Gilbert-Louis Duprez and Gustave Roger in the composition of Meyerbeer's Le Prophète

1996 ◽  
Vol 8 (2) ◽  
pp. 147-165 ◽  
Author(s):  
Alan Armstrong

It is well known that mounting large-scale productions at the Paris Opéra during the 1830s and 1840s was a highly collaborative effort. The nature of so-called ‘grand opera’ demanded that composer, librettist and stage designer work closely together for the sake of a creation larger than the sum of its parts. Above them loomed the directeur, who laboured to ensure that his creative team had the means to produce their æuvres both in materials and human resources, and to guarantee that the Opéra made a profit from the finished products. A fifth collaborator, the singer, is not often cited as such in the literature, but in many ways wielded the greatest power in the creation of Parisian operatic works. By the 1830s, European singers had achieved professional status, and a singing artist of high calibre could find the Opéra a perfect venue in which to flex muscle. During the Opera's ‘golden age’, a bourgeois public, tired of political upheaval and economic uncertainty, found escape in the new ‘romanticè fare of the Opéra, and elevated the singers who strode its boards to what today is called ‘star status’. The Opéra became a temple and its singers, adored gods and goddesses. A beloved singer could – and did – ensure an opera's success simply by appearing in it, or doom it to failure by refusing to appear. With such power a singer could easily hold a new opera for ransom, forcing the composer and librettist to revise, excise or otherwise alter the work to some self-serving end. To secure a place for their stage works at the Opéra and to guarantee a public triumph, therefore, it is not surprising that composers such as Donizetti, and especially Meyerbeer, the leading composer of French grand opera, composed or revised their operas for particular singers.

Author(s):  
Zahra Homayouni ◽  
Mir Saman Pishvaee ◽  
Hamed Jahani ◽  
Dmitry Ivanov

AbstractAdoption of carbon regulation mechanisms facilitates an evolution toward green and sustainable supply chains followed by an increased complexity. Through the development and usage of a multi-choice goal programming model solved by an improved algorithm, this article investigates sustainability strategies for carbon regulations mechanisms. We first propose a sustainable logistics model that considers assorted vehicle types and gas emissions involved with product transportation. We then construct a bi-objective model that minimizes total cost as the first objective function and follows environmental considerations in the second one. With our novel robust-heuristic optimization approach, we seek to support the decision-makers in comparison and selection of carbon emission policies in supply chains in complex settings with assorted vehicle types, demand and economic uncertainty. We deploy our model in a case-study to evaluate and analyse two carbon reduction policies, i.e., carbon-tax and cap-and-trade policies. The results demonstrate that our robust-heuristic methodology can efficiently deal with demand and economic uncertainty, especially in large-scale problems. Our findings suggest that governmental incentives for a cap-and-trade policy would be more effective for supply chains in lowering pollution by investing in cleaner technologies and adopting greener practices.


2021 ◽  
Vol 1 (S1) ◽  
pp. s11-s11
Author(s):  
Kimberly Korwek ◽  
E. Jackie Blanchard ◽  
Julia Moody ◽  
Katherine Lange ◽  
Ryan Sledge ◽  
...  

Background: The approval of the first SARS-COV-2 vaccines for COVID-19 were accompanied by unprecedented efforts to provide vaccination to healthcare workers and first responders. More information about vaccine uptake in this group is needed to better refine and target educational messaging. Methods: HCA Healthcare used federal guidance and internal experience to create a systemwide mass vaccination strategy. A closed point-of-dispensing (POD) model was developed and implemented. The previously developed enterprise-wide emergency operations strategy was adapted and implemented, which allowed for rapid development of communications and operational processes. A tiering strategy based on recommendations from the National Academies was used in conjunction with human resources data to determine vaccine eligibility for the first phase of vaccination. A comprehensive data and reporting strategy was built to connect human resources and vaccine consent data for tracking vaccination rates across the system. Results: Vaccination of employed and affiliated colleagues began December 15, 2020, and was made available based on state-level release of tiers. Within the first 6 weeks, in total, 203,544 individuals were eligible for vaccine based on these criteria. Of these, 181,282 (89.1%) consented to and received vaccine, 19,788 (9.7%) declined, and 2,474 (1.2%) indicated that they had already been vaccinated. Of those eligible, the highest acceptance of vaccine was among the job codes of specialists and professionals (n = 7,914 total, 100% consent), providers (n = 23,335, 99.6%,), and physicians (n = 3,218, 98.4%). Vaccine was most likely to be declined among job codes of clerical and other administrative (n = 12,889 total, 80.1% consent), clinical specialists and professionals (n = 22,853, 81.0%,) and aides, orderlies and technicians (n = 17,803, 82.6%,). Registered nurses made up the largest eligible population (n = 56,793), and 89.5% of those eligible consented to receive vaccination. Average age among those who consented was slightly older (48.3 years) than those that declined (44.7 years), as was length of employment tenure (6.9 vs 5.0 years). Conclusion: A large-scale, closed POD, mass vaccination program was able to vaccinate nearly 200,000 healthcare workers for SARS-CoV-2 in 6 weeks. This program was implemented in acute-care sites across 20 different US states, and it was able to meet the various state-level requirements for management of processes, product, and required reporting. The development of a standardized strategy and custom, centralized monitoring and reporting facilitated insight into the characteristics of early vaccine adopters versus those who decline vaccination. These data can aid in the refining and targeting of educational materials and messaging about the SARS-CoV-2 vaccine.Funding: NoDisclosures: None


2011 ◽  
Vol 52 (1-4) ◽  
pp. 95-107
Author(s):  
Máté Mesterházi

The years immediately following the Austro-Hungarian Compromise (1867) would politically have been the best time to make Bánk bán, Ferenc Erkel’s most important opera known in Vienna, thus launching his work in the German cultural area. However, the plot of Bánk bán and Erkel’s personal attitude regarding the Compromise were probably at that time too much of a sensitive issue. In terms of cultural policy the International Exhibition of Music and Theatre at the end of the 19th century could have presented itself as an opportunity to premiere it in Vienna. Instead, Katona’s Bánk bán was presented. One could have expected that Gustav Mahler would stage Bánk bán at the Vienna Court Opera, as he did Dalibor at the beginning of his period as artistic director. Apparently Mahler did never even consider the idea of its staging which may have been connected with both his personal tastes and the unfavourable memories he had of Budapest. The success of Smetana’s Dalibor in winning a wide recognition on German stages around 1900 as opposed to Erkel’s neglect, may partly be explained by its post-Wagnerian musical language. However, since in the meantime opera houses have again been conquered by Italian belcanto and French grand opéra — the two main operatic styles from which Erkel took his inspiration — stylistic reasons clearly cannot explain why his work remains internationally unknown up to this day. One of the reasons for the lack of success may very well be the over-emphasizing by its Hungarian partisans of the opera’s national qualities instead of its inherent dramatic values.


2020 ◽  
Vol 10 (6) ◽  
pp. 1042-1049
Author(s):  
M.E. Smirnova ◽  
◽  
A.O. Subocheva ◽  
I.N. Belogrud ◽  
◽  
...  

In the conditions of economic uncertainty, serious requirements are put forward for the personnel management system. Special skills and qualifications of personnel are increasingly prevailing as the main competitive companies’ advantage in the struggle for a leading position in the market. In the short term, highly dynamic employment processes are expected, as many organizations aim to significantly adjust existing labor relations. Personnel consulting reflect the activity to solve the tasks set for the top personnel management in order to increase the profitability of the organization. The object of the personnel audit is the internal labor market, that is, the available human resources are considered, in particular, the workforce, various aspects of the organization’s production activities. Effectiveness evaluation of the methods of vocational guidance and adaptation, identification and diagnosis of problems arising during the adaptation period is also one of the main parameters. Thus, the specific diversity of personnel audit is determined by the goals and objectives. The lack of personnel assessment and development systems in the company entails serious risks in forming and implementation of management decisions, which can also lead to serious costs for the organization. Personnel assessment using transparent and understandable criteria, organization of trainings and training for employees, formation of programs for the development of professional competencies are not only conditions for retaining employees, but also a tool for developing the organization’s HR brand.


Author(s):  
Allan H. Church ◽  
W. Warner Burke

This chapter focuses on the application of Strategic 360 Feedback specifically for large-scale organization development (OD) and change interventions. The emphasis is on (a) ways in which using data-based feedback for OD efforts is similar to and different from other applications and (b) the origins, evolution, and current state of the method as a key tool for OD practitioners. The chapter begins with an overview of the role and key differentiators of strategic 360 Feedback for OD and change-related interventions. Following a discussion of the importance of linking the process to a broader strategic organizational framework such as the Burke–Litwin model, case examples are provided for using 360 Feedback as either a transactional (managerial) or a transformational (leadership) lever for change. The chapter concludes with summary observations about the evolution and potential future of 360 Feedback for OD interventions, with an emphasis on trends in technology and the digitization of human resources.


Notes ◽  
1948 ◽  
Vol 5 (4) ◽  
pp. 573
Author(s):  
Robert S. Tangeman ◽  
William L. Crosten

2012 ◽  
Vol 23 (1) ◽  
pp. 63-69
Author(s):  
Junhong Gao ◽  
Ruth Alas

Research was supported by ETF grant 7537 Human resources are one of the most important competitive advantages of Chinese enterprises. China has over one billion labor force. The large scale of labor force provides Chinese organizations sufficient human resources. However, HR crisis was found as one of the three main crisis types in Chinese organizations. The causes of human resources crisis vary. In this paper, the authors aim to give a deeper analysis of one typical human resources crisis case occurred in China, so as to gather empirical based knowledge, to complete crisis theory, to provide suggestions and reference to organization management practice. The theoretical part reviewed human resources and crisis management theories. The crisis case demonstrated in this paper was collected in Chinese language. The analysis focused on three key factors of crisis management process, strategy, leadership, and communication. Finally, the authors concluded that the crisis happened due to the poor communication and crisis strategy which resulted from an extreme authoritarian leadership in the organization. To change the management style and improve communications are the suggestions to the enterprise managers. This case is a good example of the downsides of authoritarian leadership going to an extreme ending. The case can be used as a teaching material for management and business students.DOI: http://dx.doi.org/10.5755/j01.ee.23.1.1223


2017 ◽  
Vol 49 (1) ◽  
pp. 1-5
Author(s):  
Ulrik Brandi ◽  
Rosa Lisa Iannone

Purpose The purpose of this paper is to examine learning strategies for competence development at the enterprise level, and how these can be actualised in practice. The authors focus on three influential aspects, namely: the highest valued employee skills, main triggers for learning and investment in learning, as well as the most successful types of learning. Design/methodology/approach The empirical research was designed according to abductive reasoning. The data draw on research we undertook between 2013 and 2015, including semi-structured interviews with management, human resources and union representatives, as well as questionnaire responses from a total of 31 EU and 163 EU-competitors, across 53 industries and 22 countries. Findings Competence development requires flexible, learner-centred strategies for initiatives that respond to immediate business needs. Additionally, despite soft competences being so highly valued and sought after, investment (financial and other) by enterprises in developing them is low, relative to the investments poured into hard competences. Also, there is a clear employee demand gap for learning that develops soft competences. Originality/value Findings and recommendations are based on a large-scale empirical study, providing state-of-the-art knowledge, upon which we can renew our current learning strategies in workplaces.


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