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Mystery Cults, Theatre and Athenian Politics: A Reading of Euripides’ Bacchae and Aristophanes’ Frogs

為了解決Play politics的問題，作者Barzini, Luigi 這樣論述：

This new comparative reading of Euripides’ Bacchae and Aristophanes’ Frogs sets the two plays squarely in their contemporary social and political context and explores their impact on the audiences of the time. Both were composed during a crucial period of Athenian political life following the oli

garchic seizure of power in 411 BC and the restoration of democracy in 410 BC, and were in all likelihood produced nearly simultaneously a few months before the rise of the Thirty Tyrants and the ensuing civil war. They also demonstrate significant similarities that are particularly notable among ex

tant Attic theatre productions, including the role of the god Dionysos as protagonist and architect of religious and political action, and the presence of Demetrian and Dionysiac mystic choruses as proponents of the appeasement of civil discord as the cure for Athens’ ills. Focusing on the mystic, c

ivic and political content of both Bacchae and Frogs, this volume offers not only a new reading of the plays, but also an interdisciplinary perspective on the special characteristics of mystery cults in Athens in their political context and the nature of theatrical audiences and their reaction to my

stic themes. Its illumination of the function of each play at a pivotal moment in fifth-century Athenian politics will be of value to scholars and students of ancient Greek drama, religion and history.

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教練型領導組織承諾的關係:以組織創新活力為中介變項

為了解決Play politics的問題，作者賴世耕 這樣論述：

教練型領導是通過鼓勵、指導、授權等方式樹立工作目標，最終實現領導者和員工之間相互促進以及共同發展。透過提高組織創新活力，來提高組織承諾，使員工達到對企業有緊密的關係，並且提高創新活力，以利組織面對環境改變越來越快速的問題。本研究之搜取樣本方法使用便利抽樣方式，而研究對象為台灣企業之員工，須在公司滿3個月以上工作經驗，並具有團隊經驗，以網路問卷發放，共回收452份問卷，刪除無效問卷後共409份，有效問卷之回收率為90.48%。在統計數據顯示，假設一為教練型領導對整體組織承諾具有顯著正向影響(β=.712 , p < .001)，故假設一成立。假設二教練型領導對整體組織創新活力具有顯著正向影響(

β=.749 , p < .001)，故假設二的推論成立。假設三組織創新活力對整體組織承諾具有顯著正向影響(β=.846 , p < .001)，假設三的推論成立。假設四組織創新活力中介教練型領導與組織承諾之間在加入組織創新活力的中介變項後，教練型領導對組織承諾的影響力下降(β= .712 , p < .001、β= .183 , p < .001)，故假設四成立。根據上述的假設成立給予實務上的建議，首先，在現今大數據時代的來臨，若組織內部的領導者具有教練型領導風格，可以帶給員工更高的組織承諾；在面對需要快速創新的產業與組織，教練型領導能夠促進組織創新活力，是組織面對創新更有動能；在組織中的組

織創新活力的程度越高，會更吸引組織內部的成員提高歸屬感與承諾；在了解組織創新活力中介於教練型領導與組織承諾之間，可以更能夠了解，組織內部員工對於領導者與組織需要能夠帶來協助與好的溝通才有辦法讓員工有所歸屬。

Monumental: The Greatest Architecture Created by Humankind

為了解決Play politics的問題，作者Kunth Verlag 這樣論述：

A stunning photo book featuring portraits and summaries of 169 masterpieces from 10,000-plus years of architectural history, from churches and temples, castles and caves to pyramids and palaces, walls, towers, and more! The iridescent play of light through Gothic windows. Skyscrapers gleaming in the

sun. The worn steps of a Mayan pyramid. Indian temples rich in detailed reliefs. Buildings move us, protect us, and give us places for devotion and contemplation, political debate, and artistic expression. Here, humankind’s architectural masterpieces are presented in outstanding photographs, accomp

anied by texts that highlight interesting facts about each monument’s history. Presented chronologically, this organization reveals often-overlooked parallels among cultures worldwide: Who would have thought that while the Romans were discussing politics at the Forum, life was flourishing in the Mex

ican city of Teotihuacán? Or that the Great Mosque of Djenné and St. Patrick’s Cathedral were built at the same time? This captivating book will take you on a global exploration of humanity’s greatest architectural achievements, all of which bear witness to their time. CONTENTS / List of Places Gob

ekli Tepe 14 Newgrange 16 Stonehenge 18 Ring of Brodgar 20 Pyramids of Giza 22 Great Sphinx 24 Luxor Temple 26 Karnak Temple Complex 28 Abu Simbel 30 Abu Simbel: Temple of Hathor 32 Persepolis 34 Delphi 36 Acropolis of Athens 38 Philae Temple of Isis 40 Petra 42 Nemrut Dağı 44 Wailin

g Wall 46 Roman Forum 48 Colosseum 50 Pantheon 52 Ephesus 54 Copan 56 Church of the Holy Sepulcher in Jerusalem 58 Basilica of Saint Mary Major 60 Palenque 62 Chichen Itza 64 Tikal 66 Hagia Sophia 68 Ellora Caves 70 Al-Masjid Al-Nabawi 72 Masjid al-Haram 74 Hagia Sophia 76 Uxmal 78

Teotihuacan 80 Leshan Giant Buddha 82 Borobudur Temple 84 My Son 86 Aachen Cathedral 88 Great Wall of China 90 Dambulla Cave Temple 92 Ruins of Angkor 94 Imam Reza Shrine 96 Itchan Kala 98 Khajuraho Group of Monuments 100 Rani Ki Vav 102 Speyer Cathedral 104 Piazza del Duomo of Pisa (Cat

hedral Square, Pisa) 106 Canterbury Cathedral 108 Mont-Saint-Michel Abbey 110 St. Stephan’s Cathedral in Vienna 112 Strasbourg Minster 114 Great Mosque of Djenne 116 St. Patrick’s Cathedral, Dublin 118 Chartres Cathedral 120 Minaret of Jam 122 Lalibela Church 124 Salamanca Cathedral 126 Do

ge’s Palace 128 Piazza del Campo 130 Durham Cathedral 132 Chan Chan 134 Reims Cathedral 136 St. Mary’s Basilica, Krakow 138 Toledo Cathedral 140 Cologne Cathedral 142 Kōtoku-in 144 Roskilde Cathedral 146 Florence Cathedral 148 Palazzo Vecchio 150 Westminster Abbey 152 Castles of King Edwa

rd in Gwynedd 154 Albi Cathedral 156 Cite de Carcassonne 158 St. Vitus Cathedral, Prague 160 Alcazar of Seville 162 Alhambra 164 Ayutthaya City 166 Bagan 168 Himeji Castle 170 Ulm Minster 172 Milan Cathedral 174 Sukhothai Historical Park 176 Meteora Monasteries 178 Moai 180 Shah-i-Zind

a 182 Gur-e Amir 184 Forbidden City 186 Machu Picchu 188 Sistine Chapel 190 Mosque-Cathedral of Cordoba 192 Sacsayhuaman 194 Amber Fort 196 Jeronimos Monastery of Belem 198 St. Peter’s Basilica 200 Royal Site of San Lorenzo de El Escorial 202 Registan 204 Selimiye Mosque 206 Kremlin Cath

edrals 208 Saint Basil’s Cathedral, Moscow 210 Sultan Ahmed Mosque 212 Taj Mahal 214 Palace of Versailles 216 Shah Jahan Mosque 218 St. Paul’s Cathedral 220 Opera Garnier 222 Wurzburg Residence 224 Potala Palace in Lhasa 226 Meherangarh Fort 228 Melk Abbey 230 Library of Trinity College

232 Margravial Opera House, Bayreuth 234 Pilgrimage Church of Wies 236 Schonbrunn Palace 238 Summer Palace, Peking 240 Teatro alla Scala 242 Abbey Library of Saint Gall 244 Grand Palace, Bangkok 246 United States Capitol 248 City Palace, Jaipur 250 Saint Isaac’s Cathedral 252 Papal Basili

ca of Saint Paul Outside the Walls 254 Walhalla 256 Galleria Vittorio Emanuele II 258 Vienna State Opera 260 Spanish Synagogue, Prague 262 Neuschwanstein Castle 264 Natural History Museum 266 Brooklyn Bridge 268 Kunsthistorisches Museum of Vienna 270 Museum of Natural History of Vienna 272

Tower Bridge 274 Church of the Resurrection of Jesus Christ 276 Hungarian Parliament Building 278 Eiffel Tower 280 Basilica de la Sagrada Familia 282 Palace of Catalan Music, Barcelona 284 Mount Rushmore National Memorial 286 Chrysler Building 288 Empire State Building 290 Golden Gate Bridg

e 292 St. Joseph’s Church, Le Havre 294 Cathedral of Brasilia & National Congress Building 296 Sydney Opera House 298 Arche de la Defense 300 Hassan II Mosque 302 Oriental Pearl Tower 304 Guggenheim Museum, Bilbao 306 Petronas Towers 308 Burj al Arab 310 Valencia Opera House 312 Shanghai

World Financial Center 314 National Center for the Performing Arts, Peking 316 Oslo Opera House 318 Sheikh Zayed Mosque 320 Burj Khalifa 322 Abraj Al-Bait Towers 324 Guangzhou Opera Hous

以肢體回應教學法將英語融入幼兒體能遊戲之行動研究

為了解決Play politics的問題，作者夏萍 這樣論述：

　　本研究旨在探究如何藉由肢體回應教學法（TPR）將英語融入於幼兒的體能遊戲中，並配合主題教學的脈絡進行統整性的教學，以融入的方式了解TPR在幼兒體能活動可能的策略與運用情形。研究者擬定了三個層次的教學策略，由易至難分別為TPR-1能聆聽英語單詞跟著做動作；TPR-2能聽懂英語單詞進行體能遊戲活動。TPR-3能在活動的遊戲情境中使用英語，三項策略分別實施於動作發想活動與肢體運用活動的體能遊戲中。　　研究實施於南部一所公立幼兒園大班，以行動研究的方式進行為期十週的英語融入體能遊戲。資料蒐集除在研究過程中攝錄教學過程，採取半結構式的方式，訪談協同研究者與諍友，加上研究者於活動後的觀察紀錄與省思札

記，進行資料的分析並擬定修正教學的行動方案。研究發現主要有二，首先在TPR策略實踐部分，TPR-1需搭配適切曲速與幼兒動作發展；TPR-2需配合不同的體能遊戲，在活動設計中進行調整；TPR-3可以比手畫腳的方式融入活動，提升幼兒在發音上的回應。其次在體能活動中融入英語，能藉由發想了解詞意與提升肢體創意思維，同時可提升孩子的基本動作能力。研究者針對課程設計、策略運用、師資培育與未來研究提出建議。