Critical analysis of approaches to heritage and conservation

 

Critical analysis of approaches to heritage and conservation

S​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​elect two heritage-related doctrinal texts. You are required to: Venice Charter (1964) & Burra Charter (2013) Briefly outline the history, content and purpose of each text. Describe the heritage philosophy and conservation approaches advocated by each doctrinal text. Compare and critically analyse the similarities and differences between heritage philosophy and conservation approaches promoted by the two texts. (A table can be useful in this regard). State and justify your opinion on which philosophy and approach you prefer and why. The assignment should include: A title. A short introduction identifying ​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​the two selected doctrinal texts and outlining the aim of the assignment. A brief outline the history, content and purpose of each text. Descriptions of the heritage philosophy and conservation approaches advocated by each doctrinal text. Compare and critically analyse the similarities and differences between heritage philosophy and conservation approaches promoted by the two texts. (A table can be useful in this regard). State and justify your opinion on which philosophy and approach you prefer and why. Provide references in the Harvard format for all published and unpublished sources and illustrations that you use​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​.

O​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​n September 25, 2008, President Bush signed the ADA Amendments Act of 2008 (ADAAA) into law, overturning a series of decisions by the U.S. Supreme Court under the Americans with Disabilities Act (ADA) and expanding the scope of ​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​medical conditions protected by the law. What do these changes mean for employers and employees in conjunction with protection against discrimination based on disability in the workplace? What will employers need to do to comply​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​?

 

Y​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​ou will evaluate the effectiveness of your leadership style when applied to problem-solving or a change opportunity. Bear in mind that this may have been your initial attempt to lead a team in a problem-solving scenario, or a change opportunity mode. Do not be hard on yourself! Even with all that you have learned, and what you know, it is not an easy task to lead a team of individuals with best intentions into uncharted waters. Give yourself credit for the courage it takes to try. Black belts take years to develop their skill-set, and the intuition to know where to lead. You have only had 6 weeks! As stated earlier, the truth is that very few CIP teams will actually solve a problem or address a change opportunity in their initial efforts. This is also true with your leadership efforts. It is not easy to lead, much less to know how or what direction will lead to success. There is a direct correlation between leading and knowing that to lead is often to know (Latin, educeo – educere and scio – scioere).

There are correlations between these actions; and embraced together, these actions become the foundation of education and science. Often the most important lessons learned are the effects of decisions made in error or what actions simply did not work. The best intentions alone will not yield positive results. This is also true of your own leadership style. Your style is emerging, morphing as your skillset is built and your opportunities to situationally lead present themselves. You are better for the experience—and take heart, in your next opportunity to lead for a change, you will be wiser. Complete your Personal Leadership Profile matrix, and then write a brief summary of your findings. As you prepare your analysis, consider the following elements in yo​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​ur documentation: 1-Analyze the effectiveness of your leadership approach used in your role as change agent or consultant to lead your team. 2-Analyze the effectiveness of your leadership style in the process improvement setting concerning an organization’s overall health. 3-Critique at least two measures of organizational effectiveness that do not seem to be positively correlated with the approach of your leadership style.

 

references 1- Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (n.d.). Daily transactional and transformational leadership and daily employee engagement. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY, 87(1), 138–157. https://doi-org.proxy1.ncu.edu/10.1111/joop.12041 2-Carter, M. Z., Self, D. R., Bandow, D. F., Wheatley, R. L., Thompson, W. F., Wright, D. N., & Junting Li. (2014). Unit-Focused and Individual-Focused Transformational Leadership: The Role of Middle Leaders in the Midst of Incremental Organizational Change. Journal of Management Policy & Practice, 15(5), 44–53. Retrieved from https://search-ebscohost-com.proxy1.ncu.edu/login.aspx?direct=true&db=bth&AN=100404870&site=eds-live 3-Charlotte Louise, G. (2013). Leadership styles and theories. Nursing Standard, (41), 35. Retrieved from https://search-ebscohost-com.proxy1.ncu.edu/login.aspx?direct=true&db=edsovi&AN=edsovi.00002311.201306120.00040&site=eds-live 4-Mayfield, J., Mayfield, M., & Sharbrough, W. C. (2015). Strategic Vision and Values in Top Leaders’ Communications: Motivating Language at a Higher Level. International Journal of Business Communication, 52(1), 97–121. https://doi-org.proxy1.ncu.edu/10.1177/2329488414560282 5-https://www.mindtools.com/pages/article/​‌‍‌‍‌‌‍‌‌‍‌‍‍‌‍‍‌‍‌​newLDR_50.htm

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