Results for "Authority"

Compliance + obedience to authority

Final Exam Notes Motivation — the process that initiates, guides, and maintains goal-oriented behaviors Need — a requirement for survival (e.g. food, water); unmet needs motivate behavior Need hierarchy — Maslow’s model ranking human needs (physiological, safety, love/belonging, esteem, self-actualization) Drive — an internal state created by unmet needs (biological drive) Homeostasis — tendency of body systems to maintain internal stability Drive reduction — theory that motivation arises from the desire to reduce drives (i.e. satisfy needs) Arousal — state of being physiologically alert, awake, and attentive Optimal arousal — level of arousal leading to best performance (too low or too high impairs performance) Pleasure principle — Freud’s idea that behavior is driven to seek pleasure and avoid pain Incentive — external stimulus that “pulls” behavior (rewards, goals) Intrinsic motivation — performing behavior for internal satisfaction or interest Extrinsic motivation — performing behavior to earn external reward or avoid punishment Biological factors (eating) — e.g. hunger signals from hypothalamus, genetics, metabolism Learning factors (eating) — e.g. food preferences, cultural influences, classical conditioning Achievement — desire to accomplish goals, attain standards Self-efficacy — belief in one’s ability to succeed at a task Delay of gratification — ability to resist short-term temptations for long-term goals Emotion — complex reaction involving subjective experience, physiological arousal, and expressive behaviors Primary emotions — basic emotions (e.g. joy, anger, fear, disgust, surprise) Secondary emotions — more complex emotions (e.g. guilt, shame, pride) James-Lange theory — emotion results from interpreting bodily reactions (e.g. see bear → heart races → feel fear) Cannon-Bard theory — emotions and physiological reactions occur simultaneously Two-factor (Schachter-Singer) theory — emotion = physiological arousal + cognitive label Amygdala — brain region involved in processing emotions, especially fear and threat detection Emotion regulation — methods to control or influence one’s emotions Thought suppression — trying to push thoughts/feelings out of mind Rumination — repetitively focusing on negative feelings Positive reappraisal — reinterpret event in a more positive light Humor — using jokes or laughter to cope with negative emotions Distraction — shifting attention away from emotional triggers Chapter 11: Health & Well-Being Health psychology — field studying psychological influences on health, illness, and wellness Well-being — sense of physical, mental, and social flourishing Biopsychosocial model — model that health is determined by biological, psychological, and social factors Body mass index (BMI) — weight (kg) / (height (m))²; used to classify obesity / overweight Overeating factors — biological (metabolism, hormones), social (availability, norms), genetic predisposition Anorexia nervosa — eating disorder where individuals restrict food intake, fear weight gain, distorted body image Bulimia nervosa — cycle of binge eating followed by compensatory behaviors (e.g. purging, fasting, exercising) Binge-eating disorder — recurrent episodes of eating large amounts without compensatory behaviors Stress — a process by which we perceive and respond to events appraised as overwhelming Stressor — event or condition that triggers stress response Stress response — physical, emotional, and behavioral reaction to a stressor Major life stressors — big events causing substantial change (e.g. death, job loss) Daily hassles — everyday annoyances that accumulate stress (e.g. traffic, chores) General adaptation syndrome (GAS) — three-stage model of stress response GAS phases: alarm reaction → resistance → exhaustion Fight-or-flight response — physiological response to threat (sympathetic activation) Tend-and-befriend response — stress response especially in women: nurturing and social affiliation Type A behavior pattern — competitive, time-urgent, hostile personality (linked to heart disease) Type B behavior pattern — relaxed, easygoing, less competitive Coping — efforts to manage stress Primary appraisal — evaluating whether a stressor is harmful, threatening, or challenging Secondary appraisal — evaluating one’s resources to cope Emotion-focused coping — regulating emotional response to stressor Problem-focused coping — tackling the stressor directly to reduce or eliminate it Positive psychology — field focusing on strengths, well-being, and human flourishing Five ways to stay healthy — e.g. good diet, exercise, sleep, social support, stress management Chapter 12: Social Psychology Personal attributions — attributing behavior to internal traits or dispositions Situational attributions — attributing behavior to external circumstances Fundamental attribution error — tendency to overestimate personal factors and underestimate situational factors when explaining others’ behavior Actor/observer bias — tendency to attribute one’s own actions to the situation, but others’ actions to internal traits Self-fulfilling prophecy — expectation that leads you to act in ways that make it come true Stereotypes — fixed, overgeneralized beliefs about a group Prejudice — negative attitude toward a group Discrimination — negative behavior directed at a group Ingroup bias — favoring one’s own group Outgroup bias — negative attitudes toward those outside one’s group Attitudes — evaluations of people, objects, or ideas (positive/negative) Mere exposure effect — repeated exposure to something increases liking Cognitive dissonance — discomfort when beliefs, attitudes, or behavior conflict Postdecision dissonance — tension after making a choice, leading to justifying one’s decision Persuasion — process of changing attitudes Central route — persuasion via thoughtful consideration of arguments Peripheral route — persuasion via superficial cues (e.g. attractiveness, emotion) Social facilitation — improved performance in presence of others on simple tasks Social loafing — exerting less effort when working in a group Deindividuation — loss of self-awareness/inhibition in group situations Conformity — adjusting behavior or thinking to match a group standard Compliance — changing behavior in response to a direct request Obedience — following orders from an authority figure Milgram’s study — obedience experiments where participants (under instruction) delivered shocks to a “learner” Bystander intervention effect — tendency for individuals less likely to help when others are present Chapter 14: Psychological Disorders Psychopathology — study of psychological disorders; abnormal patterns of behavior, thoughts, or feelings Diathesis-stress model — view that psychological disorders develop due to genetic vulnerability + stress Biopsychosocial approach (to disorders) — disorders result from biological, psychological, and social factors DSM-5 — Diagnostic and Statistical Manual of Mental Disorders, 5th edition (standard classification of mental disorders) Specific phobia — irrational fear of specific object or situation Social anxiety disorder — intense fear of social situations or being judged Generalized anxiety disorder — chronic, uncontrollable worry about multiple domains Panic disorder — recurrent, unexpected panic attacks Obsessive-compulsive disorder (OCD) — obsessions (intrusive thoughts) and compulsions (ritualistic behaviors) Posttraumatic stress disorder (PTSD) — disorder following exposure to traumatic event, with flashbacks, avoidance, hypervigilance Major depressive disorder — persistent sadness, loss of interest, and other symptoms interfering with daily life Bipolar I disorder — periods of mania (and usually depression) Bipolar II disorder — hypomania (less severe mania) + major depressive episodes Schizophrenia — disorder characterized by delusions, hallucinations, disorganized speech, negative symptoms Positive symptoms (in schizophrenia) — delusions, hallucinations, disorganized speech Negative symptoms — flat affect, social withdrawal, lack of motivation Hallucinations — perceptual experiences without external stimuli Delusions — false beliefs held despite evidence to the contrary Disorganized speech — incoherent or illogical thought reflected in speech Disorganized behavior — inappropriate or bizarre behavior Biological risk factors (schizophrenia) — genetics, neurotransmitter abnormalities, brain structure Environmental risk factors — prenatal exposure, stress, family environment Borderline personality disorder — instability in mood, self-image, relationships, impulsivity Antisocial personality disorder (APD) — disregard for others’ rights, lack of remorse Dissociative amnesia — inability to recall important personal information (usually after trauma) Dissociative identity disorder (DID) — presence of two or more distinct identity states Autism spectrum disorder — deficits in social communication, restricted/repetitive behaviors ADHD (attention-deficit/hyperactivity disorder) — inattention, hyperactivity, impulsivity Chapter 15: Psychological Treatment Psychotherapy — therapy involving psychological techniques to treat mental disorders Psychodynamic therapy — therapy based on psychoanalytic concepts (e.g. unconscious conflicts) Humanistic therapy — focuses on growth, self-actualization, and client potential (e.g. Rogerian) Behavior therapy — uses learning principles (classical/operant conditioning) to change behavior Cognitive therapy — focuses on changing maladaptive thoughts or beliefs Cognitive-behavioral therapy (CBT) — integrates cognitive and behavioral methods Group therapy — therapy conducted with multiple participants simultaneously Family therapy — therapeutic approach focusing on family relationships Biological therapy — treatment using biological methods (e.g. medication, brain stimulation) Psychotropic medications — drugs that affect mental processes (e.g. antidepressants, antipsychotics) Electroconvulsive therapy (ECT) — inducing seizures via electrical current to treat severe depression Transcranial magnetic stimulation (TMS) — using magnetic fields to stimulate brain regions Deep brain stimulation (DBS) — surgical implantation of electrodes to stimulate brain structures Exposure (in CBT) — confronting feared stimuli directly in safe context Systematic desensitization — gradual exposure combined with relaxation Cognitive restructuring — changing negative thought patterns Exposure-response prevention — exposure without performing compulsive behavior (used for OCD) SSRIs (selective serotonin reuptake inhibitors) — class of antidepressants (e.g. Prozac, Zoloft) Treatment for depression — CBT + SSRIs often most effective Bipolar treatment — mood stabilizers (e.g"

Political Anthropology: Power, Authority, and Societal Structures

Principles of sport management KINE 1500 Wednesday September 10, 2025 Sociological aspects of sport Sport reflects and amplifies the underlying values of Sociology: the study of human society, social relationships -Explore how sport functions as a social institution, sport as a microcosm of study -Understand fan behavior, team dynamics, access, inequality, social impact -Social identities and sport in Canada -Sex, gender, sexuality, indigeneity, race, ethnicity, newcomer status, age, aging, socioeconomic status, religion, spirituality Sex: physiological combination of a person's hormones, genetics, and reproductive organs, denoting that someone is male or female. Gender: informed by societal expectations and cultural norms of what it means to be male/masculine or what it means to be female/feminine. - Organization of sport is based on binary system of sex categories - Sport often reflects and reinforces built in ideas that society believes about gender (men being superior to women, different rules for men and women's sport) - Men's sport as the default version of sport (gender marking in league names, resourcing) - Homophobia in sport, exclusion of queer and transgender individuals - Sex, gender, and notion of fairness - Indigenous athletes have faced barriers to participation in sport, systemic challenges linked to historical ongoing colonialism, socio-economic disparities, and cultural erasure - Sport was used as a tool of cultural genocide of Indigenous peoples; notion of legitimate sport and derogatory names and images of team mascots - Underrepresentation of Indigenous athletes at elite levels of sport, ongoing marginalization of Indigenous body cultural practices Race: physical characteristics, such as skin color, facial features, and hair texture, that have beed used over time to characterize people Ethnicity: common cultural characteristics that people within groups share - Sport experiences are often shaped by individuals racial and ethnic background reflecting broader social dynamics of inclusion, exclusion, and inequality - Anti racism lens to address racism at individual, institutional, and structural levels. - Aging and disability - Lifelong participation in sport ys early specialization opportunities to access sport - Greater understanding of the health and social benefits as one ages - Relationship between disability and sport continues to be shared by systemic inequalities Wednesday September 17th, 2025 Organizations defined - Social entities that are goal directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment. - Public organizations, nonprofit organizations, and commercial organizations Organizational environment - Everything that exists outside the boundary of an organization and has the potential to affect all or part of the organization - Organizational environment operates with economic conditions, technology, political climate, social and cultural forces - Management: the process of working with and Scientific management approach, human relations approach, process approach - Scientific management approach: task breakdown and specialization volunteer roles based on small, repeated tasks - Standard operation procedures volunteers are given step-by-step script checklist on how to perform tasks - Training and time studies manager trains each volunteer on how to perform their task in the most efficient way, time studies for how long it takes to complete the task - Top-down supervision supervisors assigned to monitor volunteers and ensure adherence - Incentives for efficiency recognizing and rewarding efficient team or individuals Organizations as open systems Inputs: * raw materials * human resources * capital * technology * information Transformation process->>>>> * employees work activities * management activities * tech and operations methods outputs->>>>>> * products and services * financial results information * human results Human relations approach: building relationships as a manager, you get to know staff members personally, foster a culture where everyone feels like they are a part of the team and appreciated Dimensions of organizational structure Organizational strategy: Refers to the long-term planning and decision making processes that guide an organizational toward achieving its mission, vision, and competitive goals. Encompasses the deliberate alignment of internal resources with external opportunities and threats to ensure sustainable success both on and off the field. - Encouraging input staff are encouraged to share ideas for improving operations - Recognition and morale boosting publicly recognize individuals or teams for good work during or after the game, offer small perks. - Supportive supervision supervisors focus on coaching, not commanding - Team cohesion activities organize team bonding opportunities, build a sense of belonging amongst employees Process approach: - pre crisis (planning and organizing) crisis protocols and contingency plans are already in place - During crisis (leading and controlling) Quickly assess situation, direct each functional area according to a clear chain of command make real time adjustments - Interdepartmental coordination act as a central hub ensuring that the department is acting in sync, communication is fast and structured - Post crisis review evaluate the response process and share lessons learned - Monday September 22, 2025 Management functions planning: developing and implementing goals, objectives, strategies, procedures, policies, and rules to produce goods and services in the most effective and efficient manner Operating: resources to produce goods and services in the most effective and efficient manner Staffing: recruiting, selecting, orientating, training, developing, and replacing employees to produce goods and services in the most effective manner Dividing: influencing members as individuals and as groups to produce goods and services efficiently Outstanding and evaluating: Paris 2024 summer Olympics/ Paralympics Planning: sustainability in planning 95% were existing or temporary long-term urban Organizing: coordination with international governing bodies, local government, and sponsors Staffing: recruiting and training 45k volunteers and paid staff Directing: managing teams across language, cultural and operational divides Evaluating: constant risk assessment All managers have formal authority for organizing, directing, and controlling the work activities of others - Organizational hierarchy based on levels of management - People play an important role in the management of sport at all levels, and in all contexts - Organizational principles Effectiveness: extent to which goals are achieved focused on results Efficiency: extent wo which goals are achieved using the fewest possible resources focussed on activities 4 approaches to organizational goals 1. Goal attainment 2. Resource based 3. Internal process 4. Strategic constituency Organizational strategy: Refers to the long-term planning and decision making processes that guide an organizational toward achieving its mission, vision, and competitive goals. Encompasses the deliberate alignment of internal resources with external opportunities and threats to ensure sustainable success both on and off the field Key points: - strategic alignment, stakeholder involvement, competitive advantage, performance measurement, dynamic environment, resource management - Strategic plan is the course of action or a direction to move an organization from one point to another 1. Identifying the goals, objectives, and mission of the organization 2. Determining strategic objectives 3. Identifying the resources required to implement the strategy 4. Establishing a timeline and identifying milestones Organizational culture the shared values, beliefs, behavior's, and norms that shape how people within an organization interact, make decisions, and pursue collective goals - Culture shapes performance and behaviour - Leadership drives culture - Values must be lived not stated - Culture is dynamic, evolves over time - Subcultures can exist within larger organizations - Culture influences reputation and retention Organizational structure: identifies the formal positions and reporting relationships with organizations. Specifies the grouping of individuals into functions, roles, department Organizational design: process of shaping or aligning the structure of an organization to achieve its strategic goals, how and why structure is created. specialization - degree to which activities in the organization are subdivided into separate jobs (task and responsibilities of individual) centralization - degree to which decision making is concentrated at a single point in the organization (where decision making happens) formalization - degree to which jobs within the organization are standardized (the rules policies of the organization) organizational change & innovation * organizational change- refers to the process by which organizations modify their structures strategies, processes, or culture to adapt to internal and external pressures * innovation- the introduction of new ideas, technologies, or practice that ensconce organizational operations and goal achievement key points * change is inevitable and often necessary for growth and survival * innovation can be disruptive but is essential for long term success * resistance to change is common due to tradition, hierarchy, or fear of the unknown * successful change requires strong leadership, communication, and stake holder involvement Wrap-up & Q & A - organizational effectiveness- how we define success within an organizational context - organizational strategy- roadmap for the organization - organizational culture- “how we do things “ & iceberg analogy - organizational structure and design- layout of roles Classifications of managers - all managers have formal authority for organizing directing and controlling the work activities of others - organization hierarchy based on levels of management Levels of management Professional Baseball Organizations: Investor owned health and fitness club Intercollegiate athletic program: Top level managers presidents, chief executive officer, vice president of business operations, vice president of baseball operations : Owners, Gm, Intercollegiate athletic program: board of trustees,university presidents, V.P, A.D middle level managers director of public relations, director of corporate sales, director of marketing operations, team manager, director of scouting site mangers Director of development director of analytics and business intelligence supervisory level managers Manager of stac im . operation: Manager of broacicasting Manager of community relation Manager of baseball administration coordinations of aerobatics, fitness,golf,pro shop assistants ads, sports information director coordinator of athletic training Conceptual Skills Technical Skills Human Relations Skills • Possesses the ability to see the organization as a whole Can perform a job based on the job requirements • Possesses ability to work with people (interpersonal skills) • Effectively uses analytical, creative, and initiative skills • Effectively uses skills required for a given positions (e.g., computer, IT) • Effectively uses communication and listening skills • Aids in planning and organizing processes of managers • Aids in completing everyday operational tasks • Aids in planning, staffing, organizing, directing, and controlling/evaluating processes of managers; each process requires interaction with people DEVELOPMENT OF A STRATEGIC PLAN • Strategio plan is a course of action or a direction to move an organization from one point to another; development of a plan involves... 1. Identifying the goals, objectives, and mission of the organization Determining strategic objeotives (SWOT) SWOT * strength * weakness * opportunities * Threats identifying the resources required to implement the strategy Establishing a timeline and identifying milestones ORGANIZATIONAL CULTURE "Refers to the shared values, beliefs, behaviours, and norms that shaper how people within an organization interact, make decisions, and pursue collective goals" Key Points and Assumptions: * Culture shapes behaviour and performance * Leadership drives culture * Values must be lived, not just stated * Culture is dynamio and evolves over time + Suboultures can exist within larger organizations Cultural fit vs. oultural add * Culture influences reputation and retention 🧠 Leadership Theories (Expanded Summary – KINE 1500 Style) Leadership Theory Core Principles Advantages Disadvantages Trait Theory Leaders are born with innate traits that make them effective; traits predict leadership success. Simple and easy to use; helps identify potential leaders. Over-simplified; ignores how traits are developed; not universal. Skills Theory Leadership can be learned and developed; focuses on technical, human, and conceptual skills. Inclusive and adaptable; useful for developing leadership competencies. Complex to assess; doesn’t consider context. Behavioral Theory Leadership is learned through behavior; focuses on task- and relationship-oriented actions. Provides clear examples of effective behavior; learnable and practical. Ignores situational and personality factors; not universal. Situational Theory Effective leadership depends on context and follower readiness; uses four styles (telling, selling, participating, delegating). Flexible and adaptable; encourages follower development. Requires accurate assessment of followers; may overlook core values. Servant Leadership Leaders prioritize serving others, focusing on followers’ growth, well-being, and empowerment. Builds trust, loyalty, and strong relationships; encourages collaboration. Can slow decision-making; leader may be taken advantage of. Authentic Leadership Leadership based on self-awareness, honesty, integrity, and acting consistently with personal values. Promotes trust and transparency; enhances morale and ethical behavior. Can be difficult to maintain under pressure; may appear inflexible. Ethical Leadership Leadership guided by fairness, respect, and strong moral principles. Builds ethical culture and trust; improves reputation and accountability. Hard to balance ethics with organizational demands; subjective moral standards. Shared (Distributed) Leadership Leadership roles are shared across a team; everyone contributes based on strengths. Encourages teamwork, empowerment, and diverse input. Can lack clear direction; risk of conflict or confusion without coordination. ⸻ ⚙️ Leadership Styles (KINE 1500 Summary) Leadership Style Core Principles Advantages Disadvantages Transactional Leadership Based on structure, rules, rewards, and punishments; focuses on efficiency and short-term goals. Clear expectations; predictable results; good for stability. Limits creativity; can reduce motivation and long-term innovation. Transformational Leadership Inspires followers through vision, passion, and personal growth; promotes innovation and change. Increases motivation and engagement; encourages creativity. Relies heavily on leader charisma; may overlook daily operations; risk of burnout

Milgram’s research - the agentic state, legitimate authority,

Power and Authority Italy and Japan

Royal authority under Edward

Lecture 4 - Ce que j'ai escript et escript - Subversion of authority

Agency theory, Legitimacy of Authority

AQA A-Level Religious Studies - Sources of Wisdom and Authority

Women, authority and power test 1

agentic state and legitimacy of authority

Authority and Orthodoxy

Understanding Police Authority and Community Relations

1. French & Indian War (1754–1763) → “The Divorce That Sparked the Fight” Story analogy: Britain and the colonies were like a married couple who tolerated each other until financial stress hit. The war was the breaking point. Britain defeats France, gains land (Treaty of Paris 1763). Proclamation of 1763: bans westward settlement → angers colonists. British debt explodes → end of Salutary Neglect → taxes coming. Colonial identity shift: Saw themselves as “Protestant, free, victorious.” Britain saw them as freeloaders. Quote clue: “We have suffered much from these colonies and their indolence” → British view. 2. Crisis Decade (1763–1774) → “Taxes Without Love” Acts to know: Sugar Act, Stamp Act, Townshend Acts → colonists revolt. Boston Massacre (1770) → used as Patriot propaganda. Tea Act (1773) → leads to Boston Tea Party. Coercive (Intolerable) Acts (1774) → punishment, fuels calls for independence. Colonists argue Parliament had no right to tax them (“taxation without representation”). Britain insists on Parliamentary supremacy. Quote clue: “Parliament has the supreme authority over American politics” → British perspective. 3. Revolutionary War (1775–1783) → “The Teenager Runs Away From Home” Key turning points: Lexington & Concord (1775): shots fired. Common Sense (1776): Paine convinces ordinary colonists monarchy is corrupt. Declaration of Independence (1776): Jefferson channels Locke (natural rights). Battle of Saratoga (1777): turning point, French ally. Yorktown (1781): final surrender with French help. Treaty of Paris (1783): U.S. recognized, Mississippi River as western boundary. Impact on groups: African Americans: contradiction between slavery & liberty. Women: “Republican Motherhood.” Natives: pushed out despite fighting with Britain. Quote clue: “We hold these truths to be self-evident…” → Declaration. 4. Articles of Confederation (1781–1789) → “13 Roommates Without a Landlord” Weak central gov: no taxes, no executive, no judiciary. Successes: Land Ordinance (1785): surveyed land, set aside for schools. Northwest Ordinance (1787): new states, banned slavery in NW. Problems: war debt, inflation, interstate disputes. Shays’s Rebellion (1786–87): farmers revolt → fear of anarchy → push for stronger gov. Quote clue: “A firm league of friendship…” → Articles. 5. Constitution (1787–1789) → “Renovating the House” Compromises: Great Compromise: bicameral legislature. 3/5 Compromise: slavery counted for representation/taxes. Slave Trade Compromise: can’t ban until 1808. Federalists vs. Anti-Federalists: Federalists (Hamilton, Madison, Jay): strong gov., loose interpretation. Anti-Federalists (Patrick Henry, George Mason): protect liberty, demanded Bill of Rights. Federalist 10 & 51: factions controlled by large republic & checks/balances. Quote clue: “Ambition must be made to counteract ambition” → Madison. 6. Washington’s Presidency (1789–1797) → “The Trailblazer” Hamilton’s Plan: Assume state & federal debt. Protective tariffs. National Bank (implied powers, loose interpretation). Jefferson opposed (strict interpretation). Foreign Policy: Proclamation of Neutrality (1793). Jay’s Treaty (1794): Britain leaves forts, unpopular but prevents war. Pinckney’s Treaty (1795): Spain opens Mississippi River. Domestic: Whiskey Rebellion (1794): Washington enforces tax w/ troops. Farewell Address: Avoid parties, foreign alliances, sectionalism. Quote clue: “Steer clear of permanent alliances…” → Washington. 7. Adams’ Presidency (1797–1801) → “The Paranoid Parent” Foreign: XYZ Affair (1797): French demand bribes → outrage. Quasi-War (naval skirmishes w/ France). Domestic: Alien & Sedition Acts (1798): restrict speech/immigrants. Kentucky & Virginia Resolutions: Jefferson/Madison argue states can nullify laws. Adams avoids war → loses popularity but preserves peace. Quote clue: “Millions for defense, not one cent for tribute!” → XYZ Affair. 8. National Identity (Theme Across Unit) Before Revolution: British identity, loyal to crown. During Revolution: Patriots vs. Loyalists → fracture. Articles period: “state-first” identity. Constitution: stronger federal identity emerges. Washington/Adams: beginnings of political parties → competing visions of “American identity.” Federalists: elite-led, Britain-friendly, commerce & industry are

Power and Authority

The Nature of Police Authority and Reform

📘 Midterm Prep Breakdown by Module ⸻ Module 1: Prehistory & Early Antiquity Core skills: define, identify, recognize 1. Architecture vs. Landscape Architecture • Architecture: Design of buildings/spaces for shelter, ritual, politics, religion. • Landscape Architecture: Shaping land + open spaces (gardens, courtyards, irrigation, urban layout). • Difference = building-focused vs. environment/land-focused. 2. Key Developments (political, social, religious, etc.) • Prehistory: Ritual (caves, megaliths), communal identity, proto-urban settlements (Çatalhöyük). • Mesopotamia: City-states, ziggurat = religious + political center. • Egypt: Pharaoh divine kingship → pyramids, temples aligned with afterlife beliefs. • Persia: Paradise gardens = political power + cosmology. 3. Cultural Norms & Constructive Aspects • Collective ritual identity (Stonehenge, Lascaux). • Monumentality as a sign of authority (ziggurats, pyramids). • Use of available materials (mudbrick in Mesopotamia, stone in Egypt). ⸻ Module 2: Greco-Roman World Core skills: apply, identify, recognize 1. Apply definitions (Arch. vs. Landscape Arch.) • Greek: Architecture = temples, theaters, stoas. Landscape = agoras, acropoleis, orthogonal plans. • Roman: Architecture = basilicas, baths, Colosseum, Pantheon. Landscape = forums, imperial gardens, urban grids, aqueduct networks. 2. Key Developments • Greek: Polis as civic/religious/political unit. Rational planning (Miletus). Development of orders (Doric, Ionic, Corinthian). Democracy + temples as civic identity. • Hellenistic: New typologies (libraries, palaces, theaters). • Roman: Empire → infrastructure + propaganda. Concrete, arches, domes → new scale. Baths + arenas = social cohesion. 3. Cultural Norms & Constructive Aspects • Greek: Balance, proportion, humanism, rational order. • Roman: Engineering, spectacle, imperial ideology. • Shared: religion + politics fused in space (temples, forums)

1.1 Authority protocols

Authority of the Church: Christianity (SWA)