Good Will Hunting Biopsychological Approach Essay

The biopshychological approach to Will’s behavior would suggest that he is like he is because of his brain chemistry. The chemicals in his brain cause him to respond violently to pressure. The make up of his genetics cause him to be the way he is and he would be this way no matter how he was raised. This approach would also suggest that he could be changed by drugs to balance the chemicals in his brain. Behavioral Approach: The behavioral approach would imply that all of Will’s behavior is learned and he is a product of his environment. He is violent because he was probably beaten as a child and as he grew up he learned to handle his problems through violence. He kept up this behavior because he was never punished severely enough to get him to stop. He learned that he could go to court and talk his way out of his situations which did not give him any reason to stop doing what he was doing. He also learned not to get to close to anybody or open up to them. This was learn ed because some of the people in his life who were supposed to love him had abandoned him. Psychoanalitic Approach: The psychoanalitic approach would indicate that Will’s behavior was from his subconscious mind and were impulses from childhood experiences. For example, Will was beaten up in kindergarten by a bully, later on in his life he sees the bully and starts a fight with him. His decision to fight was made subconsciously from an impulse from a childhood experience. When he was a child he was also abused by his parents. Later in Will’s life, he often resorts to violence subconsciously due to his childhood beatings. Humanistic Approach: The humanistic approach would state that Will makes his decisions based on free will and is basically a good person. Will is how he is because that is how he wants to be. Will does not realize until later in life that he has to much potential to waste his life. Will is an overall good person. This is shown in his in his actions throughout the movie, for example, when he decided to keep working construction instead of takin g a job with military intelligence because he would rather help people by making housing than get people killed. Cognitive Approach: The cognitive approach would suggest Will is how he is because that is how he sees himself. Will is a well educated man but for most of the movie Will sees himself as a nobody who will work for cheap and stay in the ghetto. Once his intelligence is noticed realizes that he has the opportunity to use his knowledge and make something of himself. Sociocultural Approach: The sociocultural approach would say that Will is how he is because of influences from society. Society usually views people from the ghetto as people who will never make something of themselves so he feels the same way about himself. Society expects people from the ghetto to resort to violence to solve their problems. This is why Will usually resorts to violence in tough situations. Society also does not allow for men to open up and share their feeling freely. This is the reason why it is so hard for will to open up and get emotional.

Nike Business Strategy

Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 1 of 29 M-Prize winner This story is one of ten winning entries in the Long-Term Capitalism Challenge, the third and final leg of the Harvard Business Review / McKinsey M Prize for Management Innovation. Story: Nike’s Gameplan for Growth that’s Good for All by Lorrie Vogel – General Manager of Considered Design at Nike Inc. Co-Authored by Agata Ramallo Garcia October 17, 2012 at 1:29pm 18 36 0 Comments 2 Ratings: Overall 4 Innovative 4 Detail SummaryInnovation is a cornerstone of the Nike brand. Our company was founded by two visionaries, Bill Bowerman and Phil Knight, who set out to reinvent athletic footwear. Over the past decade, our drive to design and produce better, faster, lighter products has evolved into an even more ambitious agenda – to embed long term sustainability into our business. This broader vision calls for new approaches to design, managem ent, partnership and new tools and metrics to support integration and adoption throughout Nike. Many of Nike’s http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 2 of 29 management innovations for sustainable growth started internally, with the Corporate Responsibility and Considered Design Teams. As internal efforts took hold, the focus expanded externally. Nike is now reinventing its supplier, industry and business relationships. It is leading industry efforts for systemic change and pursuing an agenda of truly disruptive innovation. Also you can read  Business Ethics ComprisesNike Dare to Dream video: http://vimeo. com/11680452 Moonshot(s) †¢ Develop holistic performance measures †¢ Make direction-setting bottom-up and outside-in †¢ Retool management for an open world Context NIKE, Inc. based near Beaverton, Oregon, is the world's leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly-owned NIKE subsidiaries include Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Converse Inc. , hich designs, markets and distributes athletic footwear, apparel and accessories; Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories; and Umbro International Limited, which designs, distributes and licenses athletic and casual footwear, apparel and equipment, primarily for global football (soccer). In 2011, NIKE Inc. earned $20. 9 billion in revenues. NIKE Brand Footwear revenues in 2011 represented 55% of total NIKE, Inc revenues, followed by NIKE Brand apparel with 26%, and 5% for NIKE Brand equipment.Approximately 36% of NIKE, Inc. revenues were derived in North America, while the remainder are from across the globe. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 3 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchangePage 4 of 29 After decades of phenomenal growth and becoming one of the world’s top brands (Interbrand 2010), Nike intentionally shifted its strategy to integrate sustainability as a vehicle for growth. We have come a long way , from our association with the discontent of globalization in the late1990s (and subsequently establishing one of the first corporate responsibility (CR) departments), to setting the bar in embedding sustainability into business practice. We no longer view sustainability as option.Rather it is a business imperative, an innovation opportunity and a potential competitive advantage. As CEO Mark Parker notes: â€Å"The age of abundance is over. The definition of business performance is expanding. Innovation is being redefined. Expectations are being redefined. At Nike, we believe the world must innovate faster for growth that is good for all. † Triggers Innovation is our core competency. Starting in 1964, Nike’s founders, Phil Knight and Bill Bowerman, looked for ways to improve upon the Onitsuka Tiger running shoes they were selling.They weren’t just distributors, they collaborated on design ideas. The legacy of innovation in search of better, lighter, faster prod uct performance evolved and deepened over time. It drives every department, process and person in our company – from the product design process, through production, marketing and distribution. Phil and Bill had a vision that sparked and guided their innovation and approach. While the business has evolved and grown exponentially, that single-minded vision continues to feed innovative thinking, design and business practices today.In addition, several significant events in the 1990’s and early 2000’s prompted a shift in Nike’s vision and approach: the labor crises related to sourcing and manufacturing practices; and scenario planning, which surfaced potential vulnerabilities across the business. The company also went through a reorganization to align more closely to consumers. Within this change, the company moved to embed sustianbility across the company with finance and product teams taking a greater role in the process alongside our VP of CR.In the early 1990s, public reaction to labor practices in factories from which we sourced production triggered innovations in how we oversee and manage our supply chain. We took responsibility and developed stringent standards for our manufacturing partnerships – the Code of Conduct (CoC). While the CoC became a significant priority for us and our business partners, it was clear that there still was more to be done to oversee and manage our supply chain. We formed the CR committee of the Board. We disclosed our factory locations. We took measures o share information about our expectations and our progress against strict operational guidelines. These moves signaled our seriousness about the issue and our desire to move quickly and find solutions. The action with the greatest impact has been transparency. It has enabled us to better comprehend the problems and shape more approriate solutions.. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 2 1/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 5 of 29 We also recognized that corporate responsibility had to be a part of Nike’s business.We consolidated CR functions under the the newly created VP of CR position, led by Maria Eitel, which brought together our labor and environment strategies. By 2001, we established Nike’s Board of Directors’ CR Committee, set long-term environmental goals, and jointly published worker survey findings with the Global Alliance. These two important management shifts – the installment of an internal governance model and formalization of CR Reporting put us in the position to proactively manage our whole sustainability agenda. Nike was embarking on a journey to understand the true power of transparency, collaboration and governance.In December 2004, Hannah Jones, became our second VP of CR reporting to Mark Parker, who was then co-president of the Nike brand. Ma rk Parker soon become CEO of NIKE, Inc. In assuming the CEO position, he brought a passion and commitment for sustainability. Concurrent with these management changes, we entered into an internal cultural shift, recognizing that we cannot solve these challenging issues alone. The commitment to transparent, operation-wide sustainability morphed into embedding sustainability as a future business driver for growth.In 2007, Nike conducted (along with SustainAbility, a consulting firm) a scenario planning on global trends such as water, health, and energy, alongside increasing worldwide concern about climate change. This was not just about our sustainability strategy – it was part of our business strategy. We became acutely aware of our dependence on oil for materials and fossil fuel energy. We were vulnerable, as many companies are, to escalating oil prices and looming carbon restrictions from anti-climate change regulation. The waste production, use of materials and water by con tract manufacturers also posed major risks.All of these issues were deemed significant and highlighted the areas of our value chain and our business that had the most potential for innovation. It eventually led us to our long-term vision to build a sustainable business and create value for Nike and our stakeholders by decoupling profitable growth from constrained resources. The labor crises, the management shifts and the scenario planning exercise were all pivotal moments. Collectively, they triggered a commitment to drive sustainability into every aspect of Nike’s business. We have a new vision; we’ve redefined goals as in Nike terms, there is no finish line.It requires innovation in our design process, our production, our sourcing, our tools and metrics, and our whole team structure. Fortunately, innovation is in our cultural DNA and provides a strong foundation. Even so, embedding sustainability thinking in our strategy and then educating every person and evolving t he process in the company is a challenge that takes time, continual reassessment, and unerring commitment. Early on, we missed some signals and now we have much stronger tools, teams and a culture that is structured to make progress against our bold sustainability goals. It is clear to us that our long -term potential, and the long-term potential of virtually every other major company in the world, will be severely pressured by [these] external factors†, Parker contends. Key Innovations & Timeline Innovation is at the very heart of our culture at Nike. One of the cornerstones of innovation is a willingness and desire to learn. And, while we have learned much from our past and others have learned much from our experience, we believe the next era in the evolution from an industrial economy toward a sustainable economy will teach greater lessons than learned before.This evolution requires us to innovate faster, more radically, more disruptively inside of Nike and throughout out o ur whole ecosystem. It is a top to bottom, bottom to top, inside out and outside in innovation. In 2008, we produced a video for our design team. ‘Considered Design’ lays out a vision for the products we strive to produce. On screen, you see a close up of a runner’s shoes, pacing through puddles and mud. It evolves into a poetic series of athletes in action. Considered Design video: http://www. youtube. com/watch? v=1WuyE_x8Vs8 http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 6 of 29 The accompanying voiceover: â€Å"This is not a shoe, it is an ethos, a shoe reborn as a tennis court, or basketball or †¦ a better shoe†¦Why do [products] have a shelf life? What if †¦ there was a closed loop cycle? †¦A shoe can’t change the world, but an ethos can. † The video was intended to i nspire. It also set forth a mandate and a vision. How could Nike design products that have no shelf life?How can we reuse and reinvent products? How could we work towards a closed loop vision? This vision was the first important step in driving a new era of innovation. Our CEO Mark Parker has a vision to embed sustainability as an ethos, as a a catalyst of innovation to deliver product and services that deliver superior athletic performance and lower enviromental impact and ultimately drive profitable and sustainable growth for the company â€Å"It’s not about a few people making sustainable products,† says Nike Considered GM, Lorrie Vogel.It’s about making sure that every person in the system adopts a different world view, sense of purpose and approach to their job. † In order to embed sustainability and make it central to our ethos, we have made significant organizational changes, developed new tools and performance metrics, and redefined our relationshi p with suppliers and industry peers. We started with a focus on our own internal capabilities, knowledge and practices – our internal innovation phase. Over time, we have expanded our focus to include suppliers and industry peers – our external innovation phase.Internal Innovation Phase – Corporate Responsibility and The Considered Group In 2004, Nike’s various sustainability initiatives (including environmental responsibility) had not really worked their way into daily business decisions. CR was perceived as a risk management function not a valuable market opportunity. It was isolated from Nike’s business units as an add-on or layer to the business strategy and not as a core driver. The good news was that business unit managers spoke aspirationally about the potential of effective CR.Our team set the conceptual metric of return on investment squared or â€Å"ROI2† as CR’s new strategic compass, emphasizing that business decisions inc luded both financial and corporate responsibility returns – people, planet and profit. If CR delivered ROI2, it was helping the business succeed and improve its social and environmental footprint. We took a strategic approach to CR that emphasized value creation, collaboration with business units and proactive strategic planning. â€Å"We wanted to show how we could help them deliver returns on investment to our shareholders.The end goal for us had to be that businesses institutionalize CR into the DNA of the company so that CR is a living, breathing approach to how one does business. By organizing CR around ROI2, we hoped it would evolve from being seen as a cost to being an intrinsic part of a healthy business model, complete with profitability and sustainable growth. ROI2 is Nike’s measure of creating an exponential return from integrating corporate responsibility into our business. Take waste, for example.In FY05-06 we carefully documented and measured the amount of waste generated across our entire supply chain. In one year, the cost of waste across footwear alone was estimated at $844 million. Everyone is involved in initiatives to reduce our waste across the supply chain: from designers to chief financial officer to business partners. Less waste is better for margins and better for the environment. By using design to reduce our waste, we’re tapping one of our greatest resources – innovation – and fueling other insights and successes.This provided the backdrop to our evolution and to the targets we set over the course of the next five years. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 7 of 29 â€Å"Under our CEO’s guidance and influence, the team began exploring where best to start integrating this strategy into Nike’s ecosystem. We focused on our product creation process and honed in on product design as a key intervention point.Due to its position at the beginning of the supply chain, the design function offered great opportunity to design out environmental issues. We wanted to help Nike â€Å"design the future†¦ as opposed to retrofit the past. † According to one of my colleagues the choice to work with designers was natural: â€Å"The designer’s job is to design the future. It’s natural that they would be huge champions of sustainability and they thrive on daunting, new problems. Also, because design is situated at the beginning of the supply chain, the design function is an opportune intervention point. In late 2005, the Considered Design ethos was formally embedded within our business strategy, with a focus on high-performing, aesthetically pleasing greener products. The Considered Group is a think tank, tool box, internal consultancy, competitive catalyst, and an antenna to the outside w orld. It serves as the hub of the Considered design ethos – consider the choices, consider the impacts. Their mandate is to provide inspiration, education, and the tools to drive sustainability best practices deep into Nike’s product creation units and processes.The team’s objectives include helping Nike assess the entire product lifecycle. The whole structure of Considered Design is thoughtfully designed to cultivate innovation. Instead of commanding and controlling how the business units implement sustainability, the team places responsibility for sustainability in the hands of designers. The team is a centralized hub with reach into key Nike functions. The hub’s spokes are product creation units, to which Considered disseminates knowledge, tools, and support. The team has both environmental and product creation expertise and collaborates closely with the related product engines.Considered’s GM, Lorrie Vogel, explained the organizing philosophy: â€Å"If you don’t know how to translate environmental knowledge into products and processes, you’ll always be outside of the product creation engine. † The Considered team was surprised by how difficult it was to create usable metrics for the product teams. They developed a holistic, predictive way to score products at different intervals throughout the development process. After 18 months of extensive work on developing the right metrics for the tools, the Considered Index was introduced in September 2007.The Index provided predictive metrics that would work uniformly across Nike’s varied footwear line. It evaluated a product’s bill of materials (BOM), a roster of all materials specifications for a shoe’s components, using Nike’s Materials Assessment Tool, an abbreviated life cycle analysis for raw materials. The Index scored environmentally preferred materials (EPMs) on multiple criteria including toxic hazard, energy and water usa ge, recycled content, recyclability, and other supply chain responsibility issues. As a learning and motivation tool for Nike’s product teams, the Index included a â€Å"Change Agent† category.Teams could win points for up to three new significant footprint-reducing product or process ideas. Lesser awards were also given to teams that adopted other teams’ recent innovations. The Index was carefully calibrated to reward only those products that performed above Nike’s historical averages, with Bronze representing baseline sustainability and Silver and Gold both qualifying as â€Å"Considered†; the distinction was purely internal. The Considered team planned to toughen the Index’s scoring over time. As one manager noted, â€Å"The intention is that we just keep raising the bar.As we do, business units will have to improve. † The Considered team trained product teams how to use the Index. It built a network of Considered â€Å"super-user s† who served as internal category experts on Considered questions and provided feedback to the Considered team. Through super-users, Considered would provide updates on noteworthy examples of inspirational implementation and innovation. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 8 of 29The Index ran on an intranet calculator. Product teams could self-score their products in a minute by entering their product’s BOM number and clicking checkboxes for design and process options. While teams scored their product at the end of the development process to receive an official Considered rating, many product teams used the Index at interim product gates. The very fact that the information and scoring was public was motivating. It cultivated peer competition and energized the pace of adoption and innovation. From the beginning, the team had visible CEO level support.As Vogel explained, â€Å"CEO Mark Parker believes that sustainability is the future of Nike. He also wanted to see the scores up on the wall so that we could really track and learn from the process. † Since Nike began setting targets years ago, we have learned the greatest opportunity to drive change is in the areas where we have the most impact. Materials create Nike’s greatest environmental impact. Nike also controls the design and became the area of focus to roll out the Considered Design ethos in 2009. This same methodology and rigor has been applied to design sustainability into the way we source and manufacture our products.Nike’s effort to drive further innovation throughout the company and integrate sustainability into the very core of our efforts is multifaceted. We have scripted a new vision. We changed the organizational structure and introduced a whole new department. We provided training and leverag ed technology. And, we encouraged healthy competition and celebrated successes. Even the best strategy comes to nothing without the commitment, people and processes to make it happen. Continuing to integrate sustainability into our business, rather than layering it on top of how NIKE, Inc. nd our brands currently operate, will increase and accelerate progress, drive scale and the proliferation of sustainable innovation, and enable broad employee engagement. At Nike, dedication to and accountability for sustainability begins at the top. In 2001, we formed a Corporate Responsibility (CR) Committee as part of our Board of Directors committee structure. The CR Committee has oversight of environmental impact and sustainability issues, labor practices and corporate responsibility issues in major business decisions.In FY06, we created a management framework to ensure executive accountability for corporate responsibility across the company. The Vice President for Sustainable Business & Inno vation (SB&I) reports directly to President and CEO Mark Parker, and co-manages dedicated teams with business and functional executives to develop and review policies with Board oversight, approve investments and evaluate and refine our approach and direction. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 9 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 10 of 29 The SB&I team acts as a catalyst for sustainability companywide. Made up of about 130 people, the team leads sustainability strategy development; provides content expertise and consulting to teams companywide; collaborates with sustainability specialists in other parts of the organization; drives ustainab ility integration; leads engagement with stakeholders; works to mitigate risk and facilitate compliance; and reports on our progress to scale the impact of sustainable innovation beyond Nike. Our new executive-level Committee for Sustainable Innovation also steers our efforts specific to innovation. In 2011, we launched an executive-level Committee for Sustainable Innovation. This group is chaired by our CEO and oversees our innovation pipeline and portfolio. It helps to fully capitalize on opportunities by accelerating adoption and bringing these activities to scale.Ultimately, the greatest measure of our success can be found in the finer detail of Nike’s culture. The very vocabulary of Nike designers has changed. We now hear team members say ‘ that’s an inconsiderate design’ in commenting on a product that does not meet the new criteria. External Innovation Phase – Materials Sustainability Index, GreenXchange, Sustainable Apparel Coalition As Nike advanced through a company-wide adoption of the Considered ethos, it became clear that for true, holistic change, we needed to focus beyond our own internal operations.To drive adoption and scale at an industry level, to ultimately change the marketplace for the better, Nike recognized the potential benefit in sharing knowledge, information and tools with suppliers, peers and other stakeholders. Four key initiatives show what we are doing to cultivate innovation outside the business: the Nike Material Sustainability Index (MSI), the GreenXchange, the Sustainable Apparel Coalition, and the DyeCoo waterless dying strategic partnership. Nike Material Sustainability Index (MSI) http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 1/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 11 of 29 The materials in just our NIKE Brand footwear and apparel products come from 900 different materia l vendors (i. e. , supplier companies). We do not source directly with these vendors; they are independent companies that sell materials to our contract finished-goods manufacturers based on our design specifications. To drive sustainability improvements in materials, we focus on the part of the value chain over which we have the most control: product design.Decisions made in the product design phase determine the majority of a product’s environmental impacts. Nike teams design products with very detailed material specifications, and by providing those teams with the information they need to choose better materials from better vendors, we can improve the sustainability of our products. We are now working to take the Considered Indexes to the next level. We have been on a multi-year journey to refine the footwear and apparel Considered Indexes based on feedback from product creation teams.In addition, we have significantly upgraded the materials rating tool embedded in the Ind exes and are calling the new tool the Nike Materials Sustainability Index (Nike MSI). The Nike MSI is embedded in the Indexes that our designers and developers use to assess potential products, and it plays a pivotal role in product design. One major improvement in the Nike MSI is that it rates material vendors in addition to materials themselves, providing strong incentives for the vendors to become more environmentally sustainable.We score material vendors on criteria such as whether they are complying with the Restricted Substance List (RSL) testing requirements and the Nike Water Program requirements; if they take part in materials certification processes, such as the Global Recycle Standard; and whether they have ISO 14001 certification or operate out of certified â€Å"green† buildings. Rating higher on these types of criteria will increase a vendor’s overall Nike MSI score. The Nike MSI does more than rate our material vendors, however. It also scores materials according to (among other things) the chemicals required to make or process them.These scores enable our Nike product-creation teams to make more sustainable, less-toxic choices during product design. It also assigns sustainability scores to materials based on multiple criteria, including how much water is required to produce them and the water stewardship of vendors that process them. The Nike MSI creates a strong incentive for material vendors to enroll in the Nike Water Program and reduce their water-related impacts by recycling process water or implementing innovative low- or no-water coloring processes – as these activities help to increase their MSI scores.Water-efficient materials from water-efficient vendors receive more points on the MSI, and, therefore, stand a better chance of being selected by our product creation teams than other similar materials. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikeâ₠¬â„¢s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 12 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchangePage 13 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 14 of 29 Materials are a substantial cost, so identifying long-term access to affordable materials that meet our environmental standards is key to our ongoing success and our ability to decouple materials from scarce resources. GreenXchange Over the past ten years of working on sustainability, we have come to understand the value of collaboration and shared knowledge.Without it, companies replicate efforts, reinvent wheels and often only make incremental progress. Nike w orked with the collaboration nonprofit, Creative Commons which also believe in the power of open innovation. Nike and Creative Commons share a vision of creating a digital platform that promotes the creation, sharing and adoption of technologies that can potentially solve important global or industry-wide challenges. GreenXchange, a web-based marketplace we founded with several other companies, was born in conversation leading up to the World Economic Forum in Davos in 2009, and launched in 2010.By using a set of standardized, free, legal tools, patent owners can make portions of their intellectual property portfolio available under a set of terms between the current choices of â€Å"all rights reserved† and â€Å"no rights reserved. † With GreenXchange patent licensing tools, patent owners open up a wide swath of technologies for research, development and innovative commercial uses. Patent users receive the rights they need to innovate, and patent owners receive credi t for their works – as well as the option to receive annual licensing payments.GreenXchange builds on a culture to create common spaces for innovative reuse, as well as standardization efforts for biological materials and scientific data. It also bridges some key gaps in the way that green technologies are developed and utilized. Many active R&D companies create green technologies that are not core to their business: they may represent good practices shareable across a large set of companies – sometimes even including competitors – but lack the business infrastructure to make those patents available for wider use.GreenXchange was our first foray into open innovation with other businesses, set up to allow organizations to collaborate and share intellectual property. We have gained significant insights from this collaboration which continue to inform our strategy to bring sustainability innovations to scale. The very concept of GreenXchange is a management innovat ion. Instead of taking a proprietary, short term approach to developing and controlling important information and sources, we have done the opposite. Nike continues to urge its peers to collaborate, and is leading the way through its own commitments.Sustainable Apparel Coalition Complementing our work to improve factory conditions, Nike is exploring ways to evaluate and communicate the environmental and social performance of individual products. We are doing this in cooperation with the Sustainable Apparel Coalition (SAC), a group of which we were founding partners. The SAC is an industry-wide group of leading apparel and footwear brands, retailers, manufacturers, NGOs, academic experts and the U. S. Environmental Protection Agency, working to reduce the environmental and social impacts of apparel and footwear products around the world. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth thatâ⠂¬â„¢s Good for All | Management Innovation eXchange Page 15 of 29 The SAC believes a common approach for measuring and evaluating sustainability performance is essential for driving a â€Å"race to the top† in the apparel supply chain. Apparel retailers and brands can compare the performance of products and upstream supply-chain partners, and those partners will have a single standard for measuring and reporting performance to their downstream customers.Eventually, this approach can provide a foundation for reporting to consumers on the environmental and social footprint of the products they purchase. Through multi-stakeholder engagement, the Coalition seeks to lead the industry toward a shared vision of sustainability built upon a common approach for measuring and evaluating apparel and footwear product sustainability performance that will spotlight priorities for action and opportunities for technological innovation. The Sustainable Apparel Coalition’s vision and pu rpose are based on a set of hared beliefs: †¢ The environmental and social challenges around the global apparel supply system affect the entire industry. †¢ These challenges reflect systemic issues which no individual company can solve on their own. †¢ Pre-competitive collaboration can accelerate improvement in environmental and social performance for the industry as a whole and reduce cost for individual companies. †¢ This collaboration enables individual companies to focus more resources on product and process innovation. Credible, practical, and universal standards and tools for defining and measuring environmental and social performance support the individual interests of all stakeholders. DyeCoo waterless dying strategic partnership Nike recently entered into a strategic partnership with DyeCoo Textile Systems B. V. , a Netherlands-based company that has developed and built the first commercially available waterless textile dyeing machines. By using recycled carbon dioxide, DyeCoo’s technology eliminates the use of water in the textile dyeing process.With no water consumption or auxiliary chemical use, a reduction in energy use, elimination of drying and improving the process, the technology can enhance the quality of the dyed fabric and potentially revolutionize textile manufacturing. Our VP of Merchandising and Product, Eric Sprunk further explains, â€Å"Waterless dyeing is a significant step in our journey to serve both the athlete and the planet, and this partnership reinforces Nike’s long-term strategy and deep commitment to innovation and sustainability.We believe this technology has the potential to revolutionize textile manufacturing, and we want to collaborate with progressive dye houses, textile manufacturers and consumer apparel brands to scale this technology and push it throughout the industry. † Postlude In earlier years, we were about innovating solely to deliver optimal performance to our athletes, and strong financial returns to our stakeholders. We also had to react to risks and constraints in our ecosystem. Organizationally, the initial charge resided with the Vice President of the Corporate Responsibility Group.Over time, we made further changes to support, iterate and integrate the leadership vision thoughout the company. It meant an evolution in our approach. Now, our long-term vision is to deliver growth that is good for all – our athletes, our consumers, our investors, our suppliers, our partners, and the world in which we operate. We are using sustainability to redefine business performance and look to show the industry how we can embed sustainability into our approaches to product and manufacturing, and solve challenges in business and sustainability for the world.To enable adoption, our innovation strategy focuses on utilizing better processes, making better choices and bringing those choices to scale. We develop certain tools, such as the Considered Index, to drive our internal integration. We set targets that align to and support our strategy and have expanded our focus to our supply chain and industry peers. We work to optimize and improve our impact, and, at the same time, we innovate with a focus on changing the future. http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 16 of 29 Timeline 1964 Blue Ribbon Sports founded by runners and revolutionaries – Bill Bowerman and Phil Knight -as a distrbutor for the Onitsuka Tiger footwear brand (now ACIS) 1971 Swoosh logo designed for $35. The Nike swoosh the spirit of the winged goddess who inspired the most courageous and chivalrous warriors at the dawn of civilization Year-end revenues reach $1million. 972 BRS founds Nike late 1970s Nike establishes headquarters in Beaverton, Oregon, expansion internationally. 1985 Sock Racer ch ampioned Bowerman’s minimalist values with a breathable four-way-stretch upper, instead of layers of fabric, reducing weight and using less materials. 1988 Launch of ‘Just Do It† campaign and the reputation for unique and inspiring ads. Revenues exceed $1. 2 billion http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 17 of 29 990 Niketown stores launched; Labor practices questions 1992 Nike’s first Code of Conduct published to guide practices in contract factories 1993 Nike launched its Reuse-A-Shoe program, allowing consumers to drop off any brand of worn out athletic shoes. Nike grinded the shoes and used the recycled material and manufacturing scrap in new sports surfaces. Since its launch, Nike has recycled more than 25 million pairs of athletic shoes. 1995 Nike began the journey of phasing out volat ile organic compounds (VOCs) or petroleum-derived solvents (PDS) from its footwear production, reducing the use of VOCs 90% in just over five years to 2001.Nike also started to manufacture its shoeboxes with 100% recycled cardboard. 1997 Nike committed to fully phasing out SF6, a global warming gas used in Air-Sole cushioning units. In 2006, Nike completed the phase out of all F-gases in Nike-branded footwear. Nike began to blend organic cotton into a range of t-shirts. 2000 Nike Woven started the conversation about using less adhesives and less waste while maintaining comfort, performance and breathability. The Standoff Singlet worn in Sydney was the first time Nike used 75% recycled polyester in a performance product. 001 CR Committee of Board established. Nike also established its first comprehensive list of restricted substances (RSL) to guide suppliers in the production of safe and legally compliant product. The RSLs were based on the most stringent worldwide legislation and al so included substances that Nike had voluntarily decided to restrict. 2004 Hannah Jones assumes role as VP, Corporate Responsibility. That year, Nike also developed an environmentally preferred rubber that contained 96% fewer toxins by weight than the original formulations.Also, Nike’s first retail introduction of apparel, the Men’s Fitness recycled polyester track suit, was made from 100% recycled polyester in a range of men’s fitness jackets and pants. 2005 Considered Design was formed as an ethos of the company to create products that address environmental impact by reducing waste, increasing the use of environmentally preferred materials and eliminating toxics. Nike introduced the Considered Boot, using a single shoelace woven between the leather parts of the upper, minimizing adhesives and allowing for easier disassembly. 006 Mark Parker becomes CEO 2007 Considered Index introduced. Also, the Nike Long Ball Slip-On was a unique performance-based shoe constr ucted without the use of solvents to hold it together. 2008 Nike launched the AIR JORDAN XX3, incorporating sustainability without sacrificing performance. That same year, the Air Pegasus 25, one of Nike’s most iconic running shoes, was designed to maximize efficiency. 2010 GreenXchange launched and some of the world’s leading football (soccer) players wore the most environmentally friendly and technologically advanced jerseys on the pitch. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 18 of 29 Also, Nike’s EADT software application enabled designers to make the most sustainable choices right at the start of the product creation process, in real time. The tool was created based on Nike’s internal Considered Index, tested and utilized since 2006, and released to the industry to support transparency and collaboration. 2011 Sustainable Apparel Coalition launched.Also, using a new fabric that’s both thick and soft, the women’s Nike Legend Pant was made from recycled polyester, material made from recycled plastic water bottles. The Nike Legacy GS Boardshort brought performance and innovation to the next level for the competitive surfer, while also lowering environmental impact. 2012 Implementation of Nike Materials Sustainability Index began. And, NIKE, Inc. announced a strategic partnership with DyeCoo Textile Systems B. V. , developer and builder of the first commercially available waterless textile dyeing machine. The technology eliminates the use of water in the textile dyeing process.Challenges & Solutions Challenges and Fixes Nike has faced a number of challeges in its efforts to integrate sustainability within product design and innovate a redefined future but it has led to us iterating, innovating and finding new ways to operate more efficiently, effectively and creatively: Uneven adoption of the Index and new vision. Even though corporate leadership held all categories accountable for achieving Considered targets, there was considerable variation in how quickly different groups have integrated the Considered Index and how well they operationalized the tool.Some businesses have faced greater challenges. Some businesses had a more entrenched resistance. Since then, Nike has integrated sustainability principles into its innovation processes, governance and portfolios to generate innovation that delivers products and services that combine performance, innovation and sustainability. Additionally, Nike has set a vision for what changes are needed in innovation, with its people and culture and in the way it works in two areas– in product and in manufacturing – that build on past achievements and on processes established to drive change. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-a ll 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 19 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 20 of 29 Perfromance risks in the adoption of new materials. There were a number of performance and aesthetic risks that Nike footwear faced in using EPMs such as synthetic leather.There was a potential performance risk, for example, that using recycled content could degrade physical properties like material durability, threatening Nike’s strict quality standards. One of the product creation directors in footwear described that with some EPM synthetic leather alternatives, the options weren’t very attractive: â€Å"Leathers look boardy and dry, and the textiles aren’t very interesting. † Today, rising input costs mean the need for i nnovation and technology has never been greater.Through innovative design, science, technology and process changes, our long term vision is to progressively design out waste, eliminate hazardous chemicals and non-renewable energy consumption. Innovation also allows us to design in new materials and new approaches to products. This vision has been built on years of assessing trends and materiality for Nike and the changes that are impacting our business, our value chain, our consumers and the world. In 2007, we undertook an assessment with SustainAbility some meta trends that have only become more relevant as we’ve shaped and defined our strategy.These meta trends highlight the areas of our value chain and our business that have the most potential for innovation. We use these filters in our work, our assessment of opportunity and the way we approach reporting. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikeâ€⠄¢s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 21 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 22 of 29 ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 23 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 24 of 29 Added complexity. In most cases, Considered made the design process more complex. While designers liked to iteratively find the right design, Considered required thinking about pattern efficiency much earlier in the process.It required more planning, o ften took longer, and it was often harder to find designs that both looked â€Å"cool† and were efficient. â€Å"On most product decisions, it’s not lower in cost, better in performance, and more sustainable,† explained one category product director. â€Å"If it was that easy, that’d be great! So usually on every component of a shoe, there are tough decisions to be made. † A designer within the Cleated category noted, â€Å"We try to make designs look cool first, then run it by other filters like cost and Considered.We design in response to a lot of constraints, like price and performance requirements, and goals like cool looks and feel. More constraints makes the process harder and, maybe, slower. † Different from then, sustainable innovation is now increasingly at the core of the business. To hedge against the complexity, we needed to focus on identifying disruptive solutions in order to manage environmental impact and business risk. So, w hat does this mean in terms of the sustainability of our products? The truth is, it’s a challenge to figure out how to measure that.Rather than working toward a certain percentage of, say, recycled content in a finished product, we have worked to improve our base materials, and we are now creating systems that allow us to better assess the impacts of the resulting products. That said, we do already have some ways to measure our success. For example, over the past five years we have achieved a 19 percent reduction in waste related to the production of footwear uppers. Considered Design contributed to that gain, along with manufacturing process optimization and other best practices. That’s the same as not producing 15 million pairs of shoe uppers over that time period.Our use of Environmentally Preferred Materials (EPMs) – ones that have lower environmental impacts throughout their lifecycles in terms of chemistry, water, energy use and waste – provides ano ther strong indicator of our progress. We also learned that addressing symptoms doesn’t embed change so it focuses in on the earliest stages of the product life cycle. Time Given the extremely fast pace of product development in response to consumer trends and ongoing organizational change efforts, product creation employees didn’t have a lot of time for implementing Considered. We now recognize that ntegration is an imperative to address process changes so we redefined reporting structures, design and sourcing processes and created materials to help us better achieve superior products with lower environmental impact. Higher Costs The potential additional costs for developing greener footwear was another challenge facing Considered. Alongside the increasing cost of petroleum, adding EPMs made Considered design potentially even more expensive. Large product category teams had some success negotiating price reductions based on volume, but smaller categories struggled to overcome margin pressures.Because Nike is a growth copany, sustainability, today, becomes increasingly important to our growth strategy. As we have learned over the years, sustainability is not just a strategy for growth, but a competitive advantage. Supply Chain Partners Some contract manufacturers have been highly responsive to category requests for help implementing Considered, but others, either because of their size, prior capital investments in less-efficient machinery, management focus, or lack of technical capacity, were not able to nimbly and successfully execute the Considered design requirements.Because we now know that early intervention is key, educating factories on why a stable, competitive, well compensated workforce makes good business sense. Nike focuses on training, incentivizing and holding contract manufacturers accountable to its Nike standards and continues to raise the bar with each iteration of the Indexes. Nike’s new rating system, http://www. manage mentexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchangePage 25 of 29 the Manufacturing Index, looks comprehensively at a contract manufacturer’s total performance and includes a deeper look at how a factory approaches sustainability. This Index elevates labor and environmental performance alongside traditional supply chain measures of quality, cost and on-time delivery. Consumers Considered faced several challenges with consumers. For one, many consumers were skeptical that a running shoe made from EPMs would in fact perform as well as a shoe that was not.For example, one focus group initially was very receptive to a Considered running shoe, but after being told it was unusually â€Å"green† started viewing it as a lower performance product. Today, Nike is meeting consumer demands through performance, innovation and sustainability which drive superior product. The Flyknit technology is a good example of where performance meets sustainability. Nike Flyknit, which uses precisely engineered yarn and fabric variations to create a featherweight, formfitting and virtually seamless upper.It’s a new way to knit the multiple pieces of a shoe upper out of what is essentially a single thread. It’s great for the athlete because it is lighter and offers a more custom fit. It’s good for the planet because it drastically reduces waste from the upper production process. And shareholders stand to benefit from the reduced cost of production and potential for increased margins over time as the the innovation grows to full scale. It’s a nascent technology that holds tremendous opportunity.Nike FlyKnit video: http://nikeinc. com/news/nike-flyknit Marketing Nike had not yet figured how to market performance, aesthetics and sustainability in one complete package. There was internal debate as to whether Considered sh ould become its own brand within Nike, or simply a new dimension of the Nike brand. Ultimately, Nike decided that there would be no compromise to performance, no ‘green' line of products and that sustainability should not be a constraint but an innovation challenge for designers.Benefits & Metrics We know where we’ve been, and we know where we want to go. And we know that there is substantial work ahead. We continue to set the bar higher for ourselves and our business. We have evaluated our business model and our impacts across our value chain, have assessed the coming scenarios and challenges, taken account of our progress against past performance, and worked across our business to set targets embedded deeply into the way we operate. Many of the sustainability issues we seek to solve are still ndergoing innovation. Others are firmly in place and moving forward with needed changes. We deliver on our vision in two ways: †¢ Make today better by taking account of our impacts, driving efficiency and optimization †¢ Design the future by unleashing innovation, embedding sustainability into our approaches to product and manufacturing, and solving challenges in business and sustainability for the world Accelerated innovation. Our sustainability vision both inspired and drove us to reinvent our creative process.It accelerated and strengthened innovation as a core competency. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 26 of 29 Abillity to attract the best talent. Our success in pioneering sustainability in a holistic way, and to continue to deliver â€Å"the cool factor† and superior performance means we can attract the very best designers, engineers, strategists and marketers.Brand value and goodwill. After our CR challenges in the late 90s we have not only worked hard to regain the trust and respect of customers and industry peers, we have set forth a strategy to lead. We are proud to be a respected brand, design company, innovator and among those recognized as a leader in sustainability. Reduced costs of sustainable sourcing. By sharing best practices and providing open access to our tools and sourcing information, we are driving industry peers to adopt similar processes, materieals and metrics.This means we have the volumes to drive down the costs of what has been a more sustainable, but more costly source. Lessons Lead with a vision. Every person in the organization must understand and embrace a very specific idea of what the future beholds. Provide a specific example that illustrates the vision and engenders passion and a sense of purpose. As Lorrie Vogel says of the Considered Change video: â€Å" We created a concrete vision of what we wanted to be and we got that in front of every person in the company. † Secure Executive level support.To fu lly integrate changes throughout an organzation, it must be very apparent that the initiative has CEO level support – not just through words, and verbal endorsements, but through the actions and interactions that CEO has inside and outside the company. Set clear targets and metrics to measure success and track progress. Even if the initial measures are imperfect, its important to start to have some means of tracking progress and reinforce the learning. â€Å"If you don’t measure it, it doesn’t happen,† says Lorrie Vogel. http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 27 of 29 Provide the tools to facilitate the adoption process Very few individuals and organzations take to change easily. It’s human to be comfortable with what is known and to resist change that challenges the status quo. It is critical to provide the education, training and toolsets to engage people more easily and affect change. We embedded our training and tools within the existing system, leveraging existing processes as much as possible.We provide our product creation teams with extensive training in how to use the Considered Indexes and on the importance of focusing on the sustainability of materials. The teams are given scoring targets for each season of products they design. In the current version of the Considered Indexes, materials make up 35 percent of the score for footwear and 60 percent of the score for apparel, so it’s clear to the design teams that focusing on materials is an effective way to meet their goals. While the Considered Indexes have been sed primarily by the NIKE Brand, our Affiliate brands have also begun introducing and using them to evaluate their product designs and have committed to adopt the indexes by the end of FY15. For example, Hurley International scored select ed apparel designs in FY11. The designers and team members did not need to learn a new system in order to get the information they needed. Celebrate and reward success. The creation of incentives is another critical aspect of driving change. It is very important to incentive the right behaviors to make sure we achieve the change we want to see.Nike assigned innovation points to drive competition, and managed these through a living index, a forum that was pubic and enabled team members to gauge their success. It also fed a healthy competition between teams and efforts. Collaborate with others. Engage outisde experts to help formulate a vision and maintain an objective peer review. As Lorrie Vogel shares: â€Å"We engaged Natural Step to help develop our ‘North Star’. It is in the spirit of transparency and collaboration that we share our journey and hope that the the definition of business performance is expanding.We will constantly need to deliver innovations that evol ve our approach at Nike and share our lessons with the industry to affect the positive change. We hope the world innovates faster than expectations. We cannot achieve our bold goals for sustainability simply by delivering incremental improvements. Sustainability will be the catalyst in transforming business economies and markets, and we will continue to evolve our business to ensure we are able to grow profitably, and to lead. Credits Nike 2011 Sustainable Business Performance Summary: www. nikeresponsibility. om MIT Case Study: Nike Considered: Getting Traction on Sustainability by Rebecca Henderson, Richard M. Locke, Christopher Lyddy, Cate Reavis: https://mitsloan. mit. edu/MSTIR/sustainability/NikeConsidered/Documents/08. 077. Nike%20Considered. Getting%20Traction%20on%20Sustainability. Locke. Henderson. pdf Considered Design video: http://www. youtube. com/watch? v=1WuyE_x8Vs8 Nike FlyKnit video: http://nikeinc. com/news/nike-flyknit FY10-11 Sustainable Business Performance Sum mary: www. nikeresponsibility. com Nike Dare to Dream video: http://vimeo. com/11680452

Roman Architecture from a Typological Standpoint

History and Theory of Architecture and Design Discuss Roman architecture from a typological point of view by emphasizing:The displacement from preexistent to freshly developed typologiesThe accomplishment gained in building techniques wherever applicableSee at least two different types. List of Illustrations 1. Rome, Forum Romanum: program Steve Watson, 1996,The Roman Forum[ online ] . Available from stevewatson.info/Rome/Italy/diary.html. Accessed 14ThursdayApril 2014 2. Athinais, Stoa Basileios: digital Reconstruction of the edifice Kronostaf [ online ] . Available from www.kronostaf.com/nr/images/d/d3/Stoa-Basileios.jpg. Accessed 14ThursdayApril 2014 3. Rome, Basilica Aemilia: program Vitruvius – De Architectura Libri X [ on-line ] . Available from www.vitruvius.be/aemilia.htm. Accessed 14ThursdayApril 2014 4. Rome, Arch of Augustus: a possible Reconstruction of the lift American Journal of Archeology [ online ] . Available from www.ajaonline.org/article/90. Accessed 14ThursdayApril 2014 5. Rome, Pantheon: program ( above ) and subdivision ( below ) My archicad [ online ] . Available from myarchicad.free.fr/Etudes/Pantheon % 20Rome/Pantheo % Rome01.htm. Accessed 14ThursdayApril 2014 6. Rome, Pantheon: the dome Travel there guide [ online ] . Available from www.gothereguide.com/pantheon+rome-place. Accessed 14ThursdayApril 2014 It is hard, without any uncertainty, to discourse about what can be defined as Roman architecture. Roman civilisation covered a immense clip span that began with the foundation of theUrbs( as Rome was called by Latin authors and philosophers ) , traditionally dated to 753 BC, and collapsed with the autumn of the Western Roman Empire, in 476 AD. Therefore, it is deducible that all the populations it got in touch with over the centuries influenced its civilization. Unlike Grecian architecture, merchandise of a self-assured civilisation that was able to keep an unbelievable integrity of artistic intent and that is still recognizable today as belonging to the Grecian civilization ( Ward-Perkins 1912 ) , Roman art and architecture â€Å"Were born and took form in a universe that was already dominated both by the substance and by the thought of Grecian accomplishment, foremost through the Grecian settlements in the West, at 2nd manus through Etruria.† ( Ward-Perkins, 1912, p.9 ) As the consequence of the lucifer of these influences, it could be debatable to understand when it is appropriated to speak about Roman architecture as a definable architectural manner. Harmonizing to Sear ( 1982, p.28 ) , â€Å"It is when all the outside influences had been forged together and assimilated, when techniques and decorations were so to the full understood that they could be used with assurance to make something fresh and original. This procedure of hammering a new manner began under Augustus.† In this essay the displacement from the pre-existing to the freshly developed typologies and the proficient inventions produced by Romans will be analyzed by concentrating on the relationship between the Roman and earlier architectures. In order to discourse this alteration, four typologies, all belonging to the Augustan or subsequently periods, will be taken in consideration. In the first paragraph the writer will reason about the connexion between the Greek agora and the Roman forum. The 2nd typology will concern the beginnings and the chief characteristics of the Roman basilica. The 3rd typology discussed will see the honorific edifice. Finally, the writer will exemplify the typology of the spiritual edifices, concentrating on Roman temples and the Pantheon in peculiar. As antecedently said, it is merely with the beginning of the Augustan epoch that a proper Roman architecture developed. This happened when the Foster boy of Julius Caesar, Augustus, started a redevelopment undertaking of his new born empire’s capital metropolis. Like Suetonius ( 1977 ) studies, â€Å"He found Rome a metropolis of bricks and left it a metropolis of marble.† , and he did it harmonizing to his personal gustatory sensation and involvements. In fact, it has to be considered that a crowned head is by definition the â€Å"architect† of his land. Furthermore, the rise of the Empire is a minute of primary importance for the Roman history. Since that, the Romans of the Republic have ever avoided to allow a individual single keeping absolute power. From this position the slaying of Julius Caesar could hold been justified by the senator’s will of continuing the unity of the Republic. In 27 BC, upon the assignment of the first Roman emperor, all the po wers were put in the custodies of one, legalizing him to became non merely the swayer of the Roman properties but even a kind of God ; to boot, Rome was per excellence the symbol of the emperor’s power. For all these grounds it was inevitable that Augustus likings were a major factor in determining a public gustatory sensation ( Ward-Perkins, 1912 ) . One of the most representative plants in this sense is the continuance of the Forum Romanum, originally begun by Augustus’s male parent Julius Caesar. When believing about the Forum, it is ineluctable to seek to happen a possible connexion with the Greek agora, the public infinite built by the Athenians. The Grecian agora was the topographic point where administrative, politic, legal, commercial and moreover activities occurred and the stoa or colonnade porch was likely the most of import edifice standing in the square: it is defined by Watkin ( 1986, p.49 ) as a â€Å"Covered meeting-place for a broad scope of activities.† However, it has been argued ( Pergolis, cited by Carlos Zeballos ) that the purpose of the agora was to give the citizen uneasiness ; on the other manus the Roman forum’s intent was to do him cognizant of the State. The purpose of the Forum Romanum was to remind the Romans of the award of the old Republic, and the victory of the new leader, Augustus. This aspiration is proved by the plants he started since the early old ages of his reign in this location. Once the redevelopment undertaking ended, the forum consisted in two long basilicas ( Aemilia and Julia ) , three temples, two of them started by Julius Caesar ( temple of Concord and temple of Castor ) , and a new last one, dedicated to the Divus Julius, Augustus former male parent. The temple of Divus Julius was flanked by a monumental building, the Arch of Augustus. All of these architectural buildings played a cardinal function in the Roman history. The Roman basilica is one of the most representative typology of edifices in the Roman architecture. It operated as a meeting-place for the citizens, an exchange for merchandisers and even as a tribunal of justness. In this sense, it has been argued ( Purdue University ) that the design hailed from an Hellenic Hellenic edifice called Stoa Basileios ( Grecian: I I ¬ ) , located in the Athenian agora. In this peculiar instance, the interlingual rendition of the term Basileios is Royal: it was in fact identified as the place of the Archon Basileus, one of the nine head magistrates in antediluvian Athens, whose responsibilities were spiritual and juridical. It appeared to be a rectangular edifice with eight Doric columns along the facade and four interior ( Foundation of the Hellenic World, 2006 ) , a form that good reminds of the basilica. A last grounds of the Greek beginning of the Roman basilica is the spelling of the word basilica itself that, as Welsh stated, came from the Grecia n term â€Å"basilike† , which means â€Å"kingly† . The basilica normally had a rectangular program and it was usually timber-roofed. It besides could hold a rectangular tribune, a individual or two apsiss and an interior colonnade that divided the infinite. The city manager entryway could hold been on either the transverse or the longitudinal axes ( MacDonald, 1986 ) . An illustration of this typology could be given by The Basilica Aemilia. It was one of theearliest basilicas: the first building is dated from 179 BC and it is stated that it has had a two-storied colonnaded facade of 16 bays as a stoa. On the interior, it was located an enclosed hall, where the magistrate could pattern his work. The basilica was wholly rebuilt by Augustus. The Imperial basilica was divided in three parts: the porch, the hall and the †tabaerne† , six square room that were likely used as offices. This porch was absolutely similar to the 1 of the basilica Julia: it consisted in two floors supported by marble’s pilasters and columns. The land floor facade was divided in 14 arches overcame by a Doric Lodge. The usage of the arch is one of the inventions that distinguish Roman architecture from 1s that came before. Greeks ne'er learned to construct an arched building and used a post-and-bean construction, as they did in their stoa. This technique allowed Romans to construct larger suites: â€Å"Arches couldredirecta edifice ‘s weight over long distances to thick stations, leting for huge, comparativelyunobstructedsuites† ( essential-humanities ) . In this instance, because of the singular size of the room, it was necessary to present some metal ironss to reenforce the construction. From the porch, the visitant entered in a secondary room that worked as passageway to the cardinal hall. It consisted in three naves separated by columns ; the side’s 1s supported a 2nd floor. ( Sear, 1982 ) Traveling on, the 2nd type that will be discussed will be the honorific memorial, concentrating on the best-known 1s, the triumphal arches. Boldwin Smith ( 1956 ) asserts that the beginning of triumphal arches has to be sought in the ceremonials of deification of the sovereign that gave a heavenly content to an arched portal, as it happened during the Hellenistic Epiphany. He even stated that merely the common factors in the history of ceremonials could explicate the manner in which the arched passageway was used to mark the ceremonial of Latin Triumph. It was in fact a Latin version of an Etruscan rite in which the Triumphant One was acclaimed as a God. A monumental arch, despite its monolithic and elemental signifier, is a complicated sort of edifice. In every archway the radiality works in opposing way at the same clip, â€Å"It focuses down and in toward the curve’s unseeable centre point, but at the same clip suggests mutual extension fanning outward and upward†. ( MacDonald, 1986, p.75-76, 1sthappening within the paragraphs ) MacDonald ( 2neodymiumhappening within the same paragraphs ) explains that this implies a tenseness that is regulated and framed either by flanking walls, or monolithic wharfs and by masonry piled up above the arch and its supports: this counterbalance is so increased by adding orders and ornaments. Triumphal arches were built in Rome since the 2nd century BC, nevertheless it was Augustus who set the manner for constructing them all over the Empire ( Watkins ) . Sear ( 1982 ) states that in the Forum Romanum it was erected a triumph Arch known as the Arch of Augustus, rebuilt in the 19 BC perchance with fragments from an earlier one, dated 29 BC. A description is given by MacDonald ( 1986 ) : it was a ternary gateway in which the centre nothingness was arched and set between immense wharfs with a outstanding Attic above ; side gateways were trabeated. The orders stood on a pedestals and base on the same degree. The interior one was overlapped with the wharfs and topped by a Corinthian capital. Wilson Jones ( 2000 ) claims that about two-thirds of all imperial columns were Corinthian. This order in fact suited the emperors for many grounds: it was Augustus pick to advance an Hellenic image of his Rome, eventually capable of fiting Greece culturally. For Augustus ‘ purpose t he Corinthian order was perfect to arouse the yesteryear without falling in a mere transcript of Grecian architecture. Furthermore, the acanthus, the taking subject of the order, was a symbol of sacredness but it was non related to any peculiar deity. This characteristic permitted Augustus to advance his imagine of a God. Political deductions in Roman architecture were involved even in the last type of edifice that will be analyzed, the spiritual 1. Roman temples find their beginnings in both Etruscan architecture and, as the old 1s, Grecian architecture. Early Roman temples were realized in brick and followed Etruscan design by demoing high dais and deeply columned porch. After the 2nd century, Grecian orders begun to be employed in the lift and, like Grecian temples, they were east orientated. However, Roman temples tradition had a facade that was easy recognizable thanks to the monumental steps that leaded to the porch, the lone portion of the edifice in which columns were erected ( Dried-up 1982 ) . Above all the others, The Pantheon is the most known Roman temple and it is considered, together with the Parthenon, the most representative memorial of classical architecture. The first Parthenon, commissioned by Agrippa, Augustus’ general and son-in-law, is dated between 27-25 BC. The purpose was to stand for Augustus’ Imperial program’s chef-d'oeuvre: in fact it has been claimed ( Ancient History Encyclopedia, 2014 ) that it may hold been designed as a topographic point where the emperor could do public visual aspects in order to remind his people of his Godhead position. However, the edifice was likely destroyed by fire and rebuilt by Emperor Domitian. The temple once more was destructed by a lightning bolt. The current Pantheon was built by Adrian on his return trip to Rome as the new emperor in 118 AD. Alongside his designers, he decided to construct the new Temple by utilizing a new design that attempts to unify the Greek’s porch and the Roman rotunda ( Wilson Jones, 2000 ) , a typology that had already been used in earlier Roman temples. It has been argued that Hadrian’s purpose was to plan the Pantheon in order â€Å"to turn out that the Imperial order, with its regulation of jurisprudence and its nucleus for the Republic was portion o f the Godhead order, initiated by it and subsumed to it.† ( McEwan, 1993, cited by Art History Presentation Archive, 2007 ) . The accent of the edifice is wholly focused on the interior infinite. The formal strategy of the inside could look rather simple, a cylindrical membranophone topped by a dome. By contrast, this building shows all the astonishing abilities owned by Roman designers and applied scientists. The construction of the rotunda is composed by eight wharfs which support eight arches, which in bend correspond to the eight bays. From this position, the membranophone could be seen as an arched construction designed to cut down weight and minimise the effects of differential colony. Once once more the prevalent order is the Corinthian: Corinthian columns of giallo antico are free-standing in each bay and stand for a superb device to give graduated table. The dome was the biggest of all time realized until the devising of Santa Maria del Fiore’s one in Firenze by Brunelleschi. In blending the concrete, another of Roman’s most superb inventions, several make fulling stuffs were used and graded in order that the construction resulted lighter at the dome’s top by utilizing pumice. The oculus captivates visitor’s oculus and is the lone beginning of visible radiation in the whole edifice, possibly to mean that in the Temple of all Gods the merely light admitted can come from the celestial spheres above. ( Wilson Jones, 2000 ) . In this essay the writer has illustrated the development of the displacement from the preexistent typologies to the freshly developed 1s, every bit good as the proficient inventions implemented. Furthermore, the Roman emperors ‘ political and personal attack to their architectures has been discussed. Four instances of survey were presented: foremost, a relation between the Greek agora and the Roman forum was demonstrated by demoing similarities in their utilizations but different political purposes ; secondly, the writer illustrated the Roman basilica as a new type of edifice that perchance derived from the Grecian stoa. Traveling on, political deductions and Hellenistic beginnings have been debated and proficient characteristics have been shown by showing the triumphal arch ‘s typology. Finally, the last instance, the spiritual edifice type, has been analyzed by concentrating on the Roman temple with two intents: in the first topographic point to explicate analogies with earlier illustrations and so to depict one of the most important edifice in Roman architecture, the Pantheon. Bibliography Ancient History Encyclopedia ( 2014 )Pantheon[ Online ] . Available from hypertext transfer protocol: //www.ancient.eu.com/Pantheon/ [ Accessed 05 April 2014 ] Art History Presentation Archive ( 2014 )The Pantheon and Hadrian’s Building Program[ Online ] . Available from hypertext transfer protocol: //honorsaharchive.blogspot.co.uk/2007/01/pantheon-and-hadrians-building-program.html [ Accessed 05 April 2014 ] Baldwin Smith, E. ( 1978 )Architectural Symbolism of Imperial Rome and the in-between Ages1stEd. New York, Hacker Art Books Essential Humanistic disciplinesRoman Architecture[ Online ] . Available from hypertext transfer protocol: //www.essential-humanities.net/western-art/architecture/roman/ [ Accessed 05 April 2014 ] Foundation of the Hellenic World ( 2006 )Stoa Basileios[ Online ] . Available from hypertext transfer protocol: //project.athens-agora.gr/index.php? view=ktirio & A ; pid=1 & A ; lang_id=en [ Accessed 05 April 2014 ] Mac Donald, W.L. ( 1986 )The Architecture of the Roman Empire, Volume II – an urban assessmentUsa, Yale University Press Purdue UniversityRoman Basilicas[ Online ] . Available from hypertext transfer protocol: //web.ics.purdue.edu/~rauhn/roman_basilicas.htm [ Accessed 05 April 2014 ] Sear, F. ( 1982 )Roman ArchitectureLondon, Blatsford Academic and Educational Limited Suetonius, ( 1977 )The Twelve Caesar11ThursdayEd. trans. By Graves, R. Harmondsworth, Penguin Books Ltd Thayer, W. ( 2008 )Basilica Emilia[ Online ] . Available from hypertext transfer protocol: //penelope.uchicago.edu/Thayer/I/Gazetteer/Places/Europe/Italy/Lazio/Roma/Rome/Forum_Romanum/_Texts/Huelsen*/2/21.html [ Accessed 05 April 2014 ] Ward Perkins, J.B. ( 1977 )Roman ArchitectureNew York, Harry Adams Incorporated Watkins, D. ( 1986 )A History of Western Architecture3rdEd. London, Lawrence King Publishing Wilson Jones, M. ( 2000 )Principles of Roman ArchitectureSingapore, Yale University Press Zeballos, C. ( 2011 )The Agora of Athens Vs. The Roman Forum[ Online ] . Available from hypertext transfer protocol: //architecturalmoleskine.blogspot.co.uk/2011/12/agora-of-athens-vs-roman-forum.html [ Accessed 05 April 2014 ]

China, Asia and Globalization Essay Example | Topics and Well Written Essays - 750 words

China, Asia and Globalization - Essay Example However, the article goes on to highlight the flaws and indicators of why people should be skeptical of the present state. It gives a series of factors that are presently inflicting misery on a potential global leader and the ways that can be used to correct these flaws. This is accompanied by comparisons with other similar economies such as India, South Korea and Japan that are all from the same region. The writer takes the audience first through the present vices that are facing the country such as pollution, and the growing workforce (Ebenstein et al 10). This is culminated by the effects that these factors will have on the economy not only in the present but also in future terms. It is an analysis of the indicators and their influence to the economy as global trends that need to be critically examined if a country aims at making it in future (Bremmer 41). These arguments are assertive of the writer’s main theme that is to highlight a skeptic nature of economic trends that can only be compounded by being short-term and not in the long-term. However, the article ends by highlighting that although there may be problems relating with a strong China a weak China is even more catastrophic to the world (Bremmer 42). This is attributable to the level of control that the country currently holds. One of the arguments that the article highlights is the level of control and independent nature of Chinese interactions where they have managed to malign themselves from the West. Western countries have in the past.

Position Paper on Emergency Contraception Research

Position on Emergency Contraception - Research Paper Example Emergency contraceptive pills should be taken immediately after unprotected sexual intercourse or within a time period of 72 hours. These pills contain both estrogen and progestin. The minipills are birth control pills that only constitute of progestin (Trussell et al 1997). â€Å"When started within 72 hours after unprotected intercourse, a combination of ethinyl estradiol and levonorgestrel is at least 75% effective against pregnancy.† (Glasier 1997 p.1058). Emergency contraception methods should be made available to women of all ages as it is an effective method of preventing unintended pregnancy. Especially availability of emergency contraception to young women of child-bearing ages is important in controlling pregnancy after unprotected sex. The consequences of unintended pregnancy are quite serious and are a cause of over-bearing burdens on the women and their surrounding families. This necessitates the importance and significance of emergency contraception in prevention of unwanted pregnancy. However, it is also crucial that enough information regarding its adverse effects, mode of action, uses and primary purposes should be provided to the general public. Between 1996 and 2002 the percentage of women who had awareness about emergency contraception and the percentage of women who had ever used emergency contraception increased. ... It has been observed that awareness about the emergency contraception is very inadequate amongst the women and such short-comings should be overcome by the health providing centers and professionals. Not only should emergency contraception remain available to women of all childbearing ages, information should be made available to the public to educate all women about the use, purpose, potential side effects and the availability of emergency contraception. View 1: Pro Emergency Contraception Young women should be educated on all of their options when it comes to contraception. They should be aware of emergency contraception methods and complete knowledge about these methods should be made available to them. In certain situations such as rape or birth control failure, knowledge about emergency contraception becomes particularly important in preventing unwanted or unplanned pregnancies. It has been observed through national surveys and health care surveys that public knowledge about eme rgency contraception is quite limited. A random survey of 1000 American women and 1002 men who were 18 years and above was conducted in 1994. It was estimated that Americans were not well informed about the emergency contraception methods. Only 1% had actually used the emergency contraceptive pills and 55% had heard of the pills. It was concluded that the aspects of availability and uses of emergency contraceptive pills should be made clear to the public and enhanced knowledge should be provided. Health care providers could play an important role as the general public relies on them for health information and awareness (Delbanco, Mauldon & Smith 1997). Unintended pregnancies can occur due to several causes and

Pertussis or Whooping Cough Research Paper Example | Topics and Well Written Essays - 1000 words

Pertussis or Whooping Cough - Research Paper Example The present research has identified that there are two types of pertussis: severe and mild. Severe pertussis occurs in the infants and young children. Severe pertussis is more complicated and may lead even to death, whereas, mild pertussis is hard to diagnose and it is mostly misunderstood for the common cold. Bordetella pertussis  was first isolated in pure culture in 1906 by Bordet and Gengou. B.pertussis is a small, gram-negative, aerobic coccobacillus of 0.8 ?m by 0.4 ?m. It is arranged singly or in small groups. They also have pili-like filaments and are non-motile. B.pertussis is the most fastidious bacteria. It is transmitted from a person – to – person through aerosolized droplets. B.pertussis causes respiratory tract infection in humans and warm-blooded animals. The incubation period of this bacterium is 7-10 days. The bacterial cells â€Å"colonize only the ciliated cells of the respiratory mucosa.† After the onset of the infection, the cells colonize in the mucosal membrane of the respiratory tract. The attachment of the B.pertussis occurs with the help of a pertussis toxin produced by the bacterium. The filaments those are present in the bacteria acts as a bridge between the bacterium and the ciliary receptor This pertussis toxin is highly toxic and has a number of virulent factors. The adjuvant effect of pertussis toxin on the human body results in lymphocytosis and hypoglycemia within 3 hours in the ciliated epithelial cells and also causes ciliostasis. The adenylate cyclase toxin and tracheal cytotoxin combine with pertussis toxin to cause ciliostasis. The same toxins inhibit the phagocytic activities of the host. The phagocytic activities include chemotaxis, engulfment, the oxidative burst, and bactericidal killing. The adenylate cyclase is a hemolysin that causes lysis of the red blood cells. The tracheal cytotoxin stops the beating mechanism of the ciliated cells. This toxin then kills the ciliated cells and extrudes it from the mucosa. It also stimulates the release of the Interleukin – I, thus causing fever. The first stage symptoms of pertussis are a cough, low –grade fever, running nose, sneezing, etc. After 7 – 10 days, the nasal discharge gets thickened and the cough also gets severe. This leads to severe upper respiratory congestion in infants. This is the second stage. It lasts for 1-2 weeks. The third stage is the more complicated stage. The coughing increases very heavily that the child will cough more than 5 times during a single respiration and have a sudden intake of air, causing a whooping sound. The sound is caused due to the narrowed glottis. At this stage vomiting, weight loss, tongue protruding, eyes bulging are most common. Pneumonia, the serious complication of pertussis, results in the 90% of the deaths in children under the age of 3. The infection of the bacterium causes substantial immunity. This substantial immunity lasts for many years. The second infec tions are more frequent in adults and are usually not severe. The infants and children are highly prone to the lethality of this disease. The children who are suffering from a whooping cough are prone to pneumonia.

Addictions Theory Essay Example | Topics and Well Written Essays - 500 words - 3

Addictions Theory - Essay Example To expound on these observations, Tiffany created a cognitive model, which maintains that cognitive processing by humans incorporates both non-automated and automated processes. Tiffany’s theory is the most accurate because as she puts it, the automatic process is usually characterized by performance of the task being fast, the behavior is usually elicited by specific stimuli, the behavior is very difficult to inhibit, easy to carry out, and can be conducted without significant conscious awareness (Thombs & Osborn, 2013). This is one of the best ways of explaining relapse mostly because the automated part of the theory that maintains a task being performed fast and being difficult to inhibit expounds one side of relapse, which is correct. Tiffany goes ahead to suggest an example of the automated where she maintains that an individual can drive a vehicle to a familiar destination without the requirement of much awareness. In a similar instance, the automated process can lead to a compulsive drug administration on one’s self, which could be drug injection, alcohol use or smoking. This adds to Tiffany’s theory and makes it stronger. Moreover, with continued acquisition and administration of the drug, the process becomes automated, as consumption becomes a behavior, which is generated by automated cognitive processes. The drug use action-plan expounds on this issue in sequential and over time behaviors of using the drug becomes integrated within an individual in that it is efficient and effortless. This provides a clear explanation on why the administration of the drug or alcohol becomes so easy to the point that individuals are no longer keen in what they are doing. Tiffany’s model becomes more effective because it expounds on the idea of urge generation. To explain urge generation, Tiffany uses the non-automated cognitive process. Since an urge does not develop abruptly, Tiffany attempts to explain how it

Renters Essay Example | Topics and Well Written Essays - 500 words

Renters - Essay Example If it there is no comparison, one should lower the tax rate. To report rental income, one can use the form 1040 that comprises of all the schedules from A to F, J, L, M, & SE, and the other form 1040 with few information and no schedules. If your buildings, apartments, or rooms provide only trash collection, heat, and light among others, one should only report the rental income and expenses on part 1 in schedule E form 1040. If the apartment provides extra services that are essential to tenants’ convenience, like maid service, regular cleaning, and changing linen should report the rental expenses and income in Schedule C form 1040. It indicates considerable services of the apartment or business as the real estate dealer One can include rental income from the real state property owned by the taxpayer with the income they are reporting for their convenience store by including it on the schedule C used to report sales activities. This may be helpful as in most cases one may be subject to risk on activities carried out as business or trade. Typically, schedule C highlights the loss and profit from the business. It underlines basic services imposed for tenant’s convenience, and the total rental expenses and income (Anderson, 2011). The rental income is an income that is subject to self employment taxes. It is worth noting that, rental income is indicated on schedule E with Supplemental loss and income of tax return. Such incomes are derived from corporations, rental income, royalties, and trusts just to name a few. Nevertheless, even though such are categorized as income, it is not earned until one rent a personal property rather from real estate. Rental income takes place when one invests money in estates, which is return on investment in the form of rent. Therefore, the rental income can only be subject to self-employment taxes if there is investment obtained. However, if the apartment does not give

Human Resource Management Experience Essay Example | Topics and Well Written Essays - 1250 words

Human Resource Management Experience - Essay Example He was French, but English was the common language, and I was the most fluent person in the company. I accepted the challenge, despite short notice, and after studying the proposal, was able to identify the potential problems which might occur as a result of the merger. The most pressing of these I judged to be troubled labour relations between Jinro Ballantine's and the Pernod Ricard managers. In the meeting which took place, my assumption proved to be correct, with the added concern as to whether our program would deal with sensitive issues appropriately, or exacerbate already troubled relations. I explained why proceeding with the project would be a positive course of action, taking the features and converting them to benefits. These included issues around team building, personal development, strengthening of relationships and company loyalty. The Jinro Ballantine's president was so impressed that he accepted our proposal to put the program in place, requesting that I act as simultaneous translator, earning our company additional revenue. He extended the program to include additional sessions and participants, himself included. My CEO was also impressed by my performance, given I had only been in the job for one day, and so after the short space of seven months, I was promoted to assistant manager. I consider this an important achievement for many reasons which impact on my desire to study for my MBA. I learned that I had the confidence to rise to a challenge with calm efficiency, and that the knowledge I absorbed in my HR capacities enabled me to give a clear and informed presentation. I discovered that my influencing skills were such that a... The researcher of this essay aims to attain the appropriate skills and knowledge required, and to achieve his career goals, the researcher considers the MBA at Seoul National University (SNU) to be the most important first step for him to take. In accordance with Seoul National University Statement of Purpose requirements, the researcher firstly outlines his two most important accomplishments, and follow these with his career goals, then challenge to his value system. In conclusion, the researcher also recapitulates his strengths and reasons for this application. The researcher of this essay believes that his strength lies in his intuitive ability to relate to people, something that the researcher realized he possessed when studying psychology. It has assisted him to succeed in his various job roles and would be an asset in his course of study, as well as in reaching his future goals. The researcher is also committed to the idea of learning more about all aspects of marketing and con siders as an important achievement and particularly where it applies to his country. the researcher have learned that hi is a good team player, a tenacious person who will see matters through and someone who is confident and competent. The researcher then concluds that together with his work and life experience, these attributes mean that the researcher can successfully attain the MBA and more importantly, put it to the best use in creating a future career focusing on Marketing and Human Resources.

American Artist Jean-Michel Basquiat Essay Example | Topics and Well Written Essays - 1750 words

American Artist Jean-Michel Basquiat - Essay Example The focus of this essay "American Artist Jean-Michel Basquiat" is on Jean-Michel Basquiat's biography and his specific art works. He had a unique mastery of art in quite a wide range of fields including music, painting, poem writing and graffiti. Just before his death in August 1988, he had become a distinguished primitivist and neo-expressionist painter. When he was seven years old, Basquiat was involved in an accident, where he was almost ran on by a car. As a result, he suffered some systemic injuries that made him to a surgical procedure where his spleen was extracted. Around this time, Basquiat’s parents separated and he was raised by his father. Due to their family’s financial strain, he dropped out of school at Grade 10 and began selling post cards and old shirts to take care of family needs. This paper describes such incredible artwork of Basquiat as The Untitled Head (1984). Contrary to many of his later works, which had been completed relatively quickly, The U ntitled (Head) was started and put aside for a few months, and was completed later in the year 1984. It is not clear why this happened but a number of analysts have alluded to the fact that Basquiat was hesitant to complete the painting because he became quite uncomfortable with the popularity he was gaining from his artistic works and the resultant unexpected image. Although the painting was exhibited in the artist’s debut presentation in New York as Untitled, when it became part of the collection of its current owners.

The Tale of the Greatest Divine King Essay Example | Topics and Well Written Essays - 2500 words

The Tale of the Greatest Divine King - Essay Example Charlemagne journeyed to Rome and at Easter time he accompanied Pope Hadrian I to St. Peter’s Basilica, where they avowed mutual oaths, hence validating the union of Charles’ father with the papacy. The implication of the alliance was revealed by Charlemagne in a correspondence to Pope Leo III in 796,â€Å"It is our part with the help of divine holiness to defend by armed strength the holy church of Christ everywhere from the outward onslaughts of the pagans and the ravages of the infidels and to strengthen within the knowledge of the Catholic faith. It is your part, most Holy Father, to help our armies with your hands lifted up to Gold like Moses, so that, by your intercession and by the leadership and gift of God, the Christian people may everywhere   and always have victory over the enemies of his holy name and that the name of our Lord Jesus Christ may be glorified throughout the world† (Logan, 2002, 73). Through this letter, written by Charlemagne himself, it is logical to assume about his motive in forging the alliance and good relationship with the church. Here is an idea of a perfect Christian society, to whose security and prosperity both king and pope were tied together in a joint effort.Four years following the letter of Charlemagne, at Christmas in St. Peter’s Basilica, Pope Leo anointed and crowned Charlemagne as the new Roman emperor. Charlemagne, a king whose roots are barbaric, received the title of emperor on an occasion whose entire implication still mystifies modern scholarship. Since 487, there had been no Roman emperor in the West; the lone emperor was the woman named Irene, ruling the vestiges of the ancient Roman Empire from Constantinople.