下午改一下稿：無法用順稿的方式審稿的VISIBLE FIGURES 具體數據去具體。
吃了西瓜一顆；Adi 玻璃罐沒放好，我打碎了，很麻煩，因為我是赤腳的。
晚上
A Malaysia Airlines passenger jet has reportedly crashed in eastern Ukraine in an area where separatist rebels have been engaging Ukrainian army forces in recent weeks.
建議科技部查一下本土科技院士(中研院)的論文煩掛名史。
Charles Handy
BBC 很妙，竟然有這種簡易的管理大師介紹，還有英文註解。
http://www.bbc.co.uk/worldservice/learningenglish/work/handy/handybiography.shtml
他來過台灣：著作單中可能有4~5本有漢譯。幾本書中都有他生命的故事。太太是攝影師，所以他公開的玉照都經過品管.....
我在1998年的"《轉危為安》 一首值得傳唱的史詩"有這樣一段：
http://www.bbc.co.uk/worldservice/learningenglish/work/handy/handybiography.shtml
他來過台灣：著作單中可能有4~5本有漢譯。幾本書中都有他生命的故事。太太是攝影師，所以他公開的玉照都經過品管.....
我在1998年的"《轉危為安》 一首值得傳唱的史詩"有這樣一段：
這種整體思辨的思考方式，將成為讀者與作者對話時難以跨越的門檻。譯者有幸與某些戴明博士肯定的「導師」們砌磋，對於作者的「淵博知識體系」 （Deming’s Profound Knowledge System，也可譯為「成淵之學」或「深遠知識」）之智慧，稍有認識，所以願藉本文來協助讀者作一次簡單的導遊，希望讀者能入寶山（本書為現代許多新管理學理念的百科全書）而有所得。本書可能成為傳世之作，誠如名管理哲學家韓第（Charles Handy）在其《非理性的時代》（The Age of Unreason）所說的，本書是所有主管都該讀的重要作品。韓第更學戴明式的思考法說：人類在思想上追求「真理」；而組織、企業的「真理」是什麼呢？「品質」是也！
今天讀到戴久永老師的文摘：
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Highlights:
Ricardo Semler, author and business manager, is celebrated as a role model of a Chief Executive who breaks all the traditional rules and succeeds, massively. Semler eliminated what he called 'corporate oppression" from his company, Semco: time clocks, dress codes, security procedures, privileged office spaces and perks, they all went. There were to be no receptionists or secretaries. He set up 'factory committees' to run the plants, in an attempt to get more worker involvement and Semler guaranteed that no-one could befired while serving on the committees or for at least a year afterwards. Ricardo then introduced profit-sharing schemes for all the workers. The thought that they could directly influence their own pay encouraged the committees to look for savings and to question any procedures or layers of management that didn't seem to add value. Managers were hired and fired by their own employees. More than that, the units were now inventing new businesses for themselves. And so Semco grew, entirely due to the initiatives of its workers. The workers have unrestricted access to all corporate records and are taught how to read financial reports; they set their own wages and their own production quotas. When the number of people in a Semco unit hits the 100 to 200 mark it is split in two, like it or not. Semler lists six principles that guide his always experimental company: 1. don't increase business size unnecessarily 2. never stop being a start-up 3. don't be a nanny to your workers 4. let talent find its place 5. make decisions quickly and openly 6. partner promiscuously, you can't do it all yourself. In our next talk we meet someone very different. He has been called the world's most successful business academic. He is Michael Porter. | ||||||||||||||||
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| | Some useful business words:
celebratedwell-known, famous
role modela person whose behaviour is copied or is likely to be copied by others breaks all the rulessomebody or something which goes against an accepted principle which says how things are to be done time clocksmachines which record when a worker arrives for work and punches his card dress codes rules which tell workers what to wear on the workplace security procedures a set of actions necessary to protect an organization or its employees against violence, lawbreaking etc. perks extra items given by a company to workers in addition to their salaries (such as company cars, private health insurance etc.) plants large factories worker involvement action or direct connection on the part of the workers with something fired dimissed from a job profit-sharing schemes arrangements where workers get a share of the profits of the company they work for hired employed, given a job unrestricted access to be able to obtain, reach, see something without limits production quotas fixed amount of products which should be produced a start-up a new company just beginning to do business nanny a woman employed to take care of children in a family partner promiscuously to share business with lots of different people or organizations | | ||||||||||||||
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| Links: BBC World Business Business Words in the News Other gurusThe BBC is not responsible for the content of external sites | |||||||||||||||||
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1994/11/1出版鄭明萱女士 (小讀者、丁丁) (2)與我們
郭志堅家，
愉快的心，是良好的治療；神志憂鬱，能使筋骨枯萎。
喜樂的心乃是良藥；
憂傷的靈使骨枯乾。
箴言17：22
書名與著書目的
proverb
Line breaks: prov|erb
Pronunciation: /ˈprɒvəːb
/
/
它跟尼采的關係
- 敬畏上主是智慧的肇基；只有愚昧人蔑視智慧和規律。
- 智慧的呼籲
- 智慧在街上吶喊，在通衢發出呼聲；
- 在熱鬧的街頭呼喚，在城門和市區發表言論：「
- 無知的人，你們喜愛無知；輕狂的人，你們樂意輕狂；愚昧的人，你們憎恨知識，要到何時呢﹖
- 你們應回心聽我的勸告。看，我要向你們傾吐我的心意，使你們瞭解我的言詞。
- 但是，我呼喚了，你們竟予以拒絕；我伸出了手，誰也沒有理會。
- 你們既蔑視了我的勸告，沒有接受我的忠言；
- 因此，你們遭遇不幸時，我也付之一笑；災難臨到你們身上時，我也一笑置之。
- 當災難如暴風似的襲擊你們，禍害如旋風似的捲去你們，困苦憂患來侵襲你們時，我也置之不顧。
- 那時，他們呼求我，我必不答應：他們尋找我，必尋不著我；
- 因為他們憎恨知識，沒有揀選敬畏上主，
- 沒有接受我的勸告，且輕視了我的一切規諫。
- 所以他們必要自食其果，飽嘗獨斷獨行的滋味。
- 的確，無知者的執迷不悟殺害了自己；愚昧人的漠不關心斷送了自己。
- 但是，那聽從我的，必得安居，不怕災禍，安享太平。
所謂中國的抗戰憤怒：歷史只是政治工具？藉抗戰紀念活動來掩蓋自己的歷史，包括毛澤東時代的罪行和天安門廣場的大屠殺。http://hcasia.blogspot.tw/2014/07/blog-post_17.html
台灣：國事如麻；放眼： 亞洲與美國: 所謂中國的抗戰憤怒：歷史只是政治工具？藉抗戰紀念活動來掩蓋自己的歷史，包括毛澤東時代的罪行和天安門廣場的大屠殺。
台灣：國事如麻；放眼： 亞洲與美國: 所謂中國的抗戰憤怒：歷史只是政治工具？藉抗戰紀念活動來掩蓋自己的歷史，包括毛澤東時代的罪行和天安門廣場的大屠殺。
董橋兩篇
賴格姆畫插圖畫的美女迷死人，去年在威尼斯買到他畫的《艾麗思漫
董橋文圖
http://hk.apple.nextmedia.com/
賴格姆畫插圖畫的美女迷死人，去年在威尼斯買到他畫的《艾麗思漫
董橋文圖
http://hk.apple.nextmedia.com/
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