「華人戴明學院」是戴明哲學的學習共同體 ,致力於淵博型智識系統的研究、推廣和運用。 The purpose of this blog is to advance the ideas and ideals of W. Edwards Deming.

2015年9月28日 星期一

"Evolution of Deming's System of Profound Knowledge" and the "journey of learning"-- Ron Moen and Cliff Norman

很難得的廣播訪談:戴明博士的半輩子學習、思想發展過程和根本內容。可惜他們三人的談話是英語。
The W. Edwards Deming Institute Podcast



Ron Moen and Cliff Norman, of Associates in Process Improvement (API), discuss their similar experiences where first introduced to Dr. Deming, their paper "Evolution of Deming's System of Profound Knowledge" and finally the "journey of learning" through the lens of SoPK, that Dr. Deming left the world.
Ron and Cliff start with an introduction on their first meeting with Dr. Deming; how he challenged what they knew and had learned and dramatically changed their thinking and lives going forward.
The main focus of the podcast summarizes the paper Cliff and Ron will publish next year about the evolution of The Deming System of Profound Knowledge, from it's beginnings when Dr. Deming was introduced to Shewhart in 1927 until his death in 1993. Listen as they walk us through Deming's own learning, starting with SQC (Statistical Quality Control) to SQC for Management (which he taught to the Japanese) through the tremendous growth in the 1980's after the NBC White Paper "If Japan Can...Why Can't We?" Deming's learning continued through multiple versions of the 14 points, Seven Deadly Diseases and the four elements of Profound Knowledge. Deming's work culminated with his greatest contribution, the theory and interaction between the four elements, which became The Deming System of Profound Knowledge.
The last portion of the Podcast focuses on the journey of learning. Dr Deming, said, "I make no apologies for learning" as his message changed and evolved throughout his life. The teachings continue to impact Ron and Cliff in their lives and work and this research provides fascinating insight into Dr. Deming's personal journey of learning. 
Direct download: DemingEpisode25.m4a
Category:management -- posted at: 7:13pm EDT

2015年9月24日 星期四

《小王子》的狐狸有"損失函數" (loss function)的慧見

這是下月要出版的繆詠華翻譯的"小王子 狐狸篇"部分:
"「最好在同一個時間過來,」狐狸說。「比方說,要是你下午四點鐘來的話,三點鐘一到,我就會很快樂。時間越臨近,我就會越感到快樂。四點鐘一到,我就已經坐立難安,而且會很擔心;我會發現快樂是要付出代價的!可是要是你來的時間不一定,我就永遠也不會知道什麼時候該做好心理準備⋯⋯這可是需要儀式的。」~狐狸,《小王子》"


我要提議:這隻狐狸是"損失函數" (loss function)的創始人之一:



損失函數描述某些可調整的參數的不同數值下,該系統遭受的損失。損失函數的運用範圍,應侷限在損失是可加以衡量的場合。
損失函數的最重要應用是可協助我們,從只求”符合規格”的心態、觀念,轉換到透過對於流程的改善,持續地將某目標值的變異縮小。
---W. Edwards Deming 《新經濟學》台北:經濟新潮,2015

2015年9月23日 星期三

戴明博士 1928-1939期間任職於Fixed Nitrogen Research Laboratory固氮作用實驗室


戴明博士1928-1939期間,在美國農業部的固氮實驗室 (Fixed Nitrogen Research Laboratory)任職。
固氮作用是農業"肥料學"之大學問。在2015年9月24日讀了耶魯大學的研究新聞報導,他們給"固氮作用"科學上的解釋。參考:The world’s nitrogen fixation, explained 固氮作用
http://hcsstt.blogspot.tw/2015/09/the-worlds-nitrogen-fixation-explained.html

農業部給他不少資源,譬如說,1935年到英國留學,以及之後著名統計學家們的短期演講和整理成報告書籍發行。

The Three Careers of W. Edwards Deming | The Deming ...

https://deming.org/content/three-careers-w-edwards-deming

Deming's formal education included an engineering degree from the University of Wyoming, a master's degree in mathematics and physics from the University of Colorado, and a PhD in mathematical physics from Yale University in 1928.
A Natural Progression of Interests
On receiving his PhD, Deming was offered a job at the Western Electric Company, where he had worked summers, but chose instead to enter government service. The first of what would prove to be three careers, which lasted until 1939, was in the Fixed Nitrogen Research Laboratory of the U.S. Department of Agriculture. There, the study of the physical properties of materials led him into statistics via the theories of measurement errors and least squares that he encountered in this work. This was, he asserted, a "natural progression of interests." His path was also influenced by surveying and geodesy, where least squares methods were also used, and the kinetic theory of gases, from which he learned a lot of probability.

2015年9月8日 星期二

更重要的標準“我在這裡工作很自豪”。Working for Dignity, Santa Cruz County



更重要的標準“我在這裡工作很自豪” 這是Dr. Deming 強調的workmanship

台中某鄉鄉長只使用法定員額的8成還能很好地控制成本開源節流...




英國護士為何冷漠?英國《金融時報》專欄作家邁克爾•斯卡平克
位於英格蘭西米德蘭茲的斯塔福德醫院(Stafford Hospital)發生的醜聞引發了許多討論,這所醫院的患者受到虐待,死亡率偏高。相關言論的矛頭指向削減成本和管理條條框框,然而幾乎沒人能回答最讓人不安的問題:護士在入行時肯定是打算與人為善的,是什麼讓這家醫院的某些護士變得如此冷漠?由出庭律師、御用大律師羅伯特•弗朗西斯(Robert Francis QC)撰寫的詳盡報告,沒有為某些比較聳人聽聞的故事提供證據。雖然媒體不斷報導稱,患者淪落到了從花瓶裡喝水的地步,但是弗朗西斯在聽取了966個患者和家庭的證詞後,沒有找到直接證據支持這一說法。他發現的實際情況更加糟糕。來看看一起很有代表性的事件:一位婦女96歲的婆婆住進了這家醫院,當這位婦女來到這家醫院時,她發現她婆婆一絲不掛地躺在一間門戶大開的房間裡,身上到處沾著糞便。這位婦女錶示:“污穢遍及她的頭髮、眼睛、指甲、雙手,”這些污穢已被風乾,很明顯老人這樣已有好幾個小時。 “肯定有很多人從這裡經過,看到過她的情況。為什麼沒人理她?”這所醫院還常常出現缺乏人性溫暖和基本禮貌的行為。一位72歲的老人很高興地發現她又能扭動自己的腳趾頭了。她把這事告訴了清潔工,清潔工也很高興。之後她又把這事告訴了前來送藥的護士,這位護士卻一言不發就走了。患者家屬還告訴弗朗西斯種種情況:按報警器無人理睬;他們不得不自己為患者擦洗身體;患者們向護士投訴時,護士說:“別哼哼唧唧的……我今天還沒休息過呢。 ”弗朗西斯表示,在某些案例中,護士的行為可被稱為不折不扣的“虐待”。來訪者不僅被迫自己照看他們的親屬,還不得不為陌生人出頭。一位來訪者見到一位上了年紀的男士在為他的妻子哭泣,她找到一位護士,這位護士卻隨隨便便地打發了她,稱患者“瘋了”。這位來訪者就此爆發:“這位老人是一位丈夫,還是一位父親。”員工失去道德眼光的例子也存在於其它行業:將住房抵押貸款兜售給那些支付不起的人們;操縱倫敦銀行間同業拆借利率(Libor);侵入一位被謀殺孩子的電話。人們指望護士的道德會好一些。到底出了什麼問題?弗朗西斯在強調一些護士提供優良護理的同時,正確地指出個別人的行徑無可開脫。不過對這一現像作出解釋並不是開脫,有些問題的答案在他的報告裡就能輕易找到。當員工輕視顧客(或患者)時,可以肯定他們的上司也是如此。這一結論對於航空公司或呼叫中心是正確的,對於醫院也同樣如此。斯塔福德醫院的管理者當然表示他們是關心患者的,不過他們真正關注的實際上是降低成本,為此他們減少了護理員工的人數。於是,護士們發現她們無法回應每位患者的報警。在處理一位患者的報警時,她們不得不忽視其他患者的報警。在高負荷的工作下,許多人請病假,使那些剩下的護士工作將更為繁重。弗朗西斯不相信護理人數的削減是必要的。本來可以藉助更有效的管理來削減成本。不過這就意味著要聽取一線員工的意見。醫院的管理人員訪問過一家美國醫院後決定合併病房,為此護士們抗議說,將肛腸科患者與血管病患者的病房合併是不合適的。肛腸科手術頗為骯髒,而血管病患者有可能會截肢,就需要保持潔淨。然而,她們的意見被忽視了。一位曾提交事件報告的護士表示,她從來沒得到“任何回音,什麼都沒有……我的報告主要涉及人員配備水平;就是不能提供基本護理,抽不出空為患者餵食等等。”在這一切發生時,醫生們在哪裡?多數醫生不聞不問,不過有的醫生理解護士的處境。一位醫生表示:“我從來沒遇到上崗時不想把工作做好的護士。然而如果在這種環境下工作的時間太長,你……要么變得對痛苦的聲音充耳不聞,要么就轉身走開。”導致護士迴避患者及其家屬的可能並不是麻木不仁。一位護士就曾表示,她對自己不到位的服務感到羞恥。那些失敗的機構的管理者們常常提到改變機構的文化。那麼他們應該如何衡量成功呢?比起任何目標或者任何財務結果,更重要的標準應該是員工們何時會說:“我在這裡工作很自豪”。譯者/簡易



*****


University of California


Labor Day honors the contributions workers have made and continue to make to society. To assess their working conditions, a UC Santa Cruz research project surveyed the experiences of low-wage workers in Santa Cruz County. More than 100 undergraduate students participated in the research.







Working for Dignity

Work has long been a key source of human dignity, a central way we realize self-worth and respect. So is there still dignity in work? This site explores this central questions through the answers, images and stories of workers themselves.
WORKINGFORDIGNITY.UCSC.EDU








“Work is about a search for daily meaning as well as daily bread, for recognition as well as cash, for astonishment rather than torpor; in short, for a sort of life rather than a Monday through Friday sort of dying.”
— Studs Terkel, Working



What Is This Project About?



What Rights Are Being Violated?


Wage Theft & Pay Issues


Retaliation


Discrimination & Harassment


Health & Safety
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Working For Dignity


Vista en Español


Work has long been a key source of human dignity, a central way we realize self-worth and respect. But in recent decades we have witnessed a transformation of both our economy and the nature of work. And despite the ebbing of the Great Recession, new patterns of inequality have emerged. In California, while a minority of workers have found lucrative employment in high-tech industries, a growing number are funneled into low-wage and precarious jobs in the service sector. These jobs all too often leave workers struggling in poverty, exhausted or hurt, harassed and demeaned, and with few ways out or up. So is there still dignity in work? This site explores this central questions through the answers, images and stories of workers themselves. It also provides workers, students, teachers and community members the resources to learn more about low wage work in Santa Cruz County, who you can contact if you face problems are work, and what we all can do to make work more just.


Learn More About Low Wage Work








Wage Theft & Pay Issues




Every day, employers steal from employees. They withold pay stubbs. They charge fees for pay cards. They make workers skip their legally required breaks. They refuse to pay overtime. This is wage theft and it's more prevalent than you might think. See how the respondants of our survey experience this violation.

Learn More

Discrimination & Harassment


Low wage means a large labor pool. A large labor pool means workers are replaceable. That replacability makes some employers feel like there's little risk in exercising their prejudice against certain people or acting piggishly toward their employees. How many of our respondants faced discrimination and harassment? How many of you have?

Learn More




Health & Safety


Dangerous work doesn't always come with hazard pay. Accidents happen. Sometimes they can't be avoided but sometimes they happen because of unsafe or unhealthy working environments. Low wage workers often can't afford to take time off to nurse a cold let alone an injury. How healthy and safe were our survey respondants?

Learn More

Retaliation


It takes courage to speak out against unfair working conditions. That courage is often punished. Low wage workers experience retaliation by their employers when they ask for safer working conditions. For the wages they were promised. For the respect they deserve in the work place. Those who speak out are rare but they are punished at an alarming rate. What are they suffering for?

Learn More

Digital Stories

Voices of Low Wage Work


The purpose of this project has always been to tell the stories of everyday working people. We wish to understand the struggle created by living from paycheck to paycheck. The stories on this site are the words of a small number of the 1300 individuals that Working For Dignity surveyed. They did so at a cost of their own precious free time and we are extremely grateful to them. In all cases, names have been changed, and student voice actors have re-recorded the original audio verbatim. This was done to protect their identities, as the threat of retaliation from their employers is very real. Please visit the Digital Stories Archive, or view individual stories in the "Violations" pages.




Visit Digital Stories Archive >




Photos of The Struggle


The Working For Dignity photo team has been out in the field documenting the daily lives and activities of low wage workers all around Santa Cruz County. Come and see the faces and lives of our community! Visit Working for Dignity Photo Galleries

Robert Reich 訪談:A Crisis of Public Morality. Paradox of Capitalism..."拯救資本主義"

多產作家Robert Reich 教授在八零年代的作品為Dr. Deming 的Out of the Crisis  (1986)引用:

第 101 頁
(From Robert B. Reich, "The next American frontier," Atlantic, March 1983, pp. 43-57.) Banks could help long-range planning, and thus protect funds ... 第 130 頁
(Private communication from Robert B. Reich.) Students in schools of business in America are taught that there is a profession of management ; that they are ...

2015.9, Robert Reich 的新書之一是"拯救資本主義" “Saving Capitalism: For the Many, Not the Few,”
近2年來,我都可以從Facebook 讀到他的高論/影片。


People often ask me what nation we should emulate. I tell them: The United States, between 1946 and 1980. It wasn't perfect by any means -- but at least we were widening the circle of prosperity and improving our democracy: Huge investments in education and infrastructure, paid for by a top marginal tax rate that was never below 70 percent (now our investments are way down, and the top marginal rate is roughly half that); the regulation of Wall Street, that made banking boring (now, banks continue to treat the economy as a giant casino); over a third of American workers in the private sector unionized (now, fewer than 7 percent are); CEO pay that averaged 20 times the average worker (now it's nearly 300 times), and corporations that responded to the needs of their workers and communities as well as their shareholders (now it's barely shareholders).
Here's a short 2.5 minute clip from "Inequality for All" that illustrates where we used to be, and where we are now.
_


A Crisis of Public Morality, Not Private Morality

At a time many Republican presidential candidates and state legislators are furiously focusing on private morality – what people do in their bedrooms, contraception, abortion, gay marriage – America is experiencing a far more significant crisis in public morality.
All this is in sharp contrast to the first three decades after World War II. … We had a shared sense of public morality because we knew we were all in it together. We had been through a Great Depression and a terrible war, and we understood our interdependence.
CEOs of large corporations now earn 300 times the wages of average workers. Insider trading is endemic on Wall Street, where hedge-fund and private-equity moguls are taking home hundreds of millions.
A handful of extraordinarily wealthy people are investing unprecedented sums in the upcoming election, seeking to rig the economy for their benefit even more than it’s already rigged.
Yet the wages of average working people continue to languish as jobs are off-shored or off-loaded onto “independent contractors.”
All this is in sharp contrast to the first three decades after World War II.
Then, the typical CEO earned no more than 40 times what the typical worker earned, and Wall Street was boring.
Then, the wealthy didn’t try to control elections.
And in that era, the wages of most Americans rose.
Profitable firms didn’t lay off their workers. They didn’t replace full-time employees with independent contractors, or bust unions. They gave their workers a significant share of the gains.
Consumers, workers and the community were considered stakeholders of almost equal entitlement.
We invested in education and highways and social services. We financed all of this with our taxes.
The marginal income tax on the highest income earners never fell below 70 percent. Even the effective rate, after all deductions and tax credits, was still well above 50 percent.
We had a shared sense of public morality because we knew we were all in it together. We had been through a Great Depression and a terrible war, and we understood our interdependence.
But over time, we forgot.
The change began when Wall Street convinced the Reagan Administration and subsequent administrations to repeal regulations put in place after the crash of 1929 to prevent a repeat of the excesses that had led to the Great Depression.
This, in turn, moved the American economy from stakeholder capitalism to shareholder capitalism, whose sole objective is to maximize shareholder returns.
Shareholder capitalism ushered in an era of excess. In the 1980s it brought junk bond scandals and insider trading.
In the 1990s it brought a speculative binge culminating in the bursting of the dotcom bubble. At the urging of Wall Street, Bill Clinton repealed the Glass-Steagall Act, which had separated investment from commercial banking.
In 2001 and 2002 it produced Enron and the corporate looting scandals, revealing not only the dark side of some of the most admired companies in America but also the complicity of Wall Street, many of whose traders were actively involved.
The Street’s subsequent gambling in derivatives and risky mortgages resulted in the crash of 2008, and a massive taxpayer-financed bailout.
The Dodd-Frank Act attempted to rein in the Street but Wall Street lobbyists have done everything possible to eviscerate it. Republicans haven’t even appropriated sufficient money to enforce it.
The final blow to public morality came when a majority of the Supreme Court decided corporations and wealthy individuals have a right under the First Amendment to spend whatever they wish on elections.
Public morality can’t be legislated but it can be encouraged.
Glass-Steagall must be resurrected. Big banks have to be broken up.
CEO pay must be bridled. Pay in excess of $1 million shouldn’t be deductible from corporate income taxes. Corporations with high ratios of executive pay to typical workers should face higher tax rates than those with lower ratios.
People earning tens if not hundreds of millions of dollars a year should pay the same 70 percent tax rate top earners paid before 1981.
And we must get big money out of politics – reversing those Supreme Court rulings, providing public financing of elections, and getting full disclosure of the sources of all campaign contributions.
None of this is possible without a broadly based citizen movement to rescue our democracy, take back our economy, and restore a minimal standard of public morality.
America’s problems have nothing to do with what happens bedrooms, or whether women are allowed to end their pregnancies.
Our problems have everything to do with what occurs in boardrooms, and whether corporations and wealthy individuals are allowed to undermine our democracy.
The views expressed in this post are the authors’ alone, and presented here to offer a variety of perspectives to our readers.
Watch Bill Moyers’s interview with Robert Reich on Inequality
Robert B. Reich is the chancellor’s professor of public policy at UC-Berkeley and former secretary of labor under the Clinton administration. Time Magazine named him one of the 10 most effective cabinet secretaries of the 20th century. He is also a founding editor of theAmerican Prospect magazine and chairman of Common Cause. His new film, Inequality for All, was released in 2013. You can follow him on Twitter at @RBReich.





2:29/2:29

















2009
Paradox of Capitalism
by Edward H. Baker

2/17/09
Economist Robert Reich believes that the excesses of capitalism have produced a world order in which people feel good as consumers but suffer as citizens.

When Robert Reich published Supercapitalism: The Transformation of Business, Democracy, and Everyday Life in 2007, the U.S. economy was growing, the financial sector was intact, and the housing bubble had just begun to leak. Although that now seems like decades ago, the former Secretary of Labor’s core argument still has a decidedly clear ring of truth; indeed, perhaps now more than ever.

There’s a paradox at the center of every capitalist democracy, Reich believes. “Capitalism has become more responsive to what we want as individual purchasers of goods, but democracy has grown less responsive to what we want together as citizens,” he wrote. In other words, our individual power as consumers and investors has expanded in manifold ways — we can get virtually anything we desire, usually quickly, cheaply, and on credit if necessary — but our ability as citizens to influence the rules of how the economy should operate (which ultimately have a profound impact on our daily lives) has eroded measurably.

Reich, currently professor of public policy at the University of California at Berkeley’s Goldman School of Public Policy, recently sat down with strategy+business to update his thoughts from Supercapitalism in light of the bailout of the banking sector, the swirling economic crisis, and the Obama administration.
S+B: Do you view the ongoing multi-hundred billion dollar bailout of the financial sector as an inevitable result of the cozy relationships that have formed between Wall Street and Washington during the rise of “supercapitalism”?
REICH:
There’s no doubt that Wall Street has huge clout in Washington, not just in terms of all the campaign contributions given by the banks, but also by virtue of the personnel who move from Wall Street to Washington and back at very high levels. The other important fact is that most people in Washington, even those at relatively responsible levels of public policy, find themselves somewhat intimidated by Wall Street. Often, they don’t fully understand finance. They fear that they will be held accountable if something goes terribly wrong with financial markets, particularly if they have not done what Wall Street wants.
And because of that fear and the connections between Wall Street and Washington, there is a fundamental question involving the bailout that few people in positions of power are willing to ask: Why should taxpayers be bailing out Wall Street’s executives, shareholders, and creditors? After all, these executives, shareholders, and creditors were paid to take risks; they just made the mistake of taking the wrong ones.
S+B: And because the bailout skeptics are relatively quiet, there is a general belief that the Bush administration, through Treasury Secretary Henry Paulson, may have worsened economic conditions by not rescuing Lehman. What is your position?
REICH:
I’m not sure I agree with the conventional wisdom. After all, the panic on Wall Street is mostly about Wall Street’s own investors and creditors. To be sure, they constitute a large number of people and institutions. But the mutual funds and pension funds, where most Americans’ savings are held, are really not in jeopardy. Capital markets have ceased to function because Wall Street made some colossal errors, in terms of risk management. How in the world are those errors ever going to be rectified unless Wall Street executives, creditors, and investors pay a severe penalty?
Now ask the question a slightly different way: Why should Wall Street executives, shareholders, and creditors come out any better from this taxpayer-supported bailout than they would under a typical Chapter 11 reorganization, where they would get relief from a portion of their debts and bad loans, but not all of them, and they would have to restructure compensation, management, and governance procedures? Despite the bailout — and the relatively easy course that Wall Street has enjoyed — Main Street is still suffering: People are losing their homes at a faster rate than they did before. Small businesses can’t get loans, creditworthy car buyers and others are seeing credit lines shrivel and disappear. So from the standpoint of average Americans, the bailout has had no positive effect whatsoever.
Frankly, I don’t quite understand why Lehman didn’t go into Chapter 11. Now, maybe it was too small, or it wasn’t prepared to go into Chapter 11. But in general I don’t see why Wall Street firms are in any greater danger of Chapter 7 liquidation when they can’t pay their bills than any company in the real economy. Even Citigroup: Presumably it is worth more alive than dead. Its creditors would much rather that it stay afloat to pay off its loans than disappear completely. And it has a lot of assets — not necessarily physical assets, but a very strong customer base and a lot of talent. No one would support that it would cease to exist if it chose Chapter 11.
S+B: So you see the contours of the bailout as little more than a successful marketing effort?
REICH:
It’s a giant public relations campaign. But I’m not sure that anyone consciously regards it as such. The Treasury Department traditionally has been Wall Street’s embassy in Washington. Treasury secretaries traditionally are closely allied with Wall Street. I’m sure Hank Paulson views Citibank or Morgan Stanley or his old hunting ground, Goldman Sachs, as profoundly different from a manufacturing company or another major services company. The funny thing is, I think that Paulson would be aghast to think of what he did as industrial policy. But of course that’s exactly what he did.
S+B: Might that opposition to setting industrial policy explain why the bailout of the banking sector has been so much easier to sell than the bailout of Detroit?
REICH:
Detroit’s clout in Washington has diminished, while Wall Street’s influence has grown. The House Committee on Energy and Commerce has traditionally represented Detroit’s needs, and the United Auto Workers [UAW] union has had a powerful presence in Washington for many years. But Michigan Representative John Dingell, who headed up the House committee, has been stripped of his chairmanship and the UAW is losing members. So Detroit increasingly seems less politically important, although obviously the states that feed into the auto industry — Pennsylvania, Ohio, Indiana, and Illinois, as well as Michigan — remain critical battleground states when it comes to presidential elections. But there are many other states that have their own auto industry that happens to be owned by non-American firms. All of this turmoil among the U.S. automakers and their backers adds up in the end to a loss of importance in Washington, except perhaps at election time. And that makes it increasingly difficult for the Big Three to get what they want from D.C.
I expect that the likely outcome for the auto industry would be a kind of cross between Chapter 11 and public bailout, not unlike what happened to Chrysler in the early 1980s. Every stakeholder will be required to sacrifice, and that means creditors, shareholders, executives, and blue-collar employees, to ensure that there is enough money on the table for Detroit to restructure itself. Taxpayer dollars have already been added to that money, but only on the condition that the other stakeholders make real sacrifices and that there is a restructuring plan.
Today, the management of the Big Three seems to believe that if they can only get through the recession, they’ll be fine. They view their challenge as primarily cyclical. They may be right technically, but they’re wrong over the long haul. Their challenge is structural. They’ve been losing market share for years, they’ve been producing cars that the public doesn’t want. Few young car buyers would ever think to buy an American car anymore. The Big Three have to come up with an entirely different vision of their industry and of their operations, and I hope that that is part of any bailout.
S+B: Why has it taken Detroit so long to get this message, when it’s so obvious to so many people?
REICH:
The culture at the Big Three is very insular, for one thing. The invasion of Japanese carmakers into the U.S. to make vehicles shook up Detroit, and in response, the Big Three have made substantial improvements in quality. But management and labor are still living in a different age. They haven’t been shaken up nearly enough. Labor understands the situation probably better than management. The new UAW contract recognizes the need for substantial changes. Young workers will be coming into the Big Three with wage and benefit packages not all that different from what American workers are getting from the Japanese automakers. But there’s still a long way to go on the management side.
S+B: You were one of the earliest supporters of President Obama during the primary season, a somewhat unexpected move considering your connections to the Clinton administration. And you have served Obama as an advisor on economic matters. Why do you believe that the Obama administration has a chance to make a difference in a very difficult time?
REICH: The economy stinks, and the country is fed up with the old order. We’ve gotten ourselves into a terrible mess, and it’s not going to be easy to get out of it. But no president runs the economy. Not even the head of the Federal Reserve runs the economy. There are limits to what monetary policy can do. Having said that, I have high hopes for the changing of the guard. Obama is exceedingly capable, and I have great faith in him and the new administration to do what is necessary to at least put the brakes on supercapitalism and begin the remaking of a sustainable economy that serves Main Street as well as Wall Street
.
Author Profile:
Edward H. Baker, former editor of CIO Insight magazine, is a contributing editor at strategy+business.

2015年9月7日 星期一

Drucker: A Life in Pictures. ... Petrer Drucker to W. Edwards Deming, May 19, 1976. From Drucker: A Life in Pictures

 從Drucker 在NYU的待遇,可以推論Dr. Deming "退休"前後的待遇,尤其是80年代。

 根據 Drucker -A Life in Pictures  
 1. In 1969 he was awarded New York University’s highest honor, its Presidential Citation.[65] 

 Letter recognizing Presidential Citation of New York University, Box 8, Folder 7, The Drucker Institute Archives, Claremont, California.
1968.12.9
Correspondence from James M. Hester to Peter Drucker, 1968-12-09
1960s
Receives the Presidential Citation at New York University, the highest award given by the university.
2. 1972.7.25 Drucker to Jim and Milie
Drucker 說搬到加州洛杉磯東40哩的 Claremont....不想加入史丹佛大學商學院,因該校要求全職教學,而Drucker 對該校也不覺合口胃。Drucker 答應NYU每年公開演講3次 (4月,以Distinguished University Professor 名義。這是在University Professor之前加形容詞。)

3. 從1972.7.25 上信可知Drucker 可讀日文。他太太Doris是日本專利轉成美國專利的總代理。她在80歲還新設公司賣會議麥克風聽力偵測器......
今天才知道Peter Drucker 夫人晚年寫的德國童年回憶錄: By the time we were born, fashions had changed, and women were encouraged to breast-feed their babies. My mother went at it vigorously because, as she told me later, "I wanted to override the bad genes your father has contributed to your existence."

An excerpt from Invent Radium or I'll Pull Your Hair: A Memoir by Doris Drucker. Also available on web site: online catalogs, secure online ordering, excerpts from new books. Sign up for email notification of new releases in your field.
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旁觀 杜拉克:一位智者的人生影像註記

旁觀 杜拉克:一位智者的人生影像註記

Drucker: A Life in Pictures

旁觀:從不同角度看,並反覆思考
  百張照片
  註記杜拉克的不同角色
  移民、作家、老師、顧問、朋友、丈夫
  打字機、博士論文、手杖與唱片收藏
  威爾許的親筆信、日本天皇頒贈的獎狀、FBI的調查檔案……
  從可見,觀察尚未被看見的杜拉克
  杜拉克生於 1909 年 11 月 19 日,在奧地利長大,17 歲前往德國。1933年納粹掌權,杜拉克一些早期作品遭禁並被焚毀,他遂逃往他國。杜拉克目睹祖國制度一一崩壞,認定「捨棄專制的另一條路是實踐負責的管理」。1937 年與妻子移民美國──管理實務的發展史從此改寫。
  本書旨在禮讚「管理學發明者」杜拉克的一生與成就。他是一位多產的作家、熱情的老師、高明的顧問──對組織經營的影響力,縱觀 20 世紀無人能出其右。
  書中收錄近百幀精采相片,包括書信、文稿、獎項、私人信札、生活物品等相片,如:杜拉克探討國際法的博士論文、威爾許(Jack Welch)的親筆信、日本天皇致贈的至高榮譽、杜拉克的打字機、他的手杖與唱片收藏、聯邦調查局的杜拉克檔案……等,很多是首度公諸於世。
  每一張圖像,都呈現了杜拉克人生中的不同角色:逃離納粹德國的移民、暢銷作家、深受學生愛戴的教授,以及大企業、非營利組織、政府機構的顧問等。讓我們得以親近杜拉克漫長、精采、極具影響力的一生。
  除了相片,還穿插杜拉克本人多年來受訪的內容節錄,以及杜拉克研究院執行董事沃茲曼的詳細圖說,鮮活突顯每張圖像的意義。
  這本獨特的精美相片史書,宛如探照燈般,讓我們見證 20 世紀極具影響力大師一生中的許多面向。以本書為 20 世紀的管理大師致敬,再恰當不過。
作者簡介
【撰文】瑞克.沃茲曼(Rick Wartzman)
  擔任《華爾街日報》(Wall Street Journal)與《洛杉磯時報》(Los Angeles Times)記者、編輯、專欄作家 20 年,現為克萊蒙大學杜拉克研究院(The Drucker Institute, Claremont Graduate University)執行董事,也是《富比世》雜誌網站專欄作家。編著有《杜拉克跨世講堂》(The Drucker Lectures),以及集結專欄而成的《杜拉克會怎麼做?》(What Would Drucker Do Now?)。
【撰文】布莉姬.勞勒(Bridget Lawlor)
  克萊蒙大學檔案研究與歷史碩士,目前在該校攻讀博士,並為杜拉克研究院檔案室保管人。
【攝影】安.費胥本(Anne Fishbein)
  備受肯定的攝影師,作品獲多家重要機構收藏,包括芝加哥藝術學院美術館(Art Institute of Chicago)、洛杉磯美術館(Los Angeles County Museum of Art)、紐約現代藝術博物館(Museum of Modern Art)、舊金山美術博物館(San Francisco Museum of Fine Art)、加拿大國家美術館(National Gallery of Canada)、法國涅普斯博物館(Musee Niepce)等。曾出版俄國攝影書《返鄉之路》(On the Way Home)。
譯者簡介
張美惠
  臺大外文系畢,輔大翻譯研究所肄業,現從事專職翻譯。曾獲梁實秋文學獎譯詩組佳作,譯作《Y染色體:男子漢的本質》獲第三屆吳大猷科普著作獎(翻譯類佳作獎)。譯有《EQ》、《綠色EQ》、《破壞性情緒管理》、《Wealth 3.0──托佛勒 財富革命》、《你的桶子有多滿?》、《我願意陪伴你》等書。

目錄

前 言
移民∕The Immigrant想知道我的故事?我在 20 歲生日那天成為記者,在歐洲第二大午報擔任國外與商業編輯,1 月 2 日去報到。
作家∕The Writer我一直都說自己在寫作,是一種嚴重、退化性的強迫症和成癮症。
老師∕The Teacher教學從來不是我的職業,而是我的嗜好。我熱愛教書,但從來沒把它當職業,只是讓自己滿足。
商業顧問∕The Business Consultant我很早就被教導必須先診斷再開刀,診斷後十有八九是不必開刀的。
政府顧問∕The Government Consel就像所有的事情,我從來沒有積極追求什麼,都是事情找上我。這件事也不例外,
公益組織顧問∕The Social-Sector Advisor嗯,我在非營利組織影響最大,很可能的原因是,長期以來那些組織就只有我一個人投入。
世事通達∕A Man of the World我們犯了一個嚴重錯誤,應該在1960年代把存款都領出來,能借的盡量借,全部拿去買日本畫。現在我們買不起了。
愛家惜友的棒球迷∕Family Man, Friend, and Fan我想「快樂的人」不是最恰當的用詞,應該說,我所認識的對人生滿足的人……通常不會只活在一個世界。
影響∕The Drucker Legacy我不去想那件事。我被教導不應該去想那件事。我的本分是,時候到了便坦然接受。
圖片來源及參考文獻
杜拉克生平
杜拉克著作表
杜拉克研究院簡介
前言 
  杜拉克一向喜歡以局外人自居──他自己的用語是「旁觀者」(bystander)。
  他寫道:「旁觀者沒有自己的歷史,雖站在舞台上卻未參與演出,甚至也不是觀眾。戲劇與劇中每位演員的優劣由觀眾評斷,而旁觀者的反應只對自己有影響。但旁觀者站在舞台的兩側,跟戲院裡的消防員一樣,所以看事情的角度又不同於演員或觀眾。旁觀者會反映事物,像三稜鏡而不像鏡子,因而事物會折射。」
  杜拉克擁有超凡的觀察力──這一點應該沒有人有異議。他自己的描述是:「能夠望向窗外,看到可見但尚未被看見的事物。」杜拉克在幾乎還沒有任何人發現之前,便已觀察到 20 世紀一些最重要的趨勢與事件:包括希特勒與史達林的協議、日本經濟力崛起、從製造走向知識工作的轉型、服務業日益重要,蘇聯崩解等。哈佛商學院教授肯特(Rosabeth Moss Kanter)曾讚嘆:「杜拉克的眼睛裡一定有水晶球。」
  杜拉克自稱只是旁觀者,其實一點都不正確;他絕不只是站在舞台兩側而已。70 年來,他參與很多演出,且常常是主角,或導演,或編劇,或編導演一體。
  本書收錄很多圖片,由克萊蒙大學杜拉克研究院(The Drucker Institute, Claremont Graduate University)的杜拉克檔案室(Drucker Archives)提供──突顯杜拉克一生中扮演的各種角色。包括 1930 年代逃離納粹的移民;老師;作家《大西洋月刊》(The Atlantic)資深編輯畢提(Jack Beatty)認為,他的豐富著作「產生的正面影響」,在過去 50 年裡可能無人能超越;為世界各地的企業、非營利組織、政府機構提供服務的顧問;體貼的丈夫、慈愛的父親與忠實的朋友。
  我盡力為每幅圖像提供解說,呈現杜拉克一生中最重要的主題與事件,另外,書中還穿插杜拉克多年來受訪的內容節錄。
  杜拉克也很喜歡對別人提出問題,其中最有洞察力的當然是這句:「你希望別人如何記得你?」如同本書清楚顯示的,世人將一直記得杜拉克為組織管理帶來正向深遠的影響,從而形塑了我們的社會。
  但,本書並不是要以圖像撰寫權威性的傳記。很可惜,杜拉克檔案室的收藏不夠完整,根本不可能做這樣的嘗試。這主要得怪杜拉克本人,簡單來說,他不是那種什麼東西都要保留的人。
  我不知道杜拉克為什麼不多保留一些信件和文件,想想,他丟棄與傳奇的通用汽車董事長史隆(Alfred Sloan)、發明家兼哲學家富勒(R. Buckminster Fuller)或傳播理論家麥克魯漢(Marshall McLuhan)的往來書信,真不知有多少豐富的歷史跟著流失!他與這三人(以及更多人)都有密切往來。
  杜拉克不太執著於保留歲月的痕跡,我猜想有兩個原因。第一,他雖然善於向歷史借鏡,但也很堅持放眼未來。他曾為企業建言:「若不先拋開過去,就不可能創造未來。」第二,為後代保留過去的紀錄有種虛榮的成分,而杜拉克絕對不是自我意識強烈的人。
  不過,杜拉克檔案室還是有很多文物可以為這個了不起的人物留下精采註記──超過 1 萬筆文件、相片、影片、獎項和教學用具。杜拉克檔案室於杜拉克 95 歲去世前 7 年(1998 年)正式成立,但非正式成立在更早之前。杜拉克的好友巴福德(Bob Budford,現任杜拉克研究院榮譽主席)做了一項很有智慧的投資:買了一些硬紙盒,開始將杜拉克車庫裡的東西找出來,以免發霉或是「被老鼠咬壞。」近年來,杜拉克的遺孀朵莉絲(Doris Drucker)繼續將家裡發現的東西交給檔案室。
  最重要的,近來檔案室很積極在全國乃至全世界其他地方尋找杜拉克的遺物──其中不少新發現都收錄在本書之中。這要歸功於我們的檔案管理人羅勒(Bridget Lawlor)的聰明和熱情。她於 2009 年夏天加入杜拉克研究院,與筆者一起整理這本書。
  我們寫作團隊的另一位成員是費胥本(Anne Fishbein),她的精采攝影為本書生色不少。她的才能無庸置疑,許多機構都曾收藏或展示她的作品:芝加哥藝術學院美術館(Art Institute of Chicago)、洛杉磯美術館(Los Angeles County Museum of Art)、紐約現代藝術博物館(Museum of Modern Art)、舊金山美術博物館(San Francisco Museum of Fine Art)等。
  我們三人在撰寫本書時都非常樂在其中。過程中,杜拉克再度讓我們學會以新的角度思考自己的工作與生活,我們相信讀者也會有同樣的收穫。
沃茲曼(Rick Wartzman)
加州克萊蒙

Drucker: A Life in Pictures Hardcover – February 5, 2013


  • Hardcover: 192 pages
  • Publisher: McGraw-Hill Education; 1 edition (February 5, 2013)
  • Language: English




A Photographic Celebration of the Life and Work of the Legendary Peter Drucker

Born on November 19, 1909, Peter Drucker grew up in Austria and moved to Germany at the age of seventeen. When the Nazis rose to power in 1933, they burned and banned some of Drucker's earliest writings, and he fled the country. As Drucker witnessed the institutions of his nation fall apart one by one, he concluded that "performing responsible management is the alternative to tyranny." In 1937, Drucker and his wife immigrated to the United States--and the practice of management has never been the same.
Drucker: A Life in Pictures celebrates the life and work of "the man who invented management," as Drucker was known. He was a prolific writer, a passionate teacher, and a brilliant adviser who influenced how organizations are run perhaps more than any single figure of the twentieth century. Drucker was also a loving husband and father, a loyal friend, and a passionate baseball fan.
Drawn from the Drucker Archives, a part of the Drucker Institute at Claremont Graduate University, this trove of photos captures Drucker in all facets of his life--as an immigrant fleeing Hitler's Germany, a bestselling author, a beloved professor, and a consultant to major corporations, nonprofits, and government agencies.
The images include Drucker's doctoral dissertation on international law; a handwritten note from General Electric's Jack Welch; a high honor bestowed upon Drucker by the Emperor of Japan; Drucker's typewriter; his walking stick and record collection; and the file the FBI kept on Drucker--along with other stunning photographs of his manuscripts, awards, personal letters, and other ephemera.
The book is framed by extensive captions written by Drucker expert Rick Wartzman, and also includes excerpts of interviews with Drucker himself. All told, this handsome, unique photo history shines a spotlight on the many sides of one of the twentieth century's most influential figures.
Drawn from the vast collection at the Drucker Archives, a part of the Drucker Institute at Claremont Graduate University, Drucker: A Life in Pictures features almost 100 photographs of Peter Drucker's correspondence, manuscripts, awards, personal items, and other ephemera. Much of it has never been seen before by the public.
Each picture provides a glimpse into Drucker's long, fascinating, and hugely influential life, with every image placed into context through extensive captions written by Rick Wartzman, the Drucker Institute's executive director. Interlaced through the book are excerpts from various interviews that Drucker gave over the years.
Drucker: A Life in Pictures is a fitting tribute to one of the most important minds of the twentieth century.






Peter Drucker to W. Edwards Deming
May 19, 1976


Dear Ed:

I am unhappy that I cannot join all your GBA friends at this reception to honor you at your retirement.  I am too far away and will not be able to attend.  But I do not want to let this occasion go by without conveying to you my very warmest wishes.  You already were one of the stars and leaders at GBA when I joined the faculty in 1950.  And from the beginning, I looked to you and to a few of the seniors of the time for inspiration, for guidance, and above all for standards.  What I have learned from your example is beyond measurement - and cannot possible be sampled, not even unscientifically.  But the example you gave all of us - in your concern for the individual student; in your kindness towards the new and young faculty member;  and in your complete uncompromising integrity of standards and insistence on principle - was inspiration, guidance, and a constant source of renewals for me and of pride in being privileged to be associated with you.

And so I am joining with all your friends, students and admirers  today in wishing you the very best for your retirement - I know it will be an active one, a productive one, and I hope a healthy and a very long one. If only I were good enough to write a     Canticle of Praise and Thanksgivings (sic) for William Edwards Deming.

In old friendship,

As always, yours,    Pt (signed)

----- 一封信的國際討論8.25.1952

你好我親愛的朋友們,

我保持與Hanching湧,編輯在台灣,這在中國發行的HDC和TNE長期的合作關係。他送我從彼得·德魯克以驚人的信德明於1976年。你知道,德魯克是MBO的發明者和理論家。你知道1975年左右(我忘了確切的日期),他寫了一本書,糾正了他以前的書的規則通過引入領導。這兩人知道對方很好,因為兩人都是教師,在紐約大學。

此致

Bonjour mes chers amis,

J’entretiens depuis longtemps une relation avec Hanching Chung, éditeur à Taiwan, qui a publié HDC et TNE en chinois. Il m’a envoyé une lettre étonnante de Peter Drucker à Deming en 1976. Vous savez que Drucker était l’inventeur et le théoricien du MBO. Vous savez que vers 1975 (j’ai oublié la date exacte) il a écrit un livre qui corrigeait les règles énoncées dans ses livres précédents en introduisant le leadership. Les deux hommes se connaissaient bien car tous deux étaient enseignants à l’université de New-York.

Amicalement


Hello my dear friends,

I maintain a long relationship with Hanching Chung, editor in Taiwan, which issued HDC and TNE in Chinese. He sent me an astonishing letter from Peter Drucker in Deming in 1976. You know that Drucker was the inventor and theorist of MBO. You know around 1975 (I forget the exact date), he wrote a book which corrected the rules in his previous books by introducing leadership. The two men knew each other well because both were teachers at the University of New York.

Sincerely





-----

O Most High, all-powerful, good Lord God,
to you belong praise, glory,
honour and all blessing.
Be praised, my Lord, for all your creation
and especially for our Brother Sun,
who brings us the day and the light;
he is strong and shines magnificently.
O Lord, we think of you when we look at him.
Be praised, my Lord, for Sister Moon,
and for the stars
which you have set shining and lovely
in the heavens.
Be praised, my Lord,
for our Brothers Wind and Air
and every kind of weather
by which you, Lord,
uphold life in all your creatures.
Be praised, my Lord, for Sister Water,
who is very useful to us,
and humble and precious and pure.
Be praised, my Lord, for Brother Fire,
through whom you give us light in the darkness:
he is bright and lively and strong.
Be praised, my Lord,
for Sister Earth, our Mother,
who nourishes us and sustains us,
bringing forth
fruits and vegetables of many kinds
and flowers of many colours.
Be praised, my Lord,
for those who forgive for love of you;
and for those
who bear sickness and weakness
in peace and patience
- you will grant them a crown.
Be praised, my Lord, for our Sister Death,
whom we must all face.
I praise and bless you, Lord,
and I give thanks to you,
and I will serve you in all humility.



 Canticle of Praise and Thanksgivings


https://soundcloud.com/jim-hughes-1/canticle-of-praise-and
  
Canticle of Praise and Thanksgiving by Jim Hughes

This hymn of praise celebrates the many places we find Christ in our lives. I first used it at our Easter vigil mass but it is appropriate during most times during the church year as well as confirmation and other sacramental celebrations. © 2013 by ILP Music and Jim Hughes


Canticle of Praise 



https://www.youtube.com/watch?v=VIOR3vYE3Y4
Canticle of Praise
© April 23, 2006
Author: John Ness Beck
As a father pitieth his children, so the Lord pitieth them that fear Him.
For He knoweth our frame; He remembreth that we are dust.
As for man, his days are as grass; as a flower of the field, so he flourisheth, for the wind passeth over it, and it is gone, gone, gone, gone, gone; and the place thereof shall know it no more.

But the mercy of the Lord is from everlasting to everlasting to them that fear Him, to such as keep His covenants.
The Lord hath prepared His throne in the heavens, and His kingdom ruleth over all.

Praise ye the Lord! Praise ye the Lord from the heavens! Praise Him in the heights! Praise ye Him, all His angels, praise ye Him, all His hosts.

Praise ye Him, sun and moon, praise Him, all ye stars of light. Praise the Lord from the earth, ye dragons, and all deeps: Fire and heal; snow and vapours; stormy wind fulfilling His word!

Kings of the earth, and all people, princes and all judges of the earth, young men and maidens, old men and children, let the praise the name of the Lord!
For His name alone is excellent, His glory is above the earth and heaven.

Praise ye the Lord!
Praise ye the Lord!
Praise ye the Lord!
Praise ye the Lord!


canticle (from the Latin canticulum, a diminutive of canticum, "song") is a hymnpsalm or other song of praise taken from biblical texts other than the Psalms.
カンティクム(canticum)はキリスト教聖歌の一種。

概要[編集]

旧約聖書の雅歌に由来し、詩編以外の聖書から採られた韻文詩による聖歌。 和訳では「雅歌」あるいは「頌歌」。 歌い方はディレクトと呼ばれる直行唱で、以下のように聖務日課の幾つかの課で決められたものが歌われる。
「賛課(Laudes)」:"Benedictus Dominus Deus" 「ベネディクトゥス・ドミヌス・デウス(主なる神をたたえよ)」 、通称「ザカリアのカンティクム」
「晩課(Ad Vesperam)」:"Magnificat" 「マニフィカト」、通称「聖母マリアのカンティクム」
「終課(Completorium)」:"Nunc Dimitis" 「ヌンク・ディミティス(今こそ主よ、僕を去らせたまわん)」、通称「シメオンのカンティクム」

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