New York 1939-1940 - Trylon and Perisphere :: Architecture History

New York 1939-1940 - Trylon and Perisphere As the 1939 New York World's Fair was divided into many different thematic zones, its planners wanted a central symbol for this event. The original idea was to have a theme center, with twin 250 feet towers and a semicircular hall to display dioramas. Wallace K. Harrison, a prominent New York architect of the Harrison Fouilhoux firm, was selected to design the theme center in November 1936. Harrison wanted a design that would represent a new architecture concept. In his own words, "we found ourselves constantly referring to the domes and campaniles of Venice, perhaps because the flat country and water of the Fair grounds are very like that of the site of Venice and in addition the sky color of New York is practically the same." (Newhouse,82) The idea of a large dome was a starting point for all further designs, and many different ideas were initially developed. There were plans to use a sphere that was suspended by steel cables, giving it a light, airy feel as well as a large balloon , anchored by steel cables and accessible by elevator. A spherical design was not a new idea, however. An earlier example of such a design was proposed by Etienne-Louis Boullà ©e in his project for Newton's Cenotaph in 1783, featuring a huge sphere at the center. In the end a design that featured a sphere 200 feet in diameter raised on pillars was selected. Despite its huge dimensions, with a 200-foot diameter, it was hard to grasp the exact scale of the sphere. Harrison and his design team finally came up with the idea of using a tall spike to frame the sphere, but there was still the problem of placing the two in relation with each other. They found inspiration from drawings by a Soviet constructivist architect named Jacob Tchernikhov, which represented two large spheres connected to a tall spike by way of a ramp. The final design had emerged. It included the Perisphere, a 200 foot spherical exhibit building, the Trylon, a 700 foot tall three sided obelisk, and the Helicline , a 950 foot circular ramp which connected the two and allowed visitors to exit. However the final dimensions of the building was reduced from the original values to a 180 foot sphere and a 610 foot spike due to budget limitations, which threw off the carefully calculated proportions. The Perisphere was elevated from the ground by five steel pillars, and rested over a large reflecting pool.

Behaviour aspects

Employee attendance monitoring in the company had been ineffective due to the outdated system of punching time cards. At times some employees were punched in by their friends or coworkers even if they had not yet arrived. Thus, management could not trace how many times an employee was tardy or absent. The problem on employee tardiness had reached tremendous proportions that an employee had missed 200 minutes of work in a month. Considering that the company relies on their employees to provide the services that they market to their customers, tardy employees negatively impact the operations of the company.However, the company was worried that the employees would resist a new attendance monitoring system. From the workforce point of view, the old system is easier and much more employee-friendly in the sense that there are really times when they do not intend to be tardy but circumstance out of their control would cause them to be tardy. Moreover, the system was easy to manipulate and e mployees justify that they maintain the same productivity and output even if they were tardy a number of times. The company justified that chronic tardiness is a problem that has reached epidemic proportions because employees abuse the old system.Employees are paid in full per hour and if they come in 20 minutes late would mean a huge lost for the company. In order to improve the attendance monitoring of the company, the management invested on a biometric system, wherein employees have to press their thumbs on a scanner and the system logs the employee in or out. The time noted is also more accurate as it includes seconds. However, before the biometric attendance system could be implemented it has to be set-up and will be a major change for the employees.To aid in the implementation of the change in the attendance monitoring system, a plan was devised wherein employees will be made to become aware of the problem, the implications of the problem to the overall productivity of the com pany and the best possible solution to the problem would be the changing of the system (Cameron & Quinn, 2006) . To make the transition to the biometrics attendance system, a general assembly was called for and the attendance report for the whole company was presented to the body.The presentation contained only the percentage of work hours, the number of hours lost due to tardiness and the frequency of tardiness for the past year. The session served as the unfreezing of the status quo since employees are made to confront the issue and that change is inevitable. After the presentation, the biometrics was then presented to the employees and what the new system would be (Palmer, Dunford, & Akin, 2009). The employees were asked to go to the HR department for the entering of their thumbprints and personal data. The employees were given a specific period of time to comply with the required information.The HR then informed the workforce that a trial period for the new system will be set wh erein employees would get used to the new system. This corresponds to the implementation of the actual change. After the 2 months in which the biometrics had been implemented, another general assembly was called, this time it was to present the noticeable improvement of employee attendance and punctuality. This would be the refreezing stage wherein the employees are made to accept the change and that the new system is better than the previous system.Hopefully, the new system will continue to improve the attendance and tardiness in the company to the point when it would cease to be a problem. In order to motivate employees, the management will award those who have perfect attendance. References Cameron, K. S. , & Quinn, R. E. (2006). Diagnosing and changing organizational culture. (2nd edition) San Francisco: Jossey-Bass. Palmer, I. , Dunford, R. , & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. (2nd ed. ) Boston: McGraw-Hill Irwin.

Communication and Interpersonal Skills - 1495 Words

The aim of this assignment is to critique a role play, and look at the positive and negative, that relates theory and knowledge regarding the use of communication and interpersonal skills, and how and when to use verbal, non-verbal and Para-verbal communication within the role play scenario that was chosen. The author will also discuss the different models of Communication, and how they use a person centred approach to counsel and interact, and how best to handle and approach a situation in the correct manner. The role play that was chosen to critique was role play 2, Barry had an appointment to see a counsellor, which was booked by his general practitioner to discuss the problems of his drug and alcohol abuse, and how the†¦show more content†¦N M C, (nursing and midwifery council) code of professional conduct clearly states â€Å"that you should be non judgmental within your role†. The counsellor also didn’t use a non-directive approach, and allowed his client to find his own way forward, but gave advice on amounts of alcohol to be consumed at what he considered safe levels. However on the positive side to the counselling session, the counsellor did make use of the S O L E R acronym, as an aid to identifying and remembering the behaviour that he showed whilst giving and receiving information. Egan (1994) defines the acronym S O L E R as â€Å"part of his skills helper† and an approach to counselling as a non-verbal, listening process used in communication. Th e counsellor did sit squarely to the client S, he also used an open body posture O, with no barriers between them (like desks and tables), and he did learn towards this client when putting his point over L. On occasions he also maintained good eye contact E and came across relaxed within his own environment with a good relaxed posture R. 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