Police scandals are an untallied cost of the drug war Essay Example for Free

Police scandals are an untallied cost of the drug war Essay The FBI, the Drug Enforcement Administration, and even the Coast Guard have had to admit to corruption. The gravity of the police crimes is as disturbing as the volume. In New Orleans, a uniformed cop in league with a drug dealer has been convicted of murdering her partner and shop owners during a robbery committed while she was on patrol. In Washington, D. C. , and in Atlanta, cops in drug stings were arrested for stealing and taking bribes. New York State troopers falsified drug evidence that sent people to prison. And it is not just the rank and file. The former police chief of Detroit went to prison for stealing police drug-buy money. In a small New England town, the chief stole drugs from the evidence locker for his own use. And the DEA agent who arrested Panamas General Noriega is in jail for stealing laundered drug money. The drug war is as lethal as it is corrupting. And the police and drug criminals are not the only casualties. An innocent 75-year-old African-American minister died of a heart attack struggling with Boston cops who were mistakenly arresting him because an informant had given them the wrong address. A rancher in Ventura County, California, was killed by a police SWAT team serving a search warrant in the mistaken belief that he was growing marijuana. In Los Angeles, a three-year-old girl died of gunshot wounds after her mother took a wrong turn into a street controlled by a drug-dealing gang. They fired on the car because it had invaded their marketplace. The violence comes from the competition for illegal profits among dealers, not from crazed drug users. Professor Milton Friedman has estimated that as many as 10,000 additional homicides a year are plausibly attributed to the drug war. Worse still, the drug war has become a race war in which non-whites are arrested and imprisoned at 4 to 5 times the rate whites are, even though most drug crimes are committed by whites. The Sentencing Research Project reports that one-third of black men are in jail or under penal supervision, largely because of drug arrests. The drug war has established thriving criminal enterprises which recruit teenagers into criminal careers. It was such issues that engaged law-enforcement leaders most of them police chiefs from fifty agencies during a two-day conference at the Hoover Institution in May 1995. Among the speakers was our colleague in this symposium, Mayor Kurt Schmoke, who told the group that he had visited a high school and asked the students if the high dropout rate was due to kids being hooked on drugs. He was told that the kids were dropping out because they were hooked on drug money, not drugs. He also told us that when he went to community meetings he would ask the audience three questions. 1) Have we won the drug war? People laughed. 2) Are we winning the drug war? People shook their heads. 3) If we keep doing what we are doing will we have won the drug war in ten years? The answer was a resounding No. At the end of the conference, the police participants completed an evaluation form. Ninety per cent voted no confidence in the war on drugs. They were unanimous in favoring more treatment and education over more arrests and prisons. They were unanimous in recommending a presidential blue-ribbon commission to evaluate the drug war and to explore alternative methods of drug control. In sum, the tough-minded law-enforcement officials took positions directly contrary to those of Congress and the President. One hopes that politicians will realize that no one can accuse them of being soft on drugs if they vote for changes suggested by many thoughtful people in law enforcement. If the politicians tone down their rhetoric it will permit police leaders to expose the costs of our present drug-control policies. Public opinion will then allow policy changes to decriminalize marijuana and stop the arrest of hundreds of thousands of people every year. The enormous savings can be used for what the public really wants the prevention of violent crime.

The Banning Of e For Ecstasy By Nicholas Saunders :: essays research papers

The Banning of "E for Ecstasy" by Nicholas Saunders The book entitled E for Ecstasy, by Nicholas Saunders, is a book of history, information, and stories about the illegal drug ecstasy. The author presents a vast amount of information about many aspects of the drug such as the history of the invention of the drug, information about how the drug effects people in different ways, positive reasons to use the drug, side effects and negative reasons to use the drug, and an overview of how the drug has been accepted into various societal groups. A shipment of this book, which was published in England in 1994, was ceased by Australian customs agents in the spring of 1994 and has been banned in Australia ever since. The ban on this book is currently still in place and being upheld by the Australian government due to the way the book portrays the drug ecstasy in a primarily positive way. According to the author of the book, even anti-drug groups are opposed to the ban because they believe both sides of the story should be heard. As I read this book, at first I felt a temptation to try ecstasy due to the positive way in which the drug was described. After reading further into the text, however, much more detailed information about the drug is brought fourth. For example, the book associates use of ecstasy with the cultures of all kinds of illegal drugs. In my opinion, the ban should be lifted because the book does not just give the positive information about this drug. While the book does side towards the use of the drug, it does provide all kinds of interesting information and education including negative data about the drug. If information about drugs is kept in the dark, people will be tempted to seek information in potentially harmful ways. If information flows freely, however, people can usually be trusted to make smart choices. The latest twist to this otherwise traditional story is that the entire text of the book is now available on the Internet, as is the text of many other banned books.

Organizational behaviour assignment

The introductory chapters describes things such the forces within SABA management environment and their impact in either influence positively or negatively the SABA, as well as the factors that influence their organizational structures and the resistance resented by some employees about the impact of the turnaround strategy. In addition, in the final part of the article, an overview of what methods must be made available to maintain the values and norms of its early culture and how their senior leadership should use their influence over the employees in a bid to successfully lead the organization in their glory days, it is presented.Paging 2 Question 1. The SABA s management environment was suffocating at the time of writing the extract. Identify the forces within SABA management environment, and comprehensively discuss the impact of such forces in influencing the success or allure of the SABA. If there is anything that is stead fast and unchanging, it is change itself. Change is ine vitable, and those organizations who do not keep up with change will become instable, with longtime survivability in question. There are things, events, or situations that occur that affect the way that business operates, either in a positive or a negative way.These things, events, or situations that occur that affect a business in either a positive or negative way are called Driving Forces or Environment Factors . There are two kind of driving forces: a) Internal driving forces are those things, vents, or situations that occur inside the organization, and are generally under the control of the company; and b) External driving forces are those things, events, or situations that occur outside of the organization and are by, and large beyond out of the control of the company.For the definitions above we can see that SABA management environment was facing both the Internal and External forces, which unfortunately their top management did not have any control over them, but yet they cou ld respond and adapt to their opportunities and treats. From now on, I will discuss the impact of such forces in either success or failure of SABA. Ã'‘ Impact of the internal driving forces.SABA management environment was largely criticized among the other things, for mismanagement, corruption and nepotism, lacking long-lasting top leadership, drop in the quality of news and documentaries, heavy staff base and too few local productions. In short, there is rising discontent that very little has been materialized of the vision for public service broadcasting. Ã'‘ Impact of the external driving forces. Out of the control of their top management, SABA management environment was facing the impact either positively or negatively of the following external driving ores. A) Economic Forces.Economic forces may well influence for the success of an organization in the sense that low level of unemployment and falling interest rates for example, may give people more money to spend and as resu lt, organizations such SABA can sell more goods and services. Good Organizational Behavior Paging 3 economic times can affect positively the organization because supply of resources becomes easier or more inexpensive to be acquired, and with that SABA can be able to respond effectively in terms of their customers demand, and the organizations have a big opportunity to flourish.In contrast, damage macroeconomic conditions for example, pose a major threat to them, as they reduce SABA manager s ability to gain access to the resources their organization need to survive and prosper. Poor economic conditions make the environment more complex and manager s Job more difficult and demanding. Organization such SABA often need to reduce the number of their employees, streamline their operations and identify ways to acquire and use resources more efficiently and effectively. B) Technological Forces.They can have a good impact in SABA management environment in the sense that tit the changes in t echnological advances that it s observed in the last decades, have also spurred technological advances in the SABA. While the most obvious benefit from technology is increase productivity, which can be translated into a lower cost structure for example, there are some other benefits that can help the bottom line of SABA as well. It can improve speed, the ease sharing and storing of information and a decrease of employees error through automation resulting in a reduction in costs and increase in revenue.In the other hand, with technological advances, have greatly increased the competitive nature of the economic business oral. Technological changes can create competitive pressures for broadcasting companies because as the technology advance, so do the desire of the consumers which will demand better and appropriate supplier of goods and services. If SABA deploys a new communication system for example, they will have to pay an extra fee to train employees to use that technology effecti vely. C) Demographic Forces. Demographics refers to study of people, such their age, sex, marital status, occupation, family size etc. Hough, demography is uncontrollable because managers cannot control the sex, age, marital status in their external environment, but accurate recast future trend and consumption of their organization goods and services. Example: the aging of the population has several implications for the workplace. Most significant are relative decline in the number of young people Joining the workforce and an increase in the number of active employees who are postponing retirement beyond the traditional age of 65. These changes suggest that organizations need to find ways to motive older employees and use their skills and knowledge. ) Political and Legal Forces. Political processes shape a nation s laws and the international laws that govern the relationships between nations/organizations. Laws constrain the operations of the organizations and managers and thus crea te both positive and negative impact in an organization. For example, has been a strong trend toward deregulation of organizations like Organizational Behavior Paging 4 SABA previously controlled and owned by the State. Many analysts described that in order to come up strong again, SABA should already formed partnership with private companies.Another important political and legal force affecting managers and organizations is the political integration of countries/organizations that has been taking place during past decades. Increasingly, nations and organizations can form political unions that allow free exchange of resources and capital. Beyond the opportunities that international agreements to abolish laws and regulations that restrict and reduce trade between countries and organizations can bring, it also pose a serious threat as they can easily increase competition in task environment for organizations like SABA.To conclude, it s better to remind that there still a lot of forces that can influence either in the success or failure of SABA management environment, but here, I tried to focused on the ones that I think are the most relevant to do so. Figurer . The forces within a management environment) Paging 5 Question 2. The change management team set up by the minister will likely encounter stiff resistance from the majority of the SABA employees for some reasons. Outline the sources of resistance and provide coping mechanism to such resistance.In order to understand the reasons behind the resistance, it is critical to define what is meant by the term resistance. Folder and Garlicky, early researcher on the subject, define resistance to change as employee behavior that seeks to challenge, disrupt, or invert prevailing assumptions, discourses, and power relations . If management does not understand, accept and make effort to work with resistance, it can undermine even the most well intentioned and well conceived change efforts. So, here are some reasons why I think employees may act reluctant or show resistance about the SABA turnaround strategy: a) Fear of Job losses.One of the potential reasons why people may be suspicious and fearful towards a organization s change initiatives, is when they perceive the proposed change as having the potential break the continuity of a work environment and thereby creating a climate of uncertainty and ambiguity. According key informants, some of the objective of the turnaround strategy was the cutting of the wage bill. As a result, most employees were concerned that they might lose their Jobs. B) Negative attitude. Most of the SABA employees seemed to exhibit negative tendencies and attitudes towards the organization s turnaround strategy.The impact has also been felt in terms or lowering employee s morale, disillusionment, fear and anger and the work space was considered not to be conductive for engaging in meaningful work. For example, one employee contacted seemed not have faith in the organizatio n s turnaround strategy as she alleged that it was disjointed and that some of activities ere not well monitored . C) Poor consultation by management. The consultation by the SABA s management towards the employees was not efficient. It seems as if the strategy was planned from and by the top management without any input by the rest of the employees. ) Communication and lack of understanding. The way that you communicate the changes that will occur within an organization can have a significant role in how the turnaround strategy is perceived and understood by the employees. The different communication channels and networks should be employed to communicate the turnaround strategy to employee pending on their levels of understandings. According Paging 6 many employees, some of information about the turnaround strategy was disseminated through e-mails and internet of which not all employees had access. E) Top down decision making.The use of medium such as intranet, posters and flyers by the management did not provide an opportunity of feedback by the employees at the grass root level. For example, one of the employees said: we Just saw posters and other promotional items and stickers in the toilet and some of us were not even sure what they were all about . Ã'‘ Recommendations on how the SABA to management can cope with this aeries presented by the employees: It is therefore recommended that the SABA should invest more money in ensuring that the turnaround strategy is disseminated clearly and comprehensively to all its employees.That is to make sure that all employees are on the same page in as far as understanding the turnaround strategy is concerned. The SABA should also ensure that all communique © about the strategy reaches all the employees at various levels and that the strategy is communicated at the level, and through the channels that will be understood by all employees. It is important that any decision that affect employees working environment sho uld be implemented in partnership with all the employees that are or will be affected.The SABA should afford all its stakeholders particularly the employees full and meaningful participation, that is from the planning phase, implementation phase and monitoring and evaluation phase. After the introduction of the turnaround strategy, the organization s climate was dominated by uncertainty and rumors of Job losses, which could have been averted by engagement processes by the SABA. This implies that the organization ought to create a climate of trust between itself and its stakeholders. There is need for accountability and transparency and a climate of climate of trust needs to be re- established.In view of these findings the researcher recommends that the SABA should not overlook the positive contribution that its employees can make, but also strike a balance between the needs of the organization and that of its employees. Paging 7 Question 3 A number of factors have a considerable inf luence on the choice of the organizational structure and designing the SABA structure remains a thorny issue for top management. With regards to these assertions, identify these factors and impressively discuss how each factor can influence the design of SABA s organizational structure.Designing an organizational structure is not a simple task for everyone, especially for big organizations such SABA. Managers design organizational structure to fit the factors or circumstances that are affecting the company the most and causing the most uncertainty. The challenge that the top management of SABA will face is to design a structure that (a) motivate managers and employees to work hard and to develop supportive Job behaviors and attitudes; and (b) coordinate the action of employees, groups, functions and divisions to ensure they work together effectively and efficiently.Thus, for the problems that SABA s top management was facing, the factors that they should look for to design their org anizational structure are as follows: v Organizational size. The larger an organization becomes, the more complicated it s his structure. Running a broadcasting company like SABA it s not simple as running a small organization that may not even require a formal structure, as their individuals simply perform tasks based on their likes, dislikes, ability and/or need.For large organizations, it becomes increasingly difficult to manage without more formal work assignments and some delegation of authority. Therefore, large organizations as SABA must develop formal structures, with tasks being highly specialized and detailed rules and guidelines must dictate work procedures. Inter- organizational communication must flow primarily from superior to subordinate, and hierarchical relationships must serve as foundation for authority, responsibility and control.The type of structure that develops will be one that provides the organization with the ability to operate effectively. That is one rea son large companies are often mechanistic mechanistic systems are usually designed to maximize specialization and improve efficiency. V Strategy. From the article we saw that SABA was struggling with problems such increased competition, unsuccessful methods to survive, change in ownership regulation and many more. The big problem that time was the incapacity to choose the right means to implement a strategy to cope with those problems.Different strategies often call for the use of different organizational structure and cultures. Let take in consideration increased competition for example: after being the monopoly roads for more than 4 decades, the SABA now has find herself competing with 14 private radio stations, 1 free-to-air private national terrestrial television channel, e-TV and melancholic. Paging 8 After find themselves in that condition, they should choose how they could position they self in the market in terms of its goods and services.They should focus on strategies that require a structure that helps the organization face the competition or its objectives. In other words, they should adopt a structure that must fit the strategy. Maybe for example, they ought to decide to be always the first on the market with the sweets and best goods and service (differentiation strategy) or it may decide that should produce a product already on the market more efficiently and more cost effectively (cost-leadership strategy). Strategy is how an organization is going to position itself in the market in terms of its goods and services.Many companies have been divesting business because managers have been unable to create a competitive advantage to keep them up to speed in fast-changing industries. They need to design a flexible structure to provide sufficient coordination among the different business vision, doing that, managers gain more control over their different business. V The environment. The environment is the world in which the organization operates and in cludes conditions such as economic, socio-cultural, legal political, technological and natural environment conditions which can easily influence the organization.Environments are often described as either stable or dynamic. By the criticism imposed on the SABA, I can conclude that they are operating in a more dynamic/flexible environment, where customer desires are continuously changing and are being difficult to solve. SABA is dealing with an external environment changing quickly and with that, the greater is the uncertainty within it and greater are the problems their top management face trying to gain access to scarce resources.In this case, to speed decision making and communication and make it easier to obtain resources, their top management should typically make organizing choices that result in more flexible structures and entrepreneurial cultures. They must likely decentralized authority, empower lower-level employees to make important operating decisions and encourage value s and norms that emphasize change and innovation a more organic arm of organization. V Technology. As Van Sly (2002:3) observes: The most powerful and technologically advanced public broadcaster in Africa was condemned by the very constituency that brought into being .SABA one of the most powerful and technological advanced public Broadcasting Corporation in Africa, even so, its criticized among other things, for drop in the quality of news and documentaries and too few local productions. How can such powerful and technological broadcasting organization facing all this problems? The more complicated the technology that an organization uses, the more difficult it s to regulate or control it because more unexpected events can arise.Organizational Behavior Paging 9 One of the major targets on the turnaround strategy is to finally ensure the launch of digital terrestrial television (TTT). With all these revolution in mind, the SABA top management must come up with a strong and capable f lexible structure and progressive culture to enhance managers and their subordinate s abilities to respond to unexpected situations and give them freedom and desire to work out new solutions to the problems they encounter.In order to create competitive advantage of genealogy, technological tasks must be accomplished using tools, equipment, techniques, and human know-how. V Human resource. A final important factor affecting an organization s choice of structure and culture is the characteristics of human resource it employs. SABA was characterized by lacking long-lasting top leadership, corruption and nepotism, mismanagement, weak and inappropriately skilled and experienced executive management.It is possible to see that is was far behind all expectations that is expected from a large company as SABA. To cope with this problems, when designing organizational structure and culture, heir top management must pay close attention to the needs and kinds of the workforce that they employs a nd to the complexity and kind of work that employees perform. (Figurer. Factors that influence the design of an organizational structure) Paging 10 Question 4 The founders of the organization have a major impact on the early culture of the organization.Critically discuss the various ways through which the SABA can maintain culture. An organizational culture, particularly during its early years is inevitably tied to the personality, background, and values of its founder or founders, as well as their vision or the future of the organization. Many organizations as well as SABA start out with exciting ideas and concepts, but as they grow, they can lose that culture that made them successful or they can continue growing and keep that culture they created. What separates one type of organization from the other?One of the key factors to keep business culture is to define the culture you want to create from the beginning, and integrate it into how you hire people, how you treat employees, t he type of customer service you provide, and the general environment of your organization. So, unfortunately, nowadays SABA does to incorporate all these factors effectively as we saw that they are far for hiring the best and the most capable to perform the tasks, do not motivate the employees, they are far as ever from keeping happy their customers by providing a quality customer service and are operating in a very turbulent organizational environment.The only ways that SABA can recover and maintain its culture or to ensure that its own culture lasts through growth and change, they should adopt the following steps: v Define the culture and how it is different from the other concepts. The core values that the menders instilled in the organization should remain the same and separate from other ideas, and of course, should be observed in the current company s devotion to work and in achieve the goals proposed by the founders. Develop a strategy plan for implementing that culture. SABA must create a systematic process of envisioning that culture, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. V Implementation of the culture. SABA senior management must implement that culture in all they do, including hiring, compensation, rewards and incentives creating the environment, marketing etc. V Make sure employees at all levels know what the culture is and that they buy into it.First of all, be aware of that all employees clearly understood how the top management of SABA want the organization to be running , what kind of values and norms they seek. Make all of them understand the SABA founder s basic principles. In other words, their subordinates must clear understand what is waiting for and what is expecting from them, and Organizational Behavior Paging 11 must know how to actually do the old behaviors, once they have already been defined and/or established.

Architecture Definition Includes Construction & Design

What is architecture?  The word architecture can have many meanings. Architecture can be both an art and a science, a process and a result, and both an idea and a reality. People often use the words architecture and design interchangeably, which naturally broadens the definition of architecture. If you can design your own career goals, arent you the architect of your own life?  It seems there are no easy answers, so lets explore and debate the many definitions of architecture, design, and what architects and social scientists call the built environment. Definitions of Architecture Some people think architecture is like pornography—you know it when you see it. Everyone may have an opinion and an elegant (or self-serving) definition for architecture. From the Latin word architectura, the word we use describes the job of an architect. The ancient Greek arkhitekton was the chief builder or master technician of all craftsmen and artisans. So, what comes first, the architect or the architecture?   architecture 1. The art and science of designing and building structures, or large groups of structures, in keeping with aesthetic and functional criteria. 2. Structures built in accordance with such principles.—Dictionary of Architecture and Construction Architecture is the scientific art of making structure express ideas. Architecture is the triumph of human imagination over materials, methods, and men to put man into possession of his own earth. Architecture is mans great sense of himself embodied in a world of his own making. It may rise as high in quality only as its source because great art is great life. — Frank Lloyd Wright, from the Architectural Forum, May 1930 It is about creating buildings and spaces that inspire us, that help us do our jobs, that bring us together, and that become, at their best, works of art that we can move through and live in. And in the end, that is why architecture can be considered the most democratic of art forms.—2011, President Barack Obama, Pritzker Architecture Prize Ceremony Speech Depending on the context, the word architecture can refer to any man-made building or structure, like a tower or monument; a man-made building or structure that is important, large, or highly creative; a carefully designed object, such as a chair, a spoon, or a tea kettle; a design for a large area such as a city, town, park, or landscaped gardens; the art or science of designing and building buildings, structures, objects, and outdoor spaces; a building style, method, or process; a plan for organizing space; elegant engineering; the planned design of any kind of system; a systematic arrangement of information or ideas; and the flow of information on a web page. Tensil Architecture at Denver International Airport. George Rose/Getty Images (cropped) Art, Architecture, and Design In 2005, the artists Christo and Jeanne-Claude implemented an idea, an art installation in New York City called  The Gates in Central Park. Thousands of bright orange gates were placed throughout Central Park, the great landscape architecture of Frederick Law Olmsted, erected as designed by the artistic team. Of course, The Gates is art, because what else would it be? wrote art critic Peter Schjeldahl at the time. Art used to mean paintings and statues. Now it means practically anything human-made that is unclassifiable otherwise. The New York Times was more pragmatic in their review called Enough About Gates as Art; Lets Talk About That Price Tag. So, if a man-made design cant be classified, it must be art. But if its very, very expensive to create, how can it be simply art? Depending on your perspective, you might use the word architecture to describe any number of things. Which of these items might be called architecture—a circus tent; a sports stadium; an egg carton; a roller coaster; a log cabin; a skyscraper; a computer program; a temporary summer pavilion; a political campaign; a bonfire; a parking garage; an airport, bridge, train station, or your house? All of them, and more—the list could go on forever. The Architecture of the Car Park, 2010, by Herzog de Meuron, 1111 Lincoln Road, Miami Beach, Florida. Roger Kisby/Getty Images What Does Architectural Mean? The adjective architectural can describe anything related to architecture and building design. Examples are abundant, including architectural drawings; architectural design; architectural styles; architectural modeling; architectural details; architectural engineering; architectural software; architectural historian or architectural history; architectural research; architectural evolution; architectural studies; architectural heritage; architectural traditions; architectural antiquities and architectural salvage; architectural lighting; architectural products; architectural investigation. Also, the word architectural can describe objects that have a strong shape or beautiful lines — an architectural vase; an architectural sculpture; an architectural rock formation; architectural drapery. Perhaps it is this use of the word architectural that has muddied the waters of defining architecture. When Does a Building Become Architecture? The land is the simplest form of architecture, wrote American architect Frank Lloyd Wright (1867-1959), implying that the built environment is not exclusively man-made. If true, are the birds and the bees and all builders of natural habitats considered architects — and are their structures architecture? U.S. architect and journalist Roger K. Lewis (b. 1941) writes that societies tend to value most a structure that transcends service or functional performance and that are more than mere buildings. Great architecture, writes Lewis, has always represented more than responsible construction or durable shelter. Artfulness of form and artistry of building have long been the dominant standards for measuring the extent to which human made artifacts are transformed from the profane to the sacred. Frank Lloyd Wright *1867–1959) claimed that this artistry and beauty can only come from the human spirit. Mere building may not know spirit at all, Wright wrote in 1937. And it is well to say that the spirit of the thing is the essential life of that thing because it is truth. To Wrights thinking, a beaver dam, a beehive, and a birds nest may be beautiful, lower forms of architecture, but the great fact is this—architecture is simply a higher type and expression of nature by way of human nature where human beings are concerned. The spirit of man enters into all, making of the whole a godlike reflection of himself as creator. Apple Headquarters Designed by Norman Foster in Cupertino, California. Justin Sullivan/Getty Images So, What Is Architecture? Architecture is an art bridging the humanities and the sciences, says American architect Steven Holl (b. 1947). We work bone-deep in Art — drawing lines between sculpture, poetry, music and science that coalesce in Architecture. Since the licensing of architects, these professionals have defined themselves and what they do. This hasnt stopped anyone and everyone else from having an opinion with no one architecture definition. Sources Gutheim, Frederick ed. Frank Lloyd Wright On Architecture: Selected Writings (1894-1940). Grossets Universal Library, 1941, p. 141Harris, Cyril M. ed. Dictionary of Architecture and Construction. McGraw- Hill, 1975, p. 24Holl, Steven. Five Minute Manifesto. AIA Gold Medal Ceremony, Washington, D.C. May 18, 2012 Lewis, Roger K. Introduction. Master Builders, Diane Maddex ed., National Trust for Historic Preservation, Wiley Preservation Press, 1985, p. 8McIntire, Mike. Enough About Gates as Art; Lets Talk About That Price Tag. The New York Times, March 5, 2005, Schjeldahl, Peter. Gated. The New Yorker, February 28, 2005, Wright, Frank Lloyd. The Future of Architecture. New American Library, Horizon Press, 1953, pp. 41, 58–59