"In this book of thirteen chapters, Howard Davis uses historical, contemporary, and cross-cultural examples to describe the nature and influence of these cultures. He shows how building cultures reflect the general cultures in which they exist, how they have changed over history, how they affect the form of buildings and cities, and how present building cultures, which are responsible for the contemporary everyday environments, may be improved."--Jacket.
This work tackles the question of how to create a corporate culture that matches the new.com business strategy. It provides a practical roadmap of strategies to shift an organization's culture from a liability to a competitive advantage in the .com world.
You can change your company's culture. Organizational culture often feels like something that has a life of its own. But leaders are the stewards of a company's culture and have the power to shape and even change it. If you read nothing else on building a better organizational culture, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you identify where your culture can be improved, communicate change, and anticipate and address implementation challenges. This book will inspire you to: See what your company culture is currently like--and what it could be Explore your company's emotional culture Gather input on what needs to be fixed or initiated Improve collaboration Foster a culture of trust Articulate the new culture's mission, values, and expectations Deal with resistance and roadblocks This collection of articles includes "The Leader's Guide to Corporate Culture," by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng; "Manage Your Emotional Culture," by Sigal Barsade and Olivia A. O'Neill; "The Neuroscience of Trust," by Paul J. Zak; "Creating a Purpose-Driven Organization," by Robert E. Quinn and Anjan V. Thakor; "Creating the Best Workplace on Earth," by Rob Goffee and Gareth Jones; "Cultural Change That Sticks," by Jon R. Katzenbach, Ilona Steffen, and Caroline Kronley; "How to Build a Culture of Originality," by Adam Grant; "When Culture Doesn't Translate," by Erin Meyer; "Culture Is Not the Culprit," by Jay W. Lorsch and Emily Gandhi; "Conquering a Culture of Indecision," by Ram Charan; and "Radical Change, the Quiet Way," by Debra E. Meyerson.
Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley. McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don’t fit the company’s emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR—annual performance reviews, retention plans, employee empowerment and engagement programs—often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability. Powerful will change how you think about work and the way a business should be run.
This book is a history of the initiative, its projects and actors, notably the architect and planner Ernst May, and its achievements, set within the turbulent context of the Weimar decade. It chronicles its many accomplishments: the construction of housing settlements, innovations in construction and materials, the parks and garden colonies program, innovations in school, medical facility and church design, reforms in woman's sphere, and a crafting of New Life culture. It examines the New Frankfurt am Main in light of the social and political debates that shaped it and the works it produced, and describes the relationship of work and theory to contemporary reform movements. Finally, the narrative underscores the gulf between the idyll of modernity and the political and social realities of life in a Germany on the brink of collapse.
The Culture of Building describes how the built world, including the vast number of buildings that are the settings for peoples everyday lives, is the product of building cultures--complex systems of people, relationships, building types, techniques, and habits in which design and building are anchored. These cultures include builders, bankers, architects, developers, clients, contractors, craftspeople, building inspectors, planners, and many others. The product of these cultures, which operate building after building, is the built world of cities and settlements. In this book, Howard Davis uses historical, contemporary, and cross-cultural examples to describe the nature and influence of these cultures. He shows how building cultures reflect the general cultures in which they exist, how they have changed over history, how they affect the form of buildings and cities, and how present building cultures, which are responsible for the contemporary everyday environments, may be improved. Following the development of the idea of building cultures using several historical examples, the book lays out a framework that puts such topics as craft and professionalism, the vernacular and nonvernacular, and design and construction in common frameworks. Although the book ranges widely over different cultures and historical periods, it emphasizes the transformations that took place in architecture and building practice from the late eighteenth century to the present. Finally, the book uses a series of contemporary examples that demonstrate the building culture as a living concept. These examples, which include built work as well as innovative processes that go beyond the work of architects alone, are described as the seeds that can help the emergence of a better build world. This beautiful book features over 260 color and black-and-white illustrations, most from the authors extensive collection of slides, and includes photographs, prints, and drawings from historical archives and contemporary architectural offices.
Spanning the North Atlantic rim from Canada to Scotland, and from the Caribbean to the coast of West Africa, the British Atlantic world is deeply interconnected across its regions. In this groundbreaking study, thirteen leading scholars explore the idea of transatlanticism--or a shared "Atlantic world" experience--through the lens of architecture, built spaces, and landscapes in the British Atlantic from the seventeenth century through the mid-nineteenth century. Examining town planning, churches, forts, merchants' stores, state houses, and farm houses, this collection shows how the powerful visual language of architecture and design allowed the people of this era to maintain common cultural experiences across different landscapes while still forming their individuality. By studying the interplay between physical construction and social themes that include identity, gender, taste, domesticity, politics, and race, the authors interpret material culture in a way that particularly emphasizes the people who built, occupied, and used the spaces and reflects the complex cultural exchanges between Britain and the New World.
“The ‘Invisible Architecture’ is built on knowing, and acting on, what research tells us creates a great employee experience. Thank you, Joe and Bob, for writing a book whose time has come—and for your efforts to make healthcare better and better.” -Quint Studer, MSE Co-author, The Human Margin: Building the Foundations of Trust "A must read and a great resource for every leader in today's transforming work environment." -Tim Porter-O'Grady, DM, EdD, APRN, FAAN, FACCWS Senior Partner, Health Systems, TPOG Associates Clinical Professor, Emory University, SON Registered Mediator In the aftermath of the pandemic, preexisting challenges in healthcare organizations have intensified. Stress, burnout, staffing shortages, and even the erosion of trust in organizational leadership are pressing issues that need solutions. Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization’s Invisible Architecture—a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude—is no less important than its visible architecture. In this third edition of Building a Culture of Ownership in Healthcare, readers will learn how investing in their organization and their people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and positive financial outcomes. TABLE OF CONTENTS Chapter 1: Invisible Architecture Chapter 2: From Accountability to Ownership Chapter 3: The Foundation of Core Values Chapter 4: The Superstructure of Organizational Culture Chapter 5: The Interior Finish of Workplace Attitude Chapter 6: Blueprinting a Culture of Ownership Chapter 7: Three Essential Elements of a Culture of Ownership Chapter 8: Personal Values and Organizational Values Chapter 9: The Four Dimensions of Transformational Leadership Chapter 10: Anatomy of a Change Movement: What the Movement to Ban Public Smoking Has to Teach Healthcare Leaders About Culture Change Afterword Epilogue
Written in a down-to-earth and people-first style, this book is for principals and aspiring school leaders. Caposey shares insightful advice and meaningful examples for building a healthy school culture. Learn the essential strategies that will help you transform and improve your school by embodying a service mindset and focusing on supporting the mission and vision, the professionals in the building, the students, and the community as a whole. This is also an ideal guide for students in a principal preparation course—demonstrating how a culture of support is at the heart of all successful school improvement efforts.
