Apple Inc Development Essay Example for Free

Apple Inc Development Essay Steve Jobs and Steve Wozniak had withdrawn from Reed College and UC Berkeley, respectively by 1975. Wozniak designed a video terminal that he could use to log on to the minicomputers at Call Computer. Alex Kamradt commissioned the design and sold a small number of them through his firm. Aside from their interest in up-to-date technology, the impetus for the two Steves seems to have had another source. In his essay From Satori to Silicon Valley (published 1986), cultural historian Theodore Roszak made the point that the Apple Computer emerged from within the West Coast counterculture and the need to produce print-outs, letter labels, and databases. Roszak offers a bit of background on the development of the two Steves’ prototype models. In 1976, Wozniak started attending meetings of the Homebrew Computer Club. New microcomputers such as the Altair 8800 and the IMSAI inspired him to build a microprocessor into his video terminal and have a complete computer. At the time the only microcomputer CPUs generally available were the $179 Intel 8080 ($773.00 in present-day terms[11]), and the $170 Motorola 6800 ($734.00 in present-day terms[11]). Wozniak preferred the 6800, but both were out of his price range. So he watched, and learned, and designed computers on paper, waiting for the day he could afford a CPU. When MOS Technology released its $20 ($82.00 in present-day terms[11]) 6502 chip in 1976, Wozniak wrote a version of BASIC for it, then began to design a computer for it to run on. The 6502 was designed by the same people who designed the 6800, as many in Silicon Valley left employers to form their own companies. Wozniaks earlier 6800 paper-computer needed only minor changes to run on the new chip. Wozniak completed the machine and took it to Homebrew Computer Club meetings to show it off. At the meeting, Wozniak met his old friend Jobs, who was interested in the commercial potential of the small hobby machines. The Apple I was sold as an assembled circuit board and lacked basic features such as a keyboard, monitor, and case. The owner of this unit added a keyboard and a wooden case. The very first Apple Computer logo, drawn by Ronald Wayne, depicts Isaac Newton under an apple tree. The Apple logo in 1977 created by Rob Janoff with the rainbow color theme used until 1998. Steve Jobs and Steve Wozniak had been friends for some time, having met in 1971, when their mutual friend, Bill Fernandez, introduced 21-year-old Wozniak to 16-year-old Jobs. Jobs managed to interest Wozniak in assembling a machine and selling it. Jobs approached a local computer store, The Byte Shop, who said they would be interested in the machine, but only if it came fully assembled. The owner, Paul Terrell, went further, saying he would order 50 of the machines and pay US $500 ($2.04 thousand in present-day terms[11]) each on delivery.[12] Jobs then took the purchase order that he had been given from the Byte Shop to Cramer Electronics, a national electronic parts distributor, and ordered the components he needed to assemble the Apple I Computer. The local credit manager asked Jobs how he was going to pay for the parts and he replied, I have this purchase order from the Byte Shop chain of computer stores for 50 of my computers and the payment terms are COD. If you give me the parts on a net 30 day terms I can build and deliver the computers in that time frame, collect my money from Terrell at the Byte Shop and pay you.[13] With that, the credit manager called Paul Terrell who was attending an IEEE computer conference at Asilomar in Pacific Grove and verified the validity of the purchase order. Amazed at the tenacity of Jobs, Terrell assured the credit manager if the computers showed up in his stores Jobs would be paid and would have more than enough money to pay for the parts order. The two Steves and their small crew spent day and night building and testing the computers and delivered to Terrell on time to pay his suppliers and have a tidy profit left over for their celebration and next order. Steve Jobs had found a way to finance his soon-to-be multimillion-dollar company without giving away one share of stock or ownership. The machine had only a few notable features. One was the use of a TV as the display system, whereas many machines had no display at all. This was not like the displays of later machines, however; text was displayed at a terribly slow 60 characters per second. However, this was still faster than the teleprinters used on contemporary machines of that era. The Apple I also included bootstrap code on ROM, which made it easier to start up. Finally, at the insistence of Paul Terrell, Wozniak also designed a cassette interface for loading and saving programs, at the then-rapid pace of 1200 bit/s. Although the machine was fairly simple, it was nevertheless a masterpiece of design, using far fewer parts than anything in its class, and quickly earning Wozniak a reputation as a master designer. Joined by another friend, Ronald Wayne, the three started to build the machines. Using a variety of methods, including borrowing space from friends and family, selling various prized items (like calculators and a VW bus) and scrounging, Jobs managed to secure the parts needed while Wozniak and Wayne assembled them. But the owner of the Byte Shop was expecting complete computers, not just printed circuit boards. The boards still being a product for the customers Terrell still paid them.[14] Eventually 200 of the Apple Is were built. Apple II Main article: Apple II series Wozniak had already moved on from the Apple I. Many of the design features of the I were due to the limited amount of money they had to construct the prototype, but with the income from the sales he was able to start construction of a greatly improved machine, the Apple II; it was presented to the public at the first West Coast Computer Faire on April 16 and April 17, 1977. On the first day of exhibition, Jobs introduced Apple II to a Japanese chemist named Toshio Mizushima who became the first authorized Apple dealer in Japan. The main difference internally was a completely redesigned TV interface, which held the display in memory. Now not only useful for simple text display, the Apple II included graphics, and, eventually, color. Jobs meanwhile pressed for a much improved case and keyboard, with the idea that the machine should be complete and ready to run out of the box. This was almost the case for the Apple I machines sold to The Byte Shop, but one still needed to plug various parts together and type in the code to run BASIC. Building such a machine was going to be fiscally burdensome. Jobs started looking for cash, but Wayne was somewhat gun shy due to a failed venture four years earlier, and eventually dropped out of the company. Banks were reluctant to lend Jobs money; the idea of a computer for ordinary people seemed absurd at the time. Jobs eventually met Mike Markkula who co-signed a bank loan for US$250,000, and the three formed Apple Computer on April 1, 1976. The name Apple was chosen because the company to beat in the technology industry at the time was Atari, and Apple Computer came before Atari alphabetically and thus also in the phone book. Another reason was that Jobs had happy memories of working on an Oregon apple farm one summer.[15] With both cash, and a new case design in hand thanks to designer Jerry Manock, the Apple II was released in 1977 and became the computer generally credited with creating the home computer market[citation needed]. Millions were sold well into the 1980s. A number of different models of the Apple II series were built, including the Apple IIe and Apple IIGS, which could still be found in many schools as late as 2005.[citation needed] Apple III While the Apple II was already established as a successful business-ready platform because of Visicalc, Apple was not content. The Apple III (Apple 3) was designed to take on the business environment. It was released on May 19, 1980. The Apple III was a relatively conservative design for computers of the era. However, Steve Jobs did not want the computer to have a fan; rather, he wanted the heat generated by the electronics to be dissipated through the chassis of the machine, forgoing the cooling fan. Unfortunately, the physical design of the case was not sufficient to cool the components inside it. By removing the fan from the design, the Apple III was prone to overheating. This caused the integrated circuit chips to disconnect from the motherboard. Customers who contacted Apple customer service were told to drop the computer on the desk, which would cause the ICs to fall back in to place. Thousands of Apple III computers were recalled and, although a new model was introduced in 1983 to rectify the problems, the damage was already done. Apple IPO In August 1980, the Financial Times reported that Apple Computer, the fast growing Californian manufacturer of small computers for the consumer, business and educational markets, is planning to go public later this year. [It] is the largest private manufacturer in the U.S. of small computers. Founded about five years ago as a small workshop business, it has become the second largest manufacturer of small computers, after the Radio Shack division of the Tandy company.[16] On December 12, 1980, Apple launched the Initial Public Offering of its stock to the investing public. When Apple went public, it generated more capital than any IPO since Ford Motor Company in 1956 and instantly created more millionaires (about 300) than any company in history.[17] Several venture capitalists cashed out, reaping billions in long-term capital gains. In January 1981, Apple held its first shareholders meeting as a public company in the Flint Center, a large auditorium at nearby De Anza College, which is often used for symphony concerts. (Previous meetings were held quietly in smaller rooms, because there had only been a few shareholders.) The business of the meeting had been planned (or choreographed) so that the voting could be staged in 15 minutes or less. In most cases, voting proxies are collected by mail and counted days or months before a meeting. In this case, after the IPO, many shares were in new hands. Steve Jobs started his prepared speech, but after being interrupted by voting several times, he dropped his prepared speech and delivered a long, emotionally charged talk about betrayal, lack of respect, and related topics.

Censorship of David Wojnarowicz, Robert Mapplethorpe, and Francisco Goy

The Censorship of David Wojnarowicz, Robert Mapplethorpe, and Francisco Goya Censorship is usually considered â€Å"official† censorship because it is action taken by governmental institutions such as government committees, or universities, to limit the view of a specific artwork or a group of works by the public. However, these concrete official actions taken to limit public view of specific artwork are only the results of the abstract â€Å"censoring attitudes† of individuals or groups of individuals, encouraging the actions. Censoring attitudes can arise from feelings of race or gender discrimination, discrimination against the gay community, fear of taboos and controversially issues, and assumed moral or Christian authority. It is these attitudes that are the basis of censorship, not necessarily the artist’s intentions of their artwork, because each individual viewer of the artist’s specific piece will unconsciously project his/her own anxieties and fears into the artist’s artwork. What drives the individual to c ensor the artist’s work is the product of their attitudes being reflected in the subject matter of the artwork, and the result of censorship is keeping the artist’s work from being exposed or even from being created. A mutually supportive relationship between artists and society would be the ideal under the First Amendment of the United States Constitution. Our society would recognize and support an expanded role for artists. Free and diverse artistic expressions are vital for challenging people to rethink their assumptions and for educating people about past and present issues. We should oppose censorship in the arts, and encourage individual and social expression by artists. Only by supporting the voice... ... money, and of course the committee voted to pass the amendment. The result of the committee was the â€Å"Miller test† that labeled art as obscene when â€Å"the work, taken as a whole, lacks serious literary, artistic, political, or scientific value† (378). But according to whose values? If the jury’s values differ from that of the artist, who defiantly considers his work serious, the artist expression is limited. Another example was the criticism made by Dr. Judith Reisman who disagreed that Mapplethorpe’s photographs were art because they â€Å"failed to express human emotion† because of the sexual images(379). But this statement also requires the question, by whose values? Maybe they do not show human emotion to her because she believes only traditional â€Å"beautiful† things can invoke emotion, but they may invoke emotions in other viewers, which is the artist's purpose. Censorship of David Wojnarowicz, Robert Mapplethorpe, and Francisco Goy The Censorship of David Wojnarowicz, Robert Mapplethorpe, and Francisco Goya Censorship is usually considered â€Å"official† censorship because it is action taken by governmental institutions such as government committees, or universities, to limit the view of a specific artwork or a group of works by the public. However, these concrete official actions taken to limit public view of specific artwork are only the results of the abstract â€Å"censoring attitudes† of individuals or groups of individuals, encouraging the actions. Censoring attitudes can arise from feelings of race or gender discrimination, discrimination against the gay community, fear of taboos and controversially issues, and assumed moral or Christian authority. It is these attitudes that are the basis of censorship, not necessarily the artist’s intentions of their artwork, because each individual viewer of the artist’s specific piece will unconsciously project his/her own anxieties and fears into the artist’s artwork. What drives the individual to c ensor the artist’s work is the product of their attitudes being reflected in the subject matter of the artwork, and the result of censorship is keeping the artist’s work from being exposed or even from being created. A mutually supportive relationship between artists and society would be the ideal under the First Amendment of the United States Constitution. Our society would recognize and support an expanded role for artists. Free and diverse artistic expressions are vital for challenging people to rethink their assumptions and for educating people about past and present issues. We should oppose censorship in the arts, and encourage individual and social expression by artists. Only by supporting the voice... ... money, and of course the committee voted to pass the amendment. The result of the committee was the â€Å"Miller test† that labeled art as obscene when â€Å"the work, taken as a whole, lacks serious literary, artistic, political, or scientific value† (378). But according to whose values? If the jury’s values differ from that of the artist, who defiantly considers his work serious, the artist expression is limited. Another example was the criticism made by Dr. Judith Reisman who disagreed that Mapplethorpe’s photographs were art because they â€Å"failed to express human emotion† because of the sexual images(379). But this statement also requires the question, by whose values? Maybe they do not show human emotion to her because she believes only traditional â€Å"beautiful† things can invoke emotion, but they may invoke emotions in other viewers, which is the artist's purpose.

The Impact of Divorce on Children

The impact of divorce on children Angela Smith PSYC 210 James Varland Liberty University The impact of divorce on children The days of complete families that include mom, dad, the household pet, and several children hardly exist. These families have now been replaced with an increasing number of single parent households due to the increasing divorce rate since the 1970’s. (Price & McKenry, 1988) What kind of impact does divorce play on children under the age of 18 years old today. As we journey into this research, we will see many things that effect children not only emotionally, but spiritually, physically, and mentally.Each of these problems can carry over to adulthood. What we may not realize is that divorce could affect everything up into adulthood of a child. Emotional scars could be left for life. The children are the ones that are left to suffer the most due to divorce. There is so much research on this topic. That alone shows that children are suffering in so many ways due to divorced parents. Divorce is a very stressful experience for any child, regardless of their age. Over half of American children will witness the breakup of a parent’s marriage.Among the millions of children who have seen their parents divorce, did you know that one in ten children will also go through three or more parental marriages? (The Abolition of Marriage, Gallagher) The death of a parent is less devastating on a child than a divorce. There are several areas and stages of pain that is dealt with within a child at the beginning of a divorce. They feel very vulnerable, they feel powerless over the situation, and they have feelings of anger and of course several feeling of guilt. Parents’ sensitivity to their child’s needs has to be a priority in the adjustment of the divorce.Then you need to consider the child’s age also. A preschooler’s reaction and an adolescent’s reaction will be very different from each other. Preschoolerâ₠¬â„¢s tend to be emotionally needy. They have fears related to abandonment, and may display acting-out behaviors. They are likely to become distressed during visit exchanges. (http://cpancf. com/articles_files/efffectsdivorceonchildren. asp) Children from ages 6 to 8 will likely fantasize about their parents but yet are less likely to blame themselves for the divorce.Then children ages 9 to 12 will have a better understanding of their parents divorce and the situation but yet may take the sides with one of the parents. Although adolescents understand and comprehend the divorce of their parents, they are faced with the divorce experience and also their own identities. Adolescents seem to mature more quickly after a divorce. They will take on more responsibilities at home; they learn to appreciate things like an allowance a lot more, and they also learn to gain insight into relationships with others.But on the other hand, they could be drawn into taking on the role of the parent and n ot be able to develop relationships with their own peers. According to research, there are many different approaches that you could take when talking to your children about the divorce. There are definitely ways of saying things at their level and ways to try and make it easier on that individual child. One thing that you have to remember is that there is no best age for a child for divorcing parents. One main thing that you have got to be sure and tell your child is that it isn’t their fault.Children seem to think, especially the younger ones that if I act better or get better grades in school, maybe mommy and daddy won’t be mad at me and leave me. Letting that child know that it isn’t their fault is very crucial for the child. It is very important to let that child know that both parents will still be a part of their lives. When talking to your child about the divorce, you need to keep your emotions under control. If the child sees that you are upset, that wil l also make them upset and the whole situation can be more complicated. Never, never speak negatively about your spouse in front of the child.Your child will need to know a reason but not all of the details. Negativity can cause your child to resent your spouse or you. Children are use to a routine. They will need to know what all will be changing in their life. The children need security. Put your differences aside and get along for the child’s sake. Always listen to your child or children and encourage your child or children to express their feelings. Children have problems finding words to express how they feel. Take the time to help your child understand what they are feeling. And allow the child to be honest.Reassure them that no matter what they have to say or how they are feeling, that neither of these are wrong. That it is okay for them to express themselves. While knowing what to say to a child when talking about divorce there are also things that should not be said when talking to them. Never try to buy your child’s love. Buying the child stuff will only make them feel good temporarily. That feeling will wear off. A child would rather have their parent’s undivided attention in opportunities and joys in life. Nothing can take the place of the love of a parent.The most important thing that I think that a couple should think of first is not to give up on your marriage. There are many alternatives to giving up and letting it end in divorce. (http://www. marriage-success-secrets. com/talking-to-your-child-about-divorce. html ) Statistics are done for very valuable purposes. As I bring some of these statistics to light for you, I think that you will be rather amazed. Children of divorce are at a greater risk to experience injury, asthma, headaches and speech defects than children whose parents have remained married.Children living with both biological parents are 20 to 35 percent more physically healthy than children from broken homes. (Journal of Marriage and Family) Teenagers in single-parent families and in blended families are three times likely to need psychological help within a year. A study of children six years after a parental breakup revealed that even after all that time, these children tended to be lonely, unhappy, anxious and insecure. (Journal of the American Academy of Child and Adolescent Psychiatry) These statistics are surely frightful. And people and politics wonder why our American culture is so messed up.Families today doesn’t seem to believe in morals and they especially do not see the importance of what marriage is all about. God gave us a mate to be with forever. The instructions that God has given us in the Bible are very clear about marriage and divorce. In 1 Corinthians 7:10-14 says, â€Å"I command the married-not I, but the Lord- a wife is not to leave her husband. But if she does leave she must remain unmarried or reconciled to her husband- and a husband is not to leave this wife. But I (not the Lord) say to the rest: if any brother has an unbelieving wife and she is willing to live with him, he must not leave her.Also if any woman has an unbelieving husband and he is willing to live with her, she must not leave her husband. For the unbelieving husband is set apart for God by the wife, and the unbelieving wife is set apart for God by the husband. Otherwise, your children will be corrupt, but now they are set apart for God. (Christian Standard Bible) Another passage that Jesus talks about in the Bible about marriage and divorce and makes Himself very clear about it is in Matthew 19:5 & 9,†(5)For this reason a man will leave his father and mother and be joined to his wife, and the two will become one flesh. 9) And I tell you, whoever divorces his wife, except for sexual immorality, and marries another, commits adultery. † (Christian Standard Bible) This passage sums it all up on divorce. If you are considering divorce and do live by the Bible , I think that there are several things that you need to see and think about according to God’s standard before you actually divorce. This should be considered only in light of the most basic principles of scripture. Is the motive for the divorce Godly? Has the spouse sought advice of wise counselors? Is the divorce a last resort action to be taken?If humans today still lived by God’s standards, the divorce rate and all the problems that follow divorce would not be the way they were. There are so many people that divorce affects and to be greedy and only think of ones own self is inhuman. Even is you have failed with your marriage, there are ways that you can succeed with your divorce. Divorce and all the complications that come along with it can have a significant impact on the well being and development of both children and adolescents. The consequences of divorce can and will impact almost all areas of a child’s life.That not only includes the parent and chil d relationship but also the child’s behavior, emotions, coping skills, and psychological development. No wonder that there is a high demand for mental health professionals and other child specialists. As we have looked at statistics and some ways for the parents to deal with the divorce for the children’s sake, let’s put ourselves in the children’s shoes. What do you think is actually going through their mind? What questions do you think that they are thinking about and wanting to ask?According to the University of Missouri, these are some questions and thoughts that are probably going through a child’s mind during their parents divorce. I need both of you to stay involved in my life. I need letters, phone calls, and lots of questions asked to me. Please don’t fight and work hard to get along with each other. Try to agree on matters that relate to me. When you fight about me, I think that I have done something wrong. Please don’t ask me to send messages back and forth between the two of you. Please remember that I depend on both of you to raise me and to be a part of my life.I need both of you to teach me what is important and to help me when I have problems. Take a minute to imagine just what all goes on in a child’s mind when divorce happens. It is truly a sad situation. Now let’s turn the tables and take a look at some of the positive effects of divorce and children. Now that sounds crazy, right. That is what I thought also until I read some research done on this particular topic. Being a child of divorced parents and looking back, I can actually see some of the benefits that have been seen in the research.Of course no child wants to see their parents gets divorced but if you think about it no child wants to see their parent’s constantly fighting either. If there is any kind of abuse in the relationship, you could actually be hurting your children more by staying together. Children who ha ve gone through divorce with their parents could reap the benefits of spending one on one time with each parent. Despite the difficulties of divorce, the one on one time is a great bonding opportunity for parents and children to experience. (http://www. helium. om/items/1355536-what-are-positive-effects-divorce-children) Just think about it for a minute. The quality time that each parent is able to spend with their child or children is actually increased after a divorce.The total focus of the parent on the child is much more valued now. Children can grow healthy in many types of divorce situations if the three key following conditions are met: first, the basic needs for the children must be met, such as love and physical care, understanding, discipline and safety; second, the children need a sense of belonging or being able to say, his is my family where I am important and a special person; and finally, they also need role models of both sexes in their lives to help them determine t heir proper male and female roles. (http://www. jesuschristismygod. com/index2b. html) Some female children come out of divorce growing into exceptionally good young women. It seems that girls and women strive on more responsibilities and challenges. They connect with their mothers and have deep ties with them. Child psychologist agree that keeping the strength of extended family intact is one of the best ways to provide a good structure for children to deal with divorce.In addition, when both parents have the full support of family and friends that were connected to the kids during the marriage that provides resources to turn to when things get difficult as the adults try to figure out how life as a divorced couple should work with kids. (http://www. articlesbase. com/divorce-articles/the-positive-effects-of-divorce-on-children-2745699. html) It is very important that the parents celebrate certain days, such as birthdays, and holidays, together with their children.This can and will show their children that there are values to be taken and at the same time show the role of a true mother and father relationship. As I sit here and think over all the research and statistics that I have read about and then think about my own situation as a child of divorce, I can identify with several of the characteristics that have been studied. First thing that comes to my mind was how my mom and dad handle the situation of divorce, They would talk bad about the other one in front of me and it seemed as if they were trying to win sides with me when actually all I wanted was both of their love.There was always arguing and fighting in front of me and my brothers which also caused me to grow up with a lot of hostility in me. Everything I did for years was prone to fighting and anger. I remember being took from my house to where my dad would stay for certain weekends and holidays and I all wanted was everyone together, As I look back on it now, I truly wonder if my parents had of m ade different and better choices due to their divorce and the sake of the children, would anything in my life been any different with my attitude or my outlook on things and especially family.I can remember blaming myself for several of the things that was wrong between my parents and also being a mediator between them. My grades in school did go down and I acted out to get the action I was lacking from having both of my parents there when I needed them. I guess that one good thing that did come out of my parents’ divorce was that I had a huge sense of survival and determination due to this divorce of my parents. I can also see where girls seem to make a strong tie with their mothers and become very strong women.I truly think that it has helped make me what I am today. I do not believe that I could of survived some of the abuse I have been through with drug addiction and recovery if I had not set my standards of survival at such a young age. There are so many ways that we can be coached and taught about what to do in this situation. It is a very sad case for a couple to have to come to this point in their lives today. Marriage is not seen as it should be. People take it for granted about having a lifelong mate and companion.We should all go back to the basis of the Bible but with the devil and the secular world taking over today, we as Christians have to stand up and play a huge role in our kids live. I have made a promise to myself that I will not repeat the cycle of my parents. Life is too precious and your children will be grown and gone before you know it. We endure enough pain in this world today and I refuse to allow anymore to be put into my children’s life due to me.This study has just made me a little more determined about living my marriage a a Christian example to my children and working through all the problems that marriage my bring in my direction. The statistics are growing but our God is even bigger.References Christian Standard B ible http://cpancf. com/articles_files/efffectsdivorceonchildren. asp) http://www. articlesbase. com/divorce-articles/the-positive-effects-of-divorce-on-children-2745699. html http://www. helium. com/items/1355536-what-are-positive-effects-divorce-children

Issues that face the contemporary style design - Free Essay Example

Sample details Pages: 14 Words: 4113 Downloads: 2 Date added: 2017/06/26 Category Architecture Essay Type Narrative essay Did you like this example? Contemporary-style design is considered an architectural benchmark worldwide. Companies and organizations have reverted to simple form, sleek lines, bold color schemes, and sheer elegance. Gensler is an architectural pioneer always adapting to the rapid changes in the realm of architecture (Gensler). Don’t waste time! Our writers will create an original "Issues that face the contemporary style design" essay for you Create order Architecture firms rarely gain notoriety for marvelous structures that decorate city landscapes. Businesses are praised for elegant design when in fact architect firms deserve credit for visual expertise. Architecture is changing to cope with environmental needs and the demands of businesses and consumers. Green designs emit less harmful gases and preserve the ozone. Organizations need to efficiently and effectively use space to cut down on the cost of fixtures and furniture. Expensive fuel steepens the cost of building supplies and decorative pieces. Clients and consumers want aesthetically acceptable structures to improve the publics shopping experience. Global urban centers compete to attract more tourists, customers and potential long term clients. Gensler has risen to the occasion for forty years. The firm grew to superstardom during the Art Deco craze of the 1970s. In the 1980s, Gensler coined the most boisterous designs that meshed with the wild attitude of the era. A decade l ater, Gensler successfully mastered the designs of the Generation X era. Today, Gensler is one of the most prolific contemporary architectural designers in the US. Gensler is the worlds largest and most profitable architect firm. Gensler hopes to continue growing worldwide (Gensler). History Art Gensler, Drue Gensler and Drue Follet founded Gensler in 1965 (Gensler). The companys scope was narrow and primitive. The small firm initially designed law firms and moved into other architectural fields as they gained exposure. The company expanded its operations as it grew more popular. In less than five years the staff grew threefold. Gensler completed a number of large projects despite the faltering US economy. Gensler operated effectively despite new legislation calling for stricter building regulations. By the middle of the 1970s, Gensler became a household name in the architecture scene (Riverbed). Art Gensler gained personal notoriety for his cunning shrewdness. Gensler rapidly excels even during economic uncertainty. During the construction boom of 2005 and 2006, Genslers respective gross revenues were $331 and $435 million (Gensler Annual Report 2009). Other reputable companies failed to match the feats of Gensler. In 2009, Gensler amassed a whopping $697 in gross pro fit. Since 2005 Genslers gross profits and revenues have steadily increased. Genslers services are not limited to architecture. The company employs hundreds of project managers, graphics and interior designers (Gensler Annual Report 2009). Accolades and Awards Numerous accolades and awards have been bestowed on the firm. In 1972 Gensler received its first prize when the The San Francisco United Airlines ticket office was awarded the Architect Record interior design award (Riverbed). In 1999, the World Architecture Magazine awarded Gensler with the prestigious #1 of top 100 Architectural Firms award. In 2003, a peer survey conducted by Contract Magazine named Gensler The Most Admired Architectural Firm worldwide (Riverbed). For consecutive years Gensler has been showered with various awards commemorating its outstanding contributions to architecture and interior design. Gensler is unanimously the worlds most famous and successful design firm. Global Image Genslers infiltrates global markets to increase its profit. The company recently completed a mega project in Bostwana an up and coming southern African nation. Part of Genslers global image is capitalizing on promising and fast growing economies. Bostwana has benefiting from mining and diamond industries and the exodus of South African workers yearning for more safety and stability. The Bostwana Innovation Hub features passive cooling, sun shading, and natural light (Gensler Annual Report 2009). Space is effectively utilized to encourage active movement of personnel even on a busy day. Gensler is also concerned with global education and outreach. Gensler completed the renovation and expansion of the London based London Fisher club. The boxing clubs renovation budget was minimal yet Gensler rose to the occasion and successfully completed the entire project. Gensler designed new showers, created more locker room space, and improved the clubs overall appearance (Gensler Annual Report 2009). The youth club is delighted that Gensler met and exceeded their expectations. In light of overwhelming international success, Gensler established international headquarters in China, Japan, Europe, and the United Arab Emirates. Gensler innovatively builds its global image by reaching out to youngsters. Gensler supports tens of education enrichment programs in the US. Schools in Chicago apply for design aid annually and chosen schools are the recipient of pro-bono assistance from Gensler. The architecture firm is currently renovating several Chicago area libraries. Gensler is globally recognized as an ethical and honest organization. Their international fortunes will expand in the coming the years (Gensler Annual Report 2009). Recognition and Reputation Gensler is a relationship driven firm. Its success is derived from long standing partnerships with other reputable organizations. Genslers client list includes many Fortune 500 companies. Gensler currently workers with a diverse set of clients including LAX, BP, PNC Financial Services, Ernst and Young, Dodger Stadium and many others. Gensler delivers results in various spectrums (Riverbed). Their knowledge proves effective in the renovation of airports, sports venues, office buildings, and shopping malls. In the past year they completed a whopping 5,289 projects. Gensler expands its client base by accepting both low and high budget products and seeking diversification. Gensler never worked with a sports venue prior to Dodger Stadium. Dodger Stadiums interior updates were considered acceptable and far above average. Gensler then went on to construct the Detroit Lions training facility. Gensler takes calculated and well studied risks to gain more business. For the 29th straight year, Gensler was recognized as the top architect firm. Gensler boats over 2,200 localities and clients (Gensler Annual Report 2009). The Board of Directors continually votes to limit its endeavors to commercial. Employee Loyalty There are 3000 employees in 34 worldwide offices. Employees are empowered by the organization to encourage longevity, hard work, and optimum results. New comers are especially pleased with Genslers commitment to strategy, structure, and recourse. The Board of Directors system ensures that managerial resignation or retirement cannot adversely impact the companys overall progress. Contingency plans exist to rapidly promote and reshuffle in the case of someone resigning. Workers are not threatened by cutthroat backroom politics. In the last year, $11,964 was contributed to each members retirement (Gensler Annual Report 2009). As result, companys retirement plan is worth $28.5 million. Genslers turnover ratio is exceptionally low, with less than 1 percent of personnel resigning in the last year. The only fallback for Gensler was layoffs in light of the economic downturn. Some 1,000 employees were let go in some of the hardest hit areas (Riverbed). Gensler argued that they chose to pree mptively act to decrease risk and solidify their operations. HR managers believed that sweltering staff counts could create financial jeopardy. The company hopes to create more positions when the need for personnel arises. To keep cost down, few administrative supporters are contracted. Potential clients negotiate directly with high level managers. Nonetheless, Genslers dedication to its staff members is unwavering. Core Values Gensler takes pride in its credo and core values. The companys individual and collective interests are to encourage a sense of passion, curiosity, simplicity, integrity, excellence, purpose, culture, and balance. Curiosity and simplicity are regarded as two of the most interesting yet cunning core traits. Gensler is interested best understanding the goals of the clients without becoming obtuse or impractical. Clients hold dynamic interests and vivid goals and it is Genslers jobs to embrace their vision. Gensler best serve customers by communicating project plans and format in the most clear cut and simplistic fashion. Other organizations earn business by cutting corners and offering misleading information to clients. Genslers confidently states its core goal is effectiveness and craftsmanship as opposed to low cost. Gensler attempts to work within the budgeting of a client but will not take underhanded shortcuts because of lower operating funds. Gensler clearly states their goals, abilities and expectations from the outset. Clients are never misled or mistreated (Gensler Annual Report 2009). Another important integrity related aspect is personal and collective accountability. Gensler takes full responsibility for its actions and creates a formidable paper trail to do so. The organization is equipped with the most lucid forms of checks and balances to protect the interests of Gensler and clients. One of the most attractive aspects of Gensler is the promotion of cultural diversity. Genslers US offices feature individuals from various ethnic, cultural, and religious backgrounds. The groups inception of offices in Europe and Asia further improve its global image. Employees are major priority for the Gensler firm. The organization understands the importance of balancing personal and professional endeavors. Employees are proud to work for an organization that is 100 percent employee owned and operated. Gensler is an ethical and morally fit company. Since the inc eption of the company, no major lawsuits have slightly threatened its operations (Gensler Annual Report 2009). Core Messages Aside from company values Genslers corporate message is appealing to current and prospective clients. A dynamic network characterizes Genslers working schemes. The groups operations are not limited to architectural design. Gensler is sort of a one-stop-shop, offering assistance and expertise in interior design, project management and development. Genslers services and drive are wide ranging and encompassing. Gensler incorporates many aspects of architecture and interior design in-house to cater to a full array of needs. Clients are not settling for less quality when they retain the services of Gensler from A to Z. The companys dynamic network is well trained, highly skilled, and devoted to the client and Gensler. The company only acquires the services of the most qualified personnel. Job openings are rarely available because of extremely low turnover. Genslers architects, designers, project managers, and marketing specialists make up an energetic dynamic network (Gensler Annual Rep ort 2009). Design and strategy go hand in hand. Gensler achieves creative results by using precision techniques. Other organizations offer excellent design but lack pinpoint methodology to bring out clean and crisp results. For Gensler, every tiny measurement is accurate to ensure client satisfaction. Quality control is strictly followed and adhered to until the finish. Cohesiveness is part of Genslers core message. Cliens are made aware that the entire organization takes pride and the utmost interest in each project. Unlocking Opportunity The best method for unlocking strategy is reverting to basic values and competencies. Architects always strive to go over the top and personify final designs. Retention rates are astronomical, return business is commonplace, and referrals are plenty. Clients are thrilled by Genslers commitment to perfection. JFK Airport asked Gensler to redesign its terminal and the results were phenomenal. Genslers charged less than other bidders yet delivered a world class and efficient terminal. Passengers and airport officials are pleased with abundant space, outstanding lighting and great amenities and features. Gensler achieved stellar results by combining simplicity and elegance. Architects, designers and product managers excel by fully integrating client needs and expectations. Architects think beyond design and aesthetics. Helping companies increase their marketability and revenues is a top priority. The JFK project exemplified Genslers efforts to help JFK increase effectiveness and effici ency (Gensler Annual Report 2009). Genslers aims to focus and grow by empowering clients. Improved aesthetics, more roaming space and sharp design plays a pivotal role in attracting customers. Many of Genslers projects have revived the operations of different organizations. REI of Seattle, an outdoors cooperative sought to add more space for its goods. Project designers added more display space and ample room for customers to experiment with goods. REIs sales have increased since the renovations. Project managers conduct market research during the preliminary phases of a project. Architects found that natural light helped increase sales by 40 percent and also consumed energy by more than 20 percent. Gensler aims to help companies save and cutback on expenses (Gensler Annual Report 2009). Repositioning, reconditioning, and refurbishing are focuses of Gensler. Soundly constructed buildings may become outdated with time and require some cosmetic touchup. After surveying Gensler h as advised various clients to take the frugal path of renovation. Renovation allows Genslers to spend less time and focus on one more project while delivering optimum and cost effective results to its clients. To mask outdated structures, Gensler often erects smaller structures within close proximity. A Government Services Administration building of Atlanta fell out of touch with the nearby modern landscape and the boards drive to construct greener and more civic friendly buildings. Gensler successfully updated existing hallways, carpets, ceilings, and fixtures. The renovations were complemented by the addition of a midsize energy saving building (Gensler Annual Report 2009). Employees are Genslers main asset. The Workplace Index measures the employee levels of performance and satisfaction annually. The survey shows that Genslers US and UK offices enjoy the highest levels of employee success and satisfaction. The chart is being used to constantly improve and solidify the workplac e. Work campuses are designed to encourage communication, intimacy, hard work, and comfort. Genslers employees are among the highest paid in the industry. Clients are encouraged to establish longstanding relationships with their preferred architect or designer. Sustainable networking allows Gensler employees to constantly stay abreast of client needs (Gensler Annual Report 2009). The mundane and redundant routines of western civilization can hinder employee production. Comfortable workers resist change and adaptation to new trends. One of the cornerstones of Genslers strategy is innovation and change. All elements of the company are expected to innovate, create, and improvise. The competitive edge rests upon distinguishing Gensler from the rest. Gensler experiments with different clients to gain more experience and foothold in different sectors. One of its famed projects is the renovation of UK Kent County public schools. Students were bored with old furniture, peeling paint, dim lighting, and old electronics. Kent County Public schools sought to improve student attendance, attentiveness, and exam performance. Kent County contracted Gensler to provide classrooms, gyms, and lecture areas with a facelift. The results proved to be phenomenal. Classrooms were transformed into vibrant and colorful places of enjoyment and learning. Schools resemble modern boutiques, cafes and cinemas as opposed to mundane classrooms. Pupil attendance has increased by 90% and exam marks are up by 375%. To gain business Gensler continues to innovate (Gensler Annual Report 2009). Companies avoid risk during economic downturns. Gensler uses the global recession to find new business opportunities in flourishing places. In 1998, Gensler opened its doors in China (Gensler). Ten years later, China unveiled its largest building, the Shanghai Tower. Gensler is credited with developing and designing the impressive structure. The worldwide recession has not slowed down Genslers efforts. G ensler took advantage of Dubais recent success and unveiled a number of mega projects amidst world turmoil. Despite Dubais faltering economy, Gensler continues to grow in the sprawling Emirate. Gensler avoids primitive and vigilante approaches to business opportunities. The organization continues to grow worldwide. Interviews Johan Nahra Johan Nahra, a lead architect for Genslers Washington DC office sat down to answer questions about the firm. Nahra reiterated some of the information previously found and offered useful and interesting insight into Genslers operations. The company is run out of its San Francisco headquarters. The West Coast office oversees other locations, sets policies and develops collective strategies. The West Coast is responsible for maintaining a strong system of checks and balances. San Franciscos managers encourage each office to independently handle their separate affairs. The main office remains responsible for the organizations overall finances, expansion, and branding decisions. The Board of Directors operates out of San Francisco and periodically convenes to make executive decisions. Growth and Layoffs Gensler has grown tremendously in the past decade. The company operates in North America, Europe, the Middle East, and Asia. Expansion constantly requires the acquisition of new personnel. Economic catastrophe triggered Gensler to terminate 1,000 employees, mostly those related to production. Gensle foresaw the eventual decline in commercial building around the globe hence the layoffs. To cope Gensler uses fewer production people to layout the framework for projects. Consolidating helped the company achieve better organization and efficiency. Graphics design and animation departments were too expensive to maintain. Animation work is now outsourced to third parties in China. Gensler finds the tactic to be efficient and cost effective since outsourced projects are finished by the time US architects arrive to work. Office Scheme Nahra called Gensler workforce highly collaborative. Each studio houses interior designers, graphic designers, and planners. The disciplines come together to complete each project. Project managers are always assigned to ensure smooth decisiveness. Smaller teams prove to be more realistic and decisive. Two important project elements are the project manager and the design manager. The project manager is responsible for steering the business aspect of design. Project managers act as a business liaison between financial representatives of Gensler and clients. Project Managers are responsible for negotiating and securing new assignments. They simultaneously crunch numbers and try to close deals. The project designer watches over the technical elements of development. Architects and graphic designers report to the project designer. The project designer delegates tasks, negates ideas, and makes changes when necessary. Gensler finds that two highly motivated and experienced persons can do more than a larger and relatively inexperienced team. Big assignments require the formation of a structured hierarchal pyramid. Financial Strategy Low price is not part of Genslers strategy. Clients pay for cutting edge and distinguished quality. The main financial strategy is to profit each time. Nahra states that all assignments in the past two years have generated some profit. Lower profit projects are accepted to gain exposure and build relationships. Each team member is vital to the direction of the project. Making sure that each person plays a valuable role is critical to the financial strategy. Gensler refrains from overstaffing to avoid idleness and laze. To maximize profit managers communicate with clients in understandable and comprehendible terms. Managers drop the office lingo and speak practically. Outspoken and personable approach builds confidence between the two parties. Project managers are essentially sales consultants and closers. They are responsible for conveying goals and closing deals. The greatest key to gaining profit is founding a relationship based on trust. Shrewd clients put money on the backburne r to quality. Gensler personnel research and develop to identify good selling and bargaining points. Well prepared individuals are more likely to secure lasting relationships. Risk Management Residential contracts are viewed as the greatest risk and liability to architects. Johan presented a valid example to personify the level of risk involved in residential. Construction defects found in a condominium could lead to suits being filed by tens of tenants while a business can only file a single suit. Residential work can bring about the demise of Gensler. High profile celebrities have nonetheless asked Gensler to design their dream homes. Each time, Gensler has politely declined. Gensler does not hold the contracts of engineers in case of a building discrepancy. Clients must deal directly with engineers if they are not pleased with structural integrity. Architects cover bases to avoid future run-ins with their clients. Johan nonetheless reiterated their commitment to accountability and quality control. In forty years of architecture work, very few suits have been filed against Gensler. When clients are unhappy, Gensler acts within its power to correct and rectify the prob lem. The company is protected by many high profile attorneys specializing in the legal framework of architecture and interior design. The only way to minimize client scrutiny is by pushing for the highest levels of quality control. By no means will managers compromise quality and satisfaction. The safety of building inhabitants in the short and long term is always considered. Personnel Gensler owes lots of its success to highly talented employees. Financial success allows the company to seek only the most skilled personnel. Competitors cannot keep up with the pace of Genslers talented employees. Genslers directly recruits from coveted universities and design institutions. Nahra and other architects joined Gensler when other firms were faltering. Employees are satisfied with the constant influx of new projects during tough economic times. Architects tend to relocate more than other professionals. There are architects that want to experience different architectural schemes of other geographical areas. Recently, firm members based in San Francisco requested relocation to New York to take part in designing high rises. Gensler allowed them to make the switch. Gensler is generally flexible about moving personnel deeming work is available. There are few employment openings for the general public. Genslers selection process is quite stringent and not so accommodating for inexperienced and unproven professionals. The company supports merit-based promotion system. Employees are given performance reviews and promoted to higher posts. Efficient company-wide structure is Genslers heart and soul. All decisions are collaboratively discussed and undertaken. No single employee has the power to unilaterally take action. Competitive firms regularly attempt to lure clients away from Gensler. Committee members convene to discuss the prospects of entering a bidding war. Managers frequently opt against bidding because of not-so favorable prospects for generating income. The process nonetheless is fair because it takes into consideration the needs of the company and staff members. Harish Mercandani Legal Counsel The East Coasts lead counsel is immensely busy but agreed to spend several minutes with me. Protecting an architecture firm is an intricate and difficult process. The most critical aspect of safeguarding an architect firm is ensuring quality and accuracy the first time. Most lawsuits arise from defects as result of shoddy materials and poor construction methods. Attorneys urge architects and engineers to diligently plan beforehand to guarantee long term durability. There are attorneys working at each Gensler location. Before the company grew Art Gensler contracted legal work to outside parties. Worldwide expansion demands the constant attention of legal counsel. Lawyers do more than represent the company when something goes wrong. Their main responsibility is writing up lawful work proposals that protect the client and Gensler. Even a small syntax or grammatical error can delay a projects start date. Counties and cities have different building codes and procedures. Attorneys make s ure that Genslers is in accordance with laws pursuant to the local vicinity. Legal services are quite expensive but crucial and necessary. Employees play a role in protecting the legal standing of Gensler. Lawyers encourage staff members to create a good paper trail and document all interactions with customers. Spoken promises are hard to enforce therefore employees are responsible for putting everything in writing. Like other companies, Gensler believes that the customer is always right. Staff members are scolded if they do not track all interactions with clients. The goal is to cover the company and oneself. Gensler does not tolerate misconduct stemming from harsh disagreements with clients. Architects, designers, and project managers cannot clear their name without presenting written supporting evidence. Risk management is quality control and assurance. General Atmosphere Genslers work environment is vibrant and upbeat. The workplace mirrors the companys high profile projects. The office is designed in a fashion that encourages teamwork and communication. Employees are not enclosed in suffocating cubicles and small working spaces. The general work area is open and bright. Employees are able to temporarily relocate to private offices to hold private meetings and work alone. Workspace resembles a contemporary shopping outlet or home. The setting is practical for those employed in the field of interior design and architecture. Gensler takes the emotional well being of their staff into account. Employees seemed to be articulate, well put together, and quite sharp. I have visited during architecture firms and never has one been so intricately designed. I was also impressed with the general friendliness of the busy staff. Nahra and Mercandani were delighted to spend time with me. Their pro-active approach is definitely a sign of success and content with t he organization. Gensler seems like an interesting and fantastic place to work. Conclusion People sometimes forget that interior design is an important discipline. Architectural masterpieces are downplayed and labeled as expected modern fixtures. Landscapes and skylines are carefully planned and constructed to encourage aesthetic importance and civic pride. Gensler takes pride in its role as the worlds best design firm. I believe that in light of so much success Gensler should take other steps to further expand. Gensler has not yet reached out to the sprawling metropolises of South America. The economies of Brazil, Chile and Argentina are strengthening and design expertise is required. Gensler can capitalize on success in South America. The region could be a gateway to greater fortunes. I certainly appreciate Genslers efforts to contribute to the growth of Bostwana. Gensler must setup permanent operations in Africa to complete its monopoly of the globe. The work of the firm is to be both cherished and admired. I long that Gensler will one day reach out to my homeland, Li bya. I can only yearn and dream to work for such a respected and highly coveted organization. In a perfect world, I will one day run and manage an organization bigger than Gensler.