Egyptian and Greek Art History Essay Example | Topics and Well Written Essays - 500 words

Egyptian and Greek Art History - Essay Example The earliest forms of art in Greece are found in the archaic era.   The different forms of art were pottery, sculpture, architecture, and painting.   In comparison to Egyptian art, the Greek art was underdeveloped. The Egyptians had already made breakthroughs in the construction of the pyramids by the time the Greeks started acknowledging architecture. The painting in Egypt is governed by the use of specific colours that have specific meanings. Egyptian art was limited to the use of six colours. This was not the case of early painting in Greek, which focused on pottery. Artists were allowed to express themselves freely.   Greek artists were allowed to be creative and pass a message using art. This was not the case in Egypt where artists were hired to work as a part of a team. The lead artists did not receive any credit for the work. All the credit went to the person who had commissioned the painting.   It also explains why most Egyptian paintings contained particular messages as opposed to Greek art, which was a free expression of the human form as the artist wanted it.   Civilization in Egypt was deeply rooted in religion, which explains why most works of art were inspired by religion.   Many artworks all through the history of Egypt represented gods and goddesses in Egyptian culture.   This led to the development of strict rules on how humans and gods can be represented in painting. Greek’s art was inspired by creativity, which is evidenced by the expressions seen in their sculptures.

Decision making models Outline Example | Topics and Well Written Essays - 1000 words

Decision making models - Outline Example The essay will also attempt to identify the legal requirements relating to the collection, use and storage of data and information in the UK. Basically, the term decision making is used to describe the act of seeking information, interpreting that information and based on such perceptions, arriving at a conclusion in relation to strategic issues that affect the organisation (Simons & Thompson 1998:7 as cited in Schultz et al 2004). Vroom-Yetton- Jago’s normative decision making model is mainly based on the notion of taking people off their primary tasks in the organisation to participate in teams or other decision making activities and this may be a good gesture with regards to empowerment but it may also be costly as well if it is unnecessary (Vroom & Jago1988). Thus, the Vroom-Yetton-Jago model is a decision making model that gives the opportunity to the leader to first examine the situation then come up with an ideal style or level of engagement that can be adopted in the o rganisation. ... The leader also ought to have enough information about the problem as well as to be in a position to identify the structure of the problem. The leader will also need to be in a position to establish the probability of the level of commitment by the subordinates and their wish to share the same vision in the organisational goals that can be attained through problem solving. More importantly, the leader also ought to be in a position to identify any conflict that may exist and the level of information possessed by the subordinates that can be used to make sound decisions that will be beneficial to the organisation as a whole. Having gathered all the information using the above mentioned method, a leader can adopt any of the following decision making style depending on the nature of the decision to be made. In autocratic one, the leader can solve the problem using readily available information to him or her whilst in autocratic two, he or she may get additional information from the grou p members then make the decision alone (Vroom & Jago1988). Though different, these leadership styles show that there is an element of individualism in the leader in decision making. In consultative style one, the leader solicits for information from individual members in the group and makes a decision alone whilst in consultative two, the leader collectively shares the information with all the members of the group but will make the decisions alone. Again, in this case, there is an element of the leader making a decision alone after gathering information from the other members of the group. Finally, in group two, decision making is collective whereby the leader engages all the members of the group then they will make a decision as a group whereby the leader