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Exhibition of World Art

Imagine you are a curator at your local city’s Museum of Art. You have been asked to organize a small exhibition of objects of art from the cultures of Asia, Africa, and Oceania. Your exhibition should include representative objects that highlight significant and essential ideas of each culture. You may plan to include actual objects in your exhibition, or photographs or models of larger structures or sculptures.

Survey your course textbook and reliable internet websites to locate two art objects from each of the following five cultures: India, China, Japan, Africa, and Oceania (the Pacific Cultures), that you would like to include in your exhibition. Your objects must date to the time period we are studying in this course (1300-Present Day). You will select a total of ten objects for display in your “Exhibition of World Art.”

Then, write a “museum label “for each object within a Microsoft Word document. The following should be on the “label “for each object:

A photograph of the object
Identifying information:
Name of the artist (if known—otherwise, attribute the culture)
Title of the work
Date of the work
Medium/materials used to create the work
Current location
A paragraph of 4-5 sentences describing why the object is representative of its culture and is culturally significant. Briefly explain why you have selected the object for display.
Finally, in a paragraph of 8-10 sentences, write a summarizing overview of your “Exhibition of World Art,” highlighting key similarities and distinctions between the objects you have curated. Imagine that visitors to your exhibition will read this overview as they enter your “Exhibition of World Art,” and

Sample Solution

leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model. The one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the a
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