The scandal came to light last year and involved faked tests to obtain state certifications for vehicle safety. A third-party investigative committee determined that Daihatsu came under pressure to develop vehicles within short timeframes.23 hours ago
Pundits and professors have been trying for decades to figure out what makes Toyota (TM) so successful—but many may have been looking in the wrong places. In his new book, How Toyota Became #1 (Portfolio; November, 2007), David Magee convincingly argues that the spirit of Toyota people, as much as anything, has determined Toyota's success.
Toyota's performance (BusinessWeek.com, 04/24/07) has been stunning. The company has not lost money in a single quarter since 1951. As U.S. automotive powerhouses are drowning in red ink, Toyota earned its highest ever net profit in 2006—$17 billion.
So what keeps Toyota growing and improving year after year? In his book, Magee suggests the driver is a handful of principles embedded deeply in the company, including a respect for people, a willingness to take a long-term view, and the determination to improve the business a little bit every day.
As I read Magee's book one idea kept surfacing in my mind. Throughout its history, Toyota appears to have put an emphasis on an important but oft-overlooked characteristic: Curiosity. You can trace Toyota's institutionalized curiosity back to its founder, Sakichi Toyoda (1867-1930), who became interested in improving the effectiveness of weaving looms, and who went on to revolutionize weaving technology in Japan and secure more than 100 patents on his ideas. You might say Toyota's founder was "loopy" for looms. Not content just to build the best looms in Japan, Toyoda traveled to Europe, toured leading Western loom makers, and carried key ideas back to Japan. Son Kiichiro Toyoda carried on his father's tradition of curiosity—and a visit to a Detroit auto plant in the 1920s inspired him to move a renamed Toyota into the car business.
For more than 70 years, Toyota's curiosity has allowed it to build, brick by brick, a commercial fortress. It has scanned the globe for the best ideas—from styling to manufacturing to quality management—and imbued those ideas with a power that often surprises even the people who came up with them in the first place.
Late for a Meeting
Reading Magee's book I was reminded of the story of Bjarni Herjólfsson—the man who almost discovered the New World. En route to Greenland to visit family in 986, Herjólfsson was blown off course and ended up off the coast of Newfoundland. He and his crew sat in their boat and gazed at a huge, undiscovered continent—which, as it turned out, held some of the richest resources on earth. There was only one problem: Herjólfsson and his crew didn't go ashore. Instead, they turned their boats toward Greenland. After all, they were late for a meeting with family.
Herjólfsson told lots of people about this strange new land, but it would be more than 10 years before anyone would go to investigate—when Erik the Red would buy Herjólfsson's boat and explore, establishing the first European settlement in the New World.
What was the difference between the man who almost discovered the New World and the one who actually did? Simple. One was willing to go ashore, the other wasn't.
"Going ashore" appears to be a culture imperative at Toyota. W. Edwards Deming's concepts of quality management were in wide circulation in the 1950s, but it was Toyota engineers that "went ashore" with his ideas—developing the Toyota Production System, its patented manufacturing methodology. The conceptual ideas of quality management led the carmaker to pioneer such practices as design for manufacturing and lean production. In short, Toyota went ashore in the world of quality.
Cruising Right By
People in the automobile business had been talking for years about hybrid vehicles, sailing along the shores of the New World of automobile fuel economy. Once again, Toyota stepped up—and is expected to sell 430,000 Prius cars in 2007, a 40% jump over 2006 sales.
Perhaps the most important thing a leader of any organization can do is to try to encourage a spirit of going ashore. Too often in the world of work, people hurry from commitment to commitment without noticing the landscape around them—people and companies cruise right by amazing opportunities that are under their noses.
And going ashore is not just important to the behemoths like Toyota. I spent the past five years studying the performance of more than 7,000 growth companies. When I identified the top nine performers over a 23-year period and compared their operations to similar outfits with less impressive performance, one point stood out: Companies achieving breakthrough performance employed workers with great curiosity. These companies pioneered new products, discovered new markets, and created innovative approaches at a much faster rate than their competitors. They went ashore, and reaped the benefits of doing so.
Keith McFarland, a two-time technology CEO, is the founder of McFarland Strategy Partners in Sandy, Utah.
An essential oil is a concentrated hydrophobic liquid containing volatile (easily evaporated at normal temperatures) chemical compounds from plants. Essential oils are also known as volatile oils, ethereal oils, aetheroleum, or simply as the oil of the plant from which they were extracted, such as oil of clove. 精油是一種濃縮的疏水性液體，含有來自植物的揮發性（在常溫下容易蒸發）化合物。 精油也被稱為揮發油、醚油、aetheroleum，或簡稱為提取它們的植物油，例如丁香油。
“I hate teaching, actually, and I hate giving out grades. I can’t stand doing the things you’re supposed to do for a university.” —Alice Notley https://buff.ly/3uV9Ls0
第 38 頁 In return for steelmakers' cooperation with GM in its cost-cutting objectives, the auto maker is expected to reward suppliers with multi-year contracts. ...
第 102 頁 It does not reward attempts to improve the system. Don't rock the boat. If anyone in top management asks a plant manager what he hopes to accomplish next ...
第 113 頁 Whom do you reward? Whom do you penalize? First, what allowance should we make for effects of the system that the people work in? The calculations follow. , ...
第 117 頁 Monetary reward for outstanding performance outside the system, without other, more satisfactory recognition, may be counterproductive. ...
第 137 頁 In the US, monetary reward for a suggestion goes to the individual. In Japan, the benefit is distributed to all employees. Recognition of group achievement ...
更多 »
第 261 頁 They deserve suitable reward. It would be important to learn how they do their work, and what special facilities they possess. ...
第 274 頁 Fallacies of reward for winning in a lottery. A man in the personnel department of a large company came forth with an idea, held as brilliant by all people ...
***TNE「reward」的搜尋結果
第 v 頁 80 9. Interdependence, from low to high. 97 10. The forces of destruction that come from the present style of reward, and their effects. ...
第 14 頁 ... as practiced) MBR (management by results) Rank people, rank teams, rank divisions, rank salesmen; reward them at the top, punish them at the bottom. ...
第 25 頁 Present Practice Better Practice Ranking people, salesmen, teams, divisions; reward at the top, punishment at the bottom. The so-called merit system. ...
第 28 頁 Reward for good performance may be the same as reward to the weather man for a pleasant day. The effect of incentive pay is numbers and loss of focus on the ...
第 37 頁 Magnitude Overall business strategy Not yet and planning Here are v the big gains, 97%, waiting Companywide systems (personnel, training, systems of reward, ...
第 38 頁 Reward the best, punish the worst. Punish with a day off without pay the ticket seller with the highest discrepancy for the month. ...
第 39 頁 Common sense tells us to reward the salesman of the month (the one that sold the most). Actually, he may be doing great harm to the company. ...
第 47 頁 Ranking and reward of individual people, schools, districts, do not improve the system. Only the method is important. By what method? ...
第 98 頁 ished if one party drops out of the agreement to follow a path of selfish reward. Knowledge about Variation Life is variation. Variation there will always ...
第 108 頁 For example, a man takes a job and receives money. Money is extrinsic reward. He arrives at work on time, ...
第 110 頁 No one can enjoy his work if he will be ranked with others. The phenomenon of over justification. Systems of reward now in place ...
第 111 頁 As they become adults, their desire for tangible reward begins to govern action. They are now extrinsically motivated. They come to rely on the world to ...
第 112 頁 ... would have been too difficult had he not found reward in the activity. Some parents offered money or presents to their children to swim better. ...
第 113 頁 A show of appreciation to someone may mean far more to him than monetary reward. A physician, Dr. Dv, immunologist, prescribed vaccine for me when I was in ...
第 114 頁 If management does not reward employees for a good job, people will move to a company that is willing to reward them. Some people go where they can get more ...
第 121 頁 Effects of the present style of reward. The accompanying diagram (Fig. 10) shows some of the forces of destruction that come from the present style of ...
第 123 頁 The transformation will take us into a new method of reward. We must restore the individual, and do so in the complexities of interaction with the rest of ...
第 124 頁 Provide systems of reward that recognize superior performance, innovation, extraordinary care and commitment. 2. Create and maintain stimulating and ...
第 143 頁 They ought to teach the damage, unmeasurable, that comes from: The evils of short-term thinking Ranking people, teams, plants, divisions, with reward...
第 144 頁 很抱歉，此頁的內容受到限制.
第 159 頁 We reward good performance. It is obvious that David, with only 4 red beads, deserves a merit increase in pay. There are the figures right in front of ...
第 241 頁 ... 180 Monetary reward (as recognition) 110112-114 Monopoly, 73-75; and the Postal Service, 76 Montreal, ...
第 244 頁 ... 208; Recorder of, 156, 157, 158 Report cards, 153 Reward, 113, 114 Road signs, 1 85 Rob RODIN, 40 Robert ROSENTHAL, 26 H. ROSSBACHER, 173 Rothamsted.
For decades, psychologists have warned against giving children prizes or money for their performance in school. “Extrinsic” rewards, they say — a stuffed animal for a 4-year-old who learns her alphabet, cash for a good report card in middle or high school — can undermine the joy of learning for its own sake and can even lead to cheating.
But many economists and businesspeople disagree, and their views often prevail in the educational marketplace. Reward programs that pay students are under way in many cities. In some places, students can bring home hundreds of dollars for, say, taking an Advanced Placement course and scoring well on the exam.
Whether such efforts work or backfire “continues to be a raging debate,” said Barbara A. Marinak, an assistant professor of education at Penn State, who opposes using prizes as incentives. Among parents, the issue often stirs intense discussion. And in public education, a new focus on school reform has led researchers on both sides of the debate to intensify efforts to gather data that may provide insights on when and if rewards work.
“We have to get beyond our biases,” said Roland Fryer, an economist at Harvard University who is designing and testing several reward programs. “Fortunately, the scientific method allows us to get to most of those biases and let the data do the talking.”
What is clear is that reward programs are proliferating, especially in high-poverty areas. In New York City and Dallas, high school students are paid for doing well on Advanced Placement tests. In New York, the payouts come from an education reform group called Rewarding Achievement (Reach for short), financed by the Pershing Square Foundation, a charity founded by the hedge fund manager Bill Ackman. The Dallas program is run by Advanced Placement Strategies, a Texas nonprofit group whose chairman is the philanthropist Peter O’Donnell.
Another experiment was started last fall in 14 public schools in Washington that are distributing checks for good grades, attendance and behavior. That program, Capital Gains, is being financed by a partnership with SunTrust Bank, Borders and Ed Labs at Harvard, which is run by Dr. Fryer. Another program by Ed Labs is getting started in Chicago.
Other systems are about stuff more than money, and most are not evaluated scientifically. At 80 tutoring centers in eight states run by Score! Educational Centers, a national for-profit company run by Kaplan Inc., students are encouraged to rack up points for good work and redeem them for prizes like jump-ropes.
An increasing number of online educational games entice children to keep playing by giving them online currency to buy, say, virtual pets. And around the country, elementary school children get tokens to redeem at gift shops in schools when they behave well.
In the cash programs being studied, economists compare the academic performance of groups of students who are paid and students who are not. Results from the first year of the A.P. program in New York showed that test scores were flat but that more students were taking the tests, said Edward Rodriguez, the program’s executive director.
In Dallas, where teachers are also paid for students’ high A.P. scores, students who are rewarded score higher on the SAT and enroll in college at a higher rate than those who are not, according to Kirabo Jackson, an assistant professor of economics at Cornellwho has written about the program for the journal Education Next.
Still, many psychologists warn that early data can be deceiving. Research suggests that rewards may work in the short term but have damaging effects in the long term.
One of the first such studies was published in 1971 by Edward L. Deci, a psychologist at the University of Rochester, who reported that once the incentives stopped coming, students showed less interest in the task at hand than those who received no reward.
This kind of psychological research was popularized by the writer Alfie Kohn, whose 1993 book “Punished by Rewards: The Trouble With Gold Stars, Incentive Plans, A’s, Praise and Other Bribes” is still often cited by educators and parents. Mr. Kohn says he sees “social amnesia” in the renewed interest in incentive programs.
“If we’re using gimmicks like rewards to try to improve achievement without regard to how they affect kids’ desire to learn,” he said, “we kill the goose that laid the golden egg.”
Dr. Marinak, of Penn State, and Linda B. Gambrell, a professor of education at Clemson University, published a study last year in the journal Literacy Research and Instruction showing that rewarding third graders with so-called tokens, like toys and candy, diminished the time they spent reading.
“A number of the kids who received tokens didn’t even return to reading at all,” Dr. Marinak said.
Why does motivation seem to fall away? Some researchers theorize that even at an early age, children can sense that someone is trying to control their behavior. Their reaction is to resist. “One of the central questions is to consider how children think about this,” said Mark R. Lepper, a psychologist at Stanford whose 1973 study of 50 preschool-age children came to a conclusion similar to Dr. Deci’s. “Are they saying, ‘Oh, I see, they are just bribing me’?”
More than 100 academic studies have explored how and when rewards work on people of all ages, and researchers have offered competing analyses of what the studies, taken together, really mean.
Judith Cameron, an emeritus professor of psychology at the University of Alberta, found positive traits in some types of reward systems. But in keeping with the work of other psychologists, her studies show that some students, once reward systems are over, will choose not to do the activity if the system provides subpar performers with a smaller prize than the reward for achievers.
Many cash-based programs being tested today, however, are designed to do just that. Dr. Deci asks educators to consider the effect of monetary rewards on students with learning disabilities. When they go home with a smaller payout while seeing other students receive checks for $500, Dr. Deci said, they may feel unfairly punished and even less excited to go to school.
“There are suggestions of students making in the thousands of dollars,” he said. “The stress of that, for kids from homes with no money, I frankly think it’s unconscionable.”
Economists, on the other hand, argue that with students who are failing, everything should be tried, including rewards. While students may be simply attracted by financial incentives at first, couldn’t that evolve into a love of learning?
“They may work a little harder and may find that they aren’t so bad at it,” said Dr. Jackson, of Cornell. “And they may learn study methods that last over time.”
In examining rewards, the trick is untangling the impact of the monetary prizes from the impact of other factors, like the strength of teaching or the growing recognition among educators of the importance of A.P. tests. Dr. Jackson said his latest analyses, not yet published, would seek to answer the questions.
He also pointed out that with children in elementary school, who typically show more motivation to learn than teenagers do, the outcomes may be different.
Questions about how rewards are administered, to whom and at what age are likely to drive future research. Can incentives — praise, grades, pizza parties, cash — be added up to show that the more, the better? Or will some of them detract from the whole?
Dr. Deci says school systems are trying to lump incentives together as if they had a simple additive effect. He emphasizes that there is a difference between being motivated by something tangible and being motivated by something that is felt or sensed. “We’ve taken motivation and put it in categories,” Dr. Deci said of his fellow psychologists. “Economics is 40 years behind with respect to that.”
Some researchers suggest tweaking reward systems to cause less harm. Dr. Lepper says that the more arbitrary the reward — like giving bubble gum for passing a test — the more likely it is to backfire. Dr. Gambrell, of Clemson, posits a “proximity hypothesis,” holding that rewards related to the activity — like getting to read more books if one book is read successfully — are less harmful. And Dr. Deci and Richard M. Ryan report that praise — which some consider a verbal reward — does not have a negative effect.
In fact, praise itself has categories. Carol Dweck, a Stanford psychologist, has found problems with praise that labels a child as having a particular quality (“You’re so smart”), while praise for actions (“You’re working hard”) is more motivating.
Psychologists have also found that it helps to isolate differences in how children perceive tasks. Are they highly interested in what they are doing? Or does it feel like drudgery? “The same reward system might have a different effect on those two types of students,” Dr. Lepper said. The higher the interest, he said, the more harmful the reward.
Meanwhile, Dr. Fryer of Ed Labs urges patience in awaiting the economists’ take on reward systems. He wants to look at what happens over many years by tracking subjects after incentives end and trying to discern whether the incentives have an impact on high school graduation rates.
With the money being used to pay for the incentive programs and research, “every dollar has value,” he said. “We either get social science or social change, and we need both.”
“I hate teaching, actually, and I hate giving out grades. I can’t stand doing the things you’re supposed to do for a university.” —Alice Notley https://buff.ly/3uV9Ls0
2009
WSJ:Do you think an MBA is important?
Mr. Chheda: You can't get nuts-and-bolts skills at educational institutions. That said, getting an MBA is a great way to prepare or enhance a career in business, and I'd strongly encourage it to anyone who is considering. However, I'd tell them to first go out and get substantial work experience. You can learn so much more in your academic program if you come into it with more context.
Alan Sugar brought his knowledgeable, straightforward, wise yet witty business perspective to an Oxford audience of over 300 people on Wednesday 16th November 2005 during a question and answer session which he generously allowed to run over time.
Sir Alan asserted that “There’s nothing stopping anybody in this country from doing exactly what I have done; it’s no secret that I started with absolutely nothing” he started his business with £100 in post office savings which purchased a van for £50, motor insurance for £8 and £42 in stock. Accordingly, he had little sympathy for complaints about banks or venture capitalists and reminded the audience that banks are businesses and that “most ideas are totally useless and there are no free lunches” he compared the investor sentiments of the “dotcom boom to a phenomenon that lasted for about five and a half minutes” and advised fledgling entrepreneurs to start small. Sugar explained that he was originally motivated by a desire for self sufficiency and his inspirations included his “Uncle John, because he was the only person I knew that had a business, I came from a working class background with family who lived on council estates, business was completely alien…and when I decided to start in business, he was my guru, if you like, and all he had was a corner shop in Victoria.” Alan Sugar’s inspirations today include Rupert Murdoch for his qualities as a “speculator, gambler and a maverick” and he admires Branson, he conceded to the Oxford audience that “his style of doing business is completely different to mine but it’s successful.” Sugar disclosed his thoughts about ‘entrepreneurship’ in general, indicating his dismay at the misuse of the word ‘entrepreneurship’ as a descriptive word for people who would otherwise be described as ‘enterprising’ or ‘business oriented’; he viewed entrepreneurial traits as inherent and akin to those of an accomplished concert pianist or artist.
Sugar offered amusingly dry responses to various questions; his response to a protest from an audience member about whether business has to be dominated by targets, profit and money was “Yes, it all has to be about money and targets” to lecture theatre laughter. Sir Alan later betrayed the fact that he wishes he had re-directed energies spent on managing Tottenham Football Club to charitable causes such as Great Ormond Street Children’s Hospital. The football club was sold by Alan Sugar for a gross profit of approximately £30 Million - he advised the audience to “stick to what you know” and to have a good knowledge of the sector areas in which they choose to do business. On the subject of human resources he joked that “everybody is dispensable” and later explained via an anecdote about early entrepreneurial experiences with an engineer who perceived himself as pivotal and ‘indispensable’ to Sugar’s businesses. Sir Alan provided a humorous diatribe around his views of ‘management consultants’ and then proceeded to discuss global technology and manufacturing considerations, teasing the Oxford audience by playfully suggesting that they probably had “management consultant” aspirations. The vast majority of the audience were members of Oxford Entrepreneurs, the largest student society of its kind in the UK.
A student enquired whether an Oxford presence on The Apprentice (TV programme) was long overdue, especially in the light of a Harvard candidate on the American version of the TV show, Sir Alan responded “…Well you can apply for The Apprentice next time around with the other 10,000 people…we mustn’t make any special favours because I’m here this evening”
As GM Goes So Goes California in Pensions: Roger Lowenstein Bloomberg - USA But observers such as Peter Drucker, then a young consultant, wondered what would happen if GM's business turned south while its pension obligation remained ...
There’s plenty of blame to go around these days. But the prime villains behind the mess we’re in were Reagan and his circle of advisers — men who forgot the lessons of America’s last great financial crisis, and condemned the rest of us to repeat it.
TAIPEI -(Dow Jones)- The Taiwanese government plans to choose a consultant as early as July for a casino resort development on Taiwan's outlying islands, ...
He also said people only called him a guru because they weren't sure how to spell "charlatan".
荷蘭文Management goeroePeter Drucker zei het ooit eens tegen mij toen ik nog in San Francisco woonde : je moet nooit een voorspelling doen. ...
He cited Peter Drucker, one of the 20th century's finest business thinkers: "Often we use the word guru because the word charlatan is too long. .
The Hippocratic Oath: Modern Version
I swear to fulfill, to the best of my ability and judgment, this covenant:
I will respect the hard-won scientific gains of those physicians in whose steps I walk, and gladly share such knowledge as is mine with those who are to follow.
I will apply, for the benefit of the sick, all measures [that] are required, avoiding those twin traps of overtreatment and therapeutic nihilism.
I will remember that there is art to medicine as well as science, and that warmth, sympathy, and understanding may outweigh the surgeon's knife or the chemist's drug.
I will not be ashamed to say "I know not," nor will I fail to call in my colleagues when the skills of another are needed for a patient's recovery.
I will respect the privacy of my patients, for their problems are not disclosed to me that the world may know. Most especially must I tread with care in matters of life and death. If it is given me to save a life, all thanks. But it may also be within my power to take a life; this awesome responsibility must be faced with great humbleness and awareness of my own frailty. Above all, I must not play at God.
I will remember that I do not treat a fever chart, a cancerous growth, but a sick human being, whose illness may affect the person's family and economic stability. My responsibility includes these related problems, if I am to care adequately for the sick.
I will prevent disease whenever I can, for prevention is preferable to cure.
I will remember that I remain a member of society, with special obligations to all my fellow human beings, those sound of mind and body as well as the infirm.
If I do not violate this oath, may I enjoy life and art, respected while I live and remembered with affection thereafter. May I always act so as to preserve the finest traditions of my calling and may I long experience the joy of healing those who seek my help.
I swear by Apollo, Asclepius, Hygieia, and Panacea, and I take to witness all the gods, all the goddesses, to keep according to my ability and my judgment, the following Oath.
To consider dear to me, as my parents, him who taught me this art; to live in common with him and, if necessary, to share my goods with him; To look upon his children as my own brothers, to teach them this art.
I will prescribe regimens for the good of my patients according to my ability and my judgment and never do harm to anyone.
I will not give a lethal drug to anyone if I am asked, nor will I advise such a plan; and similarly I will not give a woman a pessary to cause an abortion.
But I will preserve the purity of my life and my arts.
I will not cut for stone, even for patients in whom the disease is manifest; I will leave this operation to be performed by practitioners, specialists in this art.
In every house where I come I will enter only for the good of my patients, keeping myself far from all intentional ill-doing and all seduction and especially from the pleasures of love with women or with men, be they free or slaves.
All that may come to my knowledge in the exercise of my profession or in daily commerce with men, which ought not to be spread abroad, I will keep secret and will never reveal.
If I keep this oath faithfully, may I enjoy my life and practice my art, respected by all men and in all times; but if I swerve from it or violate it, may the reverse be my lot.
I SWEAR by Apollo the physician, and Aesculapius, and Health, and All-heal, and all the gods and goddesses, that, according to my ability and judgment, I will keep this Oath and this stipulation to reckon him who taught me this Art equally dear to me as my parents, to share my substance with him, and relieve his necessities if required; to look upon his offspring in the same footing as my own brothers, and to teach them this art, if they shall wish to learn it, without fee or stipulation; and that by precept, lecture, and every other mode of instruction, I will impart a knowledge of the Art to my own sons, and those of my teachers, and to disciples bound by a stipulation and oath according to the law of medicine, but to none others. I will follow that system of regimen which, according to my ability and judgment, I consider for the benefit of my patients, and abstain from whatever is deleterious and mischievous. I will give no deadly medicine to any one if asked, nor suggest any such counsel; and in like manner I will not give to a woman a pessary to produce abortion. With purity and with holiness I will pass my life and practice my Art. I will not cut persons laboring under the stone, but will leave this to be done by men who are practitioners of this work. Into whatever houses I enter, I will go into them for the benefit of the sick, and will abstain from every voluntary act of mischief and corruption; and, further from the seduction of females or males, of freemen and slaves. Whatever, in connection with my professional practice or not, in connection with it, I see or hear, in the life of men, which ought not to be spoken of abroad, I will not divulge, as reckoning that all such should be kept secret. While I continue to keep this Oath unviolated, may it be granted to me to enjoy life and the practice of the art, respected by all men, in all times! But should I trespass and violate this Oath, may the reverse be my lot!
Source: Hippocrates, Works trans., Francis Adams (New York; Loeb) vol. I, 299-301. 古希臘的醫學倫理觀
The Consultant's Scorecard: Tracking Results and Bottom-Line Impact of Consulting Projects (Hardcover)
by Jack Phillips (Author) "THE CONSULTING BUSINESS has enjoyed tremendous success during the past two decades, with its growth exceeding that of many professions..." (more)
With my sister this zealousness manifests itself during Passover cleaning. It’s forbidden to have even one crumb of hametz (basically any leavened product) loose in your house during the holiday week. For her (with a brood of five) this means stripping the place to the studs, and a kitchen sterile enough both for brain surgery and a certifiably kosher matzo-ball soup. The only way to get it cleaner would be to burn the place down.
Viewing 10 results out of 606. http://harvardbusiness.org/search/consulting/0 Cases
第 473 頁 My annual fee will be stated at the outset. 6. I will put in enough time to satisfy myself. 7. I will continue beyond three years if in my judgment further ...
「advice」的搜尋結果
第 36 頁 Japanese management had a head start in 1950 on the need to improve incoming materials, and on advice to establish with every vendor a long-term working ...
第 37 頁 It is pleasing to see that this advice is taking wide form and substance (from the Wall Street Journal, 6 May 1983, p. 2), adopted from the Pontiac Motor ...
第 85 頁 There are of course pleasing exceptions, where the management understands their responsibilities, where the management participates with advice and action ...
第 250 頁 The correct procedures are contrary to practice and advice in books on administration and management. There are two circumstances to consider. 1 . ...
第 325 頁 很抱歉，此頁的內容受到限制.
第 338 頁 很抱歉，此頁的內容受到限制.
第 355 頁 In fact, whether the mixture gives a problem or not, it is good advice to study the sources. Bring them to the same level ; reduce the variation of every ...
第 357 頁 Such advice devastates the beginner, misleads him forever. Again, teaching of beginners should be done by a master, not by a hack. ...
第 359 頁 The same advice holds where there is only a single possible sporadic important cause of defective items. Study of defective items in such cases may indicate ...
第 380 頁 Then, on advice of Professor Chambers, the company sent 20 supervisors to a 10-week course at the University of Tennessee, 1\ hours per week. ...
第 402 頁 This is important, but my advice is to build a system of quality control that will reduce the number of fires in the first place. You spend money on quality ...
第 404 頁 My advice is to start with competent advice and assistance for training. For expansion, search in your own ranks for people with a considerable amount of ...
第 417 頁 A further point of advice (already offered in Point 4 of Ch. 2) is to move toward a single vendor on a long-term relationship, ...
第 436 頁 很抱歉，此頁的內容受到限制.
第 467 頁 ... not to the judgment of others, though he will, of course, try to be helpful to anyone that asks for advice. The non- statistician can ...
第 472 頁 很抱歉，此頁的內容受到限制.
第 493 頁 ... 268, 269, 332, 341 Administrative applications; see Service Advantages of stable process, 340 Advice to consultants and to companies, 472 Aeroplane, 95, ...
第 495 頁 ... hazards, 442 Constancy of purpose, 24, 98, 151, 191 Constellation Hotel, Toronto, 213 Construction, 198 Consultant; see Advice to consultants Consumer, ...
Flawed Advice and the Management Trap How Managers Can Know When They're Getting Good Advice and When They're Not Chris Argyris
Description
Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, and how managers and executives can better evaluate advice given to their firms
Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to today's best advice, will require creative change. In this pioneering work, Argyris, one of the world's leading organizational thinkers, reviews a wide array of business advice from the best and brightest thinkers and consultants and concludes that as appealing as their ideas may be, most of them are simply not workable. They are too full of abstract claims, logical gaps, and inconsistencies, to be useful. And ironically, even when their recommendations are implemented correctly, the result is often failure. Why do these gaps in logic exist, and how can they be more effectively discovered? Applying a disciplined critique to numerous representative examples of advice about leadership, learning, change, and employee commitment, Argyris shows readers how to be more critical of the advice they are given, how to learn new approaches for appraising employee performance, and how to generate an internal commitment to values and better strategy.
In our ever expanding global market, innovative business advice is at a premium, and giving this advice has become a lucrative industry in and of itself. This book provides the critical lens necessary to evaluate which advice is best for your organization.
For many years the management consulting business was dominated by one firm. It advised the world’s biggest corporations and some of its biggest countries about high-level strategy. So outstanding was it that it became known simply as “The Firm”. That firm, McKinsey, was the creation of one man. Not James O. McKinsey, the man whose name hangs over its front door (and who died young of pneumonia in 1937), but Marvin Bower (born 1903), the most powerful influence on the firm in the 65 years from James McKinsey’s death to his own, at the age of 99, in 2003.
Bower modelled the consultancy on the lines of a professional law firm, establishing a set of values by which it was to be guided. For example, clients’ interests were supposed to have precedence over growth in the firms’ revenues. His approach to consulting was heavily influenced by the legal profession, which had been his first choice of career. After studying at Harvard Law School he applied to work for a firm in Cleveland, where he had been raised. But his grades were not good enough, so he went back to the then young Harvard Business School, gained an MBA and returned to a job with the law firm as a corporate lawyer.
In 1933 he joined McKinsey’s fledgling firm when its only office was in Chicago. He then set up a branch in New York and, after McKinsey’s death, helped rebuild the company around its New York operation. He was managing director from 1950 to 1967. Business Week said of Bower that he was “the very image of America’s ‘Organisation Man’ in the 1950s … immaculately dressed in a Brooks Brothers dark suit, a starched white shirt, and a hat”. For years he insisted that McKinsey consultants wear hats. He was also famously outspoken and not afraid to confront clients. A colleague once recalled an occasion when he bellowed out, “The problem with this company, Mr Little, is you.” “It happened to be totally accurate,” added the colleague. “That was the end of our work with that client. But it didn’t bother Marvin.”
Bower often turned down clients when he did not believe that they were prepared for change. He declined to work for Howard Hughes, for example, and refused to help the American government devise a scheme to bail out American Motors, a car company.
If you looked after the client, the profits would look after themselves.
McKinsey’s approach to its work—offering high-level strategic advice—has left it vulnerable to the criticism that it does not stick around to follow through the consequences of that advice. It has a reputation for arrogance, sometimes explained away as a manifestation of total concentration on its clients. The Economist once wrote of an ex-member of the firm: “He suffers the lack of self-doubt common in former McKinsey consultants.”
Several of Bower’s alumni became famous in their own right, such as Tom Peters (see article), Kenichi Ohmae and Richard Pascale (see article). Even the next generation of management gurus seems to have benefited from a spell at the Firm. Both Donald Sull and Pankaj Ghemawat worked for McKinsey before moving on to academic careers.
Notable publication
“The Will to Manage: Corporate Success through Programmed Management”, McGraw-Hill, 1966
麦肯锡：中国机场建设投资可能错配
英国《金融时报》拉斐尔•曼代(By Raphael Minder in Hong Kong)香港报道 2009-03-30
IRVING, Texas - (Business Wire) Thomas Group, Inc. (NasdaqGM:TGIS), a global operations management consulting firm, introduced the firm’s PI Max™ assessment tool to the Aviation Electronics Association meeting in Dallas today as an alternative to slashing headcount and spending. “Layoff is not synonymous with efficiency,” said Mark Ozenick, the firm’s practice leader for the aerospace and defense segment. “It’s not too soon to start thinking about coming out of the recession leaner, stronger and structured to win more market share and earn better profit margins. But slashing in a panic is not the way to do that.”
“Now may be the best of all times to implement meaningful change,” Ozenick argued. “It is in the middle of crisis that barriers can be eliminated more easily. When the alternative is adapt or go onto the shop floor and hand out pink slips, managers will come around to new ways of thinking. That’s why the consultant’s role is highly relevant now, and why we recommend to clients as a first step applying a maturity model to determine the extent to which Lean and Six Sigma processes are truly embraced across the company.” He noted that Thomas Group’s proprietary PI Max assessment tool consists of 25 maturity elements to identify key improvement levers.
Many companies have extensive Six Sigma organizations, but are using the wrong metrics to measure success, he said. “In our experience, the sheer number of black belts directed at a problem is not an indicator of success. Often the wrong tools are employed in the improvement process, and sometimes the right tools fail when applied only to a single functional silo within a complex organization. Indeed, 42 percent of business leaders in the U.S. and Europe have said that their change management programs in the past five years have failed.”
As an example of Thomas Group’s success in implementing a more holistic assessment, and identifying the right levers for improvement, the company cited the firm’s assistance to one of the world’s largest and most complex organizations—the U.S. Department of Defense and specifically, the U.S. Navy.
DoD is effective, but not always efficient. When Thomas Group began working with the DoD, many silos existed. Thomas Group showed them how to align around critical processes that produce readiness—the key yardstick for the Navy. The next step was in helping the Navy integrate these processes into corporate-like enterprise governance structures that owned all the costs associated with producing readiness. As with a lot of clients, Thomas Group didn’t work with the Navy to teach them Six Sigma principles. Instead, in working with the DoD, Thomas Group conducted analyses of process effectiveness and of the change management tools in use. Thomas Group’s contribution was to help the Navy select the correct management tools, install the best governance methodology and use the right process metrics to drive change.
The company further noted that over a five year period, aviation readiness improved markedly, ship maintenance costs decreased and the Navy as a whole obtained a financial improvement equivalent to the purchase price of a new aircraft carrier.
“The consultant’s role in driving corporate change is more critical in challenging economic conditions,” Ozenick said. “Growth hides a multitude of sins. Inefficiencies and unnecessary turf battles become much more glaring in a period of contraction. That’s why our message to corporate leaders is simple—seize this opportunity to make your organizations leaner and stronger (as opposed to thinner and weaker), and prepare for the opportunities to come,” Ozenick added.
Thomas Group, Inc. (NasdaqGM:TGIS) is an international, publicly-traded professional services firm specializing in operational improvements. Thomas Group's unique brand of process improvement and performance management services enable businesses to enhance operations, improve productivity and quality, reduce costs, generate cash and drive higher profitability. Known for Breakthrough Process Performance, Thomas Group creates and implements customized improvement strategies for sustained performance improvements in all facets of the business enterprise. Thomas Group has offices in Dallas and Detroit. For more information, please visit www.thomasgroup.com.
CHINA RISKS MISALLOCATION IN AIRPORT PROJECTS, STUDY SAYS
By Raphael Minder in Hong Kong 2009-03-30
China risks misallocating investment by overspending on airport projects in poorer western provinces and skimping on allocations to some fast-growing coastal provinces in its $70bn plan to expand capacity until 2013, according to a study by McKinsey, the consultancy.
Of the 97 greenfield airport projects planned by Beijing until 2020, McKinsey categorises only 20 to 30 as offering “attractive” investment opportunities by addressing expected capacity shortfalls.
Other projects support political aims to spread development inland ahead of actual demand.
Evan Auyung, one of the consultants who wrote the McKinsey study, said: “As experienced as China is at central planning, there is a challenge for China now to allocate such huge investments in the most efficient manner, especially given the urgency of infrastructure development and the need to keep growth on track.”
McKinsey would not detail its airport-by-airport analysis but cited Shandong, a rapidly developing north-eastern province close to South Korea, as an area where planned capacity appeared to fall short of expected demand.
“China is really trying to speed up construction to create jobs, so additional airport supply will almost certainly outpace demand,” said Yuwa Hedrick-Wong, who tracks Asian economic developments for MasterCard. He draws a parallel with Shanghai's Pudong airport, which stood “almost empty for four or five years” before establishing itself as an international hub.
“In other countries, such projects would die if they failed to produce a quick return but, in the case of China, they can sustain them,” he said.
Beijing has reasserted authority over airport planning after a spate of construction projects by ambitious local authorities in the early 1990s that were under-utilised and duplicative.
But as part of the new development plan, Beijing has devolved most of the responsibility for financing projects to regional authorities. Out of $70bn of planned investment, McKinsey estimates that less than 5 per cent will come directly from the central government.
Peter Morris, London-based chief economist at Ascend, an aviation consultancy, expressed cautious support. “A big shiny airport can be seen by regional authorities as a totem pole of success,” he said.
Aside from the new airports, Beijing is embarking on 46 big airport expansions.
Put away the cloak and dagger. Jane's has the intelligence you crave - without your having to resort to spying. Jane's Information Group is a print and electronic publisher of defense and security information (handbooks, magazines, summaries, and other publications) for global military, government, and corporate decision-makers, as well as academics. The company uses independent sources (journalists, researchers, correspondents) to gather its intelligence. Jane's online catalogs are available in Chinese, Japanese, Korean, and Russian, in addition to English. Jane's also offers consulting services in such areas as security threats and risk assessment. It is a subsidiary of technical document publisher IHS.
Officers: Managing Director: Michael Dell CFO: Michael Staton Head of Corporate Communications: Paul Duke
"An ASQ Fellow is an individual who has an established record of contributions, both to the quality profession and to the Society. The grade of Fellow is an earned distinction. The achievement of this status is a symbol of respect from colleagues that has been accepted by the highest officers of our organization," says ASQ President Roberto Saco.
Andrew Milivojevich received Fellow membership status for his exemplary work advancing quality and Six Sigma in Corporate Canada; for being a champion of innovation through statistical methods to resolve technical uncertainties in the Canadian business community; and for being a vocal promoter for quality and Six Sigma through the Canadian federal government's Scientific Research and Experimental Development tax incentive program.
Andrew Milivojevich is an authority in Six Sigma and productivity improvement. He has over 20 years of experience and has provided leadership, direction, vision, and fostered an environment of improvement for a number of large organizations. Andrew Milivojevich is a published author, speaker and lecturer on productivity improvement, statistical experimental design and Six Sigma. He is a Professional Engineer and maintains certification with ASQ as a Quality Engineer and Six Sigma Black Belt. Andrew Milivojevich is a graduate advisor to the College of Engineering's Centre for Quality and Applied Statistics at the Rochester Institute of Technology. He is an instructor with the Schulich Executive Education Centre at York University in Toronto and the program creator and instructor in Applied Innovation and Productivity Improvement at the School of Continuing Studies at the University of Toronto. Andrew Milivojevich is also a science consultant to Revenue Canada's Scientific Research and Experimental Development program. He received an Engineering Degree from Ryerson Polytechnic University Canada, and a Masters Degree in Statistics from the College of Engineering, Rochester Institute of Technology, USA. Andrew Milivojevich is currently the President of The Knowledge Management Group responsible for Six Sigma, business intelligence, business re-engineering, productivity improvement and business process management.
The Knowledge Management Group is an authority in business process improvement. The Knowledge Management Group enhances organizational learning that advances corporate knowledge to resolve problems and improve productivity, business performance and corporate culture. The Knowledge Management Group offers technologies, concepts, tools, coaching and training to management, technical professionals and staff. To learn more visit www.tkmg.org or call 888-964-7729.
針 對財務顧問要提供的服務以及你要支付的費用提出要一份正式的書面概要。全美個人理財顧問協會(National Association of Personal Financial Advisors)首席執行長特夫(Ellen Turf)說﹐設定具體的預期﹐這樣你可以決定某位財務顧問是否要幫助你制定目標、制定預算或者只是做投資決策。
***** 顧問兼發證書 The Lean Six Sigma Institute Opens for Business in Europe PR-USA.net (press release) - Varna,Bulgaria The Institute's Consultants also coach certification projects leading to the Lean Six Sigma Institute's own Diploma. General Manager Bob Gillespie said ...
