17 Jun

Brick House / CollectiveProject

first_img 2018 CopyAbout this officeCollectiveProjectOfficeFollowProductBrick#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesBangaloreIndiaPublished on May 24, 2019Cite: “Brick House / CollectiveProject” 24 May 2019. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogFaucets / SinkshansgroheKitchen SinksGlass3MSun Control Window Film in MarkthalPartitionsSkyfoldIntegrating Operable Walls in a SpaceRetractable StructuresShadeFXRetractable Canopies in Beverly HillsPanels / Prefabricated AssembliesIsland Exterior FabricatorsSpecialty Facade SystemsWoodSculptformTimber Tongue and Groove CladdingSkylightsVELUX CommercialLonglight 5-30° – Modular SkylightsBars / Wire / MeshJakobWebnet – Sports NetSuspension SystemsMetawellAluminum Panels for Ceiling SailsMineral / Organic PaintsKEIMTiO2-free Mineral Paint – Soldalit®-ArteHanging LampsLuminisPendant Lights – HollowcoreHandicap BathroomAamsco Lighting, Inc.Mirror-Lux LED Illuminated MirrorMore products »Save想阅读文章的中文版本吗?砖舎,传统工艺与当代几何间的平衡 / CollectiveProject是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream Brick House / CollectiveProject Save this picture!© Benjamin Hosking+ 21Curated by Clara Ott Share Photographs:  Benjamin HoskingSave this picture!© Benjamin HoskingRecommended ProductsDoorsLinvisibileLinvisibile Curved Hinged Door | AlbaWoodBruagBalcony BalustradesDoorsVEKADoors – VEKAMOTION 82DoorsJansenDoors – Folding and SlidingText description provided by the architects. Located in a major tech suburb of Bangalore, that until 15 years ago was open farmland, this project strives to create a quiet retreat for a young family of five in an otherwise densely populated and unplanned community.Save this picture!© Benjamin HoskingSave this picture!Ground floor planSave this picture!© Benjamin HoskingConstructed on the foundation of a small brick house that the family had outgrown, the new design builds off of the existing palette and angled plinth to create a personal narrative of open and interconnected spaces that challenge the standard assumptions of load-bearing brick construction.Save this picture!© Benjamin HoskingUsing hand-moulded table bricks with natural variations, this project celebrates the imperfection of the material and the manner in which it is laid. The tension between traditional building methods and contemporary geometries is softened by the introduction of porous jaali screens and the contrasting shadow patterns of partial brick projections.Save this picture!© Benjamin HoskingSave this picture!1st floor planSave this picture!© Benjamin HoskingA small triangular courtyard at the centre of the home is formed as a reminder of the original foundation and history of the site, creating complete porosity between inside and out and a visual connection between public and private spaces.Save this picture!© Benjamin HoskingProject gallerySee allShow less(Gr)ancillary Dwelling / Crump ArchitectsSelected ProjectsORIGINALFRESH / Drawing Architecture StudioSelected Projects Share Year:  India Architects: CollectiveProject Area Area of this architecture project “COPY” Projects Photographs ArchDaily CopyHouses•Bangalore, India ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/917700/brick-house-collectiveproject Clipboard ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/917700/brick-house-collectiveproject Clipboard Area:  4600 ft² Year Completion year of this architecture project Brick House / CollectiveProjectSave this projectSaveBrick House / CollectiveProject “COPY” Houseslast_img read more

12 May

Leadership skills

first_imgLeadership skillsOn 3 Feb 2004 in Personnel Today Comments are closed. Previous Article Next Article Mike Pedler looks at the ‘challenges approach’ to leadershipIf you were asked to recall a time when you were proud of yourself, whatwould you say? Would your story tell of a work situation? Or would it come fromfamily life? Or from somewhere else? Most of us can give examples of when we took the lead and contributedsomething useful, not just for ourselves but also for other people. Whateveryour story, it is likely to be about a time when you did something useful in adifficult or testing situation. Leadership is a ‘doing’ thing; a performance art. It is what we do(or don’tdo) when faced with challenging circumstances. Challenges define leadershipsituations. Why is leadership so important? Whether you work in a hospital or a large company, in a school or a localbusiness, you have probably noticed this new concern with leadership. Your bossis talking about it, the Government says how important it is, the newspapersdeplore the lack of it, and you may even be on the receiving end of initiativesto improve it. What people are saying now is that: – Organisations are massively challenged by change and need more leadership – Good managers are always important, but it is the ability to lead in theface of the critical challenges of the day that makes the vital difference. Leadership is an old concept, much older than management, with which it isoften linked and confused. Management became prominent in work organisation atthe time of the industrial revolution in Europe. Now in more post-industrialtimes, leadership is returning to centre stage. How is leadership developed? The modern concern with leadership is reflected in more than half a centuryof leadership research, the history of which is a story in itself. Traitapproaches, path-goal theories, situational leadership, contingency theory andthe currently popular transactional and transformational ideas have allproduced different training approaches for leadership development. The challenges approach sees leadership as constituted by three domains:challenges, characteristics and context. – Challenges are the critical tasks, problems and issues requiring action – Characteristics are the leadership qualities, abilities competencies andskills of those involved – Context concerns the ‘on-site’ conditions found in the challengesituation. Our criticism of most leadership development is that it concentrates on thelast of these domains to the exclusion of the other two. Most leadershipdevelopment is based on one of the many models of competencies or personalqualities required to become a leader. While this is often helpful for personaldevelopment, it rarely results in any useful action for other people or for theorganisation. Leadership as action and learning A challenges approach to leadership is not about any set of personalqualities or competencies, but what people actually do when faced withchallenging situations. These challenges come from life and work, from thewider world and from our own questions about ourselves. Leadership is what wedo when we acknowledge and respond to these challenges. This is a pragmatic approach, focused on what needs to be done in theorganisation, or the family or the community. All those facing real dilemmasand choices know what the challenges are in their situations. These are theproblems and opportunities that, if faced and grasped, lead into the future. The message is simple: if you wish to contribute to leadership, get yourselfout more, act on challenges and learn from your actions. Mike Pedler is co-author of A Manager’s Guide to Leadership (by Mike Pedler,John Burgoyne and Tom Boydell, McGraw-Hill, October 2003, ISBN: 0077104234) Related posts:No related photos.last_img read more