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![]() ![]() Marketing for men’s personal shaving products emphasized the idea that the man with a clean-shaven face is a hygienic, modern, and civilized man (in contrast to the man who gets a once-a-week shave at the barber). As a result, being clean-shaven became both more convenient and very fashionable.īecause personal safety razors use disposable blades, men who shaved every day also had to purchase a constant supply of blades. When Gillette patented the first safety razor in 1904, it became easier for men to shave themselves at home. During the 1800s, shaving was done with a steel straight razor, often by a barber. Companies have marketed their shaving products in ways that link the use of the product with an increase in the user’s attractiveness, masculinity, or femininity.Ĭultural standards, practices, and fashions for men’s facial hair have shifted over time, and razor innovations and marketing have played a role in those shifts. These same concerns have frequently been used to create and reinforce identity and gender norms within American cultures. She does not approve of the massage-finish of the tonsorial artist." Warshaw Collection of Business Americana, Archives Center, National Museum of American History, Smithsonian InstitutionĬoncerns about personal appearance have often motivated hair removal practices. For these reasons, by the early 1900s being “clean-shaven” had become associated with basic hygiene.ġ910 Gillette advertisement: "She admires the clean, healthy skin of the man who uses a Gillette. Because hair traps perspiration, it can also become a breeding ground for bacteria and odors. Removing body hair helped stave off infestations of lice and other parasites, especially for those who lived in close quarters and who had limited access to bathing. Personal care products which remove unwanted hair from the face and body were developed to address interwoven concerns about hygiene and personal appearance. To skip the text and go directly to the objects, CLICK HERE The text below provides some historical context and shows how we can use these products to explore aspects of American history, for example, the links between innovation, advertising, and personal identity. This section includes products such as razors and depilatories. Eliot Elisofon Photographic Archives, African Art. ![]() A wonderful vintage large ornate wall frame that has beautifully carved decorative detail on gold wood, Blue Adventurine and Clear Iridescent Kiln Formed Fused Glass, Note: This item is made at time of order, Black/Blue: Computers & Accessories, PERFECT FOR A GIFT SET- A perfect gift choice for any occasion like Birthdays. Artwork will be emailed within 48 hours for final approval before production (if applicable). 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You can select the location or go to the auto selected place which this software will provide. Decipher Backup Browser 12 License Code is used to back up any file’s information that was in your Apple device. ![]() It should be the process of getting people self-directed." As of late, this has been my main focus for my team. I found the information in this to be very helpful, and took SO.MANY.NOTES! My favorite note: "It is not to direct people. This may be my top managerial read! AND I have read quite a few! If someone asks me what book they should read to prep themselves to hire, train and manage a team - this is *THE* book. However, it should be augmented with books that are just as practical, have more depth and have more “how to’s” which are essential for people just starting out in management. This book is a light read and may be a useful primer for a very new and inexperienced manager. ![]() I think the authors could have improved these sample talks by giving more detail on their purpose, the key points to include (or avoid) and how to follow up these talks. In any book this is a difficult concept to describe and get across. In some chapters there were also sample “speeches” (or “talks” as the authors call them) for various events such as when the new employee starts, the “Attitude Talk” or the “Improvement Seed” for discussing a person’s poor performance. The authors do give examples of “right” and “wrong” answers which I found, particularly in the case of the “wrong” answers to be over simplistic and unlikely to be given by many applicants. Unfortunately, neither do these type of question assess a person’s ability to do the job for which they are applying. How do you feel about your last manager?ĭo not measure attitude. What did you like least about your last job? What did you like most about your last job? Most people would agree with this, yet the three questions they suggest to use to test for “attitude”, i.e. Three that I found difficulty with were the chapters on Recruitment, Managing Change and Performance Appraisals.įor example, in the chapter on Recruitment, the authors suggest that the most important point to keep in mind when recruiting someone, is to make sure they have the right attitude. It has some great management truths, ideas and concepts that have stood the test of time, yet it falls down in how some of these can best be implemented. The book is also written in a very positive tone – looking to help the manager to motivate, develop and get the best out of people rather than controlling them. I also like the complete absence of “management speak” which is such a rarity in many modern management books. I very much like the style in which the book is written – easy and conversational. Belker, the current (5th) edition has been updated by Gary S. However, this book First published in 1981 and written by Loren B. Topchik in 2005 I very much like the style in which the book is written – easy and conversational. ![]() moreįirst published in 1981 and written by Loren B. Written in an inviting and accessible style, this classic skill-building book is an essential tool for becoming an effective, confident new manager.". In addition, the completely updated fifth edition shows you how to build trust and confidence, be an active listener, manage a diverse group of individuals, conduct performance appraisals, and address many other challenges that come with the manager's job. Since its original publication, The First-Time Manager has helped many thousands of rookie managers handle their new responsibilities - and now it can help you! Clear and concise, the book covers all the fundamentals you need for success, with indispensable advice on topics including hiring and firing, leadership, motivation, and managing time and stress. Since its original publication, The First-Time Manager has helped many thousands of rookie managers handle their new responsibilities - and now it can help you! Clear and concise, the book covers all the fundamentals you need for success, with "A true management classic with 200,000 copies sold, this new, expanded edition is still the ultimate guide for every new manager. "A true management classic with 200,000 copies sold, this new, expanded edition is still the ultimate guide for every new manager. |
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