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chosen‚ one written for a baroque flute‚ and one for a modern flute. From these‚ I should be able to obtain some conclusions about the differences in composition for both flutes. The earliest record of a flute is in a ninth century BCE Chinese poem Shih Ching‚ but the first pictorial evidence of a transverse flute comes from the second century BCE‚ found on an urn in Italy. The transverse flute developed from the recorder‚ and during the baroque period‚ there were four main flutes in use - treble‚ alto
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I. With Book I‚ the text introduces two of the basic themes of the work: what qualities are desirable in a human being and how morality can be reflected in one’s behavior. Different translations offer various interpretations of some of the language from the texts‚ but "virtue" is a recurring quality that is revisited many times. Some translations may introduce the term chun-tzu or junzi‚ translating as "prince" or "gentleman" respectively. In either case‚ the terms refer to a person of superior moral
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The Effect of Terminologies on Attitudes toward Advertisements and Brands: Consumer Product Knowledge as a Moderator Author(s): Shih-Chieh Chuang‚ Chia-Ching Tsai‚ Yin-Hui Cheng and Ya-Chung Sun Reviewed work(s): Source: Journal of Business and Psychology‚ Vol. 24‚ No. 4 (Dec.‚ 2009)‚ pp. 485-491 Published by: Springer Stable URL: http://www.jstor.org/stable/27753928 . Accessed: 19/02/2013 01:24 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at
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ORGANIZATIONAL BEHAVIOR Case Analysis – Acer‚ Inc: Taiwan’s Rampaging Dragon EXECUTIVE SUMMARY Stan Shih founded Multitech‚ now known as Acer‚ in 1976. Empowered by Shih’s vision and management style‚ the company grasped every opportunity that came its way. It grew from a 11-employees company to a 5000 employees company in no time. The company‚ however‚ after generating profits for years‚ went through the painful professionalization of its management. Change in the competitive dynamics in
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Bibliography: B1. 工黨「父親節」工時問卷調查報告(2012-06-17) http://cheungchiuhung.org.hk/wp/wp-content/uploads/2012/06/workhoursurvey.pdf B2. (Chinese) Professor Francis T B5. (Chinese) Shih Wing Ching (2005-05-05) Apple Daily‚ Hong Kong B6. (Chinese) Golden forum‚ Hong Kong A2. (Portuguese) 勞動關係法 Lei das relações de trabalho‚ REGIÃO ADMINISTRATIVA ESPECIAL DE MACAU‚ 2008.8.18 (retrieved on 2013-02-01) http://bo.io.gov.mo/bo/i/2008/33/lei07
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Taiwan’s number-one exporter. Stan Shih‚ the company’s founder‚ built Acer into one of Taiwan’s most successful companies. Despite Acer’s success‚ the company had trouble breaking into the American market. In the late 1990s‚ Shih noted‚ “In the United States and Europe‚ we are relatively weak. The local players there are very strong. The problem is that we don’t have good experience in marketing in those regions. It’s a people issue‚ not a product issue.” Shih discovered that building enterprise
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Ancient Egyptian Mythology Shih S. (1997-2000). Death in Deir El- Medina: A psychological assessment. JSSEA 27‚ P62-78 In Shih article‚ death in Dier El-Medina: a physiological assessment‚ he offers a unique perspective on how funerary practices and beliefs by modern standards were psychologically functional as part of the process of mourning. He makes use of the archeological records to figure out the pattern in which the funeral practices are carried out‚ so as to assess death under a psychology
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CASE: ACER‚ INC.: TAIWAN ‘S RAMPAGING DRAGON In comparison to Stan Shih‚ Leonard Liu was a Taiwan-born‚ US based senior IBM executive “with a reputation for a no-nonsense professional management style”. On the other hand‚ Stan Shih had a more frugal approach to management and delegated a decision making responsibilities to his employees to harness “the natural entrepreneurial spirit of the Taiwanese. Shih believed in a “hands off” style of management‚ bias for delegation and an informal manner
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(OEM) basis for well-known global companies such as IBM‚ Dell‚ and Hitachi. As company founder‚ chairman‚ and CEO‚ Stan Shih built Acer Inc. into one of Taiwan’s most successful companies. Despite Acer’s success‚ the company had trouble breaking into the American market. Between 1995 and 1997‚ Acer’s U.S. market share dropped from 15 to 5 percent. In the late 1990s‚ Shih noted‚ “In the United States and Europe‚ we are relatively weak. The local players there are very strong. The problem is
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