The Architecture of the Facade provides a comprehensive study of the facade as both a physical and cultural artifact, highlighting its significance as a critical component of the civic realm and arguing for the restoration of the art of the facade as both a subject of study within academia and an aspiration within the profession at large. As the principal surface of mediation, contextualization, and representation, the facade carries the lion’s share of responsibility for containing the internal environment and confronting the outer world. And yet, in recent decades, the very question of what exactly a facade is has been raised by the dramatic changes in building technology, advances of parametric design, and the ubiquity of autonomous buildings. The Architecture of the Facade addresses these and other related issues. The book is organized into 12 chapters, with each chapter focusing on a particular aspect of the phenomenon of the facade such as those of wall, the frame, transparency, and the role of the facade in civic space. Korman also discusses proportional systems, the language of composition, the role of precedent, the importance of context, and much more. Over 350 photos and diagrams provide readers with a variety of examples of artful facades throughout history. Online teaching resources that accompany this book include a course syllabus, a glossary, and a Pinterest tack board of facades. This book will be of great interest to students in architecture studios as well as instructors and professional architects interested in facade design.

The crucial need to substitute true leadership for bad management practices such as Management By Objectives (MBO) and the use of fear is now well known and was often championed by Dr. W. Edwards Deming. While significant progress has been made, many organizations (especially outside of manufacturing) are either just getting started with their improvement efforts or they are faking their way forward (going through the motions), trying to imitate what they have read in books or have seen at conferences. The executives of these organizations might give permission for the tools of Lean and Six Sigma to be taught but many of them still refuse to look in a mirror and change their own leadership style. They have built a "façade of excellence" that crumbles quickly whenever a bit of chaos is introduced. Not being able to sustain improvements over the long term is one of the top complaints from improvement professionals. What ingredient is missing that prohibits changes to occur throughout the leadership ranks that might create a culture that embraces teamwork, collaboration and improvement? To start, what exactly do we mean by leadership? The common mistake is to try and put all effective leaders into the same box. Leadership actually has many dimensions and several definitions. This book explores four different styles of leadership that includes "The Crisis Leader," "The Idea Gathering Leader," "The Team Forming Leader," and "The Empowerment Leader." Each of the four styles is appropriate when given a certain set of circumstances (an organization in trouble needs a "Crisis Leader" for example). The goal is to shift the organization, including the leaders and all of the employees at every level, toward collaboration and empowerment. Why go through the pains to rebuild an organization’s culture and leaders? In the annual "IndustryWeek Magazine - Best Plants" competition, the companies that have made the transition to high performance, fully empowered teams ("The Empowerment Leader"), in general, demonstrate far better results than all other applicants (and they tend to win "Best Place to Work" awards as well). So, what is keeping organizational leaders, especially those in the middle of the organization chart, from adopting the "The Empowerment" leadership style? This book defines and helps the reader understand what this new normal of leadership consists of and: Explains the four different styles of leaders and how these are different than a typical "old style" manager. Indicates which style is appropriate given a certain set of circumstances and how a leader knows when it is time to migrate from one style to another. Illustrates what it means for an organization to shift from a "dictator" culture to one of collaboration and what steps can be taken to help this transformation. Explores the current definition of a "promotable manager" and how this differs from a new normal definition of an outstanding, effective "Empowerment" leader. Defines Mission, Vision, Strategy, and Values and how these four cultural principles fit into the leadership progression model. Shows how the culture within the organization will be different after the adoption of empowered teams and introduces the concept of "Enthusiastic Productivity."

When businesses receive positive publicity, it's exciting! More customers means more cash. But too much growth, too soon can be catastrophic, especially if a business lacks the operations to support this influx of customers. Behind the Façade introduces business infrastructure as a way to manage fast growth for repeatable and lasting success.

Over the course of three years, the Institute of Architecture and Planning at the University of Liechtenstein, the Mackintosh School of Architecture in Glasgow, and the Academie van Bouwkunst, Amsterdam, cooperated on an international research project dedicated to the design of façades. Crafting the Façade presents the results of this productive cooperative study, which cut across disciplines to look at historical developments in the design and building of façades, the theoretical underpinnings that can explain these developments, the common materials and their main characteristics, and the techniques used in assembly. The project also prompted a great deal of innovative design work, including detailed drawings at a scale of 1:10 and the design and construction of life-size prototypes in stone, brick, and wood--all of which are reproduced here among the book's two hundred illustrations. Through their leadership roles with the project, editors Urs Meister, Carmen Rist-Stadelmann, and Machiel Spaan also reflect in Crafting the Façade on the learning processes that emerged from the project and offer guidance and resources for others looking to delve into this topic in depth.

Ancient conspiracy. Relentless evil. The hunt for answers continues.The climactic ending of The Façade left Brian Scott and Melissa Kelley with only each other--and the terrible secrets they carry. The Portent finds them living under new identities, their future clouded by constant fear of being exposed. By the time Brian and Melissa learn they're being watched, their carefully constructed lives will be over.Follow Brian and Melissa into the center of an unthinkably vast, centuries-old conspiracy, conceived to turn the faith of millions against itself. Revelations from ancient tombs, long-forgotten Nazi experiments, UFOs, occult mythologies, biblical theology, and godlike technologies converge in answer to a terrifying question: Now that "they" are here, what do they want?

Sydney thought her dreams had come true when she married Malik, the prince of Jahfar…until the day she overheard Malik making a confession to his brother that shattered her. Heartbroken, Sydney fled from her husband and their once happy home. Now, a year later, Sydney is in California, working in real estate, but her heart still yearns for Malik. Determined to get over him, Sydney files for divorce and sends the papers his way. But much to her surprise, Malik won’t sign the papers, instead insisting that she must come to Jahfar and spend forty days with him before he’ll finalize the divorce!