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Medium 9780253014207

6 Betrayal and Revenge

Zachary R. Morgan Indiana University Press ePub

In fact, it was almost impossible with them on board, to maintain discipline. To the eyes of the people, the newspapers had presented João Cândido, a black man, as a national hero and had attributed to him the capacity of a great seaman, purposely treating him as an admiral.

FELIPE MOREIRA LIMA, tenente in the Brazilian army, 1910

The terrible feature of the revolt is the apathy of the officers under this crushing indictment of inefficiency, and incompetence. The modern powerful battleships, scouts, and torpedo boats are useless in the hands of Brazilian naval officers and men. Without preliminary training they are not experienced enough to handle them and the navy is disorganized, disoriented, and a navy in name only.

IRVING B. DUDLEY, Memo to the U.S. Secretary of State

BRAZILS CONGRESS AND PRESIDENT ENDED THE REVOLTA DA Chibata through the passage and ratification of the general amnesty of the insurgent sailors on November 26, 1910. Following its negotiated conclusion, the repercussions of this armed uprising resonated throughout Brazil. The divisions that formed between naval elites and members of the Brazilian government during the revolt – rooted in the struggle over the implementation of either a military or diplomatic solution in ending the uprising – reignited into long-term hostility over this issue. For decades, partisans blamed each other for the circumstances that culminated in the Revolta da Chibata.

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Medium 9781847770684


Elizabeth Jennings Carcanet Press Ltd. PDF
Medium 9780253014863

1 Krom Luang Wongsa and the House of Snidvongs: Knowledge Transition and the Transformation of Medicine in Early Modern Siam / Nopphanat Anuphongphat and Komatra Chuengsatiansup

Tim Harper Indiana University Press ePub

1   Krom Luang Wongsa and the House of Snidvongs

Knowledge Transition and the Transformation of Medicine in Early Modern Siam

Nopphanat Anuphongphat and Komatra Chuengsatiansup

By the end of the seventeenth century, Ayutthaya, the Siamese capital, along with Melaka and Hoi An, had already become regional centers of trade and commercial exchange.1 Located on an expansive Chao Phraya River with its maze of interconnecting waterways, the entrepôt of Ayutthaya, known to the European as the “Venice of the East,” spawned barges and ships from the high seas as well as sampans from local canals. During its glorious days in the reign of King Narai, the Court of Siam at Ayutthaya was frequented by Portuguese, Dutch, English, and French visitors. They were traders, missionaries, and diplomats who brought along not only new commodities, new religions, and new contracts, but more importantly new knowledge. It was the time for new learning as the new episteme had called into question not only the modus vivendi that the Siamese had long held sway, but also the modus operandi in the technical domains of architecture, engineering, astronomy, and medicine.2

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Medium 9781576751824


Lekanne Deprez, Frank Berrett-Koehler Publishers ePub

ARE MANAGERS IMMUNE to the changes taking place in their markets and their businesses? Obviously not. Yet based on the evidence, it often seems that they are. Training programs are aimed at employees; the higher up in the traditional hierarchy you go, the more you see the urge for empire-building. If the obstacle to a free and ongoing exchange of knowledge is a practical one at the lower levels of an organization, at the management level it is largely intellectual. “Knowing” is seen as a strategic advantage—not necessarily for the company, but for the personal career of the manager concerned.

As we move into zero space, we must redefine all our existing concepts of organization and management. The old hierarchical mindset has little place in an economy where brainpower is at a premium. Smart professionals know their value and are prepared to make demands that go outside traditional structures in which the lines of responsibility are rigid and working hours and places are regimented.

People today move frequently between companies and industries and inside companies. The workforce is becoming increasingly transient, and consequently organizations lose important elements of permanence. They become more temporary, as reflected in the ad hoc construction of focus groups, project teams, virtual teams, and communities. Such combinations of people will become an increasingly common component of organizational life. As organizations rely on temporary arrangements, 66management itself will become such an arrangement, and will therefore be limited both in scope and duration: they will become what may be called disposable leaders.1 A person will normally serve as a leader of a group for the duration of a specific assignment or project because he or she has a competence that is important for that particular project.

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Medium 9781605098661

4 Designing greener products: A life-cycle approach

Ottman, Jacquelyn Berrett-Koehler Publishers ePub

It used to be that consumers simply expected the products they bought to work well, sport a familiar brand name, be sold in a nearby store, and be affordably priced. The rules have changed. Today, that once seemingly short checklist includes minimizing the environmental impacts of those products at every phase of their life-cycle, starting with the impacts associated with mining, growing, or otherwise processing the raw materials right through to the impacts linked to a product’s eventual disposal. And now, throw in for good measure a number of social considerations such as fair working conditions and whether or not laborers receive a living wage (even perhaps in some equitable proportion to the salaries of the highest-paid managers), use of child labor, whether prices paid to producers are deemed fair (can coffee growers afford to send their children to school?), and whether the manufacturer is a good member of the community. This presents to businesses looking to develop highly marketable and legitimately sustainable brands the need to juggle traditional product considerations with an extremely varied and highly complex list of issues involving the entire supply chain.

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