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Climate Change And The Disaster Environmental Sciences Essay

Climate change and the disaster of the environment have driven the planet in a crucial state. Although it is irreversible, countries all over the world have entered a route of mitigating this disaster. In this essay we are going to talk about how Hamburg, one of the largest cities in Europe and one of the largest and busiest ports worldwide, have managed to solve in a big percentage, regardless of its big population, issues, among others, like reduction of CO2 emissions and management of waste disposal and recirculation. We are also going to see one environmental issue that hasn’t been solved yet and we are going to explore the various impacts of this as well as what Hamburg is planning to do about it in the future.2 The city of Hamburg and the importance of its port The Free and Hanseatic City of Hamburg is a city state and the second largest city in Germany with 1,7 million of inhabitants. It is a cultural and a commercial center for Northern Germany, its metropolitan region consisting of approximately 4 million people. Hamburg municipal area is equal to 755,3 km2 and embraces 14 districts around the City of Hamburg.(HPA,2011) It is the third biggest industrial area In Germany after Ruhr and Berlin, with business related to aircraft and ship building industry, automotive industry and mineral oil processing. However the highest importance is the industry that is related to the harbor and all its activities. The port of Hamburg is the largest port in Germany, the third largest port in Europe and one of the ten largest ports worldwide. Only the port by itself employs around 75,000 people and more than 133,000 jobs are directly or indirectly related to the port due to its high importance as it is one of the most important trading centers in Northern Europe. As for this reason Hamburg sustainability has become very topical as environmental protection has turned into a major factor for business decisions. 3 Environmental issues solved 3.1 Reduction of CO2 emissions Hamburg has gone too far investigating and researching new methods of contributing in the mitigation of climate change. One major issue that has been solved at a considerable percentage is the reduction of CO2 emissions. The efforts are great considering the scale of energy demand, the city’s population and the port’s traffic. The government itself has gone into an ECO-partnership with the commercial sector, encouraging companies to go beyond statutory requirements regarding CO2 emissions. As for the port, Hamburg has established the “Automated container taxis” which in fact eliminates the transportation of containers via trucks and instead containers are transported from one terminal to the other, through long distance railway. (New European Economy, 2012) In the city, again Hamburg gives the example, having many cleaner means of transportation for short and long ranges. Not only the world’s biggest fleet of hydrogen-fuelled buses, but also an exclusive bicycle network exists in the city, with additional bike lanes and cycle-hire schemes. (European Union, 2011) Last but not least Hamburg has in many places around the city heating plants which provide “district heating”. This system produces and provides heating to some districts using, as basic energy consumption renewable energy such as solar energy, wind energy and biomass, combined with fossil fuels. All these have a huge impact on the environment and people because it has a considerable reduction in CO2 emissions, great noise reduction, less need for fossil fuel consumption, so that means, a healthier and greener way of life. 3.2 Waste water management Sustainable waste water management has been a top priority is Hamburg for more than a decade. Mainly the Public Sewage Company HSE but also other organizations have invested a considerable amount of money so that Hamburg will reach a satisfactory percentage of prevention of waste water to go to lakes and waterways. The key issues that were achieved were the storage of waste water in tanks, the treatment of waste water, which actually is the dehydration of the waste water, the separation of ammonia in the waste water (de nitrification) and the energy production from the separated sludge. Especially in the energy production from the sludge, HSE has done a great job, equipping all the treatment plants with a new chain process which exploits energy resulting from the treated sludge. So as a result of this sewage gases are transformed to electric energy, further decreasing CO2 emissions that stated before. (European Union, 2011) C:UsersPanosDocumentsenviromental engineering Sources2012_04_26_Abb Konzept mit Garrest_eng_skaliert.jpg Also there is a concept to come into force from the HWC company in the near future that will be a great innovation. According to that concept every residence will be able to manage, treat, and recycle the waste water disposal and also convert it to energy. All of the above have as a result the creation of a better environment for the flora and fauna in the lakes and waterways, the recycling of the evaporated water which comes in terms of rain and the increase in the oxygen expulsion. 4 Issue that has not been yet solved Since there isn’t any city, state or country in the world that has solved all the environmental problems, same goes for Hamburg that has one critical environmental problem that troubles scientists and researchers for long time now and that goes with river Elbe. Due to Hamburg’s location and topography there is a need for dredging of accumulating sediments. Since 1990’s, it was decided that the deepening of river Elbe was a critical matter since it was found that the sediments were highly contaminated and they needed to be treated before they could go into disposal. 4.1 River Elbe River Elbe is the third largest river in Central Europe after Danube and Rhine and in terms of length it covers a distance of 1091 km (727 km in Germany, 364 km in Czech Republic). Its catchment area goes through Prague, Dresden, Berlin and Hamburg. Especially around the city of Hamburg, where the port of Hamburg is allocated, river Elbe is influenced by the tide. 4.2 Environmental problems on River Elbe As we mentioned before river Elbe is influenced by the tide. This has as a result to have several sediments staying at the bottom of the river, and following that, the level of the seabed of the river is rising through time. In order to sustain the trade of the harbor by having free passage to ships, as well as keeping the harbor fully operational, the depth of river Elbe and thus the depth of navigation needed to be assured. Constant dredging was the answer to the problem to achieve that depth. At the beginning of the idea, the sediments that were dredged from river Elbe were used again for agriculture. However it was found that the dredged sentiments were contaminated with heavy metals (As, Cd, Hg, Zn) and organic contaminants (PCB, Dioxins, PAHs) which had great negative impacts to the environment (Heise, 2005). This pollution was a result of upstream industrial activities in the former GDR (German Democratic Republic) and Czech Republic such as pharmaceutical, chemicals from mining, pulp and paper, and leather-processing industries (Netzband et al., 2002). Until 2000 there were some measures that were taken in order to reduce this contamination, such as the treatment of the dredged sediments. This system was aparted from two sections. The first section was the pre-treatment which was the separation of the sediments into sand and contaminated silt fraction, and the main treatment was the dewatering process followed by the environmentally safe disposal of the silt. Both treatments were carried out by one large scale plant named METHA (Netzband, 2002). Since 2000 the sediments have been increasing 3 to 4 million m3 per year (HPA, 2005b). This is of great importance to Hamburg and its environment because from one point the sediments have to be dredged more quickly, due to the current needs of the harbor area and from another point the capacity of METHA has already been exceeded. As it is understandable the continuously dredging of river Elbe destroys its morphological environment, and from at the part of the pollutants we already have a decrease in oxygen, combined with the existence of contaminants we have a progressive destruction of the environment. Especially the summer time the oxygen depletion of river Elbe is great which results in a large number of fish kills. 4.3 Possible solutions Although the dredging of river Elbe is an issue that troubles researchers for over two decades, the impacts are not irreversible. Since the reason for deepening river Elbe is solely financial, it is suggested by the Federal Ministry for the Environment, that a second port should be opened as a deep water port, located at Wilhelmshaven and acting as a hub (HA, 2004a). This is one of the best ideas if it will be financially supported, so that the need of 24 hour navigation on river Elbe, regardless of the tide, will be eliminated as well as the need for dredging. Apart from that, the European WFD (Water Framework Directive) implements new quality standards for chemicals used in agriculture.
The Purchasing Function Business Essay. The purchasing function is described by Lysons and Gillingham (2003) as a function with resource to procure supplies. It is usually argued that the purchasing function is not strategically important to enable organisations to gain competitive advantage. Carr and Pearson (2002) described nonstrategic purchasing as a function that is clerical in nature, reactive to other functions and focusing on short-term issues. Ramsay and Croom (2008) on the other hand saw purchasing as a strategic function that contributes to the overall organisational competitive advantage. But Reck and Long in Carr and Pearson (2002) argues that purchasing function of a firm can operate between strategic and nonstrategic levels within an organisation. There is now a question as to whether purchasing should still be considering the nonstrategic role of the purchasing function. This paper will be looking the role of purchasing that make makes it strategic and how purchasing function is strategically important in gaining competitive advantage for the organisation with the aid of model and tools/techniques for purchasing. Purchasing is usually defined as obtaining the right quality material, at the right time, in the right quantity, from the right source, at the right place (Lysons and Gillingham 2003; Baily et al. 1998). Van Weele (2005) also defined purchasing as the management of the company’s external supply of goods, services, capabilities necessary for running, maintaining and managing the company’s primary and support activities is secured at the most favourable conditions. Although, there is no agreed definition of purchasing from literature, these definitions indicate that there is need for supply requiring to determination of specifications, supply continuity by choosing a suitable supplier, efficient buying (worth the value), and relationship to ensure supply at the right time to manage inventory and monitor efficiency of suppliers thereby defining the purchasing function. Many authors in the literature have identified the developments in purchasing. Reck and Long in Lysons and Gillingham 2003 identified that purchasing passes through stages from passive (no strategic direction and supplier selection based on price and availability), independent (purchasing having functional efficiency with no regards to firm’s competitive strategy), supportive (supports the corporate strategy with regards to the competitive objective) to integrative (full integration of purchasing strategy into the firm’s corporate strategy) stages to become a competitive weapon for an organisation. Van Weele (2005) also identified that need for reduced costs, product standardisation, innovation, stock reduction, increase flexibility, and purchasing synergies can improve an organisation’s competitive position. In addition, changes in trade pattern, customer demands, technology, competitor activity in the have wider business context has affected the development of purchasing. An indication of this is that an increase the importance of purchasing gives the organisation the capability to satisfy its customers’ needs by focusing on activities that ensures quality products of good values are produced in line with the organisation’s competitive strategy. Carr and Smeltzer (1997) were able to make a distinction between purchasing strategy and strategic purchasing. Defining purchasing strategy as the specific actions the purchasing function may take to achieve its objectives. While strategic purchasing was defined as the process of planning, evaluating, implementing, and controlling strategies the purchasing follows. It is gathered from these definitions that the actions of the strategy of the purchasing function must be in line with the overall corporate strategy of the organisation be it cost or differentiation as identified by Porter (1985) and that the strategic purchasing must be able to direct the purchasing functions to ensure that the long-term goals are achieved and the organisation remains competitive. Although, there may be nonstrategic purchasing functions due to the low status and spend of the organisation (Carr and Pearson 2002), strategic purchasing functions must be given top management consideration as it is proactively involved achieving the firm’s goals and adding value to the organisation. However, this may only happen when the purchasing function is integrated into the firm’s strategic planning process and is thought of as important to achieve and maintain a sustainable competitive advantage as concluded by Goh, Lau and Neo (1999). Strategic purchasing has been seen by many authors as impacting firm performance, especially in relation to supplier involvement. It was argued by Chen, Paulraj and Lado (2004) that strategic purchasing gives a competitive advantage by fostering closer working relationships with a limited number of suppliers; promote open communication among supply-chain partners; develop long-term strategic relationship orientation to achieve mutual gains. Carr and Pearson (2002) also argued importance of purchasing to new product development as regards to selecting qualified suppliers as well as the involvement for product development while McGinnis and Vallopra (1999) argued that purchasing and supplier involvement contributes to higher product quality, achievement of cost objectives, and reduce new product time-to-market. Also Brookshaw and Terziovski (1997); Krause, Pagell and Curkovic (2001) were able to argue that strategic purchasing is capable of retaining a firm competitive priorities of quality, cost, delivery, reliability through the relationship with suppliers In other words, strategic purchasing with regards suppliers involvement can improve an organisation’s performance and customer responsiveness if involved in the planning process thereby increasing the firm’s profits while gaining competitive advantage. Increase in organisation’s costs spent on purchasing activities from external sources as identified by Ramsay and Croom (2008); Baily et al. (1998) indicates the need for reduction in direct materials cost and net capital employed by organisations. Purchasing is able to achieve these reductions with the use of purchasing policies like competitive bidding and collaboration with suppliers to make decisions that ensure quality and logistics arrangement thereby saving cost and adding to the organisation’s bottom line. Strategically placing purchasing in organisations’ decision making process gives it control on purchasing costs and ability to choose a supplier base that is competitive and better than competition. The need for strategic cost management and collaborative innovation and designs, which may require working with external supplier has made organisations rethink their position in the value system and has resulted in the business decision of automating or outsourcing non-critical functions leaving more strategic purchasing tasks. Outsourcing comes from a decision of an organisation to focus on its core activities (Van Weele 2005). This decision is reached when the organisation discovered that performing a function in-house can no longer be carried out competitively, so outsourcing the function to a more proactive organisation allows the advantage to be gained (Baily et al. 1998). In addition, it is not just enough to make outsourcing decisions, the selection of suppliers that will contribute to the organisational goals is critical. Before selecting suppliers, Gadde and Håkansson (1994) argued that the purchasing strategy must be decided, be it single, parallel, multiple sourcing. But Svahn and Westerlund (2009) emphasised that the characteristics of the purchasing strategy, efficiency (cost-driven) or effectiveness (innovation and value-adding), affects supplier selection and way purchasing manages the relationship with suppliers in line with the organisations competitive strategy. Purchasing must be able to assess the capabilities of the suppliers through a series tools like e-procurement, purchasing portfolio management, collaborative tools to identify suppliers that can enable the firm gain competitive advantage. Drake and Lee (2008), through the use of Analytic Hierarchy Process (AHP) were able to emphasise the importance of aligning purchasing strategy with business strategy. They argued that purchasing through AHP is able to prioritise the importance of components for manufacturing or impact on the strategic priorities and that purchasing is able to ensure the uninterrupted flow of materials through selection of suppliers in such a way to meet the corporate strategy and competitive priorities (quality, cost, speed, flexibility) of the firm. Purchasing portfolio analysis suggested by Kraljic (1983) is an important model for strategic purchasing. Kraljic was able to argue that a firm’s supply strategy depends on two factors: profit impact and supply risk and with that identified 4 portfolio quadrants: strategic, leverage, bottleneck and routine. This model proposes that purchasing strategies must be chosen for each supplier. Van Weele (2005) also emphasised that a company’s spend can be categorised using the 20:80 rule; which says 20 percent of suppliers provide 80 percent of supplies and evaluate suppliers according to priority. From these two views, purchasing must be able to identify the suppliers of critical to non-critical products and develop strategies that ensure minimal supply risk and increase buying power. Also, Baily et. Al (2005) suggested that tiering of suppliers can help identify important suppliers and improve partnership with them. Wagner and Johnson (2004) argued that carefully configured, developed, and managed supplier portfolio can contribute to the firm’s value creation and competitive advantage. At this point, purchasing must have a proactive approach to making sure that it identifies supplier that contributes to the organisation the competitive advantage needed. Another importance of purchasing especially when buying capital goods is that it focuses on total cost management. Most buying processes are usually based on the price as indicated by Baily et at. (1998); Van Weele (2005). Baily et at. (1998) sees purchasing as of strategic importance as it able to focus on the total acquisition cost than price and bears in mind the total cost of ownership of capital goods like cost of maintenance, spare parts in the long term. Purchasing is able to contribute to the specifications by informing to other functions of delivery reliability, assuring timely supply of necessary inputs to ensure that the initial purchase price alone is considered but rather the total lifetime cost of equipments are considered to make sure purchasing is adding value to the organisation by reducing cost over time. Again mutual relationship with suppliers can bring about cost, price reduction and ultimately cost transparency as supported by Lamming (1993). E-procurement is another strategic tool for purchasing that can contribute to competitive advantage due to its huge cost savings. William (2003) argued that E-procurement cuts across the whole purchasing process and helps facilitate early supplier involvement as well as minimise complexities and unnecessary costs as real-time information is shared between buyer and seller, it also gives top management visibility as they are concerned with the increased operational spend. E-procurement has contributed to the success of many organisations, for instance, Volvo’s supplier selection (Van Weele 2010) and Gap Inc. to reduce lead-time and overall operations of its retail channels (Demery 2006). Despite the benefits of e-procurement, if top management do not strategically initiate the need for e-procurement, the benefits of it giving an organisation competitive advantage are lost. Conversely, after much consideration of the importance of strategic purchasing to gain competitive advantage, it is necessary to focus on non-strategic purchasing and why it is seen as not important to gain competitive advantage. A nonstrategic purchasing function is task-oriented, while a strategic function makes business decisions as argued by Carr and Smeltzer (2000). Carr and Pearson (2002) also argue that non-strategic purchasing has no contribution to the long-term goals of the firm, are insignificant and of low status. Indeed, if top management of an organisation does not see the importance in the purchasing role in contributing to competitive advantage, it will continue to be seen as non-value adding and just focusing of activities that are non-critical to the successful functioning of the organisation. Altogether, the development in purchasing over time has shown that there is a need by organisations to incorporate into their corporate policies purchasing strategy. Strategic involvement of purchasing for the overall aim of controlling prices, reducing costs, managing supply proactively, and improving quality to successfully deliver goods and services that will satisfy the end-customers and enable the organisation gain sustainable competitive advantage is essential. CONCLUSION At the heart of conventional wisdom lies the argument that purchasing is not strategically important for the organisation to gain competitive advantage. This argument is seen as ungrounded due to the fact that purchasing is gaining importance within the academia and the business environment. The need for reduction of costs, improvement of value-added into the business, better bottom line has led to the improved relevance of purchasing to the performance of an organisation. Purchasing has over the years developed from non-strategic, transactional stage of procuring supplies to a strategic, integrated stage that focuses proactively on the total satisfaction of both internal and external customers of an organisation. Again, the change of purchasing to strategic purchasing, incorporating purchasing strategy into the corporate strategy, for achieving competitive advantage has changed the view of organisations and has led to a rethink of the organisation’s operation to decide the core competences and non-core competences and rather focus on the core ones and sources others from external sources. However, sourcing externally requires effective supplier relationship management. Purchasing in this aspect is able to select suppliers that with collaborate in meeting the organisation’s competitive strategy. Purchasing is also able to use tools and techniques like e-procurement and total cost of ownership approach along with their skills to manage purchasing costs and balance power and dependence between the company and supplier as well as work out strategies to use with different suppliers. Without giving a strategic importance of purchasing, an organisation’s opportunities of gain competitive advantage may be missed. The Purchasing Function Business Essay
Business, compare and contrast – Business management homework help.

Using your current work organization (or an organization of interest) and a second organization in the same industry as the subject matter, research the elements of business, compare and contrast the two selected organizations, and prepare an APA formatted paper that:
Analyzes the basic legal, social, and economic environment in which the organizations operate Analyzes the managerial, operational, and financial issues impacting the organizations including: Company Culture and Performance Promotion Policies Strategic Decisions Making Decision-Making Style Management Style Leadership Style Communication Style Use of SWOT Tool Operations Strategy Framework Assesses how the overall management teams perform in terms of the four functions of management. Identifies and explains the strong points of the managers. Identifies and explains areas in which improvements are needed.  Be sure to use a minimum of  5 external sources to support your analysis.
Submitting your assignment in APA format means, at a minimum, you will need the following:
Title page: Remember the running head and title in all capital letters. Abstract: This is a summary of your paper, not an introduction. Begin writing in third-person voice. Body: The body of your paper begins on the page following the title page and abstract page, and it must be double-spaced between paragraphs. The typeface should be 12-pt. Times Roman or 12-pt. Courier in regular black type. Do not use color, bold type, or italics except as required for APA level headings and references. The deliverable length of the body of your paper for this assignment is 3–4 pages. In-text academic citations to support your decisions and analysis are required. A variety of academic sources is encouraged. Reference page: References that align with your in-text academic sources are listed on the final page of your paper. The references must be in APA format using appropriate spacing, hang indention, italics, and upper- and lower-case usage as appropriate for the type of resource used. Remember, the reference page is not a bibliography, but it is a further listing of the abbreviated in-text citations used in the paper. Every referenced item must have a corresponding in-text citation.
Business, compare and contrast – Business management homework help

AU Cancer Strange Issue to Many Forum.

I’m working on a social work discussion question and need a sample draft to help me learn.

Cancer Resource ForumStudents are to research and post on one novel resource related to needs during the cancer journey. During Weeks 4 and 8, students are to research and review a cancer resource that has not yet been shared in the forum that might be helpful to an oncology social worker or to an oncology patient/family member/caregiver. These resources will be posted to the forum, including a brief discussion on why they felt this particular resource will be helpful, what they gained from this particular resource and why they feel it would be helpful to their colleagues and clients.   Examples of resources are: Financial Resource Review: Find a financial resource (excluding American Cancer Society) that helps pay for any kind of financial need for a patient with a cancer diagnosis. Post your resource, discuss the inclusion criteria, how someone might apply, what restrictions there might be and reflection on how this resource might be helpful.  Resource Review: Find a resource that relates to the cancer journey in any way. Maybe the website provides tips for coping, ways to communicate with loved ones, uses technology to organize care, etc. Post the resource, along with a description of the service it provides, how it can help the oncology patient or provider and what makes this resource especially helpful. Children’s Book Review: Locate three children’s books that are related to coping with cancer. Read and provide a review to the class on the approach the book provided, whether the books pertained to a child with cancer or helping a child cope with a family member’s cancer diagnosis and whether you feel it would be helpful. Article Review: Research a scholarly journal article related to cancer. Post the article, along with a discussion of what you got out of reading it, whether it would be helpful to your practice and why.
AU Cancer Strange Issue to Many Forum

ECO 100 SU Economic Principles Is the GDP Still Accurate in the Digital Age Discussion

ECO 100 SU Economic Principles Is the GDP Still Accurate in the Digital Age Discussion.

GDP is the sum of all income earned in a country during a year. Alternatively, it can be thought of as the value of all production in an economy during a year. But do income and production measure happiness? The way we measure GDP can both overstate and understate people’s happiness and well-being. It understates economic activity and well-being when it doesn’t take into account production that is not exchanged in a market (grandma providing free baby-sitting) and leisure time. It overstates well-being when two otherwise identical activities are measured the same even though one produces more pollution.Reply to these questions to begin your discussion:Should we continue to measure GDP as we do now? After all, the current way of measurement has been used over time, so we can make historical comparisons. But are there problems with GDP that should be fixed? If you don’t think GDP should be changed, explain your reasoning. If you think it should be changed, what changes would you recommend, and why?
ECO 100 SU Economic Principles Is the GDP Still Accurate in the Digital Age Discussion

Managing Recruitment And Selection Business Essay

assignment writing services Managing Recruitment And Selection Business Essay. Recruitment and selection inside an association are the series of deeds by which organization finds expert and suitable labours. This paper will help to explain the effect of both the rule and managerial procedure on the development of recruitment and selection categorize staffs requirements and current a intelligible case for vicissitudes in constipation capitals systemize and conduct a selection procedure, validate a result and keep vital records and also link the selection decisions and plan overview for the selected applicant. By the end of this paper I will get better and better idea about how staffing and selection process correctly comply with available laws and regulations. Task 1 Describe, in summary, the legal instruments impacting on staff recruitment and selection Organizations variation done broken ages of recruitment and selection. Meeting raises to incremental and inter-reliant fluctuations those gradually calm traditional patterns of events. All over convergent epochs, a reminder crams to finish its policy in an ever more articulate and competent mode. Reorientations are system-wide managerial deviations connecting simultaneous shifts in plans, constructions, control distributions, and switch devices. Throughout reorientations, managements do not incrementally recuperate present modes of forming; somewhat, they change to essentially dissimilar functioning modes. Senior managers are principally accountable, during convergent eras, for handling representative consequences that bear recognized drive designs. During reorientations, though, it is the job of older managers both to describe and legitimize practically up-to-date designs of activity. (Virany, Tushman,Managing Recruitment And Selection Business Essay

Philosophy homework help

Philosophy homework help. Suppose a well-meaning colleague tells you, “I am color blind; I teach everyone the same because I believe inequality.” What would be your response(s) to your colleague?,I am color blind; I teach everyone the same because I believe inequality,Suppose a well-meaning colleague tells you, “I am color blind; I teach everyone the same because I believe inequality.”,What would be your response(s) to your colleague?,Length: 1800-2500 words; 4-5 peer-reviewed journal articles,Your essay should demonstrate thoughtful consideration of the ideas and concepts. The one that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect graduate-level writing and current APA standards.,More details;,How many times have you heard someone say that they “don’t see color,” “are colorblind,” . Or “don’t have a racist bone in their body?” Maybe you’ve even said this yourself. After all, the dominant language around racial issues today is typically one of colorblindness. As it’s often meant to convey distaste for racial practices and attitudes common in an earlier era.,Many sociologists, though, are extremely critical of colorblindness as an ideology. They argue that as the mechanisms that reproduce racial inequality have become more covert and obscure than they were during the era of open, legal segregation, the language of explicit racism has given way to a discourse of colorblindness. But they fear that the refusal to take public note of race actually allows people to ignore manifestations of persistent discrimination.,For the first half of the 20th century, it was perfectly legal to deny blacks (and other racial minorities) access to housing, jobs, voting, and other rights based explicitly on race. Civil-rights reforms rendered these practices illegal. Laws now bar practices that previously maintained racial inequality, like redlining, segregation, or openly refusing to rent or sell real estate to black Americans. Yet ,discrimination, still persists, operating through a combination of social, economic, and institutional practices.,Attachments,Click Here To Download,Philosophy homework help

ART 115 Hudson County Community College Art of Ancient Egypt Discussion

ART 115 Hudson County Community College Art of Ancient Egypt Discussion.

I’m working on a art discussion question and need a sample draft to help me understand better.

In two paragraphs answer the following:First paragraph in 200 words: The art of ancient Egypt is based upon the qualities of timelessness and permanence. If our present day culture defines itself in contrast to these two ideals, what has taken their place? What is lost and what is gained by your choices?Second paragraph also in 200 words: Ancient Egyptian culture was extremely hierarchical and militant. Explain how these qualities are expressed in their art.
ART 115 Hudson County Community College Art of Ancient Egypt Discussion

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