A Dan Josselyn Memorial Publication
Provides a comprehensive collection of Moorehead's investigations of the nation's largest prehistoric mound center
Covering almost fourteen square kilometers in Illinois, Cahokia Mounds State Historic Site is the largest prehistoric mound center in North America and has been designated a World Heritage Site by the United Nations. Built between A.D. 1050 and 1350, Cahokia originally contained the remains of over 100 earthen mounds that were used as places for Native American rituals, homes of chiefs, or elite tombs. Earlier scientists debated whether the mounds were part of the natural landscape, and many were destroyed by urban and industrial development
This book is a report of archaeological investigations conducted at Cahokia from 1921 to 1927 by Warren K. Moorehead, who confirmed that the mounds were built by indigenous peoples and who worked to assure preservation of the site. The volume includes Moorehead's final 1929 report along with portions of two preliminary reports, covering both Cahokia and several surrounding mound groups.
John Kelly's introduction to the book sets Moorehead's investigations in the context of other work conducted at Cahokia prior to the 1920s and afterwards. Kelly reviews Moorehead's work, which employed 19th-century excavation techniques combined with contemporary analytical methods, and explains how Moorehead contended with local social and political pressures.
Moorehead's work represented important excavations at a time when little other similar work was being done in the Midwest. The reissue of his findings gives us a glimpse into an important archaeological effort and helps us better appreciate the prehistoric legacy that he helped preserve.
Fourteen experts examine the current state of Central Valley prehistoric research and provide an important touchstone for future archaeological study of the region
The Mississippi Valley region has long played a critical role in the development of American archaeology and continues to be widely known for the major research of the early 1950s. To bring the archaeological record up to date, fourteen Central Valley experts address diverse topics including the distribution of artifacts across the landscape, internal configurations of large fortified settlements, human-bone chemistry, and ceramic technology.
The authors demonstrate that much is to be learned from the rich and varied archaeological record of the region and that the methods and techniques used to study the record have changed dramatically over the past half century. Operating at the cutting edge of current research strategies, these archaeologists provide a fresh look at old problems in central Mississippi Valley research.
Can the novel survive in an age when tales of historical figures and contemporary personalities dominate the reading lists of the book-buying public?
Naomi Jacobs addresses this question in a study of writers such as William Styron, E. L. Doctorow, and Robert Coover, who challenge the dominance of nonfiction by populating their fictions with real people, living and dead. Jacobs explores the genesis, varieties, and implications of this trend in a prose as lively as that of the writers she critiques.
Using as a case study Robert Coover’s portrait of Richard Nixon in The Public Burning, Jacobs addresses the important legal and ethical questions raised by this trend and applies contemporary libel law to the fictionalization of living people, such as Richard Nixon. She closes her study by speculating on the future of this device and of the novel.
Part of the massive relief effort of Roosevelt’s New Deal, the CCC was created in 1933 to give young men an opportunity to work and make money to help families devastated by the Great Depression, and to participate in forest and conservation projects across the country. In Arizona, thousands of young men, many of them from the industrial Northeast, served in the state’s CCC forest camps. Arizona’s Mogollon Rim is a spectacular expanse of cliffs that slices through half the state, stretching from Sedona eastward to New Mexico. Along with the White Mountains, it includes the largest contiguous forest of ponderosa pine in America. Remote and little-visited in the 1930s, the Rim Country offered copious outlets for the CCC men’s energies: building roads, public campsites, hiking trails, fire lookout towers, and administration buildings; fighting fires; controlling erosion; eliminating vermin; and restoring damaged soils. The CCC enrollees were also given an opportunity to continue interrupted educations, learn useful skills and self-discipline, participate in sports and other leisure activities, and meet local residents. Author Robert J. Moore interviewed a number of CCC veterans who served in the Rim Country, and their stories are part of this book. So too are photographs—many of them from veterans’ personal collections—of Rim Country camps and workers, and such ephemera as camp newspapers. This is an engrossing account of several thousand young men who came to Arizona to escape the misery of the Great Depression, whose work in the woods changed the state, and who in the process were themselves changed. Here is the human face of Arizona’s CCC, the men’s experiences, their work, and their lasting impact on the forests of the Rim Country.
A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate?
Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value.
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