2.5 The emperor With Napoleon's coronation as emperor in 1804, a new type of official image was once again required. Portraits of the emperor in his ceremonial robes were commissioned from several established artists; these all revived a traditional type of royal portraiture from the eighteenth century. The example shown in Plate 10 is by a former David student, Francois Gérard (1770–1837), by now a fashionable portrait painter (see Author(s):
2.3 The military leader Let us now consider another relatively early portrait, David's Bonaparte Crossing the Alps, in which the then First Consul is shown at the Great Saint Bernard at the start of the campaign which led to the defeat of the Austrians at Marengo in June 1800 (see Plate 10). In fact, Bonaparte had actually crossed the Alps on a humble mule rather than
5.6.3 Honeymoons 5.6.1 Young adults Look closely at Images 54 and 55. Can you identify the two features which distinguished a girl from a young woman in the Victorian and Edwardian period? Activity 2 Click on 'View document' below to open and read the remainder of Audrey Linkman's article on 'Photography and art theory', then answer the questions. Acknowledgements Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 Licence Grateful acknowledgement is made to the following sources for permission to reproduce materia 3.4 Cognitive and non-cognitive states At several points in the Reading, James draws a sharp contrast between emotions and what he terms ‘cognitions’. The distinction between cognitive and non-cognitive states will crop up fairly regularly from now on, so I shall pause at this point to make it clear how I am going to understand this distinction. Unfortunately, different philosophers understand the distinction in different ways; I shall introduce two possible interpretations of the distinction. On one interpretation, the 1 Thugga The ancient city of Thugga is often known by its modern name, Dougga. In this course we will be using the ancient name, Thugga. We are going to start by watching a video sequence, taking occasional notes: it should form about an hour of study time. The next section follows on from the video and introduces further evidence from Thugga. As you watch, think about how the city compares with other cities you have encountered. Look out for how the buildings and streets are arranged, for build 2.1 New perspectives The purpose of studying religion is to make the strange familiar, and the familiar strange. We would encourage Keep on learning   There are more than 800 courses on OpenLearn for you to 2.1 An introduction to khyal singing I now want to move on to explore the first of two case studies of non-Western music-traditions: North Indian art music, also known as Hindustani music. (There are two major art music traditions in South Asia; the other is known as South Indian or Carnatic.) In this section I will take you through a performance of music from this tradition and consider some of the questions posed by Author(s): 1.2 Different perspectives on the creation of music If a simple division into composition and improvisation is not going to be adequate, particularly when considering music beyond the Western art tradition, then what can we usefully say about the different ways in which music is created? A starting point might be to remind ourselves of the similarities between composition and improvisation. Both the improviser and the composer create music. Both of them, in doing so, draw on a range of skills and experience: their musical training and k Partnerships: working across boundaries Social marketing Management: Perspectives and Practice Introduction In very broad terms, ‘culture’ refers to the prevailing norms and values which guide the way people behave in a society or in an organisation. Culture at the level of an organisation is referred to as organisational culture, and culture at the level of a society is referred to as national culture. Organisational culture refers to an organisation's own values, beliefs and learned ways of doing business. This is reflected in its structure and in the people who work in the organisation Introduction ‘Environment’ is one of the more popular words in the management lexicon, most generally understood to be referring to ‘something outside’. But common usage today often interprets the Environment (with or without the capital ‘E’) as referring to the planetary ecosystem. On that basis the Environment includes such things as global warming, the state of the ozone layer, deforestation and the means of energy generation. Organisations need to coexist with their environment, responding Introduction This course looks at equity finance – the range of equity instruments and markets available to a company. First, we look at private equity and the role of venture capital companies that provide such finance. We look at the mechanics of an initial public offering (IPO) and at recent cases of companies ‘listing’ on a stock exchange for the first time. We go on to explore certain important strategic issues for a business when considering equity finance: Introduction There are a number of reasons for using consultants. These include the provision of interim or other temporary services, specialist expertise such as employment law, and general support such as coaching. They also include more substantial involvement with change, either just at the diagnostic stage or throughout the change process. There are different modes of consulting, of which the process mode is preferable whenever problems are at all complex. This course looks both at sub-contract Understanding management: I'm managing thank you!
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HR, Marketing, Finance, Operations and Project Management are all key functions of an organisation. These short audio perspectives give an insight into the roles in these areas and how they interact with the rest of the organisation, with examples of common problems, challenges and difficulties that are faced. This material forms part of The Open University course B716 MBA stage 1: Management: Perspectives and Practice.Author(s):
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