Persistent Place-Making in Prehistory: the Creation, Maintenance, and Transformation of an Epipalaeolithic Landscape

Most archaeological projects today integrate, at least to some degree, how past people engaged with their surroundings, including both how they strategized resource use, organized technological production, or scheduled movements within a physical environment, as well as how they constructed cosmologies around or created symbolic connections to places in the landscape. However, there are a multitude of ways in which archaeologists approach the creation, maintenance, and transformation of human-landscape interrelationships. This paper explores some of these approaches for reconstructing the Epipalaeolithic (ca. 23,000–11,500 years BP) landscape of Southwest Asia, using macro- and microscale geoarchaeological approaches to examine how everyday practices leave traces of human-landscape interactions in northern and eastern Jordan. The case studies presented here demonstrate that these Epipalaeolithic groups engaged in complex and far-reaching social landscapes. Examination of the Early and Middle Epipalaeolithic (EP) highlights that the notion of “Neolithization” is somewhat misleading as many of the features we use to define this transition were already well-established patterns of behavior by the Neolithic. Instead, these features and practices were enacted within a hunter-gatherer world and worldview

Strategic Thinking and Dimensions of Effective Leadership

WOS: 000444687500010The concept of strategic thinking, which becomes a necessity in today's management understanding, requires to think about every issue which is meaningful from strategic point of view. Leadership, on the other hand, appears to be the most important organizational variable providing a basis for this perspective. Strategic thinking provides the managers with the courage to make the right decision at the point they want to get opportunities, the convenience of gaining problem-solving skills and being able to see the big picture and identify threats. In this study, it is aimed to examine the relationship between strategic thinking and leadership and to reveal the areas of interaction according to the basic dimensions of both concepts. In the study, the conceptual framework for strategic thinking and leadership is first presented, and then the relational context is explained. It is understood that the sub-dimensions of strategic thinking and leadership variables are mutually complementary and that the strategic thinking capacity of the organization can be guided through the interaction of two variables in the framework of the findings and evaluations revealed in the study

Manuscripta Medica Tom. I

Folios 61a-f are loose and not sown into the manuscript. Fol. 61r-62r (including ff. 61a-f) excerpt from <Index alter plantar. qvae in Horto academico Lugduno-Batavo | aluntur, conscriptis ab Hermanno Boerhaave | Lugdb: 1720. 4