style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/B ) In fact, a lack of understanding concerning the purposes of Egyptian art has often led it to be compared unfavorably with the art of other cultures: Why did the Egyptians not develop sculpture in which the body turned and twisted through space like classical Greek statuary? Why do the artists seem to get left and confused? And why did they not discover the geometric perspective as European artists did in the Renaissance? The answer to such questions has nothing to do with a lack of skill or imagination on the part of Egyptian artists and everything to do with the purposes for which they were producing their art.
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/C) The majority of three-dimensional representations, whether standing, seated, or kneeling, exhibit what is called frontality: they face straight ahead, neither twisting nor turning. When such statues are viewed in isolation, out of their original context and without knowledge of their function, it is easy to criticize them for their rigid attitudes that remained unchanged for three thousand years. Frontality is, however, directly related to the functions of Egyptian statuary and the contexts in which the statues were set up. Statues were created not for their decorative effect but to play a primary role in the cults of the gods, the king, and the dead. They were designed to be put in places where these beings could manifest themselves in order to be the recipients of ritual actions. Thus it made sense to show the statue looking ahead at what was happening in front of it, so that the living performer of the ritual could interact with the divine or deceased recipient.
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/D) Very often such statues were enclosed in rectangular shrines or wall niches whose only opening was at the front, making it natural for the statue to display frontality. Other statues were designed to be placed within an architectural setting, for instance, in front of the monumental entrance gateways to temples known as pylons, or in pillared courts, where they would be placed against or between pillars: their frontality worked perfectly within the architectural context.
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/E) Statues were normally made of stone, wood, or metal. Stone statues were worked from single rectangular blocks of material and retained the compactness of the original shape.. The stone between the arms and the body and between the legs in standing figures or the legs and the seat in seated ones was not normally cut away. From a practical aspect this protected the figures against breakage and psycho- logically gives the images a sense of strength and power, usually enhanced by a supporting back pillar. By contrast, wooden statues were carved from several pieces of wood that were pegged together to form the finished work, and metal statues were either made by wrapping sheet metal around a
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/wooden core or cast by the lost wax process.
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/F) The arms could be held away from the body and carry separate items in their hands; there is no back pillar. The effect is altogether lighter and freer than that achieved in stone, but because both perform the same function, formal wooden and metal statues still display frontality.
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/G) Apart from statues representing deities, kings, and named members of the elite that can be called formal, there is another group of three-dimensional representations that depicts generic figures, frequently servants, from the non-elite population. The function of these is quite different. Many are made to be put in the tombs of the elite in order to serve the tomb owners in the afterlife. Unlike formal statues that are limited to static poses of standing, sitting, and kneeling, these figures depict a wide range of actions, such as grinding grain, baking bread, producing pots, and making music, and they are shown in appropriate poses, bending and squatting as they carry out their tasks.
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/H) It is suggested that one choose something to read about the archaeology before he goes to carry on the research. It is interesting that many try to understand the old things in their own perspective. One tends to consider that the big bowl is for the ancient male and the small one for the female because that is basically the case in the world now. However, in most of the ancient time, female individuals use the bigger one instead of their husbands because there used to be a period--or there is in some remote are-as-when the mother enjoys a greater respect over the father. That is very different from today's situation.
style=color: rgb(51, 51, 51); font-family: "Microsoft YaHei"; white-space: normal; background-color: rgb(250, 250, 250);/I) No one is sure of the reason for setting the statues into the tomb. The first group thinks that the servants taking the forms of the statues would still be with those who died there, in the afterlife. There come the same cases in other Asian countries including China, Japan and India. And there may be something more horrific. In the ancient China, nobles seldom died lonely since shortly after their death, their emperors would choose some children to follow them. And this is said to set up a group of servants who would make service for the dead. However, the second group counters this opinion by saying that this may be a way to reserve the love from the living family members and from other friends. When laid in the tomb, the servants could represent those who love the dead and still be with them. 

style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/ style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/    (A) What motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(B) Increasingly, companies are tapping into these desires directly through what’s come to be known as “gamification:” essentially, turning work into a game.“Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gamification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(C) It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to L’Oréal to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the global gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(D) The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jacks has been “gamifying” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate Charles Schwab is said to have often come into his factory and written the number of tons of steel produced on the past shift on the factory floor, thus motivating the next shift of workers to beat the previous one.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(E) But the word “gamification” and the widespread, conscious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified.“We’re at a point where in much of the developed world the vast majority of young people grew up playing [video] games, and an increasingly high percentage of adults play these video games too,” Werbach says.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(F) A number of companies have sprung up—GamEffective, Bunchball and Badgeville, to name a few—in recent years offering gamification platforms for businesses. The platforms that are most effective turn employees’ ordinary job tasks into part of a rich adventure narrative. “What makes a game game-like is that the player actually cares about the outcome,” Werbach says. “The principle is understanding what is motivating to this group of players, which requires some understanding of psychology.”
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(G) Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who’s winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employee morale. When employees log in to their computers, they’re shown a picture of one of their coworkers and asked to guess that person’s name.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(H) Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing theme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards.“Rewards don’t have to be stuff,” Cornetti says. “Rewards can be flextime. Rewards can be extension time.”Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme. Snow White is public domain, but the dwarfs are still under copy, so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay roll law principles.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(I) Some people don’t take as naturally to gamified work environments, Cornetti says. In her experience, people in positions of power or people in finance or engineering don’t tend to like the sound of the word.“If we’re designing for engineers, I’m not talking about a ‘game’ at all,” Cornetti says. “I’m talking about a ‘simulation,’ I’m talking about ‘being able to solve this problem.’”
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(J) Gamification is “not a magic bullet,” Werbach cautions. A gamification strategy that’s not sufficiently thought through or tailored to its players may engage people for a little while, but it won’t motivate in the long term. It can also be exploitative, especially when used with vulnerable populations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to skip bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In a Los Angeles Times article, one employee referred to the board as a “digital whip.”“It actually had a very negative effect on morale and performance,” Werbach says.
style=margin: 0px; padding: 0px; color: rgb(51, 51, 51); font-family: 宋体; font-size: 14px; white-space: normal; background-color: rgb(255, 255, 255);/　　(K) Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are intuitively familiar with the structures and expressions of digital games.”“We are way ahead of the tipping point,” Cornetti agrees. “There’s no reason this will go away.”