101 research outputs found

    Zagreb and banal denars in sources from the 13th and 14th centuries

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    U cĢŒlanku se analiziraju izvori u kojima se tijekom 13. i 14. st. spominju zagrebacĢŒki, odnosno banski denari.The paper analyses the sources mentioning the Zagreb and banal denars in the 13th and 14th centuries

    Giulio Clovio on Medals and on a Medallion

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    Za svog života Juraj Julije Klović portretiran je na medaljama dvaput ā€“ ukoliko nije riječ o dvije inačice iste medalje ā€“ a samo jedna medalja sačuvana je do danas i to u Odjelu za numizmatiku i medalje Britanskog muzeja u Londonu. Godine 1632. postavljen je u rimskoj crkvi nadgrobni spomenik J. J. Kloviću s mramornim ovalnim medaljonom s portretom velikoga majstora minijature. U drugoj polovini 17. stoljeća neki ne prevjeÅ”ti medaljer napravio je medalju s poprsjem osobe koja profilom ni u kom slučaju ne sliči Kloviću, iako natpis govori suprotno. Tijekom druge polovine 20. stoljeća neki hrvatski medaljeri (I. Belobrajdić, Z. Brkić, A. Kukec, K. Kovačić, D. MatauÅ”ić) posvećivali su Kloviću svoje radove, bilo s njegovim portretom, bilo s reminiscencijama na neke od njegovih vrlo brojnih radova.During G. G. Clovio lifetime only two medals were made or perhaps just one in two variants with his portrait. Only one exists today, and it is kept at the Coins and Medals Department of the British Museum in London. In 1632 a representative marble epitaph consisting of an inscription topped by the miniaturistā€™s portrait on an oval medallion was unveiled in Rome. In the second half of the 17th century, an untrained medallist made a medal with the bust of a person whose profile in no way resembles Clovio, although the inscription says the opposite. During the second half of the 20th century, some Croatian medallists (I. Belobrajdić, Z. Brkić, A. Kukec, K. Kovačić, D. MatauÅ”ić) dedicated their works to Clovio, either with his portrait or with reminiscences of some of his very numerous works

    Zagreb and banal denars in sources from the 13th and 14th centuries

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    U cĢŒlanku se analiziraju izvori u kojima se tijekom 13. i 14. st. spominju zagrebacĢŒki, odnosno banski denari.The paper analyses the sources mentioning the Zagreb and banal denars in the 13th and 14th centuries

    Giacomo Paronuzzi and the Marsyas Group of Statues from the Nugent Museum

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    Riječ je o tri kipa koje je grof Laval Nugent u vremenu od 1817. do 1819. godine dao iskopati u Traettu (Minturnae), u Laciju, nedaleko Napulja. Neki od tada iskopanih kipova prvo su djelomično restaurirani u mramoru u napuljskom ArheoloÅ”kome muzeju. Približno 1820. g. cijeli Nugentov muzej prenesen je u Palazzo Pisani di Santo Stefano u Mletke, a nakon 1831. na Trsat. JoÅ” u Mlecima restauracija kipova povjerena je Giacomu Paronuzziju koji ih je nadopunjavao u gipsu. Tako i kip Silena s malim Bakhom, kako su onda smatrali, a u biti skupinu od tri kipa, Apolona i Marsije te muze Kaliope. Smatrajući gipsane nadomjestke loÅ”ima, Josip BrunÅ”mid dao ih je odstraniti.This paper deals with three statues, excavated together with many other statues, statuettes and reliefs on behalf of Count Laval Nugent of Westmeath between 1817 and 1819 at Traetto/Minturno, in Latium, near Naples. Some of the statues were already partly restored in marble at the Naples Archaeological Museum. In approximately 1820 the entire Nugent collection was transported to Venice to his vast Palazzo Pisani di Santo Stefano, and after 1831 to his Trsat Castle above Rijeka. Still in Venice, the young sculptor Giacomo Paronuzzi was entrusted with the reconstruction of the statues, which he did in plaster. Thus he reconstructed the large statue of Silenus (as it was thought to be at the time, later to be recognized as Marsyas), holding little Bacchus, as well as that of Ariadne (later identified as the Muse Calliope). Much later these two statues, as well as the preserved head of Apollo, were identified as the three statues forming the group of Marsyas, Calliope and Apollo. Paronuzziā€™s reconstruction can be seen only on a Major Mijat Sabljarā€™s drawing preserved in the Archives of the Zagreb Archaeological Museum. There are also some older descriptions. Unfortunately, there is no photograph of the reconstructed statues, before the removal of the plaster parts. It is possible that the plaster parts had already suffered at Trsat Castle from the rain entering the tower where the statues were stored. Judging these reconstructions as bad Josip BrunÅ”mid had them removed. The preserved height of Marsyasā€™ statue is 1.73 m. Only the nose remained of Paronuzziā€™s reconstructions, as well as the right knee and other retouches on the legs and the tree-trunk. Of Apolloā€™s statue belonging to the same group only the head is preserved in Zagreb, its height being 0.32 m. Paronuzziā€™s intervention consisted of the flattening the break of the nose, drilling a hole and fastening a reconstructed nose with an iron peg. Also this reconstruction was removed in Zagreb. The head is slightly turned to the left, looking at Marsyas, who was looking to the right, i.e. towards Apollo. The third statue, that of the Muse Calliope, previously considered to be Ariadne, preserved to the height of 1.17 m, was the most reconstructed one in plaster from the waist upwards: the breasts, shoulders, head, right arm, feet and parts of drapery. These statues were already described in some texts published in the 19th c. the Royal Territorial Government of Croatia, Slavonia and Dalmatia acquired some parts of the Nugent Museum and brought them to Zagreb to the Archaeological Department of the Croatian National Museum. Josip BrunÅ”mid published the final description of the entire group in 1903. In conclusion, to sum up this review of the Marsyas group from Minturno, and leaving aside how many more statues formed the entire scene, the central group consisted of Marsyas standing left, looking to the right and holding the aulos. In the centre sat the Muse Calliope holding a diptych, while on the right stood Apollo, slightly looking to the left and holding a cithara. The very similar scene can be seen on a marble sarcophagus relief from Dogana del Chiarone in Tuscany (Ma 2347), dated to the late 3rd c. A. D. now in the Louvre (Clarac 1820: 275, 732; Daremberg-Saglio-Pottier IV, 3, 1908-1909: 1100, Fig. 6138). Giacomo Paronuzzi in his time could certainly not have known what mythological scene these marble statues represented

    The Works of Duje Rendić-Miočević on Current Scientific Interconnection Sites

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    Autor u članku registrira dostupnost radova Duje Rendića-Miočevića na međumrežnim stranicama. Navodi i statistički obrađuje najvažnije tiskane bibliografije radova koje su sastavili Marin Zaninović, Marina Å egvić i Nenad Cambi. Upozorava na Hrčak, Academia.edu i slične stranice na kojima su u različitim elektroničkim oblicima dostupni radovi Duje Rendića-Miočevića. IŔčitava broj posjetitelja odnosno korisnika njegovih znanstvenih radova. Također se donosi tabelarni prikaz citiranosti Duje Rendića-Miočevića na adresama Google Scholar (Google znalac).In the paper the author is recording availability of the works of Duje Rendić-Miočević on interconnection sites. Stated and analysed are the most important printed bibliographies prepared by Marin Zaninović, Marina Å egvić and Nenad Cambi. Pointed out are , Academia. edu and similar sites where the works of Duje Rendić-Miočević are available in various electronic forms. Reported are the numbers of site visitors, that is, users of his scientific works. Also prepared is a tabelar presentation of citation of Duje Rendić-Miočević at the Google Scholar addresses

    The Works of Duje Rendić-Miočević on Current Scientific Interconnection Sites

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    Autor u članku registrira dostupnost radova Duje Rendića-Miočevića na međumrežnim stranicama. Navodi i statistički obrađuje najvažnije tiskane bibliografije radova koje su sastavili Marin Zaninović, Marina Å egvić i Nenad Cambi. Upozorava na Hrčak, Academia.edu i slične stranice na kojima su u različitim elektroničkim oblicima dostupni radovi Duje Rendića-Miočevića. IŔčitava broj posjetitelja odnosno korisnika njegovih znanstvenih radova. Također se donosi tabelarni prikaz citiranosti Duje Rendića-Miočevića na adresama Google Scholar (Google znalac).In the paper the author is recording availability of the works of Duje Rendić-Miočević on interconnection sites. Stated and analysed are the most important printed bibliographies prepared by Marin Zaninović, Marina Å egvić and Nenad Cambi. Pointed out are , Academia. edu and similar sites where the works of Duje Rendić-Miočević are available in various electronic forms. Reported are the numbers of site visitors, that is, users of his scientific works. Also prepared is a tabelar presentation of citation of Duje Rendić-Miočević at the Google Scholar addresses

    International executing management and the challenges of leadership on the global market

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    Menadžment je funkcija koja koordinira ljudske napore da efikasno i efektivno izvrÅ”e određene ciljeve koristeći dostupne resurse. Uslijed djelovanja globalizacije mijenja se i sam proces menadžmenta kod međunarodnog poslovanja. Danas možemo govoriti o međunarodnom strateÅ”kom menadžmentu. Međunarodni menadžment je proces primjene menadžmenta u međunarodnoj okolini usredotočen na poslovanje međunarodnih poduzeća u zemljama domaćina. Međunarodno poduzeće je tvrtka koja izvozi na jedno ili na viÅ”e tržiÅ”ta ili ima poslovanje u nekoliko zemalja. Najbolji primjer međunarodnog poduzeća su lanci brze hrane poput McDonalds-a. Područje istraživanja kod međunarodnog poslovanja se odnosi na razlike u pravnom sustavu, političkom ustroju, zakonima o radu, kulturoloÅ”kim razlikama, trgovinskim sporazumima i mnogim drugim područjima. Svaki od ovih faktora se mijenja ovisno od zemlje do zemlje. StrateÅ”ke varijable utječu na izbor načina ulaska na međunarodno tržiÅ”te. Načini ulaska na strano tržiÅ”te su izvoz/uvoz, podružnica u punom vlasniÅ”tvu, spajanja i akvizicije, međunarodni joint venture i licenca. Globalizacija također ima utjecaj i na vodstvo. Vodstvo je utjecaj i proces utjecaja na ljude da oni teže ka ostvarenju zacrtanih ciljeva. Upravljanje ljudskim resursima je područje poslovanja koje se fokusira na maksimiziranje produktivnosti zaposlenih i implementiranje pravila i procedura u organizaciji. Za kraj će se spomenuti korporativnu druÅ”tvenu odgovornost. Korporativna druÅ”tvena odgovornost ima za cilj poticati tvrtku da ima pozitivan utjecaj na okoliÅ” i interesne skupine poduzeća (potroÅ”ače, zaposlenike, investitore i ostale).Management refers to coordinate the efforts of employees to accomplish objectives by using available resources efficiently and effectively. Globalization effects management in many different ways , so there is a drastic change in international management because of the effects of globalization. Today we can talk about International executing management. International management is the process of application management in international environment focused in managing multinational enterprise. A multinational enterprise is a company that has a worldwide approach to markets and production or on with operations in several countries. Well- known multinational enterprises include fast-food companies such as McDonald. Areas of study within this topic include differences in legal systems, political systems, labor standards, local culture, trade agreements and many more topics. Each of these factors may require changes in how individual business units operate from one country to the next. Strategic variables impact the choice of entry mode for multinational corporation expansion. Entry modes: Export/import, wholly owned subsidiary, merger of acquisition, joint ventures and licensing. Globalization also has effects on leadership. Leadership is a process of social influence in which a person can enlist the and and support of others in the accomplishment of a common task. Human Resources is a business field focused on maximizing employee productivity and focus on implementing policies and processes. In the end, we will talk about corporate social responsibility. Corporate social responsibility encourage the company to make a positive impact on the environment and stakeholders as consumers, employees, investors and others

    International executing management and the challenges of leadership on the global market

    No full text
    Menadžment je funkcija koja koordinira ljudske napore da efikasno i efektivno izvrÅ”e određene ciljeve koristeći dostupne resurse. Uslijed djelovanja globalizacije mijenja se i sam proces menadžmenta kod međunarodnog poslovanja. Danas možemo govoriti o međunarodnom strateÅ”kom menadžmentu. Međunarodni menadžment je proces primjene menadžmenta u međunarodnoj okolini usredotočen na poslovanje međunarodnih poduzeća u zemljama domaćina. Međunarodno poduzeće je tvrtka koja izvozi na jedno ili na viÅ”e tržiÅ”ta ili ima poslovanje u nekoliko zemalja. Najbolji primjer međunarodnog poduzeća su lanci brze hrane poput McDonalds-a. Područje istraživanja kod međunarodnog poslovanja se odnosi na razlike u pravnom sustavu, političkom ustroju, zakonima o radu, kulturoloÅ”kim razlikama, trgovinskim sporazumima i mnogim drugim područjima. Svaki od ovih faktora se mijenja ovisno od zemlje do zemlje. StrateÅ”ke varijable utječu na izbor načina ulaska na međunarodno tržiÅ”te. Načini ulaska na strano tržiÅ”te su izvoz/uvoz, podružnica u punom vlasniÅ”tvu, spajanja i akvizicije, međunarodni joint venture i licenca. Globalizacija također ima utjecaj i na vodstvo. Vodstvo je utjecaj i proces utjecaja na ljude da oni teže ka ostvarenju zacrtanih ciljeva. Upravljanje ljudskim resursima je područje poslovanja koje se fokusira na maksimiziranje produktivnosti zaposlenih i implementiranje pravila i procedura u organizaciji. Za kraj će se spomenuti korporativnu druÅ”tvenu odgovornost. Korporativna druÅ”tvena odgovornost ima za cilj poticati tvrtku da ima pozitivan utjecaj na okoliÅ” i interesne skupine poduzeća (potroÅ”ače, zaposlenike, investitore i ostale).Management refers to coordinate the efforts of employees to accomplish objectives by using available resources efficiently and effectively. Globalization effects management in many different ways , so there is a drastic change in international management because of the effects of globalization. Today we can talk about International executing management. International management is the process of application management in international environment focused in managing multinational enterprise. A multinational enterprise is a company that has a worldwide approach to markets and production or on with operations in several countries. Well- known multinational enterprises include fast-food companies such as McDonald. Areas of study within this topic include differences in legal systems, political systems, labor standards, local culture, trade agreements and many more topics. Each of these factors may require changes in how individual business units operate from one country to the next. Strategic variables impact the choice of entry mode for multinational corporation expansion. Entry modes: Export/import, wholly owned subsidiary, merger of acquisition, joint ventures and licensing. Globalization also has effects on leadership. Leadership is a process of social influence in which a person can enlist the and and support of others in the accomplishment of a common task. Human Resources is a business field focused on maximizing employee productivity and focus on implementing policies and processes. In the end, we will talk about corporate social responsibility. Corporate social responsibility encourage the company to make a positive impact on the environment and stakeholders as consumers, employees, investors and others

    Cricifixes found underneath the Dubrovnik cathedral

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    Prigodom arheoloÅ”kih iskopavanja ispod dubrovačke katedrale i ā€žPujiÅ”ke pijaceā€œ tijekom osamdesetih godina 20. st., koje je vodio Josip StoÅ”ić, među brojnim numizmatičkim predmetima pronađeno je i Å”ezdesetak svetačkih, odnosno hodočasničkih medaljica i raspelaca/križića iz 16. ā€“ 17. st. U članku je riječ o raspelcima, prilozima iz grobova 21 i 22.The numerous numismatic items found during the excavations underneath the Dubrovnik Cathedral and ā€œPujiÅ”ka pijacaā€ led by Josip StoÅ”ić in the 1980s included around 60 saints and pilgrimage medallions and small crosses from the 16th and 17th centuries. The article analyzes the crosses ā€“ grave goods from Graves 21 and 22

    The Suite of Archduke Franz Ferdinand and Duchess Sophie in Ilidža

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    Za rezidenciju visokih gostiju, nadvojvodu-prijestolonasljednika Franju Ferdinanda dā€™Este i suprugu mu Sofiju vojvotkinju HohenberÅ”ku, prilikom njihova boravka u Bosni tijekom lipnja 1914. godine, odabran je elegantni Hotel Ā»BosnaĀ« na Ilidži. Riječ je o unutraÅ”njem uređenju apartmana nadvojvodskog para Å”to je bilo povjereno poznatom sarajevskom trgovcu antikvitetima Eliju Kabilju.The author writes about the fashion of having at least one room furnished and decorated in the ā€œBosnianā€ style which became increasingly popular in the Austro-Hungarian Monarchy after the occupation of Bosnia and Herzegovina in 1878. He then concentrates on the decoration of the suite of rooms prepared in June 1914 for the distinguished visitors Archduke Franz Ferdinand dā€™Este, heir to the throne, and his consort Sophie, Duchess of Hohenberg, at the ā€œBosnaā€ Hotel, situated in the favourite summer resort of Ilidža near Sarajevo. Eight photographs of this apartment were preserved in an album of photographs and postcards assembled by Dr Erich Alexander, then director of the grammar school in Sarajevo. The entire decoration was furnished by Elias Kabiljo, the best-known dealer of antiquities and carpets in Sarajevo, and his wife did the arrangement of the decorations. This suite was situated on the first floor of the hotel and included a spacious veranda, two bedrooms, one bigger sitting-room, one smaller sitting-room, and a private chapel. The couple spent the last three days of their lives in this hotel. Finally, the author discusses the twelve metres tall monument dedicated to the assassinated couple on the Miljacka embankment, designed by Eugen Bory and unveiled on 28 June 1917, three years after their death
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