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Art is considered by many people to be little more than a decorative means of giving pleasure. This is not always the case, however, at times, art may be seen to have a purely functional side as well. Such could be said of the sand paintings of the Navaho Indians of the American Southwest; these have a medicinal as well as an artistic purpose. According to Navaho traditions, one who suffers from either a mental or physical illness has in some way disturbed or come in contact with the supernatural--perhaps a certain animal, a ghost or the dead. To counteract this evil contact, one of his relatives will employ a medicine man called a "singer" to perform a healing ceremony which will attract a powerful supernatural being. During the ceremony, which may last from 2 to 9 days, the "singer" will produce a sand-painting on the floor of the Navaho Hogan. On the last day of the ceremony, the patient will sit on this sand-painting and the "singer" will rub the ailing parts of the patient’s body with sand from a specific figure in the sand-painting. In this way the patent absorbs the power of that particular supernatural being and becomes strong like it. After the ceremony, the sand-painting is then destroyed and disposed of, so its power will not harm anyone. The art of sand-painting is handed dawn from old "singers" to their students. The materials used are easily found in the areas the Navaho inhabit; brown, red, yellow and white sandstone, which is pulverized by being crushed between 2 stones much as com is ground into flour. The "singer" holds a small amount of this sand in his hand and lets it flow between his thumb and forefingers onto a clean, flat surface on the floor. With a steady hand end great patience, he is thus able to create designs of stylized people, snakes and other creatures that have power in the Navaho belief system, the traditional Navaho does not allow reproduction of sand-paintings, since he believes the supernatural powers that taught him the craft have forbidden this; however, such reproductions can in fact be purchased today in tourist shops in Arizona and New Mexico. These are done by either Navaho Indians or by other people who wish to preserve this craft. The write probably feels that most art today ______.
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M: Have you been a secretary or somethingF: No, but I can deal with most of the official stuff.M: Can you handle the computerF: I have good computer skills.M: What’s your speedF: I can type 130 words per minute.M: Do you take shorthandF: I’m afraid I can’t. But I’m willing to learn. I don’t think it’s hard for me to learn. What did the woman do before she came for this job().
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On the night of September 2,1600, a fire broke out in a baker’s shop near Fish Street Hill in London. Before the flames were finally put out, nearly the entire city had been reduced to ashes. Over thirteen thousand homes, fifty churches, and numerous public buildings and hospitals were lost in the blaze. For all practical purposes, London was destroyed. The Great Fire was not seen as a total tragedy, however. The miserable conditions of the city had been attacked by physicians and humanitarians for years before the fare, thus, with the opportunity clearly presented to create a shining new city, artists and craftsmen from all over England hurried to submit their designs for the rebuilding of London. Among those who submitted plans was Sir Christopher Wren, one of England’s leading architects and the Surveyor General of London. The task of rebuilding the city was given to him. Wren realized that the Great Fire would not have been so damaging if the city had been better laid out: broader streets wore needed to replace the crooked, narrow lanes overhung with old wooden houses and shops. He also felt that redesigning the main streets of London would result in increased and more effective transportation within the city. Shortly after Wren began working on his first drafts for the rebuilding, King Charles I made an announcement prohibiting the construction of any house or shop within the city limits until after the plans were completed. When the plans were revealed to the citizens of London, however, they were overwhelmingly rejected. The most active leaders of the opposition were the landlords, who feared that such a complete widening of the streets would reduce the amount of land available for development. Winter was approaching; consequently, it was necessary for the rebuilding to proceed at once. Permission was therefore, granted for the town people and landlords to commence reconstruction of their houses and shops at the sites where they had been before the fare. Had the need for immediate action not been so pressing, some kind of compromise could likely have been reached. This was not to be, however, and the ideas that could have made London one of the world’s most beautiful cities never came to pass. Which of the following describes the author’s probable attitude toward Sir Christopher Wren’s plans
Willa I think that the key to a good manager lie in raw brainpower. I graded students on how smart they are expecting the ones with the highest marks to be the biggest successes in the business world. And I think the role of business schools is to teach future managers every aspect of business and only business: how to define problems, analyze them, identify alternatives in a clear and good logical fashion, and finally, how to make an intelligent decision. Ryland My thinking gradually changed, over years of living and working outside the United States, and by serving seven years as president of a business school, As I gained real-life, first-hand experience with various difficulties lying in wait for even the smartest and best-trained managers, I found myself with one ability that I felt a good manager must possess--and that is seldom taught in business school. The ability is to express yourself in a clear, expressive fashion. Good oral and written communication skills are absolutely essential to effective management. A good manager must possess that special set of qualities called leadership skills. To be a good leader you must be sensitive to people and be able to inspire them toward the achievement of common goals. Lovell Many business schools continue to focus almost exclusively on the development of analytical skills. As a result, these schools are continuing to turn out large numbers of graduates who know all about analyzing strategies and balance sheets, but who still don’ t know other subjects. I concluded that effective managers must be multicolored human beings who not only understand the world of business, but also have a sense of the culture, social, political, historical, and (particularly today) the international aspects of life and society. This suggests that a large dose of the liberal arts and humanities should be part of every manager’s education. Colvin Further, a good manager in today’s world must have courage and strong sense of honesty. He or she must know where to draw the line on self-over enjoyment and quick profits, recognize what’ s right and wrong and then stick to what’ s right. That can be extremely difficult. Drawing the line in a corporate setting sometimes involves choosing between what appear to be conflicting "rights". For example, if you have to decide whether or not to close a factory with a lot of problems, whose interests should prevail Those of the owners Of the employees Of the customers What about those of the community where the factory is located It’s a tough nut to crack. And the typical manager’s career is full of hundreds of them. Making the right choice in situations such as these clearly demands honesty--and the courage to follow where one’s honesty leads. Alexander As a practical matter, of course, a good manager must possess the ability to make positive things happen. It is this characteristic, more than any other, that makes a truly successful manager. One dependable manager who can make the right things happen in a timely fashion is worth far more to a company than any number of brilliant, highly-educated executives who can plan and analyze to beat the band but who never get anything carried out. The most valuable manager is the one who says "1 can do it"--and then does. Now match each of the experts( 16 to 20)to the appropriate statement. Note: there are two extra statements.A. Expressing oneself well is vital to a good manager.B. A clear distinction between right and wrong is vital to a good manager.C. Intelligence is the foundation of a good manager.D. The best way to learn management is to manage.E. A good manager should know what he doesn’t know.F. Actions speak louder than words.G. A little knowledge is a dangerous thin Lovell
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