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|Michael Siebenbrodt||Parkstone International|
Until 1927 the Bauhaus was not a place for education in the fine arts, yet the educators appointed by Walter Gropius were predominantly painters. His idea of the unity of all arts under the leadership of architecture had as a consequence, however, that the results of artistic production were spatially integrated as before. Rather, it was recognised that knowledge of basics and laws in artistic design was vital, and was to be applied in a specific manner to the creative process of building through the release of creative forces. “Numerous impulses, which still unused await their realisation by the world of works, came from modern painting, which was breaking through its old boundaries,” Walter Gropius wrote in 1923.
Itten, Georg Muche, Lyonel Feininger, Lothar Schreyer and Gerhard
Marcks, and students like Johannes Driesch, Johannes Berthold,
Hans Haffenrichter, Werner Drewes, Max Peiffer Watenphul and others can be noted. Itten, who had laid the foundations for the work of the school regarding content in education and workshop practise, pleaded for a strengthened education in the arts, and saw the future of the school in the education and training of creative human beings, far from external influences like economy or industry.See All Chapters
|William E. Halal||Berrett-Koehler Publishers||ePub|
Uniting Internal Markets and
The two previous chapters showed that the foundation of the New Management is being built by extending enterprise and democracy into organizations. Just a few years ago, the typical large corporation was an authoritarian, top-down structure that behaved not too differently from the centrally planned economies of Communist nations. But today’s large organizations are disaggregating into loosely connected clusters of autonomous business units that form “internal markets.” And to gain the support of their stakeholders, managers are forming “corporate communities” that unify financial and social interests.
While these two major trends are unmistakable, they also elicit very strong, different reactions from people.
I find that “liberals” tend to consider the idea of internal markets unimaginably disruptive. I spoke to a group of sociologists who made it clear that they thought this was the “last straw” intrusion of capitalism into personal spheres of life. Folks with this orientation seem to dislike the messy, competitive nature of enterprise. The idea of corporate community is usually fine with them, however, because it favors human values.See All Chapters
|Jeff Webb||O'Reilly Media||ePub|
SharePoint is a component of Windows 2003 that lets you share Microsoft Office documents with others through web pages. Unlike most web sites, SharePoint sites are designed to be highly dynamic. Team members can easily upload documents, add public announcements, send alerts, track work items, and call meetings right from within Office products.
SharePoint solves four problems:
It's difficult to keep track of all the documents in even a small office.
Email isn't a great way to share files.
We work all over the place.
It's hard to create and maintain web sites on your own.
Most offices have addressed these problems using a combination of tools or work procedures. For instance, the boss says, "Route your proposal to me, Ed, and Jane for approval," and you email the file to each of them, asking for comments with change-tracking enabled. You set a deadline, keep copies of each reviewer's response, and reconcile conflicting comments.
That approach works because your boss, Ed, and Jane are great coworkers, check their email often, and communicate well with each other, and because the proposal is well-suited for this approach. It's pretty easy to throw a wrench into that machine, however. Say, for instance, your proposal isn't a Word document, but rather a set of drawings, a spreadsheet of test results, and a list of links to related products. How do you route that? How do you collect comments?See All Chapters
|Scott Guelich||O'Reilly Media||ePub|
CGI programming has been used to make individual web applications from simple guestbooks to complex programs such as a calendar capable of managing the schedules of large groups. Traditionally, these programs have been limited to displaying data and receiving input directly from users.
However, as with all popular technologies, CGI is being pushed beyond these traditional uses. Going beyond CGI applications that interact with users, the focus of this chapter is on how CGI can be a powerful means of communicating with other programs.
We have seen how CGI programs can act as a gateway to a variety of resources such as databases, email, and a host of other protocols and programs. However, a CGI program can also perform some sophisticated processing on the data it gets so that it effectively becomes a data resource itself. This is the definition of CGI middleware. In this context, the CGI application sits between the program it is serving data to and the resources that it is interacting with.See All Chapters
|Janet Arrowood||Hunter Publishing||ePub|
Vietnam - Another World
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This guide focuses on recreational activities. As all such activities contain elements of risk, the publisher, author, affiliated individuals and companies disclaim responsibility for any injury, harm, or illness that may occur to anyone through, or by use of, the information in this book. Every effort was made to insure the accuracy of information in this book, but the publisher and author do not assume, and hereby disclaim, liability for any loss or damage caused by errors, omissions, misleading information or potential travel problems caused by this guide, even if such errors or omissions result from negligence, accident or any other cause.See All Chapters
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