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PANCASILA SEBAGAI DASAR NEGARA, Kebijakan Publik Dan Alternatif Peraturan, 2021
PANCASILA SEBAGAI DASAR NEGARA, Kebijakan Publik Dan Alternatif Peraturan_TUGAS PANCASILA Pertemuan 5,6 DAN 7 .PDF
Achaemenid Workshop II: The Achaemenid Persian Empire and Imperial Transformations in the Ancient Near East (7th c. BC – 2nd c. BC), 2023
One key to the success of the Achaemenid empire was the subtle art of controlling local narratives, beliefs, and perspectives within the lands of its imperial expansion. In some cases, this control walked a fine line between appeasement and manipulation, where traditions were viewed by local populations as being upheld and honored, but also “Persianized” to the point of being relevant to, and for the benefit of the Persian leadership. At Hibis, the incredible subtly of this imperial approach is made clear by one small phrase – aS m XAs.wt imnti.t – as preserved on the exterior north wall of the temple in the Kharga Oasis. This seemingly mundane phrase, translated as “cedar from the western foreign lands,” was part of a dedicatory inscription of Darius describing the materials used to construct the temple and exalt the deities in whose honor it was built. This phrase, though simple, contains a great degree of nuance and showcases both continuity and discontinuity of tradition and innovation. With cedar (and all quality wood) imported to Egypt from the Levant, the use of the word “western” is curious and deliberate; so also is the term “foreign lands.” The Levant is not to the west of Egypt, but of Persia proper. It is also no longer a “foreign land,” but part of the same Achaemenid empire as Egypt. This phrase thus presents a discontinuity of directionality and perspective in an Egyptian context, despite being situated in a context of otherizing terminology traditionally used by the Egyptians. It is this tension, and the possible resolution(s) of this tension, that will be explored in this presentation.
Una persona puede tener un cociente intelectual elevado y una formación técnica impecable, pero ser incapaz de dirigir un equipo hacia el éxito. Sólo pueden ser líderes efectivos quienes tienen "inteligencia emocional", es decir, la capacidad para captar las emociones del grupo y conducirlas hacia un resultado positivo. Pero hay una buena noticia: este talento se puede aprender y cultivar en las organizaciones. DANIEL GOLEMAN es el autor de Emotional Intelligence, el best seller que durante año y medio ocupo el primer puesto en la lista del New York Times y que ha vendido mas de 3 millones de copias en el mundo entero. Las teorías de Goleman han revolucionado los enfoques tradicionales de la administración, al identificar la "inteligencia emocional" de las personas como el factor crítico en su desempeño dentro de las organizaciones. Goleman ha demostrado que la capacidad para entender y canalizar las emociones propias y las de otros es mejor predictor del éxito empresarial que las capacidades analíticas o técnicas, las cuales son apenas el tiquete de entrada en el juego de la competencia corporativa moderna. Los métodos de Goleman son aplicados hoy por algunas de las más importantes empresas de Estados Unidos. Su más reciente libro, Working with Emotional Intelligence, se ocupa en detalle del impacto de la inteligencia emocional en el mundo del trabajo. Sus principales conclusiones se sintetizan en este artículo.
Monografie della Scuola Archeologica di Atene e delle Missioni Italiane in Oriente XXXV, 2023
SSRN Electronic Journal, 2013
Εκκλησιαστικός Φάρος, τ. Π (2009), 163-187., 2009
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