แสดงบทความที่มีป้ายกำกับ Creating แสดงบทความทั้งหมด
แสดงบทความที่มีป้ายกำกับ Creating แสดงบทความทั้งหมด

วันอังคารที่ 12 กุมภาพันธ์ พ.ศ. 2556

Silent Screens: The Decline and Transformation of the American Movie Theater (Creating the North American Landscape)

Silent Screens: The Decline and Transformation of the American Movie Theater (Creating the North American Landscape) Review






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The single-screen movie theaters that punctuated small-town America's main streets and city neighborhoods since the 1920s are all but gone. The well-dressed throng of moviegoers has vanished; the facades are boarded. In Silent Screens, photographer Michael Putnam captures these once prominent cinemas in decline and transformation. His photographs of abandoned movie houses and forlorn marquees are an elegy to this disappearing cultural icon.

In the early 1980s, Putnam began photographing closed theaters, theaters that had been converted to other uses (a church, a swimming pool), theaters on the verge of collapse, theaters being demolished, and even vacant lots where theaters once stood. The result is an archive of images, large in quantity and geographically diffuse. Here is what has become of the Odeons, Strands, and Arcadias that existed as velvet and marble outposts of Hollywood drama next to barbershops, hardware stores, and five-and-dimes.

Introduced by Robert Sklar, the starkly beautiful photographs are accompanied by original reminiscences on moviegoing by Peter Bogdanovich, Molly Haskell, Andrew Sarris, and Chester H. Liebs as well as excerpts from the works of poet John Hollander and writers Larry McMurtry and John Updike. Sklar begins by mapping the rise and fall of the local movie house, tracing the demise of small-town theaters to their role as bit players in the grand spectacle of Hollywood film distribution. "Under standard distribution practice," he writes, "a new film took from six months to a year to wend its way from picture palace to Podunk (the prints getting more and more frayed and scratched along the route). Even though the small-town theaters and their urban neighborhood counterparts made up the majority of the nation's movie houses, their significance, in terms of revenue returned to the major motion-picture companies that produced and distributed films, was paltry."

In his essay, "Old Dreams," Last Picture Show director Peter Bogdanovich recalls the closing of New York City's great movie palaces -- the mammoth Roxy, the old Paramount near Times Square, the Capitol, and the Mayfair -- and the more innocent time in which they existed "when a quarter often bought you two features, a newsreel, a comedy short, a travelogue, a cartoon, a serial, and coming attractions."

While the images in Putnam's book can be read as a metaphor for the death of many downtowns in America, Silent Screens goes beyond mere nostalgia to tell the important story of the disappearance of the single-screen theater, illuminating the layers of cultural and economic significance that still surround it.

"These photographs and the loss of which they speak signal the passing of a way of being together." -- Molly Haskell

List of Theaters by State

Alabama • The Lyric, Anniston • The Martin, Huntsville

Arizona • The Duncan, Duncan

Arkansas • The Avon, West Memphis

California • The Town, Los Angeles • El Capitan, San Francisco • The State, Santa Barbara

Connecticut • The Dixwell Playhouse, New Haven • The Princess, New Haven

Florida • The Gateway, Lake City

Georgia • The Judy, Hartwell

Idaho • The Ace, Wendell

Illinois • The Pekin, Pekin

Indiana • The Rem, Remington • The Ritz, Rensselaer

Kansas • The Cameo, Kansas City

Kentucky • The Crescent, Louisville • The Ohio, Louisville

Louisiana • The Madison, Madisonville • The Sabine, Many • The Jefferson, New Orleans

Massachusetts • The Strand, WestfieldMichigan • The Liberty, Benton Harbor

Mississippi • The Magee, Magee • The Star, Mendenhall • The Mono, Monticello • The Park, Pelahatchie

Missouri • The Star, Warrensburg

Nebraska • The Grand, Grand Isle

New Jersey • RKO Proctor's Palace, Newark

New Mexico • The Lux, Grants • The State, San Jon

New York • The Hollywood, Au Sable Forks • The Broadway, Buffalo • The Lovejoy, Buffalo • The Senate, Buffalo • The Jefferson, New York City • The Little Carnegie, New York City • The 72nd Street East, New York City

North Carolina • The Colonial, Chesnee • The Alva, Morganton

Oregon • The United Artists, Pendleton

Pennsylvania • The Lawndale, Philadelphia • The Rex, Philadelphia • The Spruce, Philadelphia • The York, Philadelphia • The Capitol, Williamsport

Tennessee • The Park, Memphis

Texas • The Royal, Archer City • The Strand, Chillicothe • The Gem, Claude • The Mulkey, Clarendon • The Texas, Del Rio • The Bowie, Fort Worth • The Chatmas, Hearne • The Queen, Hearne • The Palace, Henderson • The Alabama, Houston • The Almeda, Houston • The Crim, Kilgore • The Gulf, Robstown • The Clinch, Tazwell • The Winnie, Winnie

Virginia • The Earle, Big Stone Gap • The Home, Strasburg

Washington • The Pasco, Pasco

West Virginia • The Ritz, Ansted • The Alpine, Rainelle





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วันพฤหัสบดีที่ 13 ธันวาคม พ.ศ. 2555

The Spider's Strategy: Creating Networks to Avert Crisis, Create Change, and Really Get Ahead

The Spider's Strategy: Creating Networks to Avert Crisis, Create Change, and Really Get Ahead Review






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Selected by Soundview as "One of the 30 Best Business Books of 2009" "Mukherjee beautifully weaves the ever-morphing web of technology, business, and organizational learning together and explains why both top executives and middle managers must care about their impact." Sudipta Bhattacharya President, Invensys Wonderware "The business world is moving toward non-hierarchical networks...The answer to these changes is a combination of network management and collaborative leadership. Mukherjee...goes beyond description of best practices. The four Design Principles that he has developed to implement networks are conceptually well thought through and actionable. This book deserves to be read by anybody who is interested in tomorrow's organization." Arnoud De Meyer Director, Judge Business School, Cambridge University "An 'adaptive organization' must count as the response in the increasingly connected world in which business will operate in the decades ahead.! [Mukherjee] makes a terrific case of how to achieve the desired response. A great read for the 'concerned' before they reach the stage of being 'tormented.'" R. Gopalakrishnan Executive Director, TATA Sons Limited "Beyond the obvious, this is a great and pragmatic book, demonstrating the incredible power of collaboration in action." Jean-Francois Baril Senior Vice President, Nokia Corporation "Though many have sought to unlock the secrets of creating learning organizations, few have succeeded. In The Spider's Strategy, Mukherjee provides the keys to the learning kingdom.! And he shows what it really takes to leverage the power of networks. It is that rare business book that deserves to be read from cover-to-cover." Michael Watkins Author of The First 90 Days: Critical Success Strategies for New Leaders at All Levels "Mukherjee has written a very thoughtful and thought provoking book.! The adaptive network perspective with its four Design Principles and the accompanying five Capabilities inspired by a Chief Network Officer will be the organizations of the present and future.! The book presents good theory, research grounded in facts, and a clear picture of what is both necessary and possible, going forward." Alexander B. Horniman Killgallon Ohio Art Professor of Business Administration, Darden School of Business Administration, University of Virginia To thrive in a world where networks of companies increasingly compete with other networks, managers can no longer focus solely on excellence in planning and execution. In The Spider's Strategy, top business consultant Amit S. Mukherjee provides the tools you need to sense and respond to unexpected events. He shows why and how managers in your company must apply four powerful "Design Principles" today: *Change everyday work practices by embedding "sense and response" within your normal plan-and-execute processes. *Promote collaboration across partner companies by establishing practical mechanisms that make "win-win" a basis for action not an empty slogan.*Ensure that work really teaches by assuring the culture, processes, and organizational structure to improve your company's ability to learn.*Implement those key technological capabilities that allow the network to function seamlessly. The heart of this book includes proven implementation advice based on conversations with successful innovators at HP, Nokia, and beyond. Mukherjee offers new insight into everything from work practices to culture and corporate organization and shows how to overcome even the most stubborn obstacles to effective collaboration amongst partners. Acknowledgments xiii About the Author x Part I: Why Change? Chapter 1: The Fire That Changed an Industry 3 Chapter 2: Shadows of the Past 17 Chapter 3: Visions from the Present 45 Part II: Design Principles for Adaptive Capabilities Chapter 4: Transform Everyday Work 69 Chapter 5: Succeed in a Dog-Eat-Dog World 97 Chapter 6: Ensure That Work Teaches 131 Chapter 7: Make Technology Matter 163 Part III: Going Adaptive Chapter 8: Create the Organization 197 Chapter 9: Introduce Change Holographically 209 Epilogue: Two Views of a Company 225 Index 229



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วันอังคารที่ 4 กันยายน พ.ศ. 2555

Natural Capitalism: Creating the Next Industrial Revolution

Natural Capitalism: Creating the Next Industrial Revolution Review






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Most businesses still operate according to a world view that hasn't changed since the start of the Industrial Revolution. Then, natural resources were abundant and labor was the limiting factor of production. But now, there's a surplus of people, while natural capital natural resources and the ecological systems that provide vital life-support services is scarce and relatively expensive. In this groundbreaking blueprint for a new economy, three leading business visionaries explain how the world is on the verge of a new industrial revolution. Natural Capitalism describes a future in which business and environmental interests increasingly overlap, and in which companies can improve their bottom lines, help solve environmental problems and feel better about what they do all at the same time. Citing hundreds of compelling stories from a wide array of sectors, the book shows how to realize benefits both for today's shareholders and for future generations and how, by firing the unproductive tons, gallons, and kilowatt-hours it's possible to keep the people who will foster the innovation that drives future improvement.



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