By Karin van Nieuwkerk
In Egypt, making a song and dancing are thought of crucial on satisfied events. expert entertainers usually practice at weddings and different celebrations, and a bunch family's status rises with the quantity, rate, and repute of the entertainers they lease. ironically, in spite of the fact that, the entertainers themselves are frequently seen as disreputable humans and are accorded little status in Egyptian society. This paradox types the start line of Karin van Nieuwkerk's examine the Egyptian leisure exchange. She explores the lives of girl performers and the explanations why paintings they regard as "a alternate like several different" is taken into account disreputable in Egyptian society. particularly, she demonstrates that whereas male entertainers are usually seen as easily "making a living," woman performers are commonly thought of undesirable, seductive girls engaged in dishonorable behavior. She strains this conception to the social definition of the feminine physique as consistently and merely sexual and enticing--a conception that stigmatizes ladies entertainers while it concurrently bargains them a way of livelihood. Drawn from wide fieldwork and enriched with the existence tales of entertainers and nightclub performers, this is often the 1st ethnography of woman singers and dancers in present-day Egypt. it will likely be of curiosity to a large viewers in anthropology, women's stories, and heart jap tradition, in addition to a person who enjoys stomach dancing.
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Additional info for ''A Trade like Any Other'': Female Singers and Dancers in Egypt
Organizational mode and culture. Corresponding to the past experiencefocused orientation, we have a tendency to rely on old, well-proven, and familiar organizational forms. In this mode, the current structure and operational procedures are protected from change, often at all cost. This mode is manifestly hierarchical, bureaucratic, and top-down driven. The vision of the organization is defined at the top. There is an official culture-the culture of management-and an employee culture, which is often very different from the official culture.
Our orientation might change once we understand its implication to the challenges we face and to the responses we want to develop toward them. In this section we explore these four ways people perceive and respond to change and consider their implications for organizational behavior. Each orientation is characterized in terms of (1) general attitude toward change, (2) the role of science and technology, (3) organizational mode and culture, (4) approach to planning and problem solving, and (5) attractiveness of orientation.
The Inactive Style: "Don't Rock the Boat" The general attitude. The inactivist is satisfied with things as they are. The label "inactive," however, is misleading. A great deal of energy and effort is spent on preventing change. The operating principle is preserving stability at all cost, and it takes a lot of work to keep things from changing. The inactivist says things may not be the best today, but they are good enough, or as good as can be expected. If nothing new is done, things will stay as they are, and that is what we want.