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RE: Economical Crisis in Spanish Luthiers
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Ruphus
Posts: 3782
Joined: Nov. 18 2010
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RE: Economical Crisis in Spanish Lut... (in reply to Ruphus)
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At silencium and declining thread, let me add a little note. One thing that I like about photography (and skillful drawing / painting) is the capturing of a subjective moment. And so, when I look at photos I often zoom into facial expression and try to sense the emotional momentum. Which is specially interesting with historical photographies and the mentality changes they communicate. Anyway. To who cannot see the culprit with exploitation and its suppression of right, health, simple truth and option: Please have a look at the staff´s photo on the Isthmus website. Taking your time roaming faces and postures, one by one. And tell me: Can you not see the unique state of the people? How dignity, confidence and brightness of these individuals differs with your common photo and stiff smiles from exploitative companies´ staff? Have you seen thelike charismatic scenes of everyone being happy chief, master of his labour and life, before? Take your time watching these faces, and if feeling bound to detouched societal concept, don´t admit what you see. Just let that picture quietly talk to your heart. Thanks! Ruphus
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Date Jan. 20 2014 11:46:53
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Richard Jernigan
Posts: 3430
Joined: Jan. 20 2004
From: Austin, Texas USA
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RE: Economical Crisis in Spanish Lut... (in reply to Ruphus)
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quote:
ORIGINAL: Ruphus We can have authentically employee-owned enterprises like Isthmus that work just great for everyone involved: http://www.isthmuseng.com/company/worker-owned-cooperative/ Ruphus I was a member of an employee-owned company for several years, and I still own stock in it. The stock forms about 10% of my net worth, and provides about 15% of my annual income. The company is in the defense business. You dismissed its financial success out of hand, due to what you claimed to be outrageous margins in the defense business. In fact the company's main product is studies, advice and exploring the feasibility of advanced concepts, which involves little risk. Government procurement regulations strictly limit the profitability of such contracts to a percentage considerably below that of ordinary commercial enterprises. It was the best job I ever had. I believe there were three main factors at work. Of course one was joint ownership of the company and profit sharing among all 35 employees. But I believe two other factors were at least as important. The company had intentionally grown very slowly, being exceptionally selective in the choice of new employees. New technical employees were chosen among those who worked on projects that the company was involved in. They knew me and observed my work for at least four years before I was approached. This was the usual pattern. New employees were chosen for their technical ability, and for the likelihood that they would get along well with the rest of the group. The other main factor puzzled me slightly for the first few months I worked there. Everyone got along. There were no factions or cliques. Everyone treated everyone else with complete respect and genuine thoughtfulness, including the secretaries and the receptionist. This puzzled me because the company was started by a single individual, who was the main owner for a number of years. He didn't strike me as the type to have created such a harmonious atmosphere. A couple of weeks after I started to work, a person whose name I knew, but whom I had not met, stopped by my office. He introduced himself as the chief financial officer, and said he worked part time. He said he had owned a small business, had retired and sold it to his employees, and now had a management consulting business. I asked him whether he had any interesting clients. He said that he did. He was working for one of the academic departments at the University of California Los Angeles. "Which one?" "The Management Department." My puzzlement evaporated six months after I started to work there, at the picnic in honor of the original owner's retirement. In his brief speech, he thanked the financial officer/management consultant. "When I started out, I knew I would need some financial advice, so I hired Xxxx. He gave me very valuable financial advice. He also taught me that a small company could be run like a happy family. As some of you know, I had previously not been particularly successful at the happy family part." So when I worked there, and in succeeding years, there were three major factors in the company's success: careful selection of employees, not only for ability, but for compatibility; employee ownership; and a carefully nurtured culture of mutual respect and cooperation. I think all three factors were essential for success. RNJ
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Date Jan. 20 2014 18:01:52
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tijeretamiel
Posts: 441
Joined: Jan. 6 2012
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RE: Economical Crisis in Spanish Lut... (in reply to Anders Eliasson)
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quote:
ORIGINAL: Anders Eliasson But here you have some statistics which are very new (you may use them the way you want I´m not going to discuss.: From today and yesterday: *Unemployment in Spain is 26% and in Andalucia 36%. remember that its a place where relatively many woman still are housewives and so they dont show up in this statistic. (Youth unemployment (16 - 25 years old is around 50% (Spain) and 60 - 65% (Andalucia)) * In Europe, Spain is the country with the second biggest difference between rich and poor. Only Lethonia has a bigger difference between those who have and those who dont. And the difference is growing. The richest are way richer now than before the socalled economical crisis. The Youth Unemployment issue is something I believe is Western Europe's ticking timebomb of sorts, which unfortunately isn't just in Spain but applies to Greece, Italy, Portugal to name a few. My friend who's Greek has some pretty grim stories. Her mother is a teacher and she talks of children coming into school who are passing out due to malnutrition. Changes in the European zone's economics have impacted most of it's participants aside from a few who have taken advantage of it, and I'm in agreement with Anders there are a small percentage who have got richer as most have got poorer. Personally, I believe if the economic conditions improve in Spain and Europe, and there is greater economic parity it should be a good thing for the consumer of Flamenco guitars be in Spain or elsewhere. Healthier economic conditions would lead to greater demand, which may lead to the well known luthiers prices rising more so than now, but there potentially should be more young luthiers to start up (a similar situation to the one for steel string luthiers in the USA, there are some great young luthiers who are stepping into the market, but as flamenco has a smaller market it can be presumed it will be of a more limited basis).
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REPORT THIS POST AS INAPPROPRIATE |
Date Jan. 23 2014 17:02:13
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