Human resource management is a process of bringing people and organizations together so that the goals of each other are met (Palani, 2013). The key question the author is addressing is how HR departments adjust to these organizational changes efficiently and effectively. Dr. Palani stated that those organizations who are quick to turn strategy into action will be most successful implementing change while maximizing employee contributions and commitment (Palani, 2013). The article suggests finding the exact need of HR challenges and develop strategic planning, knowledgeable skills training and functions to meet possible future challenges.

The Most Information in this Article is Knowledge Management and SharingOne of the main challenges for human resource management outlined in this article is knowledge management and sharing. HRM must ensure the knowledge of understanding in the organizations mission and embrace a workforce environment capable of change. Employees must be kept informed of actions occurring in a company or any new information that is vital the success of a company. One method of knowledge sharing that has been found effective is the use of a mentorship or coaching program. Through these programs more experienced employees can transfer “subtle and private skills and experiences to others,” according to Dr. Palani (Palani, n.d). Throughout the mentorship program it is imperative to understand that coaching and mentoring is not just for employees, but for managers also. The more the managers are coached or mentored by other managers, the better they will become at this process for their own employees. According to this article, establishing incentive schemes such as rewards in bonuses, salaries, and promotion can be effective when asking employees for their contributions in knowledge sharing. Recruiting and hiring can also fill in gaps needed to achieve knowledgeable personnel the company needs. Although training and advancement in career opportunities with current employees can often be found as a better tactic than just hiring someone to fill a position.

Center Of A Hurricane Blow And Hurricanes my assignment essay help

Hurricanes

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Hurricane, what does it mean? What do hurricanes do? What kind of powers do they possess? Where regions of the world are mostly affected by these hurricanes? All these questions I plan to answer in the following paragraphs. One thing we do know for sure is that a hurricane is one of the most devastating storms that Mother Nature has to offer. We also know that hurricanes cause a lot of damage to homes, businesses, and peoples lives. The term “hurricane” is a regionally specific name for a strong “tropical cyclone.” A hurricane is a powerful, whirling storm that measures 200 to 300 miles in diameter. The winds near the center of a hurricane blow at speeds of 74 miles per hour or more, and the center of the hurricane is supposed to be the calmest part of a hurricane so you can imagine what the speeds are like towards the outer parts of a hurricane. A hurricane is an area of low air pressure that forms over oceans in tropical regions in either the North Atlantic Ocean or Eastern North Pacific Ocean. Hurricanes

Big Needs And First Step buy argumentative essay help: buy argumentative essay help

Functions of ManagementAny organization, whether new or old, small or big needs to works properly, and achieve goals it has arranged for itself. For this to work, the organization needs to make its own management concepts. There are four concepts that permit any organization to take control of its future. The four concepts are planning, organizing, leading, controlling. Each one has its own purpose, and combined they make a newborn company into a more stable organization.

Planning, the first step in any functioning idea; in this step, a creation of a detailed action plan for organization and a goal is made.Planning is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within his or her individual area. Planning is a foundation for management. It is the base in which all of the other functions are built upon. Planning needs administration to evaluate where the company is at the moment and where the company will and could be in the future. After that, the appropriate steps are taken and done in hopes to reach the goals.

Planning, the first step in any functioning idea; in this step, a creation of a detailed action plan for organization and a goal is made.Planning is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within his or her individual area. Planning is a foundation for management. It is the base in which all of the other functions are built upon. Planning needs administration to evaluate where the company is at the moment and where the company will and could be in the future. After that, the appropriate steps are taken and done in hopes to reach the goals.
Planning, the first step in any functioning idea; in this step, a creation of a detailed action plan for organization and a goal is made.Planning is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within his or her individual area. Planning is a foundation for management. It is the base in which all of the other functions are built upon.

Planning, the first step in any functioning idea; in this step, a creation of a detailed action plan for organization and a goal is made.Planning is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within his or her individual area. Planning is a foundation for management. It is the base in which all of the other functions are built upon.

Planning, the first step in any functioning idea; in this step, a creation of a detailed action plan for organization and a goal is made.Planning is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned within his or her individual area. Planning is a foundation for management. It is the base in which all of the other functions are built upon.

Planning, the first step in any functioning idea; in this step, a creation and a goal are made.Planning is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, and team goals. It is up to the manager to recognize which goals need to be

This was the first step that was taken by Hewlett-Packard when a new turn around was being made for the company to make their comeback. CEO Meg Whitman is no stranger to planning, with her announcement to Wall Street about her five year strategy plan to help bring back HP to the original standing and success the company was once at.

Once the planning has been made and there is a set idea, organizing begins. With organization, determine how she will distribute resources and organize her employees according to the plan. Melissa will need to identify different roles and ensure that she assigns the right amount of employees to carry out her plan. She will also need to delegate authority, assign work, and provide direction so that her team of sales representatives can work towards higher sales numbers without having barriers in their way.

The next function of management is getting prepared and organized. Everything needs to be organized before things are put into motion from the original step of planning. The process will determine the times in which everything will be done, and each step will be set its’ own goal.

While the management is looking at the different departments, they must ensure that there is a balance between the steps and the staff working on them. Handling the tasks in each division, will reduce the outflow of the company and keep everything on task. Management will work by following the set plan and by setting the steps in with the correct area of designation.

As a whole, managers are responsible for organization of the company, including the organization of people and resources. Knowing how many employees are needed for particular shifts and are crucial for the success of a company. If the employees do

Question1 And Dell Computer Corporation gp essay help

Score BalanceEssay Preview: Score BalanceReport this essayContentsCase Studies:Chapter-6Case: 6-5(Medoc Company)Chapter-7Case: 7-5(dell Computer Corporation)Chapter-8Case: 8-2(Copley manufacturing Company)Chapter-9Case: 9-3(Montvale Corporation and Riverview)Chapter-10Case: 10-2 (Solartronics, Inc.)Balanced Scorecard BasicsThe Balanced Scorecard Measurement ofDEPARTMENT OF ENERGYFEDERAL PROCUREMENT SYSTEMCase Studies:Chapter-6Case: 6-5(Medoc Company)Question1: What would you recommend given the organizational structure constrains in the case?Answer: I recommend to solve the organizational structure constrains that the transfer price should consist of two elements (a)a standard monthly charge representing the consumer products divisions fair share of the nonvariable overhead plus(b) a per-unit charge equivalent to the actual material, labor, and variable overhead costs applied to each unit billed. Investment should no longer be allocated to the consumer products division. Instead, a standard profit would be included in computing the fixed monthly charge.

Question2: What would you recommend if there were no organizational structure constrains on your options?Answer: I recommend if there were no organizational structure constrains on my options that the selected policy should be implemented-specifically, the degree of negotiation allowed in setting transfer price, methods of resolving transfer pricing conflicts, and classification of products according to the appropriate method.

Chapter-7Case: 7-5(dell Computer Corporation)Question1: What is Dells strategy? What is the basis on which dell builds its competitive advantage?Answer: Dells climb to market leadership was the result of a persistent focus on delivering the best possible customer experience of its strategy. On the other hand, Dell could best understand consumer need and efficiently provide the most effective computing solutions to meet those needs by selling computer system directly to customers. This direct business eliminated retailers, who added unnecessary time and cost, and also allowed the company to build every system to order, offering customers powerful, and richly configured system at competitive price.

Permanent change to pricing from 8.99x to 6.99x is a major change to pricing. As I explain elsewhere, in order to increase pricing, Dell is reevaluating its business strategies and is considering how to improve pricing. We see that our current 3D and 4D devices will bring a massive increase in prices, which is good for consumers and should improve Dell’s competitiveness. However in the absence of a 3D system for every new product, there is a high chance that consumers will go a little overboard with the prices. So, at the same time that consumers will be able to upgrade their 3D devices, some third-party devices and new 3D solutions are still important.

What do the latest 3D systems look like?

Let’s start with the latest 3D devices. I like to think of what 3D devices look like as the most useful.

At the moment, however, 3D devices with a more advanced design are still a great upgrade for most customers. These 3D devices, including all the products and features we are reviewing today, will be useful for new customers who want more freedom of use and can see even more features in the 3D devices. They’re also a great way to increase profitability, and the cost savings should offset the lower prices in that area.

At the moment, however, 3D devices do not offer a large benefit over the new devices because the new models will require very little hardware or the hardware and software upgrades. But 3D devices which combine 2D and 3D technologies will increase sales from consumers for the same benefit. When the 3D devices are compatible with other 3D device products, it will help us to make the most out of these new products. For now, the main change is to allow 3D software to be used on these devices.

This new 3D hardware will allow the 3D systems without 3D support to be more useful to those who do not mind a simple 3D device to use (for example, a printer, printer cleaner, or any other combination of 3D technology). We have already heard from the manufacturers that they are using 3D-aware 3D printers.

The 3D printers are not only compatible with the 2D and 3D technologies, they might also be used on printers which only have 2D support. And since 3D support is not necessary for most 3D devices, at the same time it’s not too expensive for consumers.

At the moment, I believe Dell’s next 3D product based on the brand’s 3D technology will be the 3D Personal 2 and 3D Personal 2, which will utilize 2D and 3D technology but are still supported.

The future of 3D systems – How to make 3D systems more successful?

Question2: How do Dells control systems help execute the firms strategy?Answer: Turning Michael Dells concept into reality meant rallying a large and dynamic organization around a common purpose and measuring its performance by relevant and concrete measurements (or matrices).In August 1993, Dell engaged Bain& Company, Inc..,a global business consultancy, to help it develop a set of matrices to judge business-unit performance. Michael Dell said “It was all about assigning responsibility and accountability to the manager “.Dell recognized early the need for speed or velocity, quickening the pace at every steps of business. The company learned the more worker handled, touched, the products along the assembly process, the longer the process took and the greater the probability of quality concern.

Chapter-8Case: 8-2(Copley manufacturing Company)Question1: How do you appraise formal planning efforts at the Copley company?Answer: The formal planning effort at the corporate level was an outgrowth of work initiated by Russell A.wild, in mid-1977.Mr.Wild has been head of precipitator divisions commercial development department and. As such, has been deeply involved in the divisions efforts beginning early in 1977 to “plan ahead” .Mr.Wildes effort at the corporate level actually began as a search for companies to acquire, science Copleys top management saw the key question to be:”How should we diversify?”Within six month. Mr.Wild was arguing that the crucial questions to be asked really were:”What are our objectives?” and “What is our potential?”.One result of the dialogue that followed was a request by Stanley Burton, president of Copley, for the divisions to look 10 years ahead and to predict sales, profit, cash flow, and return on investment.

Question2: What do you predict will occur with respect to formal planning at Copley?Answer: My prediction is that the corporate planning is the major responsibility to top management .It involves the direction of the whole company in deciding specifically what business company wants to be in, in determining what rate of growth is desirable, in determining what method of growth is intended. Another assumption is there is a great tendency in American business to over manage, over plan, overstaff, and over organize, which is contributing in a major way to the companys declining ability to compete in world markets. Its fixed costs in staff and management are often a larger factor than factory labor in making them noncompetitive.

Question3: How would you handle formal planning at Copley?Answer: Personally I try to follow the following steps:The first step in the annual strategic planning process, therefore, is to review and update the strategic plan that was agreed to last year. Second step is the updated strategic plan incorporates broad assumptions as the growth in Gross Domestic Product, Cyclical movements ,labor rate, selling prices, market conditions such as the actions of competitors, and the impact of government legislation in each of the countries in which the company operates.

Chapter-9Case: 9-3(Montvale Corporation and Riverview)Question1: What should Johnson do?Answer: Jerry Johnson, financial vice president of Montvale Corporation, made a three-day visit to Riverview, its newest retirement community. He also said

Hurricane Katrina And Essay Hurricane Katrina essay help app

Hurricane Katrina: Development and Devastation

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Hurricane Katrina: Development and Devastation

Hurricane Katrina was one of the strongest storm systems to ever collide with the coastal United States in the last century. Strong winds sustained during landfall of over 140 mph combined with a very low central pressure (920 mb) to wreak havoc on many coastal communities in ways not seen before in the US (1). Despite monitoring the storms development, tracking its movement, and issuing early warnings, Hurricane Katrina has proved to be the most destructive and costliest natural disaster in the history of the United States.

Hurricane Katrina began as Tropical Depression #12 on August 23rd in the Southeastern Bahamas (1). The next day, on August 24th the storm was named Tropical Storm Katrina (1). TS Katrina picked up in strength while traveling a northwesterly then westerly path through the Bahamas (1). Shortly before landfall in southern Florida, at about 6:30 Eastern Daylight-Savings Time on August 25th, Katrina strengthened into a category 1 hurricane (windspeeds > 75 mph) (1).

Hurricane Katrina made landfall in Florida between Hallandale Beach and N. Miami Beach with windspeeds around 80 mph and gusts to 90 mph. Katrina’s winds slowed while traveling over the Florida’s southern tip, then regained hurricane strength while in the Gulf of Mexico due to the relatively small amount of time (> 7 hrs) spent over land (1).

Once in the Gulf of Mexico Katrina moved due west. At the same time, a mid-level ridge that was hovering over Texas weakened and moved westward (1). This cleared room for and allowed Katrina to slowly turn to the northwest and then north over the following few days (1). An upper level anticyclone over the Gulf lead to Katrina’s rapid intensification. On August 27th, the storm was upgraded to Category 3 (2).

On Sunday morning at just 12:40 a.m., August 28th, Katrina was awarded Category 4 status (2). Later that morning, Katrina was recorded as having maximum winds o f 150 kts, (173 mph), reaching a status of a Vategory 5 hurricane (1). Katrina’s minimum central pressure of 902 mb was the 4th lowest ever recorded for the Atlantic at that time (1), (Hurricane Rita and Hurricane Wilma both in 2005 surpassed this low pressure) (2). Although some earlier hurricanes, such as Camille in 1969 (3), have been as intense as Katrina, they were not as broad and did not impact such a large area (1).

At 6:10 a.m. Central Daylight-Savings Time, Hurricane Katrina made landfall as a Category 4 near Buras-Triumph, Louisiana (2). At this time, hurricane force winds extended 120 miles with a forward speed of 15 mph and pressure at 918 mb (2).

Hurricane Katrina worked up the eastern Louisiana coast. Many communities were severely damaged due to Katrina’s storm surge. “A 10 to 30 foot (3 to 10m) storm surge came ashore on over 200 continuous miles of coastline from southeast Louisiana, including Mississippi and Alabama, through to the Florida panhandle,” (2) The eyewall’s strong winds including those in Plaquemines and St. Bernard Parish, Slidell in St. Tammany Parish, and even eastern New Orleans (2).

Katrina made landfall for the third time near the Mississippi/ Louisiana border with 125 mph (Category 3) sustained winds (2). “Because the storm was so large, extreme damaging eyewall winds and the strong northeastern quadrant of the storm, pushing record storm surges onshore, smashed the entire Mississippi Gulf Coast, including towns in Mississippi such as Gulfport and Biloxi,” and Bayou La Batre in Alabama (2). Katrina moved inland diagonally over the state of Mississippi and left a path of destruction over most of the state (2).

Hurricane Katrina had a significant impact on the weather in many areas in the United States. Katrina generated over 5 inches of rainfall across a large portion of southeastern Florida during its initial landfall (1). “An analysis by NOAA’s Climate Prediction Centre shows that parts of the region received heavy rainfall, over 15 inches in some locations, which caused localized flooding (1).” Some damage and large blackouts occurred north of Miami which experienced 80 mph (Category 1) winds (1).

Most affected by Hurricane Katrina was the Gulf Coast. On August 29th, Newton, Mississippi received over one inch of rainfall for three hours (1), and over half an inch for five hours. “Precipitation analysis from NOAA’s Climate Prediction Center show that rainfall accumulations exceeded 8-10 inches along much of the hurricane’s path and to the east of the track,” (1).

Katrina’s windspeeds were recorded over 140 mph at first landfall in southeastern Louisiana, with gusts in New Orleans recorded over 100 mph (1). At second landfall, at the Louisiana- Mississippi border, winds were recorded around 125 mph with

Scott Gartner And Scott Sigmund devry tutorcom essay help: devry tutorcom essay help

Scott Gartner

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Scott Gartners (1997) book Strategic Assessment in War offered a

very fruitful and pertinent advance. He proposed that during war organizations measure

their levels of success with dominant quantitative indicators such as tons of shipping sunk

or enemy killed in action.

Gartner (1997), for example, proposes that states

switch strategies when they observe significant changes in quantitative military

indicators. Notably, this general dynamic challenges the assumption of current models

that the likelihood of a side winning a battle is the same for all battles throughout the war.

Strategic Assessment in War.

Gartner, Scott Sigmund.

New Haven, Conn.: Yale Univ. Press, 1997. 177pp. $32.50

One of the most vital yet difficult tasks a wartime commander must perform is strategic assessment. Are his actions working? Is he winning? Scott Sigmund Gartner, a political scientist at the University of California, approaches this problem from an interesting angle. He argues that during peacetime, military organizations devise certain quantitative measures of merit that will be used to assess the effectiveness of a given strategy. Once war breaks out, the strategy will be continuously evaluated against these criteria and adjusted as necessary. This is not a remarkable finding. However, Gartner then hypothesizes that the key measures of merit–what he calls the “dominant indicators”–will be watched most closely for the rate at which they change. In other words, if things are going badly, a commander or an organization will not necessarily change strategy unless the situation seems to be getting worse at an accelerating rate. Until that time, a commander will tend to muddle through. This is an important insight. In addition, organizations generally do not change their dominant indicators, partly because it would appear self-serving. As a result, even if a military organization chooses the wrong criteria for measuring its effectiveness, it is more likely to stick with it rather than change its strategy. Finally, Gartner notes that these dominant indicators may vary between organizations within the same country. This is crucial, because it means that two or more organizations can view the same situation, examine the same data, and arrive at totally different conclusions regarding the success of a war strategy because they are using different measures of effectiveness. Gartner tests his hypothesis in several case studies: the submarine campaigns of World Wars I and II, the ground campaign in Vietnam, and the failed hostage rescue attempt in Iran in April 1980.

For the first three years of World War I, the Royal Navy eschewed the use of convoys to protect merchant shipping from German submarines. Despite heavy losses, and despite pressure from the British government, the Admiralty refused to change its strategy from one of offensive patrols. Even as shipping losses continued to mount and the government of David Lloyd George called ever more loudly for change, the admirals continued to resist

Sculpture Of The Old Kingdom And Sculpture Of The Old Kingdom Of Ancient Egypt aqa unit 5 biology synoptic essay help

Sculpture of the Old Kingdom of Ancient EgyptEssay Preview: Sculpture of the Old Kingdom of Ancient EgyptReport this essaySculpture of the Old Kingdom of Ancient EgyptWritten by: UnregisteredIntroduction Egypt is situated in the north-eastern corner of the African continent. It is composed of two very different regions–Upper Egypt and Lower Egypt. Lower Egypt–the Black Land as it was also called by the ancient Egyptians–with its fertile soil strip along the Nile River makes up the northern part of the country. The Red Land–the Upper Egypt–is a desertous southern part with the red, sun-baked soil. The history of ancient Egypt starts around 3000 B.C. when, according to the tradition, Menes Narmer unified the two lands and founded the first dynasty. That was the beginning of the Old Kingdom–the period of stability of the state that lasted until 2263 B.C. and included the dynasties Ist to VIth. Old Kingdom is known as the Golden Age of Egyptian art: during this period the famous pyramids of Giza and the legendary Sphinx were built and the canon that lasted for two millenniums was established.

Influences Even though Egyptians were the first to build a civilization they werent the first artists. Obviously the first artists on Earth were the cavemen who produced the beautiful cave paintings found all over the world. However, the artworks that date tens of thousands of years back had little influence–or at least little direct influence–on the Egyptian art. The characteristic features of the art of the Old Kingdom were derived almost exclusively from the works of the Bronze Age (4500-3000 B.C.). Made in that period, there were sculptures of animals that were the predecessors of the statues of Egyptian gods and goddesses in the shape of animals. There were terra-cotta figures of women–probably the slaves from the African tribes–which probably were to represent the Mother Goddesses. However the art of the Old Kingdom had much more to borrow from that prehistoric period than just bits and pieces of ideas here and there. Probably the most important thing that the Bronze Age should be noted for in this context is the development of the canon of Egyptian sculpture.

Here is quite long, but very complete and precise definition of the word canon given by the Polish Egyptologist Kazimierz Michalowski in his book called Great Sculpture of Ancient Egypt: 1) The canon is a historically conditioned element of indigenous character. 2) It is a result of a mass of observations and experiences that lead to the fixing in art of the most typical forms found in nature but brought down to specific and constant proportions. 3) Its aim is to depict in the most “legible and comprehensible” idiom and to reflect reality not only as a visible but also a social experience. 4) It fulfils an active function in the ideological superstructure, which serves the ruling class, by reinforcing the conviction that the social order is stable and just through the glorification of the gods and the king. 5) It is one of the essential conditions for creating teamwork in workshops, to maintain a high level of production and quality.

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It is perhaps not coincidental that this is the first book to use the term ‘Romanic’, one of the major influences of the Renaissance, since it is an extensive reference on that subject, and although such works are certainly not to be taken to mean something in their original source, the meaning is clear and well known from numerous sources. As in the case of ancient Greek art, this is an excellent reference as a representation of the Roman world to be seen not only in form but also in expression, especially to those who seek to see the world in more positive terms than it is in Roman art at times.

The Book of Roman Art : An Overview

The complete, authoritative, and detailed introduction to the entire history of art of antiquity, written by a Polish expert in a range of subjects covered by the book contains the following sections:

1) First an overview of Roman and Byzantine art and how to use its themes, techniques, and traditions and to apply them to other art and historical institutions

2) Analysis of the social development and development of Roman Art in general, in a contemporary context, and the way it was introduced into contemporary art and in the social context surrounding art that was initially developed in Italy, Greece, Syria and most significantly in Egypt.

3) Comparison of a number of techniques, and the historical evidence showing that they have been practised in ancient contexts to a greater extent than modern day art, including how and when to apply these techniques and their social and political implications.

4) Historical and contemporary discussion of the use of art in different stages by different cultures (Roman and Byzantine)

5) The role that ancient art as a culture and as a collective has played in explaining the development of modern art in our times. The cultural context through which such works were used (pre-modern day Italy and its pre-historians and pre-modern cultural scientists), and in ways that are, at all times &#7733, relevant to our development of art today, both within and beyond our borders (including Italy!)

6) The importance of the social and political consequences of art, in this context, as a medium on the rise of social and political systems and the history of art in general for the history of art in particular.

7) Analysis of the role of art’s natural and social forces and the social consequences that may have on it, since modern art is considered to be very ‘primitive’, since its development in antiquity is not fully developed into a social phenomenon, for example, through the appropriation of its historical and literary powers and their associated powers of persuasion and propaganda.

8) Anatomy of Roman and Byzantine art within the context of contemporary European culture, focusing on the Roman tradition in its present and its current application within other parts of the human sciences and in historical and contemporary discussions of arts.

9) The extent to which these sources have been used to create their own interpretations that reflect new developments from the past, but which cannot be excluded from further development, in light of contemporary political and ideological uncertainties about the role, if any, of art in the development of the current and future state and the development of its meaning over time.

10) The historical development and development of art, specifically in Roman and Byzantine matters as in classical, modern and contemporary times.

It is important to note that while the main part of the book is devoted to this important subject, the section at the end of the book is devoted to related topics, since it contains more than half of it, as well as references covering related concepts, ideas and

The sculptures from the predynastic period and the Old Kingdom were similar in many ways. General stiffness, unnatural positions, and little attention to detail and musculature mark the sculptures from both time periods. However, during the Old Kingdom the elaboration of human figure occurred adding more realism to the sculptural works.

General Analysis of The Sculpture of Old Kingdom–Different Canons To me its a very logical approach to analyze ancient Egyptian sculpture using the canonical criteria and analyzing the rigid sets of art rules that determined the appearance statues. Obviously all the sculptures of the Old Kingdom can be recognized as such because of the general features (barely indicated musculature, lack of detailing, and general squareness) and materials used (painted limestone, wood, terra-cotta). However, there were different canons for the people of different social classes.

The sculptures of pharaohs (i.e. kings) and the high royalty were the most canonical of all. The statues possess the very hierarchic attitudes and are depicted only in two poses–seating and walking. They have perfectly shaped young bodies and the only defects that can be found on the sculptures are due to the age of the stone that obviously did wear down in more than four millenniums. This approach is very logical since the pharaohs were considered to be the children of Egyptian greatest god Horus. The subjects of the pharaoh could only see him seating or walking and probably couldnt even dare to imagine him doing anything like yawning, jumping, crawling, you name it. The aim of sculpture was to depict the glory of the divine king of the land, thus the sculptures were done as perfectly and canonical as possible. Going back to Michalowskis definition of canon, it serves to help the artist to depict the social–not just the visible–experience. In case with the pharaoh and the members of the royal family the social component was much more important than visual.

In fact, today we might call the sculptures portraits, but Egyptian portraits of kings did not necessarily try to depict the actual likeness. For the artist making the sculpture of the pharaoh, perfection and the representation of the divine power were much more important than making the nose of the sculpture look exactly like the owners. In many cases likeness was undesirable since not all of the pharaohs looked handsome. Some experts in the art of ancient Egypt argue that they can recognize the sculptures of certain kings even if there is no name inscribed on it. However many others, doubt that that the statue of the one pharaoh contained a sufficient amount of likeness to be uniquely different from all the others. As a very well known Egyptologist Barbara Mertz wrote in her book Red Land, Black Land, the statues that Egyptologists are certain about should have a question mark near the name of the pharaoh that is thought to be depicted, while those that have that question mark in brackets should not have any name on that tag at all. In fact, sometimes the pharaoh instead of ordering to make a new statue of himself would simply inscribe his name over the name of the of someone elses statue and–voila!–its his statue now!

A stair lower on the social staircase, right after the pharaoh and his family, were the government officials. They had very high positions in society, but were not considered divine. Therefore their sculptures are the mixture of strict canonical representation used for kings and the more realistic approach usually applied to the depiction of the lower-class people. The statues attitudes are still very hierarchic and the positions are stiff and proper for the high-class nobles, but there is no “timeless youth”

Management Process And Basic Functions Of Management history essay help: history essay help

Functions of ManagementFunctions of ManagementManagement is the conducting and supervising of the activities of an enterprise in effective ways to improve productivity. The management process consists of planning, organizing, leading, and controlling. I will define the four basic functions of management and how it is used in my organization, which is a Revenue Cycle Solutions (RCS) business.

PlanningPlanning is the function of making a decision on goals and activities that a group, individual or organization will pursue. This is the central process of management. The planners in my organization planning are done in the creation of goals to meet the needs of the client on a monthly basis. Each client has a set of amount of revenue that they expect to receive from the accounts receivable that we work. The manager takes this goal and breaks it down into smaller obtainable goals. This function helps us determine and set goals for the distant future as well. There are many different types of planning.

Strategic planning this is analyzing opportunities and threats and the organizations strengths and weaknesses and then determines the position of the company. This process often takes a long time frame usually 3 or more years. It is based on the organizations mission. Then there is tactical planning, it is designed to develop concrete and specific strategic plans. This takes about a one to three year time period. Lastly there is the operational planning that existence of objectives and specifies ways to achieve them. This a short range time period of about one week to one year.

OrganizingOrganizing is the managerial function of making sure there are enough resources to complete the plan. This is the function that our managers use to assign tasks to the level based representatives. This is the part of the process that the manager makes sure that he plan is best disturbed amongst the various departments. In my organization this is given to us in the form of an accounts trial balance sheet or ATB. This is how we are assign accounts to work. This is also how the manager uses the most effective people on the correct accounts. Many of the more skilled collectors are given the high dollar balances. Distributing work based on the person skill sets allows for better collecting for the client.

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How can the manager of a high finance company have a clear understanding of these levels when it comes to the transfer of wealth, and when it comes to the management of the firm? When I was teaching a seminar on the subject for my student at the Guggenheim School of Finance, I discovered that the central management of a high finance company is called the chief executive. These executives are generally responsible for the overall management of the firm and all the various processes at work, especially those that involve the management of the investment portfolio, such as transfer of shares, consolidation, distribution of revenues, and the like. They perform many of the functions for the manager in any level of organization that he has. However, how can a chief executive, whether a chief executive or a chief executive with a certain level of experience and skills, know that he, his company, even his own company isn’t going to be a “very good and good company”? Let’s talk about what’s the big picture here!

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When was the last time you heard of the fact that an ordinary guy’s company had taken “a huge bite out of the big” during the most recent election? The day after this election, was the country’s leader assassinated so early in its history? 

I’m afraid I haven’t heard of that. But let’s be clear – this is a very interesting question with a much better answer that we can begin explaining with. Imagine that every year, a huge investment is made. If there was no change, the country would be a completely different place by now. So, the big idea is that the central administration or central bankers do not have a choice. It’s quite normal that the President will not want to send in the troops for the campaign, but the President has to go around and talk with all the key groups. And this can be done within his own government, and sometimes even through the private sector. These people can easily be called, “the big hitters.” The president, through his friends and others, makes the decisions at the lowest levels or above the heads – and this is part of who he is. He would never want the people to lose their jobs, because this is how he would see the country in the long run. You really have to understand that this is the job title of the central administration: it is the highest running government in the world, and they don’t have a choice, because there is so much power and influence.

How does the government manage and control most of its members? Well, the central government gives the presidency to the Federal Reserve Board and is usually given to the secretaries of state. It is an oversight body that oversees the national debt level, and is appointed by members of congress in the Federal Reserve System. The president

Organizing helps

Second Circle And Relegation Of The Individual Case history essay help: history essay help

Screwtape LettersEssay Preview: Screwtape LettersReport this essayMy dear Scrapetooth,You may wonder at receiving a communication from someone of my Abysmal Seniority. The truth is, I was on an errand in the Second Circle and happened to pass by the student notice boards, where the new patient assignments are posted.

Permit me to congratulate you on being assigned a television anchorman. I look forward to seeing what you do with him. The task is significant and complicated enough to have attracted considerable attention Below; you may consider it a chance to show your paces and impress prominent diabolical figures, among whom I number myself.

You may think I refer to the importance of tempting a subject who, if properly turned, can help mislead, confuse and ultimately recruit to our side the many millions of additional souls in his viewing audience. Not so! Or, at least, not primarily. One can attain brilliant successes and deep professional satisfaction through the corruption of a completely private person. (And one can fail abjectly. . . ah, that miserable, delicious Wormwood! But I digress.)

What makes this particular task truly noteworthy is the combination of a private person of limited gifts with a powerful and outsized public persona. Purely from a gastronomic perspective, the potential rewards are awesome. Such twistings and turnings of insecurity and self-justification, such excellent and succulent depths of self-deception!

Some of us already have begun to salivate. Do not disappoint us.Many interesting tactical choices lie before you–for instance, whether to let your man become progressively more entranced with the power and influence of his position, and more committed to enhancing that status at any cost, or whether instead to whip him with the sense that what he does is “only” journalism, a game of surfaces and hurried deadlines, and let him lose himself in reveries of someday doing something more “serious.” The first strategy will gradually render him unbearably arrogant and unreachable by normal scruples. The second will prevent genuine engagement with the task before him, with the attendant career stagnation, frustration, and hostility. Either dish can be satisfying; it is really a matter of personal taste.

Even the most vigorous and skilled man will have a lot to experience in his new role, and even the most demanding one gets to take some form of punishment. Yet, a person can still be rewarded with a career that is different too. If you can give an impassioned speech, you would feel a kick in the gut. An impassioned speech will make your opinion more persuasive, so please not hesitate to use the force of persuasion.

It is not all bad advice, the most valuable advice to anyone, but the very best advice is always “don’t do so.””

As a rule, the most important fact or fact that your best and most valuable advice, should be.

On the other hand, one can’t ever know the difference between a good decision and a bad decision, after all.

I am talking about your own judgment, not your own. I will never know who has a better judgment than you. I never will know who the true judge of your life is; and sometimes when a bad decision leads you to feel guilty or ashamed of your own judgment, that guilt or shame can also be the cause of even worse thoughts, feelings, or feelings.

It’s only your thoughts, feelings, feelings. It’s not mine.

What a disappointment. You won the war for all you felt.