A Taiwanese Deming Circle (1964-2008)
《1950 年戴明博士對日本高階經營者演講》 53
品管九講 譯者序言（劉振） 64
品管九講 品質管制與企業發展（小柳賢一） 67
導言 （鍾漢清） 91
鳥瞰 Lean/Six Sigma 運動 （1979-2008） （鍾漢清） 128
戴明博士到 HP，團隊合作（鍾漢清） 172
2008 年東海戴明學者講座 185
尾聲 Epilog 2008 年戴明淵博知識系統之旅 275
東海大學和 英國 Essex 大學的點滴 288
從東海第七宿舍讀司馬賀先生談 30 年的緣份 294
慶祝東海 IE 創立四十年 鍾漢清 297
前進英國省錢大作戰 - Less $ can be more 300
劉振老師紀念獎 Liu Cheng Award 328
紀念 吳玉印（Yuin Wu）老師 330
昨天才知道去年從WWS COPIED 的這篇與通行者不同
BOUNDARIES OF STATISTICAL INFERENCE By W. Edwards Deming, pp. 20, reprinted on 2 May 1969
Information Technology: Not a Cure for the High Cost of Health Care
Advocates and policymakers often argue or assume that applying a new form of information technology (IT) will save money and improve the quality of health care. But there are some who are not so certain, especially about IT's cost-cutting promise. One Wharton professor argues that IT could actually raise costs because of culture clashes, training, the implementation of the systems and the labor required to maintain the new technology.
Jun 12th 2009
Charles Handy (born 1932) is the son of an Irish Protestant vicar whose broad interests spread from religion and philosophy to the organisation of the workplace. In “The Gods of Management” he identified four different management cultures which he likened to four Greek gods: Apollo, Athena, Dionysus and Zeus. His vivid use of metaphor and his accessible writing style have made his books extremely popular. It was once said of Peter Drucker (see article) that he was a man “practising the scholarship of common sense”. Charles Handy added “I would like that to be said of me.”
Handy began his career as an employee of Royal Dutch Shell, an Anglo-Dutch oil company, and was sent to work on a drilling operation in the jungles of Borneo, where he made mistakes and was given (as he put it) a chance to redeem himself. He later vividly described how little relation his life on the job had to the goal he had been given by corporate headquarters—namely, to maximise the company’s return on equity. Handy’s subsequent written work has almost always been a search for ways in which companies can go beyond the pure pursuit of profit. How can they be transformed into communities and soar above being mere properties to be bought and sold?
Based for most of his working life in Britain, Handy became the country’s leading management spokesperson. He came up with catchy concepts such as “the shamrock organisation” (which, like the eponymous plant, has three leaves: management; specialists; and an increasingly flexible labour force) and “portfolio working”, a lifestyle in which the individual holds a number of “jobs, clients and types of work” all at the same time.
Handy’s main interest was organisations, and his message was that they are “not machines that can be neatly designed, mapped, measured and controlled”. He once used his experience of moving his kitchen seven times within the same house as a lesson to managers who try to fit “a modern organisation into old-fashioned spaces”.
He had a key role in shaping British management education in the 1960s and 1970s. After a year in Boston observing MIT’s way of teaching business, he returned to Britain, a country that had no management education other than the ersatz activities that then passed for it—an accountancy training or a spell in the British army. On his return he helped set up London Business School, drawing heavily on educational programmes (the MBA in particular) that he had much admired in America.
Later on he seemed to have some regrets about this. While accountants were not trained to be managers, he wrote in “Myself and Other More Important Matters”, “the way they and their kindred professions of law, medicine and architecture had been educating their future professionals did seem to have stood the test of time. They all consistently mixed formal learning with some form of apprenticeship.” As The Economist once said of Handy (see article), “More common sense is what he stands for, and fewer common rooms.”
“The Empty Raincoat”, Hutchinson, 1994
“The Gods of Management”, Pan, 1985; new edn, Arrow, 1995
“The Age of Unreason”, Hutchinson Business, 1989; 2nd edn, Arrow, 1995
“Myself and Other More Important Matters”, Heinemann, 2006
Nasreddin's name is also commonly spelled Nasrudeen, Nasrudin, Nasr ud-Din, Nasredin, Naseeruddin, Nasruddin, Nasr Eddin, Nastradhin, Nasreddine, Nastratin, Nusrettin, Nasrettin, Nostradin and Nastradin (lit.: Victory of the Deen).
His name is sometime preceded or followed by a title of wisdom used in the corresponding cultures: "Hoxha", "Khwaje", "Hodja", "Hojja","Hodscha", "Hodža", "Hoca", "Hogea", "Hodza".
Taste the same
- Children saw Hodja coming from the vineyard with 2 basketfuls of grapes on his donkey, gathered around him and asked him to give them some.
- Hodja picked up a bunch of grapes, cut it up into pieces and gave each child a piece.
- "You have so much, but you gave us so little," the children complained.
- "There is no difference whether you have a basketful or a small piece. They all taste the same," Hodja remarked.
The Roma in Macedonia
Jun 11th 2009
The Green Man, gunfire and a giant toad
“AROUND midnight a big toad will appear—no-one knows where from—and then healing water will flow from the spring, only to dry up a couple of minutes later," said Iso, a 53-year old hodja fresh from reciting the Koran to sanctify the slaughter of six sheep. A volley of gunfire would then be needed to summon three angels to restart the flow, so the 200 pilgrims could take a bottle home.
HERBERT A. SIMON 論CONFERENCE METHOD 之解
先生提到培訓方式 讚揚 CONFERENCE METHOD
(不過它有 conference of birds 我知道這部百鳥朝鳳)
conference 就是聚會 討論
Exeter is noted for its Harkness education, a system based on a conference format of teacher and student interaction, similar to the Socratic method of learning through asking questions and creating discussions.
On April 9, 1930, philanthropist and oil magnate Edward Harkness wrote to Exeter's Principal Lewis Perry regarding how a substantial donation he had made to the academy might be used for his vision of a new way of teaching and learning:
What I have in mind is a classroom where students could sit around a table with a teacher who would talk with them and instruct them by a sort of tutorial or conference method, where each student would feel encouraged to speak up. This would be a real revolution in methods.
The result was Harkness Teaching, in which a teacher and a group of students work together, exchanging ideas and information, similar to the Aristotelian method of antiquity. In November 1930 Harkness provided a $5.8 million gift to support this initiative. Since then, the academy's principal mode of instruction has been by discussion, "seminar style", around an oval table known as the Harkness Table.
*****由 Jacques Derrida, Elisabeth Weber, Peggy Kamuf 著作 - 1995 - Philosophy - 499 頁
This volume collects twenty-three interviews given over the course of the last two decades by Jacques Derrida.
A demonstration seat belt, life jacket and arm rests are strategically positioned during the 3 1/2-minute video to protect the cabin crew’s ... discretion. Passengers are shown ogling, mostly in appreciation.在這段長3分半鐘的影片中，一條展示用的座位安全帶、救生圈及座椅扶手都被放置在巧妙的位置，以保護機組員的隱私。影片裡的觀眾則忍不住偷看，但多對機組員投以讚賞的眼光。
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