04679nam 22007812 450 991078301830332120151005020624.00-511-10548-71-107-12237-61-280-43308-60-511-17558-20-511-01598-40-511-15603-00-511-32903-20-511-48175-60-511-04739-82027/heb07575(CKB)1000000000005755(EBL)201808(OCoLC)475915909(SSID)ssj0000887918(PQKBManifestationID)12376072(PQKBTitleCode)TC0000887918(PQKBWorkID)10846599(PQKB)10595334(SSID)ssj0000215306(PQKBManifestationID)11169060(PQKBTitleCode)TC0000215306(PQKBWorkID)10184072(PQKB)10993836(UkCbUP)CR9780511481758(Au-PeEL)EBL201808(CaPaEBR)ebr10064624(CaONFJC)MIL43308(MiAaPQ)EBC201808(dli)HEB07575(MiU)MIU01000000000000007427359(EXLCZ)99100000000000575520090216d2001|||| uy| 0engur|||||||||||txtrdacontentcrdamediacrrdacarrierOpera and drama in eighteenth-century London the King's Theatre, Garrick and the business of performance /Ian Woodfield[electronic resource]Cambridge :Cambridge University Press,2001.1 online resource (xii, 339 pages) digital, PDF file(s)Cambridge studies in operaTitle from publisher's bibliographic system (viewed on 05 Oct 2015).0-521-02883-3 0-521-80012-9 Includes bibliographical references (p. 295-330) and index.1. The Hobart management -- 2. The new managers take control -- 3. Sacchini and the revival of opera seria -- 4. Recruitment procedures and artistic policy -- 5. The King's Theatre in crisis -- 6. The recruitment of Lovattini -- 7. The English community in Rome -- 8. Lucrezia Agujari at the Pantheon -- 9. Caterina Gabrielli -- 10. Rauzzini's last season -- 11. The King's Theatre flourishes -- 12. The Queen of Quavers satire -- 13. Financial management -- 14. Opera salaries -- 15. The sale of 1778 -- App. 1a. The accounts of Richard Yates and James Brooke at Henry Hoare & Co. (1773-1777) -- App. 1b. The customers account ledgers of Sheridan and Harris (1778-1779) -- App. 1c. Selected entries from the account of Jonathan Garton at Drummonds Bank (1778-1779) -- App. 1d. The account of Gasparo Pacchierotti at Coutts & Co. (1779-1784) -- App. 1e. A page of opera payments and receipts in the Salt MSS (1780) -- App. 2a. Petition to the Lord Chamberlain (c. 1770) -- App. 2b. Petition to the Lord Chamberlain (c. 1775) -- App. 2c. Draft petition to the Lord Chamberlain from Sheridan and Harris (1777) -- App. 3a. Journal Etranger, No. 1 (June 1777) -- App. 3b. Opera reviews from Journal Etranger (1777-1778).In this study, Ian Woodfield explores the cultural and commercial life of Italian opera in late eighteenth-century London. It was a period when theatre and opera worlds mixed, venues were shared, and agents and managers collaborated and competed. Through primary sources, many analysed for the first time, Woodfield examines such issues as finances, recruitment policy, the handling of singers and composers, links with Paris and Italy, and the role of women in opera management. These key topics are also placed within the context of a personal dispute between two of the most important managers of the day, the woman writer Frances Brooke and the actor David Garrick, which influenced the running of the major venues, the King's Theatre, Drury Lane and Covent Garden. Woodfield has also uncovered new information concerning the influential role of the eighteenth-century music historian and critic Charles Burney, as artistic advisor to the King's Theatre.Cambridge studies in opera.Opera & Drama in Eighteenth-Century LondonTheater managementEnglandLondon18th centuryOperaEnglandLondon18th centuryTheater managementOpera792.5/09421Woodfield Ian1009397UkCbUPUkCbUPBOOK9910783018303321Opera and drama in eighteenth-century London2330858UNINA04924nam 22007214a 450 991096761780332120251116203801.01-134-58047-91-134-58048-71-280-03127-10-203-16580-20-203-28055-510.4324/9780203165805 (CKB)1000000000413156(StDuBDS)AH3703085(SSID)ssj0000291194(PQKBManifestationID)12063819(PQKBTitleCode)TC0000291194(PQKBWorkID)10250079(PQKB)10085425(SSID)ssj0000375686(PQKBManifestationID)11249907(PQKBTitleCode)TC0000375686(PQKBWorkID)10327687(PQKB)11444764(MiAaPQ)EBC170723(Au-PeEL)EBL170723(CaPaEBR)ebr10101004(CaONFJC)MIL3127(OCoLC)277665543(OCoLC)53171103(EXLCZ)99100000000041315620020918d2003 uy 0engur|||||||||||txtccrChange forces with a vengeance /Michael Fullan1st ed.London ;New York RoutledgeFalmer20031 online resource (xiii, 113 p. ) illBibliographic Level Mode of Issuance: Monograph0-415-23084-5 0-415-23085-3 Includes bibliographical references (p. [107]-110) and index.1. Moral Purpose in the New Millennium 2. Complexity and the Change Process 3. Capacity and the School Level 4. Capacity at the System Level 5. Sustaining ReformFullan provides new insights and lessons of change concerning moral purpose, and what is called tri-level reform - the school & community, the local district & the state. The text draws on reform initiatives across many levels and countries so that the ideas are grounded in the reality of actual projects & findings.Change Forces With a Vengeance is the third in the chaos theory trilogy (now called complexity theory). The first two books focused on understanding the real complexity of educational reform in action. This book pushes even deeper by providing new insights and lessons of change concerning moral purpose, and what is called tri-level reform - the school and community, the local district and the state. It draws on reform initiatives across many levels and countries so that the ideas are grounded in the reality of actual projects and findings. Change Forces With a Vengeance is different from the previous two books in one major respect. Instead of being content with understanding complex system dynamics, it takes up the more daunting question of how systems can be changed for the better. How can we achieve large-scale reform and do it in a way that the conditions for sustainability are enhanced? What policy levers are needed, and what is the smallest number of sets of policies that will maximise impact? What is the role of new leadership in accomplishing sustainable, comprehensive reform? These questions and more are addressed in ways that are both deeply theoretical, and powerfully practical. Change Forces With a Vengeance is the third in the chaos theory trilogy (now called complexity theory). The first two books focused on understanding the real complexity of educational reform in action. This book pushes even deeper by providing new insights and lessons of change concerning moral purpose, and what is called tri-level reform - the school and community, the local district and the state. It draws on reform initiatives across many levels and countries so that the ideas are grounded in the reality of actual projects and findings. Change Forces With a Vengeance is different from the previous two books in one major respect. Instead of being content with understanding complex system dynamics, it takes up the more daunting question of how systems can be changed for the better. How can we achieve large-scale reform and do it in a way that the conditions for sustainability are enhanced? What policy levers are needed, and what is the smallest number of sets of policies that will maximise impact? What is the role of new leadership in accomplishing sustainable, comprehensive reform? These questions and more are addressed in ways that are both deeply theoretical, and powerfully practical.Educational changeEducational planningEducational change.Educational planning.371.281.12bclFullan Michael858762MiAaPQMiAaPQMiAaPQBOOK9910967617803321Change forces with a vengeance4492115UNINA