6th November 2012, 01:51 PM
(This post was last modified: 6th November 2012, 01:53 PM by Bodger51.)
What we are talking about is our attitudes of a culture of professionaldelivery.
If tractors now drive at 30mph to stop holding up hauliers when their on theroad, then the simple response is efficient sampling of the unknown.
But the process of professionalising sampling is a matter of negotiation,when we are discussing scale of relevance.
Local regional knowledge almost becomes an albatross, because they try toestablish commercial market sampling relevance, whilst larger nationalcontractors must establish a consistent standard of delivery across regions.
If you’re talking about AIfA supervisor and PIfA supervisors, what is theiroperational sampling scale and focal for specialisation?
At what stage does professional practice management (supervision A) haveanything to do with specialised sampling oversight (supervision B ).
I'd say mostly it’s based upon core employed staff to up acceptablestandards.
But given this situation, how do you keep core operatives happy without paying(supervision A), or providing better conditions of appreciation (SupervisionA/B ), whilst conjointly promoting supervision A with B?
Answer an open work force market, which equally drives down pay andconditions.
After you've done with this degree of work flow management (Management A),then you are presented with the issue of where are you going (Management B ), at which point the believers commit, the status updates and the fighters harmoniseagain.
But really the answer does rely upon somebody moving goal posts at the righttime.
If you can catch the moment then that’s good, whilst if you’re always seeingothers fumble the ball on absolute perspectives then there is no answer.
As they always say 'There are no hard and fast rules in Archaeology', whilstI'm sure this transposes to the heritage sector as a whole.
If tractors now drive at 30mph to stop holding up hauliers when their on theroad, then the simple response is efficient sampling of the unknown.
But the process of professionalising sampling is a matter of negotiation,when we are discussing scale of relevance.
Local regional knowledge almost becomes an albatross, because they try toestablish commercial market sampling relevance, whilst larger nationalcontractors must establish a consistent standard of delivery across regions.
If you’re talking about AIfA supervisor and PIfA supervisors, what is theiroperational sampling scale and focal for specialisation?
At what stage does professional practice management (supervision A) haveanything to do with specialised sampling oversight (supervision B ).
I'd say mostly it’s based upon core employed staff to up acceptablestandards.
But given this situation, how do you keep core operatives happy without paying(supervision A), or providing better conditions of appreciation (SupervisionA/B ), whilst conjointly promoting supervision A with B?
Answer an open work force market, which equally drives down pay andconditions.
After you've done with this degree of work flow management (Management A),then you are presented with the issue of where are you going (Management B ), at which point the believers commit, the status updates and the fighters harmoniseagain.
But really the answer does rely upon somebody moving goal posts at the righttime.
If you can catch the moment then that’s good, whilst if you’re always seeingothers fumble the ball on absolute perspectives then there is no answer.
As they always say 'There are no hard and fast rules in Archaeology', whilstI'm sure this transposes to the heritage sector as a whole.