935 resultados para White, John, 1685-1755.


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Imprint varies: v. 3: London : Printed for Longman, Hurst, Rees, Orme, and Brown.

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Includes letters by John James, Jr., and Jonathan Boucher.

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Este trabalho consiste em um estudo comparativo entre os escritos de John Wesley (1703-1791) e Ellen G. White (1827-1915) procurando definir os conceitos de santificação de cada autor. São descritos os fatores que levaram a elaboração desta percepção tanto em John Wesley como em Ellen G. White e verificadas as congruências entre os autores estudados como o conceito de amadurecimento contínuo, a negação de impecabilidade, a necessidade de dependência constante em Deus e obediência à Sua lei entre outros. São verificadas também as divergências entre ambos os autores, como os conceitos wesleyanos de santificação instantânea, a segunda obra da graça, e os conceitos whiteanos de perfeição de caráter e esferas de perfeição. Neste trabalho, também são destacadas algumas contribuições e implicações para a teologia na atualidade como os conceitos da finitude humana, o pecado e a natureza humana, a práxis e suas motivações religiosas e a colaboração divino/humana no desenvolvimento.

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The case proposes an ethical dilemma that a Public Service Director faces that could affect his career, the career of his boss, and the career of the governor of a state. There is a strong need for ethical leaders in this changing global organization world where the headlines are filled with stories of private sector and public sector leaders who have made serious ethical and moral compromises. It is easy to follow ethical leaders who you can count on to do what is right and difficult to follow those who will do what is expedient or personally beneficial. However, ethical leadership is not always black and white as this case will portray. Difficult decisions must be made where it may not always be clear what to do. The names in the case have been changed although the situation is a real one.

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CIB is developing a priority theme, now termed Improving Construction and Use through Integrated Design & Delivery Solutions (IDDS). The IDDS working group for this theme adopted the following definition: Integrated Design and Delivery Solutions use collaborative work processes and enhanced skills, with integrated data, information, and knowledge management to minimize structural and process inefficiencies and to enhance the value delivered during design, build, and operation, and across projects. The design, construction, and commissioning sectors have been repeatedly analysed as inefficient and may or may not be quite as bad as portrayed; however, there is unquestionably significant scope for IDDS to improve the delivery of value to clients, stakeholders (including occupants), and society in general, simultaneously driving down cost and time to deliver operational constructed facilities. Although various initiatives developed from computer‐aided design and manufacturing technologies, lean construction, modularization, prefabrication and integrated project delivery are currently being adopted by some sectors and specialisations in construction; IDDS provides the vision for a more holistic future transformation. Successful use of IDDS requires improvements in work processes, technology, and people’s capabilities to span the entire construction lifecycle from conception through design, construction, commissioning, operation, refurbishment/ retrofit and recycling, and considering the building’s interaction with its environment. This vision extends beyond new buildings to encompass modifications and upgrades, particularly those aimed at improved local and area sustainability goals. IDDS will facilitate greater flexibility of design options, work packaging strategies and collaboration with suppliers and trades, which will be essential to meet evolving sustainability targets. As knowledge capture and reuse become prevalent, IDDS best practice should become the norm, rather than the exception.