Holmes

Herman Webster Midget was the first American serial killer the terrorized Chicago in the late sass's, yet he was a slave to his own mind and his own disorders. Herman, who Is also famous as H. H. Holmes had two personality disorders that drove him to commit the actions that he committed. Evidence shows that Holmes had personality disorders Like narcissistic personality disorder and antisocial personality disorder. H. H Holmes shows signs of antisocial personality disorder in many ways. To begin with, Midget started at an early age torturing animals (CNN).He used to be afraid of actors but one day he had an experience with a skeleton and after that he was changed forever. Also in his famous castle there was remains of bodies in the basement with pure evidence of torture. It is evident that Dry. Holmes tortured these young women with no evidence of any remorse. (How Stuff Works). Dry. Holmes himself that he was slowly and slowly turning into the devil since he didn't feel any remorse o r anything of such towards his victims (H. H. Holmes; Master of Illusion, chapter 17).The treatment for antisocial personality disorder Is very tricky but usually most actors use operant conditioning-rewarding the good actions and punishing the Illegal ones-(Notational Library of Medicine). Of course such treatment was not present In the time of Dry. Holmes so he had no way of getting help. Another personality disorder Dry. Holmes had was narcissistic personality disorder. Narcissistic personality disorder is when a person has an inflated self image and inflated goals that he will stop at nothing to achieve them.This was the case with Midget, as a matter of fact, Herman killed his con-partner in order to perfect a con on an insurance company to get some extra money. H. H. Holmes; Master of Illusion, chapter 3). Having shown that he doesn't really care about his friend or anyone he supposedly had an emotional attachment with, he proved that he has narcissistic personality disorder. T his might be caused by his father's beating to him and his abuse. The only way to truly treat that Is through talk therapy so he can try to form deeper connections with people he should be familiar Walt(Notational Library of Medicine).Again, this kind of treatment wasn't available in the time of Dry. H. H. Holmes so he had no opportunity to seek help. Some people might argue that Dry. Midget had a form of fetishism paraphernalia since he picked out his victims to be young blonde women. Thyrotrophic, or attraction you hair could have been the reason for his choice of victims (Right Diagnosis). The treatments of this include psychoanalysis, hypnosis, behavior therapy, cognitive therapy, drug therapy(Relight Diagnosis). It's very unclear whether he had this disorder or not. All In all Dry. H H Holmes had a lot of personality disorders that led him to become the monster he was.

South African Financial Industry

Non-traditional participants continue to aggressively explore revenue opportunities offered by the South African banking industry. The increased market threats, highly competitive and continually changing environment has led to Strategy& (2017) to refer to it as â€Å"a market place with no boundaries†. Figure 1 below, shows how the South African financial industry has progressed into the current state from just over a decade ago. The environment is characterised by intense competition, globalisation, heightened customer mobility and demand and deregulation (Bedeley, 2014; The Banking Association South Africa, 2014). Advancements of digital solutions has been the key enabler for the non-traditional participants to re-shape their value proposition and endeavour into the banking market. This has resulted in empowered global customers (Somal, 2017). To combat the increasing threats and outperform the new entrants, traditional banks continue to seek out digital transformational strategies (Bedeley, 2014; Somal, 2017; Strategy&, 2017). To South African traditional banks, the more threatening challenge is customer retention over attraction (Bedeley, 2014). They acquire vast customer data from the large market share evident in the second paragraph. This data continues to emerge at an alarming rate, due to increased market shared, increased customer base and innovation (Bedeley, 2014). The South African Banks have the opportunity to develop more customer centric strategies to respond to the wealth of data at hand. The key lies with translating this customer data into insight to enhance relationships with existing customers. Referred to, in the modern age, as data analysis. Data collection and analysis need to be a crucial part of business strategy (Somal, 2017). Data analysis depicts what has changed, and how to respond to it (McKinsey&Company, 2018; SAS, 2018). This implies the data capture, storage, processing and analysing strategies must make full use of the technologies available to take up the challenges born from the data surge (Bedeley, 2014). Harvesting data and looking for patterns and anomalies to provide insight lead to better business decision making and outcomes. This is not limited to, but includes, reduces operational costs, business risk analysis, reduced business uncertainty, consumer behavioural predictions, and guide smarter strategies to optimise current offerings or develop new ones (Bedeley, 2014; EY,2017; Stringfellow, 2014). Collecting and analysing customer data is not a new trend, the challenge is storing vast amounts of data, but, new technologies have relieved that liability (Forrester, 2018; TDWI, 2011). Organisations that adopt data analysis surpass their competition by 5% in productivity, and 6% in profitability (EY, 2017; Stringfellow, 2014). According to EY (2017), by 2020, each human being will generate 1.7 megabytes of new information per second. And, in the past two years, human beings have generated more information in the history of humankind. Effective internal and external knowledge management grants organisations the agility to detect opportunities and threats (e.g., reacting to new products or services of competitors); grasping possible opportunities (e.g., expanding into new markets), and staying afloat in a market whilst possessing competitive advantage (e.g., digital strategies to deliver efficient products or services) (Cà ´rte-Real, Oliveira & Ruivo, 2017; Bedeley, 2014; EY, 2017; McKinsey&Company, 2018).Understanding the South African MarketThis section aims to put into perspective the current market that South African banks serve. In 2017, 80.1% of South Africans lived in formal dwellings, 16.5% in informal dwellings, and 5.5% in traditional dwellings (StatsSA, 2017). According to a report by Standard Ba nk (as cited by BusinessTech, 2014), the poorest of the households in South Africa account for 62.3%, with members who earn a combined income of R7, 167 per month. Middle class households, earning from R86, 001 to R1.48 million per annum, account for 26.4%. Affluent households account for 0.4%, with an income of more than R2.36 million per year. The bank notes, only 5.5% of households possibly have the capability to save each month; Furthermore, the affluent households have a 65% saving capability each month of their income after-tax. The poor households contribute 11.2% to the country's income, the middle class contribute a total of 64.6%, whilst the affluent contributes 22.6%. This report highlights the severity of inequality in South Africa, whilst on the flip side highlights growth in the middle class (BusinessTech, 2016). Businesslive (2017) states, in the fourth quarter of 2016, there were 24.31-million credit consumers in South Africa, which is 8 million more than the employed South African population; Moreover, two out of every five credit-active consumers have an impaired record, which is 40% of the 24.31-million credit-active consumers; However, other debt including loan sharks debt were not included. In 2015, the World Bank report, declared South Africans as the world's largest debtors (Businesslive, 2017).?Costumer Satisfaction Index for the South African Banking IndustryIn the fourth quarter of 2017, Consulta released a Customer Satisfaction Index (SAcsi) for the South African banking industry. This satisfaction index is based on brands exceeding or falling short of customer expectations, and the respondents' idea of the ideal product to achieve an overall result out of 100 (Consulta, 2017). The report reveals the degree of satisfaction of South Africans with their banks. Survey participants included 13,099 bank customers across various segments selected at randomly (Consulta, 2017). The table below shows the year-on-year SAcsi scores for the South African traditional banks from the year 2017 till 2017. Absa shows a decline in the past three years, dropping from 74.8 in 2014 to 73.3 in 2017, resulting in obtaining the bottom position among the banks included in the benchmark. Standard bank previously held the last position, but, made a recovery with a substantial 3.3% increase in 2017 from the previous year. Nedbank suffered a 0.9% in 2017 from the previous year, 2016 77%, obtaining a 76.3% moving it to below the industry average of 77%. FNB obtained a 0.4% decrease in 2017 from the previous year, 2016 81.3%, but remains above the industry average. Capitec customers have remained the most satisfied for past five consecutive years. The 2017 Capitec score was 85.3%, 8.3% above the overall industry average.Gap Withing the South African Banking Industry Regarding Data AnalysisBanks are only using a portion of the customer data that is available to them to generate insight to optimise current offerings. The reasons for the low insight is silos and organisational structures, skills and talent gaps, data privacy, regulatory and legal framework or ethical issues and high costs associated to data analysis strategies (Somal, 2017). This prevents them from responding to changing customer needs; hence, leads to missed revenue opportunities. By prioritising data analysis to a key component to daily decision making, South African Banks can be equipped to integrate data from the different sources and develop solutions to better serve their customers, which will deliver noteworthy benefits (Strategy;, 2017). The outcome of this section suggests that with data analysis South African banks can provide business value by facilitating the acquisition of supply chain and marketing knowledge (Cà ´rte-Real et al., 2017). That translate to the right person offered the right product on the right device at the right time (Bedeley, 2014). Since banks have so much data available with the necessary analysing tools, they have a 50% chance of retaining a customer that is about to leave (Somal, 2017). Section three forms the fundamentals of the investigation of this paper. The section begins with the use of insight harnessed from customer data analysis to enhance customer experience by reviewing closely related literature; and then grants much needed detail on the data required for this resolution; how it will be collected from diverse sources to build better models and gain more actionable insights; improved to generate the right results and avoid making incorrect conclusions; and analysed for better decision making. The section concludes by presenting some key challenges and benefits of data analysis.

Jetblue Airways: Managing Growth

Jet Blue Airways; Managing Growth 1. Jet Blue? s Business- level strategy; value and cost drivers Jet Blue uses to create and maintain ist competitive position Founded by the discount airline veteran David Neeleman in 2000, JetBlue Airways has quickly become one of the largest discount airlines in the United States. Starting primarily by serving the East Coast, the airline has since expanded throughout the country and entered the international market.The reasons for its early success are numerous: JetBlue entered the market with one of the largest levels of liquidity of any start-up airline; it met the needs of customers’ whose primary concerns are price and route; and it successfully defined its brand and differentiated itself from competitors by offering an above average customer experience and amenities for a discounted price. They are offering fares with the â€Å"point to point† system. JetBlue? s business-level strategy is therefore a mix of cost-leadership and di fferentiation.David Neeleman’s idea behind JetBlue was to start a company that combined the low fares of a discount airline carrier with the comforts of a small cozy den in people’s homes. His vision involved both business and leisure customers to have cheap and affordable flights throughout the United States and abroad on newer aircraft that are not only comfortable, but are equipped with modern entertainment options, and a customer centric business model which makes customer service a number one priority.In contrast to its competitors, for example, JetBlue offers fares up to 65% lower but added comfort features such as assigned seating, leather upholstery and satellite TV on individual screens in every seat. Moreover, they are practicing a â€Å"get-to-the-destinations-at-all-costs† culture, which makes it their declared aim never to cancel a flight. JetBlue Airways does not operate to a traditional mission statement; rather, it operates to a set of core value s: Safety, Caring, Integrity, Fun, and Passion. 2. Strategic group map of the airline industry; positioning to create a strategic competitive advantage ompany| Routes serviced| Prices| size| Continental | 292| 1,586| 44939| Delta| 587| 1,009| 118856| Southwest| 97| 0,775| 77693| JetBlue| 71| 1,371| 14729| American| 336| 0,186| 745700| United| 180| 1,706| 67000| The biggest and simultaneously oldest airline companies are United, American, Delta and Continental Airline. This is why they are referred to as legacy carriers. Their strategic competitive advantage is the hub and spoke system. In this system, airlines created hubs at specific airports where thousands of passengers were shuttled to their connecting flights, the so called spokes.In doing so, these airlines can ensure to keep costs low and protect market share. Another argument strengthen this strategy is that passengers can travel between numerous destinations without changing airlines. Delta uses this strategy to dominate ge ographical segments of the market, for example Atlanta. Southwest Airlines on the other hand established a completely different strategy. They take passengers direct between cities, which is referred to as point to point. Additionally, Southwest is using secondary airports serving major metropolitan areas.With their different strategic advantage, they are able to attract another target market. Because they offer fares between cities that are often less than 500 miles apart, they targeted customers that would have otherwise traveled by car. In this way Southwest maintains high levels of plane utilization while keeping its operating costs low enough to support its discounted fares. Another part of their strategy is their reliance on a single type of plane, the Boing 737. This allowed them to standardize ground and flight personnel training which decreased the airline? average turnaround time between landing and starting again. Moreover, Southwest focuses on customers whose priority is low-cost, on-time performance. There are no complications for customers, like seat assignments. Therefore, Southwest as well as Jet Blue are considered as low cost carriers (LCC). Jet Blue offers fares up to 65 per cent lower than legacy competitors. Jet Blue Airways positions itself by connecting large, typically northeastern, US cities with warmer cities in the southeast. Jet Blue? s emphasis is like Southwest? s on low fares and point to point transportation.Jet Blue entered the market like Southwest with only one machine, the A320. In this way they could ensure serving a variety of medium- and long-haul routes and numerous overnight flights. Jet Blue could also standardize its training and servicing processes around the aircraft. This allowed them to gain flexibility in scheduling and capacity management. Another feature for customers to make travelling with this airline more attractive are added comfort features such as assigned seating, leather upholstery and satellite TV on individual screens in every seat.Their key principle was that flight cancellation should be avoided at all costs. In 2005, Jet Blue broadened their portfolio in entering the market of medium-sized cities, which was served only by regional airlines. They entered this market using a new midsized aircraft called E190. In launching this new machine, they were able to use synergy of combining the A320 and the E190 profitably while serving now smaller and bigger airports. This portfolio mix gives Jet Blue a yet matchless, strategic competitive advantage compared to the other airlines.Their goal now should be to improve the synergy between the two machines and the profitably run their fleet with the optimum amount of aircrafts. 3. Strategy/ structure needed to support the A320 versus the E190; reconcilable differences? ; opportunities for synergy The new developed strategy of Jet Blue was to acquire enough E190 aircrafts to serve medium- sized cities to provide a steady flow of passengers to fill the seats on the longer-haul routes of their A320 aircrafts. A big advantage of this system was that it also worked the other way around.Jet Blue turned out to have an enormous advantage in comparison to the regional airlines, because the E190 had more seats than the traditional RJ. They could use the best option for efficiently serving medium-sized markets while offering passengers more comfort, because they did not had to face limitations on the size of the planes as RJ did. Therefore, Jet Blue has to overcome some essential problems caused by significant differences between these two aircrafts. On the one hand, the E 190 is operated at 12 per cent greater costs than the A320, therefore 34 per cent less costs than for a typical RJ.The E 190 was a great innovation because it could target a wider range of profitable destinations with a greater seating capacity to feed into A320 flights. This results in higher loads and improved economics for Jet Blue. The breakeven load for the E190 of 75-80 per cent was much lower than for the A320, which made is easier to introduce service into new markets. One of the problems is that it takes up to 40 to 50 airplanes before a company benefits from economies of scale. And while taking delivery of the new E190, Jet Blue continued its purchases of A320 aircrafts.Reasons therefore are that this machine had proven to be an extremely reliable machine, and Jet Blue had standardized its operations around this plane. Another concern is the dual certification for pilots . It was simply not feasible for a pilot to simultaneously obtain enough flights as an E190 captain and as an A320 captain. This means pilots could only fly one of the two machines. This brought up another issue: An A320 captain received higher hourly wage rate than an E190 captain.This is why they had to keep pace with the A320 deliveries. The short-haul routes served by the E190 increased revenues but they also increased costs. The reason therefore is as mor e frequent flights required E190 aircrafts to spend more time on the ground than the A320 for taxiing, loading, and unloading between flights because the processes were not standardized yet. This resulted in a disadvantage in accumulating flying hours for pilots, because they get only credit for time spend in the air.Any time spend on the ground was not included. This affected their whole seniority and income availability, which is tied to the number of airplanes they take. Additionally, the E190 has non-skid flooring on the cargo bins as a safety feature to prevent baggage handlers from slipping on the floor while loading and unloading. Although it was intended to be a good thing, it increased loading time and also increased the potential for strains and back sprains as handlers had to lift bags they previously have slid.Also flight attendants had to make significant adjustments. The E 190 had smaller galleys from which to serve customers. The shorter duration of E190 flights provi ded less time for the attendants to provide the high level of service to which jet Blue passengers had become accustomed. The work of the employees in charge of servicing and maintaining Jet Blue? s fleet also increased considerably. They had now two completely different machines to take care of manufactured by different companies. This created additional operating complexity.This is why they decided to invest in maintenance capabilities. The last and most important group affected by the differences between the two machines is customers. Changes in their behavior and expectations are required. Especially concerning to the carry- on baggage, because the storage bins are from different sizes. This means passengers can take the same baggage in one machine as hand luggage, on the other machine they need to check it at the gate. There are enough opportunities for synergy effects.The system of the two machines working together is still in its introductory phase. Once these difficulties an d maintenance and special level of service for the customers are overcome, the synergy should run pretty well as it was intended to be. 4. Efforts of JetBlue to repair damage to its reputation; successful efforts? Necessary/ successful change in CEO? The Valentine ? s Day crisis that would later be referred to as „the worst operational week in JetBlue? s seven-year history,â€Å" began on February 14, 2007 when flights from JFK were heavily booked.Although the snow lingered longer than expected, JetBlue boarded its flights. As the snow turned to freezing rain the FAA prohibited domestic flights from taking off. This winter storm that enveloped the New York metropolitan region and JetBlue’s hub at John F. Kennedy International Airport left hundreds of the company’s passengers stranded aboard planes on the tarmac, some for as many as ten hours. Hundreds more waited in vain in the terminal for flights that the airline would eventually cancel.The flight disruptions at JFK plunged JetBlue’s entire operation into chaos, forcing the carrier to cancel more than one thousand flights over a six day period. In the morning of this Wednesday, JetBlue? s executives and employees had no idea that an operational catastrophe was about to happen, one that would threaten the company’s financial stability and tarnish its otherwise sterling public image. David Neeleman stepped down after the Valentine’s Day incident in 2007 only because his organization failed to deliver on its principles of excellent customer service.To restore its reputation, JetBlue embarked on a bold and unconventional image restoration campaign that included issuing disarmingly candid public apologies and a radical new covenant between the company and its customers called the â€Å"JetBlue Airways Customer Bill of Rights. † The change of management was instituted to help rebuild JetBlue’s tarnished reputation and to develop innovative strategies which wo uld prevent situations like that from ever happening again. The CEO described the bill of rights as a written covenant between the company and its customers.The bill of rights specified in no uncertain terms the monetary compensation customers would receive if JetBlue failed to meet certain performance benchmarks, such as ground delays after landing. The Bill of Rights, allowed JetBlue to strengthen its brand among loyal customers and even those who were affected in the airline’s operational difficulties at JFK and other airports across the country. Additionally, the announcement of the Bill of Rights served as a powerful introduction to countless other air travelers who had yet to fly with the airline.In addition, the Valentine’s Day crisis taught the Corporate Communications group valuable lessons about using the Web and social media. For example, the corporate communication team arranged for Neeleman to appear on more than a dozen television news and talk show progr ams on February 20, including The Today Show and The Late Show with David Letterman. Neeleman had already starred in videos posted to JetBlue’s Web site and YouTube in which he said he was â€Å"humiliated and mortified† by the company’s failures.Through numerous written and spoken mea culpas, Neeleman begged JetBlue’s customers for forgiveness. I feel that JetBlue? s powerful brand, corporate structure, and agility as a smaller airline should enable it to rebound from the Valentine? s Day crisis in 2007 and beyond. Of course, the events that began at JFK will not soon be forgotten by the public or the organization, but the issuance of the JetBlue Airways Customer Bill of Rights and the apologies demonstrated the airline’s commitment to its patrons over the long term, not just in the days and weeks following the onset of the crisis.

Tradition & Innovation (History of Architecture)

Tradition & A ; Innovation ( history of architecture ) Much great architecture of the yesteryear has proceeded by polishing rigorous conventions without truly oppugning them. A much smaller organic structure of work has moved frontward through extremist invention. Use illustrations to demo ( among other things ) that what appears to be radicalism or preservation is non ever what it seems. You could follow a sequence in one topographic point ( such as Brunelleshi ‘s Florence or Pericles ‘ Athens ) or run more widely pulling trial instances from assorted times and topographic points. The Athenian Parthenon has captured the imaginativeness for about two and half thousand old ages. Writers frequently speak of it as the finest architectural accomplishment of the Greeks, incarnating the classical values of harmoniousness and restraint, composure, pose and repose, proportion and economic system ( eg Sowerby 1995, 168 ) . However, the Parthenon is simply one of legion edifices completed as portion of the alleged Periclean edifice programme of the 2nd half of the 5th century BC, which can be examined for the manner their designers made usage of tradition and invention. Other edifices, such as the hypostyle Periclean Odeion that owes much to non-Greek Iranian traditions, likely due to their province of saving and less appealing scene, have tended to be sidelined in treatments of this nature, but are of import however. This essay will first discuss invention and tradition in the development the Grecian temple from its beginnings to the mid-fifth century BC and so research invention and tradition in the Periclean edifice programme itself, associating these to the wider context of Grecian temple architecture. For the Greeks, architecture was a term reserved for public and sacred edifices as opposed to private and domestic buildings ( Whitley 2001, 279 ) . Of these public and sacred edifices, the temple is possibly the most well-known and characteristic signifier, which besides incorporated into their programme sculpture, painting and composing ( Richter 1987, 19 ) . Temples possibly developed from the Mycenaean megaron, a rectangular edifice with a columned porch that formed the cardinal edifice of Late Bronze Age castles ( see program in Stierlin 2001, 34 ) but their beginning in early apsidal edifices, such as that of Lefkandi seems more assured ( see program in Johnston 1993, 25 ) . The architectural significance of these edifices is that they make usage of the colonnade, making an outer portico around the cella ( the inside edifice ) and can therefore be described as peristyle or peripteral ( of a temple ) . Presumably this development occurred from the practical concern of roofing th ese big edifices, which besides used an axial colonnade for support, but was retained, going possibly the specifying feature of Grecian temples, surely still seeable in those of much later periods including the Periclean Parthenon. The reversible roof besides led to the creative activity of a pediment, the triangular infinite or gable formed by the roof above the entryway that would be used to border architectural sculpture. An early illustration of such a adorned pediment from the early 6th century BC is from the temple of Artemis on Corfu ( Johnston 1993, 47-48 ) . It is interesting that, for whatever ground, the apsis was non retained in ulterior edifices and alternatively an opisthodomos ( an unfastened room at the dorsum of the temple, sometimes used as a exchequer ) was sometimes present ( for a temple groundplan see Richter 1987, 22 ) . These alterations in layout are shown by the sequence of temples at Thermon between the 9th and late 7th centuries BC ( see program in Stierl in 2001, 42 ) . Thus the development of the temple signifier was one in which tradition and invention can be seen from the beginning. The earlier edifices were non the great marble buildings of ulterior times but were constructed of wood with thatched roofs ( Stierlin 2001, 44 ) . Over clip rock and tile came to replace wood ; sometimes instead than strike harding down a temple and get downing from abrasion, wooden columns would be replaced in situ by rock columns in a procedure known as petrifaction ( Stierlin 2001, 46 ) . The ancient Greek tourer and author Pausanias ( 5.16.1 ) vividly described an ancient oak pillar still in topographic point in the rock temple of Hera at Olympia. Columns of assorted diameters made up of different Numberss of column membranophones can still be seen at this temple, attesting to the ad hoc nature of the temple’s transmutation. Replacing wood with rock besides led to the petrifying in rock of some of the noteworthy architectural characteristics of the wooden temples – fluted columns, triglyphs, dentils, gutae, roof building and coffering for illustration ( see Boardma n 1993, 122 and Richter 1987, 25 for illustrations ; Stierlin 2001, 48 ) . This heterotaxy into rock conserved the signifier of temples that had developed in wood but the act of petrifaction is itself advanced. It might be speculated that rock immortalised the temple and made it a adjustment and lasting place for the God. Before continuing to discourse tradition and invention in the Periclean edifice programme, a few words should be said about the development of the two chief Grecian orders, the Doric and Ionic ( see comparative illustrations in Stierlin 2001, 49-50 ) as these are cardinal to understanding the development of the Acropolis. The Doric order developed in the Grecian mainland and Greek southern Italy and Sicily and is typified by broader columns without bases, tapering towards the top, heavier entablature with jumping triglyphs and metopes, the latter sometimes with carven ornament ( Stierlin 2001, 52 ) . A hexastyle ( sic column ) facade was usual. The Ionic order developed subsequently ( c590BC ) in Grecian Asia Minor. Columns were more slender, had moulded bases and were non markedly tapered. The capital had two spiral-scroll spirals and the lighter entablature was non broken into triglyphs/metope form, leting uninterrupted ornament. From the groundplans, Ionic temples, such as that of Heraion at Samos and Artemision of Ephesus besides appear more hypostyle than peristyle, holding two ( dipteral ) rows of columns instead than the Doric one and frequently with an octostyle ( eight column ) frontage ( see programs in Stierlin 2001, 105, 106 ) . The two orders have been contrasted as masculine, knee bend, unsmooth and feminine, elegant and refined severally ( Stierlin 2001, 49 ) and at the clip of the Periclean edifice programme were ‘still basically distinguishable regional styles’ ( Rhodes 1995, 54 ) . The Periclean temple to Athena Parthenos, or Parthenon, was built between 447 and 438BC by the designers Iktinos and Kallikrates and the sculpturer Phidias, and formed the centerpiece of the edifice programme of the political leader Pericles ( Stierlin 2001, 183 ) . This programme sought to laud Athens and in the instance of the Acropolis, to retrace the temples burned by the Persians in the early 5th century BC. It has been said to tag ‘the flood tide of the Doric style’ for the harmoniousness of its proportions, the polishs in its construction and its sculptural ornaments ( Richter 1987, 33 ) . However, in comparing to the somewhat earlier temple of Zeus at Olympia ( finished about 460BC ) , we can see that while the latter is about strictly Doric in manner, ‘the Parthenon’s signifier and spirit partakes liberally of the Ionic’ ( Rhodes 1995, 74 ) . This combination of Doric and Ionic can clearly be seen on a groundplan ( eg Stierlin 2001, 191 ) , w hich reveal an octostyle peripteral Doric portico ( 8 by 17 columns ) , instead than a Doric hexastyle, while six more slender Doric columns behind the octostyle frontages suggest a dipteral colonnade, an Ionic characteristic. The cella was divided into two suites, a smaller western room, the Hall of the Virgins and the eastern naos that housed the statue of the Athena, both approached from the exterior and non connected. The Hall of the Virgins contained four Ionic columns while the naos was divided into three naves by a overlying Doric colonnade following the walls and returning behind the statue, a first in temple architecture ( Rhodes 1995, 87 ) . Of class the usage of an Ionic frieze around the cella should non be overlooked. The Parthenon seems advanced in its deliberate commixture of Doric and Ionic elements ( Rhodes 1995, 146 ) . However, some of these elements that may look advanced can be found elsewhere and on much earlier temples. For illustration, the 6th century Doric peripteral temple of Artemis on Corfu had an octostyle facade and the same proportion of columns ( 8 by 17 ) as the mid-fifth century Parthenon, every bit good as two rows of columns in the cella ( Lawrence1996, 77 ) . The temple of Athena at Paestum in southern Italy is a Doric hexastyle temple of around 510BC but the interior portico utilizations eight Ionic columns in an Ionic agreement ( Stierlin 2001, 74 ; see program in Richter 1987, 30 ) . It was besides noted that the Parthenon made usage of overlying porticoes in the naos ( see Reconstruction in Boardman 1993, 118 ) . These were besides used in the modern-day 2nd temple of Hera at Paestum ( 460-440BC ) and Stierlin suggested that in the instance of the latter they may hold been used as a deliberate archaizing component, mentioning to the temple of Aphaia on Aegina, built around 500BC ( Stierlin 2001, 79 ; comparison exposures in Stierlin 2001, 78 and 148 ) . In a needfully ( to suit the expansive statue of Athena ) broad temple like the Parthenon, 30.88m at the stylobate, they may hold been more practical every bit good as attractive. It can so be seen that while the Parthenon may be advanced in the context of mainland Greek temples, there are analogues in the Grecian temples of southern Italy and Sicily that provide case in points for blending Doric and Ionic characteristics ( Rhodes 1995, 198n12 ) every bit good as characteristics from Archaic temples on Corfu and Aegina. The frequently discussed architectural polish of the curvature or splaying of the Parthenon was besides a traditional Doric solutions to drainage, although in the Parthenon it succeeds in forestalling the temple from looking knee bend ( Rhodes 1995, 74 ) . The chief factor in the l ayout of the Parthenon was in fact the older temple that it replaced, instead than any genuinely fresh programs. The designers of the Parthenon did non work in isolation but in a cultural and lingual zone stretching from Italy to Cyprus, with mainland Greece in the center and while the Parthenon is every bit alone as every Grecian temple it may be said to hold incorporated traditional inventions in a traditional manner. Traveling on to see briefly two other Periclean edifices on the Acropolis, the Erechtheion and the Propylaia, the Erechtheion, ceremonially the most of import edifice of the Acropolis, is a existent invention in the sense that instead than being a canonical temple, it is fitted to the mythic and physical landscape of the Acropolis. As such, it was constructed on two degrees, though with three different roof degrees, and incorporated the cults of Athena in the east cella, and Poseidon-Erechtheus in the West cella and north porch ( Rhodes 1995, 131-36 ) . The Erechtheion is Ionic in its columns and friezes and provides a complement to the Parthenon with its human-shaped Karyatid columns following a hundred twelvemonth old Ionic tradition begun by the Siphnian Treasury at Delphi ( Stierlin 2001, 208 ) . The Propylaia, or gateway to the Acropolis foreshadowed this balance once more by integrating both traditional Doric hexastyle outside combined with an internal Ionic colonnade. Rhodes s ays of its designer: ‘Mnesikles’ greatest part to the history and way of Grecian architecture was likely his vision of Doric and Ionic as equal constituents of a greater Grecian architecture’ ( 1995, 73 ) . It is possible that in a sense the Parthenon is more important to its modern adorants than its builders and that there is a desire to warrant this by mention to invention. Grecian temples were built non on subjective rules of aesthetic beauty but on mathematical and spiritual rules of harmoniousness and temples that reflected a peculiar harmoniousness were successful ( Stierlin 2001, 64-74 ) . The Periclean edifice programme did non radically innovate from a inactive or dead tradition: the edifices examined above surely did unite many elements to accomplish their alone purposes but so no two Grecian temples were of all time the same. Throughout their 1000 plus twelvemonth history, Grecian temple edifices and their builders combined traditional elements with limited inventions that by and large belonged to the temple edifice tradition guided by the rules of harmoniousness –a temple should be temple, after all.BibliographyBoardman, J. 1993. ‘The Classical Period’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 83-150. Johnston, A. 1993. ‘Pre-Classical Greece’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 11-82. Lawrence, A.W. and Tomlinson, R.A. 1996.Grecian Architecture.( 5Thursdayedition, Pelican History of Art ) . New Haven and London: Yale University Press. Rhodes, R.F. 1995.Architecture and Meaning on the Acropolis.Cambridge: Cambridge University Press. Richter, G.M.A. 1987.A Handbook of Greek Art.( 9Thursdayedition ) . Oxford: Phaidon. Sowerby, R. 1995.The Greeks.London: Routledge. Stierlin, H. 2001.Greece from Mycenae to the Parthenon.Koln: Taschen. Whitley, J. 2001.The Archaeology of Ancient Greece.Cambridge: Cambridge University Press. Tradition & Innovation (history of architecture) Tradition & A ; Innovation ( history of architecture ) Much great architecture of the yesteryear has proceeded by polishing rigorous conventions without truly oppugning them. A much smaller organic structure of work has moved frontward through extremist invention. Use illustrations to demo ( among other things ) that what appears to be radicalism or preservation is non ever what it seems. You could follow a sequence in one topographic point ( such as Brunelleshi ‘s Florence or Pericles ‘ Athens ) or run more widely pulling trial instances from assorted times and topographic points. The Athenian Parthenon has captured the imaginativeness for about two and half thousand old ages. Writers frequently speak of it as the finest architectural accomplishment of the Greeks, incarnating the classical values of harmoniousness and restraint, composure, pose and repose, proportion and economic system ( eg Sowerby 1995, 168 ) . However, the Parthenon is simply one of legion edifices completed as portion of the alleged Periclean edifice programme of the 2nd half of the 5th century BC, which can be examined for the manner their designers made usage of tradition and invention. Other edifices, such as the hypostyle Periclean Odeion that owes much to non-Greek Iranian traditions, likely due to their province of saving and less appealing scene, have tended to be sidelined in treatments of this nature, but are of import however. This essay will first discuss invention and tradition in the development the Grecian temple from its beginnings to the mid-fifth century BC and so research invention and tradition in the Periclean edifice programme itself, associating these to the wider context of Grecian temple architecture. For the Greeks, architecture was a term reserved for public and sacred edifices as opposed to private and domestic buildings ( Whitley 2001, 279 ) . Of these public and sacred edifices, the temple is possibly the most well-known and characteristic signifier, which besides incorporated into their programme sculpture, painting and composing ( Richter 1987, 19 ) . Temples possibly developed from the Mycenaean megaron, a rectangular edifice with a columned porch that formed the cardinal edifice of Late Bronze Age castles ( see program in Stierlin 2001, 34 ) but their beginning in early apsidal edifices, such as that of Lefkandi seems more assured ( see program in Johnston 1993, 25 ) . The architectural significance of these edifices is that they make usage of the colonnade, making an outer portico around the cella ( the inside edifice ) and can therefore be described as peristyle or peripteral ( of a temple ) . Presumably this development occurred from the practical concern of roofing th ese big edifices, which besides used an axial colonnade for support, but was retained, going possibly the specifying feature of Grecian temples, surely still seeable in those of much later periods including the Periclean Parthenon. The reversible roof besides led to the creative activity of a pediment, the triangular infinite or gable formed by the roof above the entryway that would be used to border architectural sculpture. An early illustration of such a adorned pediment from the early 6th century BC is from the temple of Artemis on Corfu ( Johnston 1993, 47-48 ) . It is interesting that, for whatever ground, the apsis was non retained in ulterior edifices and alternatively an opisthodomos ( an unfastened room at the dorsum of the temple, sometimes used as a exchequer ) was sometimes present ( for a temple groundplan see Richter 1987, 22 ) . These alterations in layout are shown by the sequence of temples at Thermon between the 9th and late 7th centuries BC ( see program in Stierl in 2001, 42 ) . Thus the development of the temple signifier was one in which tradition and invention can be seen from the beginning. The earlier edifices were non the great marble buildings of ulterior times but were constructed of wood with thatched roofs ( Stierlin 2001, 44 ) . Over clip rock and tile came to replace wood ; sometimes instead than strike harding down a temple and get downing from abrasion, wooden columns would be replaced in situ by rock columns in a procedure known as petrifaction ( Stierlin 2001, 46 ) . The ancient Greek tourer and author Pausanias ( 5.16.1 ) vividly described an ancient oak pillar still in topographic point in the rock temple of Hera at Olympia. Columns of assorted diameters made up of different Numberss of column membranophones can still be seen at this temple, attesting to the ad hoc nature of the temple’s transmutation. Replacing wood with rock besides led to the petrifying in rock of some of the noteworthy architectural characteristics of the wooden temples – fluted columns, triglyphs, dentils, gutae, roof building and coffering for illustration ( see Boardma n 1993, 122 and Richter 1987, 25 for illustrations ; Stierlin 2001, 48 ) . This heterotaxy into rock conserved the signifier of temples that had developed in wood but the act of petrifaction is itself advanced. It might be speculated that rock immortalised the temple and made it a adjustment and lasting place for the God. Before continuing to discourse tradition and invention in the Periclean edifice programme, a few words should be said about the development of the two chief Grecian orders, the Doric and Ionic ( see comparative illustrations in Stierlin 2001, 49-50 ) as these are cardinal to understanding the development of the Acropolis. The Doric order developed in the Grecian mainland and Greek southern Italy and Sicily and is typified by broader columns without bases, tapering towards the top, heavier entablature with jumping triglyphs and metopes, the latter sometimes with carven ornament ( Stierlin 2001, 52 ) . A hexastyle ( sic column ) facade was usual. The Ionic order developed subsequently ( c590BC ) in Grecian Asia Minor. Columns were more slender, had moulded bases and were non markedly tapered. The capital had two spiral-scroll spirals and the lighter entablature was non broken into triglyphs/metope form, leting uninterrupted ornament. From the groundplans, Ionic temples, such as that of Heraion at Samos and Artemision of Ephesus besides appear more hypostyle than peristyle, holding two ( dipteral ) rows of columns instead than the Doric one and frequently with an octostyle ( eight column ) frontage ( see programs in Stierlin 2001, 105, 106 ) . The two orders have been contrasted as masculine, knee bend, unsmooth and feminine, elegant and refined severally ( Stierlin 2001, 49 ) and at the clip of the Periclean edifice programme were ‘still basically distinguishable regional styles’ ( Rhodes 1995, 54 ) . The Periclean temple to Athena Parthenos, or Parthenon, was built between 447 and 438BC by the designers Iktinos and Kallikrates and the sculpturer Phidias, and formed the centerpiece of the edifice programme of the political leader Pericles ( Stierlin 2001, 183 ) . This programme sought to laud Athens and in the instance of the Acropolis, to retrace the temples burned by the Persians in the early 5th century BC. It has been said to tag ‘the flood tide of the Doric style’ for the harmoniousness of its proportions, the polishs in its construction and its sculptural ornaments ( Richter 1987, 33 ) . However, in comparing to the somewhat earlier temple of Zeus at Olympia ( finished about 460BC ) , we can see that while the latter is about strictly Doric in manner, ‘the Parthenon’s signifier and spirit partakes liberally of the Ionic’ ( Rhodes 1995, 74 ) . This combination of Doric and Ionic can clearly be seen on a groundplan ( eg Stierlin 2001, 191 ) , w hich reveal an octostyle peripteral Doric portico ( 8 by 17 columns ) , instead than a Doric hexastyle, while six more slender Doric columns behind the octostyle frontages suggest a dipteral colonnade, an Ionic characteristic. The cella was divided into two suites, a smaller western room, the Hall of the Virgins and the eastern naos that housed the statue of the Athena, both approached from the exterior and non connected. The Hall of the Virgins contained four Ionic columns while the naos was divided into three naves by a overlying Doric colonnade following the walls and returning behind the statue, a first in temple architecture ( Rhodes 1995, 87 ) . Of class the usage of an Ionic frieze around the cella should non be overlooked. The Parthenon seems advanced in its deliberate commixture of Doric and Ionic elements ( Rhodes 1995, 146 ) . However, some of these elements that may look advanced can be found elsewhere and on much earlier temples. For illustration, the 6th century Doric peripteral temple of Artemis on Corfu had an octostyle facade and the same proportion of columns ( 8 by 17 ) as the mid-fifth century Parthenon, every bit good as two rows of columns in the cella ( Lawrence1996, 77 ) . The temple of Athena at Paestum in southern Italy is a Doric hexastyle temple of around 510BC but the interior portico utilizations eight Ionic columns in an Ionic agreement ( Stierlin 2001, 74 ; see program in Richter 1987, 30 ) . It was besides noted that the Parthenon made usage of overlying porticoes in the naos ( see Reconstruction in Boardman 1993, 118 ) . These were besides used in the modern-day 2nd temple of Hera at Paestum ( 460-440BC ) and Stierlin suggested that in the instance of the latter they may hold been used as a deliberate archaizing component, mentioning to the temple of Aphaia on Aegina, built around 500BC ( Stierlin 2001, 79 ; comparison exposures in Stierlin 2001, 78 and 148 ) . In a needfully ( to suit the expansive statue of Athena ) broad temple like the Parthenon, 30.88m at the stylobate, they may hold been more practical every bit good as attractive. It can so be seen that while the Parthenon may be advanced in the context of mainland Greek temples, there are analogues in the Grecian temples of southern Italy and Sicily that provide case in points for blending Doric and Ionic characteristics ( Rhodes 1995, 198n12 ) every bit good as characteristics from Archaic temples on Corfu and Aegina. The frequently discussed architectural polish of the curvature or splaying of the Parthenon was besides a traditional Doric solutions to drainage, although in the Parthenon it succeeds in forestalling the temple from looking knee bend ( Rhodes 1995, 74 ) . The chief factor in the l ayout of the Parthenon was in fact the older temple that it replaced, instead than any genuinely fresh programs. The designers of the Parthenon did non work in isolation but in a cultural and lingual zone stretching from Italy to Cyprus, with mainland Greece in the center and while the Parthenon is every bit alone as every Grecian temple it may be said to hold incorporated traditional inventions in a traditional manner. Traveling on to see briefly two other Periclean edifices on the Acropolis, the Erechtheion and the Propylaia, the Erechtheion, ceremonially the most of import edifice of the Acropolis, is a existent invention in the sense that instead than being a canonical temple, it is fitted to the mythic and physical landscape of the Acropolis. As such, it was constructed on two degrees, though with three different roof degrees, and incorporated the cults of Athena in the east cella, and Poseidon-Erechtheus in the West cella and north porch ( Rhodes 1995, 131-36 ) . The Erechtheion is Ionic in its columns and friezes and provides a complement to the Parthenon with its human-shaped Karyatid columns following a hundred twelvemonth old Ionic tradition begun by the Siphnian Treasury at Delphi ( Stierlin 2001, 208 ) . The Propylaia, or gateway to the Acropolis foreshadowed this balance once more by integrating both traditional Doric hexastyle outside combined with an internal Ionic colonnade. Rhodes s ays of its designer: ‘Mnesikles’ greatest part to the history and way of Grecian architecture was likely his vision of Doric and Ionic as equal constituents of a greater Grecian architecture’ ( 1995, 73 ) . It is possible that in a sense the Parthenon is more important to its modern adorants than its builders and that there is a desire to warrant this by mention to invention. Grecian temples were built non on subjective rules of aesthetic beauty but on mathematical and spiritual rules of harmoniousness and temples that reflected a peculiar harmoniousness were successful ( Stierlin 2001, 64-74 ) . The Periclean edifice programme did non radically innovate from a inactive or dead tradition: the edifices examined above surely did unite many elements to accomplish their alone purposes but so no two Grecian temples were of all time the same. Throughout their 1000 plus twelvemonth history, Grecian temple edifices and their builders combined traditional elements with limited inventions that by and large belonged to the temple edifice tradition guided by the rules of harmoniousness –a temple should be temple, after all.BibliographyBoardman, J. 1993. ‘The Classical Period’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 83-150. Johnston, A. 1993. ‘Pre-Classical Greece’ , in Boardman, J. ( ed. ) 1993.The Oxford History of Classical Art.Oxford: Oxford University Press, 11-82. Lawrence, A.W. and Tomlinson, R.A. 1996.Grecian Architecture.( 5Thursdayedition, Pelican History of Art ) . New Haven and London: Yale University Press. Rhodes, R.F. 1995.Architecture and Meaning on the Acropolis.Cambridge: Cambridge University Press. Richter, G.M.A. 1987.A Handbook of Greek Art.( 9Thursdayedition ) . Oxford: Phaidon. Sowerby, R. 1995.The Greeks.London: Routledge. Stierlin, H. 2001.Greece from Mycenae to the Parthenon.Koln: Taschen. Whitley, J. 2001.The Archaeology of Ancient Greece.Cambridge: Cambridge University Press.

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