Academic literature on the topic 'Rhymed offices'

Abstract A general introduction to rhymed offices, still quite the most extensive survey of the repertory, has appeared in the R volume of the Dictionary of the Middle Ages. The repertory consists of poetic texts and chants in thousands of proper offices for new feast-days and saints ’ days of the later middle ages, mostly between the tenth and sixteenth centuries, from all over Europe. The texts, newly compiled, are for the antiphons responsorics of the canonical hours: often the chants that accompany them arc also newly composed or borrowed and adapted from earlier models. Of the hymns, lessons, prayers, and dialogues that also form a part of these new offices, only the hymns are always poetic. They are normally not newly-composed but are standard hymns appropriate to the saint or feast; although occasionally a new antiphon text is identical with a stanza of a hymn, various features make it clear that hymns are not regarded as a part of the rhymed office proper. New lessons and prayers arc often closely related to the texts of the new office chants and would have to be taken into account in any detailed study of an individual office.

Abstract Kipling ‘s rhymes capture the gist of Part Two and its implications for national security. The Edwardian economics of blockade are related to economics as this ditty relates to strategy (or, for that matter, poetry). The point is a serious one: international specialization in agriculture affected the balance of power and generated new problems of national security. In so far as these problems were operational and strategic ones, they fell within the realm of the Admiralty and the Royal Navy. Naval officers had, how-ever, no training in economics, and showed little aptitude for the subject.

Abstract India’s industrial legacy is full of examples of home—grown family managed business groups known for their philanthropy and high core value—based organizational vision mission and operating culture. Till today many of these organizations have grown huge in their business volumes not only in terms of business but also as organizations as role models of high placed organizational ethical core values and emphasis on corporate social responsibility. How the Godrej Group channelled the swadeshi spirit at home, and then went global in 1989, when the vestiges of the license Raj era still wove reams of red tape around Indian businesses, a management trainee at Godrej GE Appliances’ Faridabad office faced a dilemma. An excise tax collector wanted a Diwali ‘gift’ delivered at his residence. ‘Or else • ‘ After discussions with his seniors, the trainee turned up at the official’s house the next day with a gift—wrapped box. At the visitor’s insistence, the official unwrapped it, to find a pack of Godrej soaps in various fragrances. The unspoken but clear message: ‘The Godrej group is committed to ethical business. Don’t expect anything else from us’. The anecdote, narrated by Ranganatha Thota, the management trainee at that time, sums up an idea that Gurcharan Das, former CEO of Procter and Gamble India, has articulated: while India secured political independence in 1947, it got economic independence only with the 1991 reforms. In many ways, the business history of the Godrej Group, which dates back to 1897, mirrors the Independence movement. The group’s founder Ardeshir Godrej, as the Godrej Rhyme narrates and as BK Karanjia chronicles in his two—volume book Godrej: A Hundred Years 1897—1997, left India for Africa in 1889 to practice law. But unwilling to commit perjury to advance his career, he returned home, where the freedom movement was gathering pace, with the birth of the Indian National Congress in 1885.

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