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The Arts and Crafts Movement exerted a profound influence on early-twentieth-century America, not only in the applied and decorative arts but also in the area of social reform. Standing at this intersection of art and reform were American art potteries that taught ceramics skills to working-class women as a means of securing income, restoring health, and/or uplifting the spirit. Like its better known and more successful predecessors -- the Marblehead Pottery in Massachusetts, the Newcomb Pottery in New Orleans, and the Paul Revere Pottery in Boston (home of the "Saturday Evening Girls") -- the Arequipa Pottery in Fairfax, California, had fascinating origins, and it produced distinctive wares that today are prized by collectors. Fired by Ideals: Arequipa Pottery and the Arts & Crafts Movement tells the story of the Arequipa Sanatorium and Pottery, whose roots lie in the 1906 San Francisco earthquake and fire. The dust and smoke from the disaster prompted an outbreak of tuberculosis, which afflicted "working girls" in particular. In 1911, a progressive physician, Dr. Philip King Brown, founded a treatment center in rural Marin County, north of San Francisco, where these women could get the rest and medical care they needed, as well as engage in a therapeutic and marketable pursuit: the manufacture of art pottery. In addition to its engaging historical narrative supported by dozens of vintage photographs, the book employs technical illustrations and beautiful full-color reproductions to examine the production process at Arequipa and the types of pottery made there.
As levels of stress increase in modern life, many people are turning to the practise of meditation as a way of finding harmony, tranquility of soul, and of awakening dormant powers of spiritual potential. In this concise and practical book - based on the path of meditative knowledge developed by Rudolf Steiner (1861-1925) - Jorgen Smit removes the mystique surrounding meditation. He shows how medative images can be formed, and how we can gain control over our thoughts and our will by various simple exercises. Working with the guidelines presented, we can come to experience the powers of our higher self, and can be prepared for an encounter ultimately with the spiritual presence of the higher self of all humanity, the Christ.
Taylorism was criticised for its over-simplistic view of what motivated the worker. Oliver Sheldon's theme was that though Taylorism had helped the development of a science of management, such work should not detract from the predominantly human job of the manager to manage. His work prefigures the human relations approach to management theory of Elton Mayo and F. J. Roethlisberger in rejecting the notion that economic incentives largely explain employee behaviour.
The book contains essays on simple but perplexing questions that we come across as we go about living our lives. How do we react to a situation when we fail to practice what we preach? Why do we occasionally feel joy in the misfortune of others and then feel guilty about it? Is religion a difficult proposition in the modern world? We are shaken when heroes worshipped by many as role models get convicted on crimes done in secret. The book makes an attempt to search for answers to such questions by going through authoritative sources of research done by eminent scholars with the intention to disseminate such thoughts to those who are assailed by similar questions and help them to come to their own conclusions. The book has parts consisting of musings, reminiscences, satire, and short stories conveying messages that are considered important as we face problems in our daily existence.
Helps every manager and professional understand and deal with a pervasive business reality most of us regard as inconceivable--until it happens. Explains the situations most apt to lead a manager down a collision course with superiors and shows why managers who get fired almost never recognize the danger they're in until it's too late. Sacked! shows how to anticipate trouble and take positive steps to solve the problem--whether it's a personality clash, conflicting strategies or ideals, or differing views of the manager's role. Gives managers 16 steps for taking control of their work and work relationships and a special chapter on creative solutions and alternatives to firing good talent.
The official monthly record of United States foreign policy.