INVESTIGATING ARTISTIC COMMODITY DESIGN THROUGH THE SHIFT BETWEEN ART AND DESIGN
Accompanying the rapid development of cultural and creative industries in recent years, there has been frequent collaboration between art and design fields. Although the dimensions of emphasis vary between these two fields, implying the existence of a divergence, coordination can be achieved by reaching a consensus in communication prior to cooperation, thereby creating an outcome that is beneficial for all involved parties. Based on this concept, we analyzed the divergences between the considerations of artists and designers by examining fundamental art and design concepts. This analysis also considered the differences between these fields. Subsequently, we analyzed the present shifting phenomena between art and design. According to the current trend in which artwork is becoming a design commodity, the following 2 spirit-led models are proposed to describe artistic commodity design: 1) the artist-led model and 2) the designer-led model. These 2 models generate innovative form shifts such as reproduction, decomposition, and innovation. The shifting methods corresponding to these 3 form principles are classified into the “3T” models: transfer, transit, and transform. Therefore, we can achieve a common goal that coordinates varied purposes and styles by determining the sprit-led model, form principle, and 3T method that the artistic commodity should display.
Anxiety, Wonder and Astonishment: The Communion of Art and Design
These remarks originally were presented as a keynote address at the Third International Conference of the Centre for Learning and Teaching in Art and Design (CLTAD) held in Lisbon, Portugal in April 2006. The proceedings of this conference, edited by Felix Lam, are available from the Centre, located in London. In 1966, well-known American art critic Harold Rosenberg published a small collection of essays in The Anxious Object. In the foreword, “Toward an Unanxious Profession,” he argued that a new form of anxiety had entered the art community. It was no longer an anxiety of alienation—the psychological state of anxiety that often characterizes the outsider, struggling with loneliness, in a society and a culture that does not appreciate his or her contribution to human experience. That form of anxiety, he argued, had been overcome by the professionalism that settled over American artists in the 1960s, and by the apparent acceptance of art as a regular part of the daily lives of many people. Instead, the new anxiety was a philosophical anxiety, born of the “lightning speed” with which art is appropriated by commercial media and popular communications. “The anxiety of art,” he argued, “arises not as a reflex to the condition of artists, but from their reflection upon the role of art among other human activities.”1 It is an objective reflection of the indefiniteness of the function of art in present-day society and the possibility of the displacement of art by newer forms of expression, emotional stimulation and communication. It relates to the awareness that art today survives in the intersections between the popular media, handicraft and the applied sciences; and that the term “art” has become useless as a means for setting apart a certain category of fabrications. Given the speed and sophistication with which the formal characteristics of new art modes are appropriated by the artisans of the commercial media and semi-media (archi1 Harold Rosenberg, The Anxious Object (Chicago: The University of Chicago Press, 1966), 16.
Organizational Behavior: Concepts, Controversies, Applications
Each Chapter Ends with "Summary and Implications for Managers". I. INTRODUCTION 1. What Is Organizational Behavior? What Managers Do. Enter Organizational Behavior. OB in the News-Building People Skills through an Executive Coach. Replacing Intuition with Systematic Study. Challenges and Opportunities for OB. Contributing Disciplines to the OB Field. There Are Few Absolutes in OB. There Are Few Absolutes in OB. Coming Attraction: Developing an OB Model. II. THE INDIVIDUAL. 2. Foundations of Individual Behavior. Biographical Characteristics. Ability. OB in the News: The Bell Curve Evidence. Personality. Learning. 3. Perception and Individual Decision Making. What Is Perception and Why Is It Important? Factors Influencing Perception. Person Perception: Making Judgments about Others. OB in the News Managers Explain What Has Helped and Hindered Their Advancement. The Link between Perception and Individual Decision Making. How Should Decisions Be Made? Improving Creativity in Decision Making. OB in the News- Creativity Killers. How Are Decisions Actually Made in Organizations? What About Ethic in Decision-Making? 4. Values, Attitudes, and Job Satisfaction. Values. OB in the News: Ford Uses Generational "Value Groups" to Help Develop Cars. Attitudes. Job Satisfaction. 5. Basic Motivation Concepts. What Is Motivation? Early Theories of Motivation. Contemporary Theories of Motivation. Integrating Contemporary Theories of Motivation. Caveat Emptor: Motivation Theories Are Culture-Bound. 6. Motivation: From Concepts To Applications. Management By Objectives. Employee Recognition Programs. Employee Involvement Programs. Variable Pay Programs. Skill-Based Pay Plans. Flexible Benefits. Special Issues in Motivation. III. THE GROUP. 7. Foundations Of Group Behavior. Defining and Classifying Groups. Stages of Group Development. Sociometry: Analyzing Group Interaction. Toward Explaining Work Group Behavior. External Condition Imposed on the Group. Group Member Resources. Group Structure. Group Processes. Group Tasks. Group Decision Making. 8. Understanding Work Teams. Why Have Teams Become So Popular? OB in the News: Teamwork in the Oil Fields. Teams vs. Groups: What's the Difference? Types Of Teams. Linking Teams and Group Concepts: Towards Creating High-Performance Teams. Turning Individuals into Team Players. Contemporary Issues in Managing Teams. 9. Communication. Functions Of Communication. The Communication Process. Communication Fundamentals. In Practice: Effective Employee Communication in Leading Companies Undergoing Dramatic Changes. Current Issues in Communication. 10. Leadership. What Is Leadership? Transition in Leadership Theories. Trait Theories. Behavioral Theories. Contingency Theories. Looking for Common Ground: What Does It All Mean? The Most Recent Approaches to Leadership. Contemporary Issues in Leadership. 11. Power and Politics. A Definition of Power. Contrasting Leadership and Power. Bases of Power. Dependency: The Key to Power. Identifying Where the Power Is. Power Tactics. Power in Groups: Coalitions. Sexual Harassment: Unequal Power in the Workplace. Politics: Power in Action. 12. Conflict, Negotiation, and Intergroup Behavior. A Definition of Conflict. Transitions in Conflict Thought. Functional vs. Dysfunctional Conflict. The Conflict Process. OB in the News- Spectrum Associates Purposely Builds Conflict into Its Structure. Negotiation. Intergroup Relations. IV. THE ORGANIZATION SYSTEM. 13. Foundations of Organization Structure. What Is Organizational Structure? Common Organizational Designs. OB in the News-Johnson & Johnson: It's Really 160 Companies! New Design Options. Why Do Structures Differ? Organizational Designs and Employee Behavior. 14. Work Design. Conceptual Frameworks for Analyzing Work Tasks. Technology and New Work Designs. Physical Working Conditions and Workspace Design. Work Redesign Options. Work Schedule Options. OB in the News: The Growing Popularity of Alternative Work Schedules. 15. Human Resource Policies and Practices. Selection Practices. Training and Development Programs. Performance Evaluation. OB in the News- Employees Dislike Reviews, Even When They're Favorable. The Union-Management Interface. International Human Resource Practices: Selected Issues. Managing Diversity in Organizations. 16. Organizational Culture. Institutionalization: A Forerunner of Culture. What Is Organizational Culture? What Does Culture Do? Creating and Sustaining Culture. How Employees Learn Culture. V. ORGANIZATIONAL DYNAMICS. 17. Organizational Change and Stress Management. Forces for Change. Managing Planned Change. What Can Change Agents Change? Resistance to Change. Approaches to Managing Organizational Change. Contemporary Change Issues for Today's Managers. OB in the News- The U.S. Army Is Becoming a Learning Organization. Work Stress and Its Management. Appendix A: The Historical Evolution of Organizational Behavior. Appendix B: Research in Organizational Behavior. Appendix C: Scoring Keys for "Learning about Yourself" Exercises. Appendix D: Part Ending Videocases: The Knitting Factory. End Notes E-1. Illustration Credits. Name Index. Organization Index. Glindex (Glossary and Index).