Rembrandts Work in the Light of Contemporary Artists Case Study

Rembrandts Work in the Light of Contemporary Artists - Case Study Example Many contemporary writers have written on Rembrandt; however, Gary Schwartz’s work stands out. The Rembrandt Book, which was published in honour of the 400th anniversary of Rembrandt’s birth, the book gives the reader an opportunity to comprehend his life as it was. One familiarizes themselves through the book with Rembrandt’s family, friends, patrons, and European civilization and present day culture. Each chapter of the book allows one to have a sneak peek into Rembrandt’s creative thought process. Gary Schwartz has used contemporary sources to assimilate information in the book on Rembrandt. Rembrandt received a thorough grounding in classical and biblical studies. In 1629, Rembrandt painted a self-portrait which is regarded as first of the many that would follow. Rembrandt’s life wasn’t devoid of difficulties and problems. In fact, he led a plain tans life for the longest time. In spite of getting married by 1634, he had an illegitimate d aughter, Cornelia. Eventually, when Rembrandt is reported to be in deep financial trouble and declared him as an insolvent in 1656, the authorities in Amsterdam compiled a minutely detailed inventory of his possessions. Many documents were compiled out of which, one document is said to state the providence of a list with two plaster casts of children, one plaster head, five works by other artists and four of his own paintings and one shoe. Rembrandt led an extremely colourful life rich with drama and suspense and thrilling in its own right.

Research and analyze an organization's 3BL and Stakeholders Paper

And analyze an organization's 3BL and Stakeholders - Research Paper Example Triple Bottom Line Analysis Profit In late 2012, 3M announced that, consistent with its marketplace presence and relevance building strategy, they would start aligning management and resources towards 5 groups of business including energy and electronics, safety and graphics, healthcare, industrial, and consumer. The conglomerate’s operation results have been managed based on the segment structure in existence throughout the year 2012. 3M results will be managed under this alignment on its coming into full effect by mid-2013. The conglomerate’s net income for 2012’s fourth quarter was $991 million compared to 2011’s fourth quarter net income of $954 million (Gibson 83). 4th quarter sales for 2012 increased by 4.2% to 47.4 billion from 2011, while there was a 4.3% growth in organic sales in local currency (Gibson 83). In this growth of organic local currency sales, the office and consumer segment led with an 8.7% growth; with increase in growth for office a nd stationery supplies, home improvement construction markets, and consumer healthcare. Graphics and display grew by 8.3% in organic local currency sales; with an increase in sales for commercial graphics, traffic safety systems, architectural markets, and optical systems (Gibson 84). In healthcare, the same grew by 5.9%, particularly in oral care, wound care, health information systems, and food safety. While transportation grew by 3.9% and communication and electronics grew by 1.8%, protection, security, and safety declined by 1.7%. For the entire 2012, 3M’s income stood at $4.444 billion in comparison to $4.283 in 2011, which was an increase of 6%. Sales also increased by 1% to 29.9% in 2012 as organic currency sales also increased by 2.6% aided by a 0.8% increase to sales, although currency effects saw a 2.4% reduction year-on-year (Gibson 85). From these results, it is clear that 3M is a highly profitable company that has seen growth in a period directly following the gl obal recession. Planet The first set of environmental goals released by 3M was in 1990 and since this period, they have managed to cut emission of Greenhouse gases worldwide by over 72%, a reduction by 96% of volatile organic compound emissions, and an 82% decrease in the use of energy (Bogdan 76). In line with this, the company has set new goals that they expect to reach by 2014. These goals include a reduction of 15% in volatile air emissions indexed to net sales from base year 2010, a 10% reduction in waste production indexed to net sales from base year 2010, and an increase in energy efficiency of 25% indexed to net sales from base year 2005 (Bogdan 76). In addition, 3M expects to reduce emissions of greenhouse gases by 5% indexed to net sales from base year 2006 by 2013 and the development of plans to conserve water where the company is located in water stressed areas with water scarcity. Since the inception of their new goals in 2005/2006, 3M has seen an 8.6% decrease in volat ile organic compounds, a well as a 9.2% waste reduction. They have also seen a 32% increase in energy efficiency, a 55% reduction in greenhouse gases, and a 100% development of their plans to conserve