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8. Repertoire and Sources

Lawrence Bennett Indiana University Press ePub

The sudden growth of cantata activity at Vienna in the early years of the eighteenth century can be attributed largely to the advent of a new generation of Habsburg rulers and court musicians. Perhaps the single most important factor was the rise of Joseph’s influence. Born in 1678, the heir to the throne was ready to assume a large personal and political role by the beginning of the next century. Lacking his father’s strict ecclesiastical background, Joseph assumed the reins of power with natural ease. His heroism and high spirits created a confident new atmosphere in Austria, even in the face of the French assault. Thus, the more progressive and secular attitudes of the court probably contributed to the fresh interest in the cantata.

With the emergence of a new ruler, Vienna attracted many young and prestigious artists to its court. In no field was this more evident than in music. Although Joseph composed less frequently than his father, he was especially interested in nourishing the development of secular dramatic music in Vienna. While still king of the Romans he began to establish his own circle of prominent Italian composers. These men included some of the most talented opera composers of the period; as a result, expenditures for opera and the number of performances given annually increased significantly. To assist the new Kapellmeister, Antonio Pancotti, the Habsburgs sent for the influential Venetian Marc’Antonio Ziani, and several gifted court composers were added to the chapel, primarily to meet the constant demand for new dramatic works. Among the new group were several men who had already achieved acclaim in Italy as cantata composers. Not surprisingly, then, composers like Giovanni and Antonio Bononcini, Ariosti, and Ziani continued to write cantatas at the court of Joseph I, who perhaps tried his hand at the genre.

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They Never Gave Up

Lynn Marie Cuny University of North Texas Press PDF

They Never Gave Up

You could probably ask anyone who works as an intern, volunteer, or staff at Wildlife Rescue and they would all tell you there are no dull moments here. If anything, we offer our fine, hard-working people plenty of excitement, and all in the name of saving animals.

What could be a better way to make a living?

The excitement started one day when we received a call about some domestic ducks who were doing their best to carry out a peaceful life on a suburban park pond. Sadly, there were some individuals in this same suburb who had other ideas for these peace-loving water birds.

A concerned caller told us that they had seen two ducks who had arrows piercing their necks and heads but were somehow managing to survive.

Staff member Rob Koger went to the rescue of the troubled fowl to see if he could capture the birds and bring them to the sanctuary for help.

Rob arrived in late afternoon and found that there was a construction fence surrounding the pond, but a section of the fencing had been torn away so that people could come and go in the area. There were well over three-dozen Peking, Muskovy, and Muskovy/Mallard ducks living on this mid-sized lake, and most were ready to settle in for the evening. As he surveyed the area, Rob noticed that about 100 yards from him was a small, quiet gathering of feathered friends and there in the midst of these was one of the wounded birds. With net in hand, Rob ever so slowly approached the resting, yet agile, duck and gently captured and carefully placed him in a carrier. On closer examination, the arrows that had been shot into this bird looked almost like heavy bolts possibly coming from a hand-held crossbow.

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Case Study 30. Buddy Jefferson

Alan Clardy HRD Press PDF

Case 30

Buddy Jefferson

Background Information

Margaret Williams believed very strongly in working hard to do her best. During her four years in the Accounts Payable Department, she did just that and was rewarded with good evaluations and two promotions. Just three months ago, she had been made assistant manager of the department. This was a newly created position that involved managing the daily operations of the department’s four-member staff. Margaret had immediately liked almost everything about her new job assignment, including the challenge and additional responsibility. However, she also had suspected that this promotion signaled a further deterioration of her boss’s standing with the company.

When her boss, Bill Mobley, was terminated two weeks ago, she was not really surprised. The strain between Bill and the company, which had been churning beneath the surface, finally erupted, and the events that led to his release happened very quickly. As a result, Margaret was made acting manager of the department.

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52. The Cycle of Resolution: Conversational Competence for Sustainable Collaboration

Holman, Peggy Berrett-Koehler Publishers PDF

502

improving methods healthy, productive partnership with a new vision of sustainable collaboration. In the first year following the intervention, 109 “unadoptable” children were placed in permanent families.

Change happened because the conversational process of the Cycle of Resolution forged a shared vision and a high-performance team that enabled the realization of Gail’s vision of

“unadoptable” children with real homes.

Frequently Asked Questions

How Does the Cycle of Resolution Work?

This change model provides a set of principles and conversational protocols that provide a road map for difficult conversations people often avoid. They are reluctant to engage because they do not have a map to navigate through difficult conversations. They do not know how to get into, through, and out of the dialogues. The Cycle of Resolution leads to an “agreement for results” that serves as a map and project manager to desired outcomes. The premise of the method is that:

The effectiveness of any collaboration and any organization reflects the quality of the relationships that constitute the enterprise; and, the relationships reflect the quality of agreements among the participants. The goal of the interventions is sustainable collaboration and a “culture of agreement and resolution” where everyone has the same vision, the same path to get there, and the same tools to keep them on track.

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Early Modern Times: GED World History

Ace Academics Ace Academics ePub

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