Barnum Brown the Famous Paleontologist

Barnum Brown the Famous Paleontologist Barnum Brown Born/Died 1873-1963 Nationality American Dinosaurs Named Ankylosaurus, Corythosaurus, Leptoceratops, Saurolophus About Barnum Brown Named after, but not related to, P.T. Barnum (of traveling circus fame), Barnum Brown had a flamboyant personality to match. For much of his long life, Brown was the chief fossil hunter for the American Museum of Natural History in New York, and he participated in a huge number of digs, including one that unearthed the very first Tyrannosaurus Rex skeleton in southeastern Montana (Brown, unfortunately, didn’t get to name his find; that honor went to museum president Henry Osborn). Despite the large number of fossil finds to his credit, mostly in Montana and Canadas Alberta province, Brown is remembered more as an energetic, tireless, well-traveled digger than as a published paleontologist (though he did write some influential papers). His techniques seem to have matched his personality: in the early 20th century, his preferred method for finding fossils was to blow up huge tracts of land with dynamite, scour the rubble for bones, and cart the resulting finds back to base camp on horse-drawn carriages. Befitting his name, Barnum Brown had his share of eccentricities, many of them recounted in a memoir published by his wife, I Married a Dinosaur. For publicity purposes, he insisted on being photographed at his fossil digs wearing an oversized fur coat, and he claimed to work as an intelligence asset for the U.S. government during World War I and World War II and as a corporate spy for various oil companies during his trips abroad. He was referred to by his closest friends as Mr. Bones.

Free sample - A sound mind in a sound body. translation missing

A sound mind in a sound body. A sound mind in a sound bodyHuman Resource Management. A contemporary world arena of business making continuously watches an incessant competition race among contestants. They pursue the goals of getting profits and taking a prevailing position in a particular business field. No doubt, each company focuses on reaching success which is hard to imagine without leadership. It is true to assume that the dominance in the world market place requires huge resources involvement. Thus, the shareholders having invested in the company’s prosperity expect the ‘harvest’ to be visible and tangible. So, in this connection we speak about the feedback that the investing participants are eager to see. Here it is relevant to consider the paramount importance of the company’s human resource management (HRM), since it is the human resources (HR) that bring along the company’s exuberance. The personnel being the integral parts of the whole profit making machine comprise the ‘motive force’ that can’t be neg lected. In addition, the workforce is commonly quite varied, thus the HRM is supposed to apply a smart diverse managing program referring to and taking into account the employee-concerned factors. Such factors include race, gender, age issues. With the hindsight we may assert that the above mentioned aspects used to and still to some extent continue to be a sticking point on the way to individual recognition at workplace and field of activity. Hence the company’s management policy resorts to certain regulations in leveling inequalities when evaluating the personnel potential and proficiency. So, in 1960’ emerges the notion of ‘affirmative action’ aimed at minimizing and eventually eliminating the prejudiced attitude to the employees for the recruitment process to be regardless of race, religion, origin, gender etc. Thereby, on the grounds of this idea special affirmative action programs (AAP) became to be developed to provide equal   opportunities for such groups as minorities, women, disabled people, veterans (Berkley Lab, 2010, Oct 26). However, why was such practice in human resource management perceived in different ways? Perhaps we should mind that each notion, idea, process in our world faces diverse opinions and there can be arguments both ‘for’ and ‘against’. The AAP enclosed into the managerial policy evoked a dual response as well. One of the points to say ‘NO’ is a financial side of the matter, since the program presupposes expenses. Not the least of the aspects appears to be a complicated and long-term cultivation of the non-discrimination-prone standpoint and attitude. Still let’s analyze whether the game is worth the candle. Should the companies be obsessed only with revenues and ignore the role of the individuals and their direct impact on the business development? It’s a pure delusion to exploit human resources as soul-absent money-making mechanisms. As a matter of fact, the sound environment and fair non-biased approach to people is a substantially essential aspect of the company’s well-being, since the staff in such conditions w ill demonstrate loyalty and effective productivity. Moreover, even today and in the future perspective the company is likely to gain respect and acknowledgement for the efforts to adhere and spread the idea of equality. Thus, the company’s sound system – ‘body’ is sure to have a sound ‘mind’ – company’s human resources. So, maybe that is the key to success. References Aclu position paper. Affirmative Action (2000) European Academy of Legal Theory. Brussels. Affirmative Action Program (2002-2003) Lawrence Berkley National Laboratory. Affirmative Action Program (2010, October 26)