...Around the beginning of the century, a full-scale orchestra would consist of a full string section plus pairs of flutes, oboes, clarinets, bassoons, horns, trumpets, and a set of timpani. This is, for instance, the scoring used in Beethoven's symphonies numbered 1, 2, 4, 7, and 8. Trombones, which had previously been confined to church and theater music, came to be added to the symphonic orchestra, notably in Beethoven's 5th, 6th, and 9th symphonies. The combination of bass drum, triangle, and cymbals (and sometimes piccolo), which 18th century composers employed as a coloristic effect in more eastern-influenced music, came to be increasingly more popularized during the second half of the 19th century without any such alterations to genre. In addition to increasing in variety of instruments, 19th century symphonies were gradually augmented with more string players and more wind parts, so that the orchestra grew substantially in sheer numbers, with concert halls following suit. Some composers, including Dmitri Shostakovich, Sergei Rachmaninoff, and Carl Nielsen, continued to write in the traditional four-movement form, while other composers took different approaches. A concern with unification of the traditional four-movement...
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...It is an overall comical production with moments of seriousness and a touching, romantic side story. With the assistance of the production staff, the director adapted the play in a very skillful manner to suit the small, square-shaped stage, the production budget, and the various skill levels of the cast members. The set designer, Brad Sanker, used a crafty homemade set made with many everyday items and what appeared to be the handy craftsmanship of his own or other designers working on the play. A mansion-like layout on the stage with multiple buildings placed in lines on either side of the stage that represented different areas within the town, while also maximizing the use of the stage size and reducing the number of necessary scene changes. When scene changes were required, the curtain lowered and there was either a brief pause in the play or a scene would occur in front of the curtain, drawing the audience in to be at one with the action. In addition to the well thought out set design, the play was also staged in a very complimentary...
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...foundations instead of earthen works or a hillside and being completely enclosed on all sides. Roman theatres derive their basic design from the Theatre of Pompey, the first permanent Roman theatre. Roman theatres were built in all areas of the empire from medieval-day Spain, to the Middle East. Because of the Romans' ability to influence local architecture, we see numerous theatres around the world with uniquely Roman attributes.[1] There exist similarities between the theatres and amphitheatres of ancient Rome/Italy. They were constructed out of the same material, Roman concrete, and provided a place for the public to go and see numerous events throughout the Empire. However, they are two entirely different structures, with specific layouts that lend to the different events they held. Amphitheatres did not need superior acoustics, unlike those provided by the structure of a Roman theatre. While amphitheatres would feature races and gladiatorial events, theatres hosted events such as plays, pantomimes, choral events, and orations. Their design, with its semicircular form, enhances the natural acoustics, unlike Roman amphitheatres constructed in the round.[1] These buildings were semi-circular and possessed certain inherent architectural structures, with minor differences depending on the region in which they were constructed. The scaenae frons was a high back wall of the stage floor, supported by columns. The proscaenium was a wall that supported the front edge of the stage...
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...Angelenos have a good reason to walk along Grand Avenue—to hang out at Disney Hall’s new sidewalk café or merely to gawk at the hall’s sinuous, stainless-steel wrapper. At the corner of Grand and First, the enclosing forms curve open to the main entrance, across from the Philharmonic’s old home at the Music Center. PROJECT DIARY The story of how Frank Gehry’s design and Lillian Disney’s dream were ultimately rescued to create the masterful WALT DISNEY CONCERT HALL By James S. Russell, AIA P H OTO G R A P H Y : © L A R A S W I M M E R / E S TO Fleischmann and a committee assembled to manage the construction visited many of the world’s great halls. Two that particularly impressed the group were not on the usual greatest-hits lists. One was the Berlin Philharmonie, a dramatically expressionistic composition of terraced and overlapping tiers completed in 1963 to a design by Hans Scharoun with acoustician Lothar Cremer. The other acoustical standout was Suntory Hall, 1986, in Tokyo (Yasui Architects), where the acoustical consultant had been Nagata Acoustics, a firm well known only in Japan. In the meantime, an architectural subcommittee winnowed a list of 80 architects down to four who would compete for the commission: Gottfried Böhm, of Cologne, Germany; Hans Hollein, Vienna; Project: Walt Disney Concert Hall, Los Angeles Client: Los Angeles Philharmonic Association, the Music Center of Los Angeles, Los Angeles County Architect: Gehry Partners—Frank Gehry, FAIA,...
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...is tri bu Path–Goal Theory te 6 rd DESCRIPTION po st ,o Path–goal theory is about how leaders motivate followers to accomplish designated goals. Drawing heavily from research on what motivates followers, path–goal theory first appeared in the leadership literature in the early 1970s in the works of Evans (1970), House (1971), House and Dessler (1974), and House and Mitchell (1974). The stated goal of this leadership theory is to enhance follower performance and follower satisfaction by focusing on follower motivation. D o no tc op y, In contrast to the situational approach, which suggests that a leader must adapt to the development level of followers (see Chapter 5), path–goal theory emphasizes the relationship between the leader’s style and the characteristics of the followers and the organizational setting. For the leader, the imperative is to use a leadership style that best meets followers’ motivational needs. This is done by choosing behaviors that complement or supplement what is missing in the work setting. Leaders try to enhance followers’ goal attainment by providing information or rewards in the work environment (Indvik, 1986); leaders provide followers with the elements they think followers need to reach their goals. According to House and Mitchell (1974), leadership generates motivation when it increases the number and kinds of payoffs that followers receive from their work. Leadership also motivates...
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...BASIC COMPOSITION.COM VISUAL DESIGN THEORY CARP (or CRAP) PRINCIPLES Robin Williams, a visual design guru, suggests that there are four Basic Design Principles: CONTRAST, ALIGNMENT, REPETITION, and PROXIMITY CONTRAST Contrast helps us to differentiate items on a page. Use contrast to show differences between a multitude of visual elements (type, color, size, shapes, etc). Contrast helps the reader to locate items more effectively. Additionally, contrast helps the reader to see differences between visual units. The biggest items often receive the most attention. The smallest items usually receive less attention. Consider this idea when you consider contrast. EX: LARGE Small ALIGNMENT Alignment is where you place things on the page in relation to other things. Everything should be placed strategically on the page (keeping in mind the direction of the reading). For instance, in the United States mainstream culture, readers read predominately English, which requires items be assessed from left to right and top to bottom. Our attention focuses on a diagonal line which runs from the top left to the bottom right. Things in this line tend to receive more attention from readers/viewers. Considering this idea can help a person understand how some items on the page may be viewed first or last. Most Arabic cultures read things from right to left, so you may need to change your design orientation. Likewise, many Asian languages do not read from side to side, they may read top...
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...A. Compare the cultures of the two companies using the relevant values in the attached “Competing Values Framework.” The Competing Values Framework model was developed for cultural assessments of organizations that shows the effectiveness in a two dimensional layout. In the Competing Values Framework model, there are four culture representations, Adhocracy, Clan, Market and Hierarchy. The Symphony and the Opera fit into one of the categories as individual organizations. More will be discussed on which category each belongs in, plus a comparison with each of the other three cultures. Included in the Competing Values map is two other cultural dimensions. The Horizontal dimension is located on the left of the model and maps out the inward or internal focus and integration. The primary attention focuses inward within the company or organization. When environments are less competitive and focused on the customer, internal focus is the most important dimension element. The outward or external focus and differentiation is located to the right of the model. The focus is primarily outwards, to the external environment, customers and suppliers. The Vertical dimension is located at the top and bottom of the model. This lower axis has more to do with who makes the decisions. At the bottom of the model, is Stability and Control which is geared more to management control. While at the top is Flexibility and Discretion which empowers employees to make decisions...
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...Management and Leadership Stephanie Stokes MGT/330 Mary Loggins-Davis June 27, 2010 Management and Leadership A leader is someone who inspires others to achieve certain goals. A leader goes above and beyond the call of duty to see that a task is completed. Some people are just natural born leaders while others acquire leadership through life learned lessons. Outstanding leaders are the ones that allow people to grow and to become exceptional contributors. Outstanding leaders visualize success and work diligently to reach their goals. A manager is someone who oversees other employees to make sure that company goals are being met. A successful manager is not necessary a leader. Once managers learn what it takes to be a great leader, they will become exceptional managers. A manager has to plan, organize, lead, and control situations. This paper will explore the roles of management and leadership within Harrah’s Entertainment and discusses globalization and management across borders. Harrah’s Entertainment is a broad gaming corporation that owns and operates several casinos, hotels, franchise businesses, and golf courses under several brands. The company has numerous managers and great leaders that help to reach the goal of Harrah’s Entertainment. Managers in Harrah’s Casino go through numerous classes to make sure they are what the company is looking for. Managers are the backbone to Harrah’s Casino. The managers have to possess good leadership skills...
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...band. The electronic capabilities of these instruments are truly amazing. One person at the controls can indeed sound like many instruments playing in harmony. The instrument Kermit bought had many built-in features (e.g., prerecorded backgrounds and accompaniments, different voices and rhythms, the ability to play and record multiple tracks, the ability to slow down or speed up the accompaniments). As one might imagine, the instrument also came with a lengthy manual illustrating and describing all its various features and how to use them. Although Kermit learned to read a musical score when he was taking formal lessons, he has never played a keyboard before, so he spends time hunting and pecking on the keys to familiarize himself with the layout. He hauls out some old music instruction books with simple exercises in them, and he buys a couple of fake books that contain familiar popular songs. Fake books show what chords are to be played during each measure of a song. These chords correspond with shortcut keys on the keyboard, so the player has to play only one key instead of the entire chord. Kermit selects some exercises to practice and makes a list of a dozen or so songs that he would like to learn to play. Every day, Kermit plays for about an hour. On some days, he plays for longer; on others, he...
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...GRADE 9 Learning Module MUSIC (Qtr 1 to 4) Compilation by Ben: r_borres@yahoo.com MUSIC LEARNER’S MATERIAL GRADE 9 Unit 1 To the illustrator: Using the blank map of Europe, place pictures of ALL the composers featured in EACH UNIT around the map and put arrows pointing to the country where they come from. Maybe you can use better looking arrows and format the composer’s pictures in an oval shape. The writers would like to show where the composers come from. I am attaching a file of the blank map and please edit it with the corresponding name and fill it the needed area with different colors. Please follow the example below. (Check the pictures of the composers and their hometowns in all the units.) Medieval, Renaissance and Baroque Music Page 1 MUSIC LEARNER’S MATERIAL GRADE 9 Unit 1 Time allotment: 8 hours LEARNING AREA STANDARD The learner demonstrates an understanding of basic concepts and processes in music and art through appreciation, analysis and performance for his/her self-development, celebration of his/her Filipino cultural identity and diversity, and expansion of his/her world vision. key - stage STANDARD The learner demonstrates understanding of salient features of music and art of the Philippines and the world, through appreciation, analysis, and performance, for self-development, the celebration of Filipino cultural identity and diversity, and the expansion of one’s world vision...
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...Mr. Cal Tjader was an American vibraphone player, percussionist, bandleader, composer and arranger of Swedish descent. He began as a jazz player, playing the drums and became the most famous non-latino Latin jazz musician of the 1950s and 60s. Throughout his career Mr. Tjader enjoyed success and mainstream attention from Latin Jazz listeners, however, critics always wrote his music of as being too commercial and catering to popular taste. In this paper I will attempt to illustrate the notion that even though Mr. Tjader was unable to garner the acceptance of the Jazz critics of his time, he was nonetheless respected and admired by many of the influential musicians of his time, as well as by the musicians of today. Callen Radcliffe Tjader, Jr was born on 16th July 1925 in St. Louis, Missouri. Mr. Tjader came from a family of performing vaudevillians as his father was a tap dancer and his mother was a piano player. It was no coincidence that Mr. Tjader would also take an interest in performing and he initially started dancing professionally when he was three until at the age of fourteen when he discovered jazz and taught himself the drums. With the exception of the piano lessons given to him, Mr. Tjader was self-taught on all of his instruments. In 1949, Mr. Tjader enrolled into the San Francisco State College. It was here when Mr. Tjader would meet a variety of young jazz musicians, including future jazz legends, Dave Brubeck and Paul Desmond. The three musicians along with...
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...A Charter School is a school established to provide students and parents with more choices in the types of educational opportunities and programs that are available within the public school system. The Matanuska-Susitna Borough School Board approves of community-based charter schools. All Matanuska-Susitna Borough School District (MSBSD) Charter School programs are open to student’s applications who reside within the school district. Starting a charter school is truly a community effort. However, the rewards we may find by creating a new educational option for children are well worth the effort. The first question we want to answer is why do we want to start a charter school? As a charter developer, we need to have a clear answer to this question. Matanuska-Susitna Valley residents desire a school that provides a rich and comprehensive educational program for students with talents and potential in dance, instrumental music, vocal music, theatre, and visual art or media arts. This school will provide students and parents with expanded choices in the types of educational opportunities that are available within the public school system to maximize each student’s special talents. Our graduates will increase the quality of their life, the lives of people who surround them, and the respective communities of the Valley. There are many people interested in helping to start our charter school waiting for recruitment. These founders will include parents, teachers, school principals...
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...A mechanic and his daughter make a discovery that brings down Autobots and Decepticons - and a paranoid government official - on them. Director: Michael Bay Writer: Ehren Kruger (screenplay) Stars: Mark Wahlberg, Nicola Peltz, Jack Reynor Nicola Peltz ... Tessa Yeager Mark Wahlberg ... Cade Yeager Abigail Klein ... Joshua's Jr. Assistant Stanley Tucci ... Joshua Sophia Myles ... Darcy Jack Reynor ... Shane Peter Cullen ... Optimus Prime (voice) Bingbing Li ... Su Yueming Titus Welliver ... Savoy Kelsey Grammer ... Harold Attinger T.J. Miller ... Lucas King King ... Rural Guy Victoria Summer ... Joshua's Executive Assistant Melanie Specht ... Joshua's Senior Executive Assistant Cleo King Cleo King ... Realtor Michael Wong Michael Wong Aaron Lee Wright ... News Crew Geng Han Geng Han Kristin Miller White ... Townsperson / Driver Chanel Celaya Chanel Celaya ... Cate James Bachman ... Gill Wembley (rumored) B. Adam Baillio ... Timothy Ray Lui Ray Lui Byron Li Byron Li Teresa Daley Teresa Daley ... Loli Candice Zhao Candice Zhao Heather Danner ... Window Shopper (uncredited) Nesti Gee ... Window Shopper (uncredited) Matt Jones ... Window Shopper (uncredited) Logan Kimes ... Window Shopper (uncredited) Anna Li ... Hong Kong Resident (uncredited) Ron Shedd ... Grandpa (uncredited Produced by Michael Bay ... executive producer Ian Bryce ... producer Matthew Cohan ... co-producer ...
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...The UNIQLO Business Fashionable and high-quality clothes that anyone can wear anywhere, any time—that’s what UNIQLO is all about. Our global operating systems weave together all processes from product design to final sales, including global R&D, procurement of world-class quality materials, production focused in China, and the operation of 750 stores around the globe. This seamless system allows UNIQLO to consistently offer its customers high-quality products at reasonable prices. b FAST RETAILING CO., LTD. b UNIQLO(U.K.)LTD. b FAST RETAILING (JIANGSU) APPAREL CO., LTD. b UNIQLO USA, Inc. b FRL Korea Co., Ltd. b UNIQLO HONG KONG, LIMITED b G.U. CO., LTD. b CABIN CO., LTD. (Listed on First Section of the TSE) b Créations Nelson S.A.S. b COMPTOIR DES COTONNIERS JAPAN CO., LTD. b PETIT VEHICULE S.A. b ONEZONE CORPORATION b ASPESI Japan Co., Ltd. b LINK THEORY HOLDINGS CO.,LTD. (Listed on TSE Mothers, Equity-method affiliate) b VIEWCOMPANY CO.,LTD. (Listed on JASDAQ Securities Exchange, Equity-method affiliate) FAST RETAILING ANNUAL REPORT 2006 13 The UNIQLO Business Overview of the UNIQLO Business In Japan’s highly competitive retail market, UNIQLO has positioned large-format stores as its growth driver and is accelerating their opening. Overseas, UNIQLO is carrying on its campaign to become a global brand and opened its first flagship store in New York’s Soho district in 2006. Market Environment In the Japanese economy...
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...Introduction to Retail Retail comes from the French word retailler, which refers to "cutting off my hands, clip and divide" in terms of tailoring (1365). It first was recorded as a noun with the meaning of a "sale in small quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred, off my toes paring".[2] Like the French, the word retail in both Dutch and German (detailhandel and Einzelhandel respectively), also refers to the sale of small quantities of items. Retail consists of the sale of goods or merchandise from a fixed location, such as a department store, boutique or kiosk, or by mail, in small or individual lots for direct consumption by the purchaser.[1] Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses. In commerce, a "retailer" buys goods or products in large quantities from manufacturers or importers, either directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail establishments are often called shops or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the process of retailing as a necessary part of their overall distribution strategy. The term "retailer" is also applied where a service provider services the needs of a large number of individuals, such as a public utility, like electric power. Shops may be on residential streets, shopping streets with few or no houses or in a shopping mall. Shopping streets may be for...
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