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This undergraduate course offers the opportunity to achieve a solid foundation not only in the field of cultural heritage but also in the humanities. The prescribed courses for the first year are dedicated to Italian Literature, Geography, and the History of Art from classical antiquity to the contemporary era. The second year courses offer the opportunity to advance one’s knowledge of the History of Art, chemical and physical methodologies of analysing objects of cultural heritage, the study of literature and history from classical antiquity to the contemporary era, as prescribed in the curriculum, as well as other topics relative to cultural heritage. The third year offers a wide range of specific disciplines that are useful to acquiring knowledge of certain important categories of cultural heritage such as cinematography or library archives or the understanding of specific methodologies. A noteworthy role in the students’ knowledge acquisition comes from the study of museology, art criticism and art restoration, which will allow for gaining awareness of the cultural heritage present in museums, the categories by which they are organised and the ways in which they are utilised. The degree course allows for the acquisition of the ways in which research in the field of cultural heritage can be organized, what the most important methodologies are, as well as the traditions present in the individual disciplines. The course work will involve an in depth study not only of archaeological and artistic heritage but also heritage as found in archives, libraries, the theatre, music, cinematography, demo-anthropology, the landscape and the environment. This course of study will focus primarily on European, American, Mediterranean and Near Eastern culture, while taking into consideration relevant elements that might arise from other areas. Alongside traditional classroom instruction the undergraduate course will provide a series of courses and training opportunities at museums, archaeological parks, archaeological excavations, as well as workshops that will allow for direct knowledge of cultural heritage, of methodologies of archaeological excavation, of documentation, of the analysis of objects, of the restoration and conservation of cultural heritage. Other opportunities for practical training and apprenticeships will be organized in the form of very specialised lessons with the aim of obtaining information and updates on specific areas of documentation and methodology. At the end of the first year it is highly recommended to define one’s course of study. In this way, after completing the first year, the student can choose the field of study among those that are offered, i.e. those dedicated to the ancient world, the Medieval period, to the modern era or the contemporary era, to problems concerning the region or to archiving and biblioteconomy.

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What to Do When Your Boss Won’t Advocate for You
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Executive Summary

A boss who doesn’t advocate for you can stunt your growth and block your career opportunities. And you might not even know that you have an unsupportive boss. Most advocacy happens behind the scenes. When you found out you have one, the knee-jerk reaction is to self-promote. But that can backfire in the workplace. You need to start by understanding why your boss isn’t advocating for you. Proactively solicit the gift of your boss’s feedback. Consider getting a coach. You just might not have earned your boss’s advocacy yet. Assuming your performance is strong, here are three steps you can take. First, release your boss from your unmet expectations. You can’t shame someone into being your advocate. Second, find another advocate. The ideal sponsor is a powerful, high-ranking ally within your organization. Third, build your network inside and outside of the organization. We all need champions.

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is a potentially life-changing gift. On the other hand, many of us know firsthand that having a bad boss can cause a lot of drama, headaches, and stress. While it’s easy to love the great bosses and flee the bad ones, there’s one kind of boss that’s much less straightforward to navigate: the boss who doesn’t advocate for you.

You might not even know that you have one. Most advocacy happens behind the scenes and in conversations to which you yourself are not privy. As the adage goes, 80% of what’s said about you is said when you’re not in the room. Non-advocating bosses can refuse to bring up your name favorably in the promotion conversation. They can withhold critical developmental feedback and stunt your growth. And they can even overtly undermine you and attempt to sabotage your long-term career prospects.

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