2014年8月3日 星期日

0803 2014 日14:50雨



沈哥今年似乎想多慶生幾次。
可以。
今天用我的"同學"胡女士的故事。參考《紅蕖留夢:葉嘉瑩談詩憶往》 葉嘉瑩/口述, 張候萍/撰寫,臺北:網路與書,2014/北京:三聯,2013。在235頁,有一段我們這屆 (1975級)外文系胡守芳女士的美譽。
胡女士的故事,我去年在寫「東海的人與書」就知道,不過經葉嘉瑩先生口中說,力量當然不同:「.......還在病後修了一個建築系的學位。她也經常來聽我講課,在談話中常給我很多啟發,在生活中也給我不少協助。」
******


總之,Warren G. Bennis 教授除了提出上述能力之論述,還提出領導力的「愛與信任模式」 (Love and trust model) ,即領導人要能本能地與意義,美,人生價值等結合。更能與獻身 (dedication) 或「對工作之愛」概念相結合。即能兼顧對於品質的堅持,進而激發人去獻身於理想的落實,努力工作,產生高績效又高活力的組織和團隊。他認為對於對於領導人格的探討,乃是我們的一個重要的課題。


……在我六十五年的顧問生涯中,不管是在一般企業或是非營利機構,與我共事過的幾位出色的領導者,也都不是所謂天生的領導者。他們擁有不同的人格特質,各有不同的主張和價值觀,也各有不同的特長和弱點,從極端外向的到近乎遺世獨立的都有。但他們成功的原因是一樣的,就是他們都堅定地奉行以下的八個原則:

 他們會問:什麼是必須做的?

 他們會問:什麼是對企業有利的?

 他們會發展出一套行動方案。

 他們會負起責任並做出決策。

 他們會建立一個有效的溝通模式。

 他們會專注於現有的機會。

 他們會使會議具有建設性。

 他們所想、所說的都會以「我們」為中心。…….






Photo

Warren G. Bennis in 2012.CreditPhil Channing/University of Southern California

Continue reading the main storyShare This Page
Warren G. Bennis, an eminent scholar and author who advised presidents and business executives on his academic specialty, the essence of successful leadership — a commodity he found in short supply in recent decades — died on Thursday in Los Angeles. He was 89.
The University of Southern California, where he had been a distinguished professor of business administration for more than 30 years, announced his death on Friday. He lived in Santa Monica, Calif.
Professor Bennis wrote more than 30 books on leadership, a subject that grabbed his attention early in life, when he led a platoon during World War II at the age of 19.
“I look at Peter Drucker as the father of management and Warren Bennis as the father of leadership,” William W. George, a professor at the Harvard Business School and a former chief executive of the medical device company Medtronic, said in an interview in 2009.
As a consultant, Professor Bennis was sought out by generations of business leaders, among them Howard D. Schultz, the chief executive of Starbucks, who regarded him as a mentor. Presidents John F. Kennedy, Lyndon B. Johnson, Gerald R. Ford and Ronald Reagan all conferred with him.

Photo

"Still Surprised" by Professor Bennis.

As an educator, he taught organizational studies at Harvard, Boston University and the M.I.T. Sloan School of Management.
Professor Bennis believed in the adage that great leaders are not born but made, insisting that “the process of becoming a leader is similar, if not identical, to becoming a fully integrated human being,” he said in an interview in 2009.  Both, he said, were grounded in self-discovery.
In his influential book “On Becoming a Leader,” published in 1989, Professor Bennis wrote that a successful leader must first have a guiding vision of the task or mission to be accomplished and the strength to persist in the face of setbacks, even failure. Another requirement, he said, is “a very particular passion for a vocation, a profession, a course of action.”
“The leader who communicates passion gives hope and inspiration to other people,” he wrote.
Integrity, he said, is imperative: “The leader never lies to himself, especially about himself, knows his flaws as well as his assets, and deals with them directly.”
So, too, are curiosity and daring: “The leader wonders about everything, wants to learn as much as he can, is willing to take risks, experiment, try new things. He does not worry about failure but embraces errors, knowing he will learn from them.”
But Professor Bennis said he found such leadership largely missing in the late 20th century in all quarters of society — in business, politics, academia and the military. In “On Becoming a Leader,” he took aim at corporate leadership, finding it particularly ineffectual and tracing its failings in part to corporate corruption, extravagant executive compensation and an undue emphasis on quarterly earnings over long-term benefits, both for the business itself and society at large.
He worried until recently about what he called a “leadership vacuum” in America, a problem he said was caused to a great extent by a lack of high-quality leadership training at the nation’s business schools.
A dearth of visionary business leaders, he said, meant that companies were being led more by managers of the bottom line than by passionate, independent thinkers who could steer an organization effectively.
“We are at least halfway through the looking glass, on our way to utter chaos,” he wrote in “On Becoming a Leader.” “When the very model of a modern manager becomes C.E.O., he does not become a leader, he becomes a boss, and it is the bosses who have gotten America into its current fix.”
Warren Gamaliel Bennis was born in the Bronx on March 8, 1925. He grew up in Westwood, N.J., during the Great Depression. In 1933, his father, a shipping clerk, was fired “with no appeal and no justification,” Professor Bennis recalled in an interview for this obituary in February.
“I was struck at how he was left in a situation where you are helpless, where the next morning you are out of work,” he added. “For the next three or four months, he was loading illegal booze on the Mafia’s trucks to keep food on the table.”
The experience taught him about the power of organizations and their impact on lives. “That will never happen to me,” he recalled thinking. “I will never lose my power to affect my own life.”
With the outbreak of World War II, he enlisted in the Army and completed officers’ training at Ft. Benning, Ga. In 1944, as a newly commissioned 19-year old lieutenant, he became one of the youngest platoon leaders to serve in Europe, arriving just as the Battle of the Bulge was concluding. He was awarded both a Purple Heart and a Bronze Star. 
After the war he enrolled at Antioch College in Ohio and earned a bachelor’s degree in 1951. Its innovative president, Douglas McGregor, a social psychologist, had taken him under his wing and recommended him to M.I.T. for postgraduate work. There he completed a doctorate in economics, studying under Paul A. Samuelson, Franco Modigliani and Robert M. Solow, all of whom were later awarded the Nobel in economic science. Organizational behavior was an emerging academic discipline, and Professor Bennis immersed himself in it.
In the late 1960s Professor Bennis took a break from theoretical work and accepted an appointment as provost of the State University of New York at Buffalo for four years. That was followed by a seven-year stint as president of the University of Cincinnati.
A heart attack in 1979 during an academic conference in England sidelined him for three months of recuperation. After returning to the United States he joined U.S.C. in 1980 as a business professor.
Reinvigorated, Professor Bennis wrote a series of influential books, including “Leaders: Strategies for Taking Charge” and “Why Leaders Can’t Lead,” and began advising business and political leaders more regularly.
Professor Bennis’s first marriage, in 1962, to Clurie Williams, ended in divorce. He is survived by his wife, Dr. Grace Gabe, a physician he married in 1992; his children from his first marriage, Katherine, John and Will Bennis; his stepdaughters, Nina Freedman and Eden Steinberg; six grandchildren; and four step-grandchildren.
Since 1999 Professor Bennis had been chairman of the advisory board of the Center for Public Leadership at the John F. Kennedy School of Government at Harvard. His memoir, “Still Surprised,” was published in 2010.
In recent years Professor Bennis became more optimistic about the next wave of business leaders, labeling it “the Crucible Generation,” which he said compared favorably to his own World War II generation.
Rather than hubris and arrogance, he said, this new generation’s brand of leadership may well be characterized by “respect, not just tolerance.” He saw signs that business leaders in the decades to come, inheriting a diverse and complex global environment, would have a better understanding of the territory in which they lead — what he called “contextual intelligence.”
“The truth,” he wrote in an essay in Forbes magazine in 2009, “may be that history, in its kindness, gave this new generation a grand crucible challenge, as it did my own. The young of today have been summoned to receive that same kindness through the collective failures of their elders.”



《拾花入夢記:李渝讀紅樓夢》2011

Hanching Chung (Books 書海微瀾) - 1 小時前
*李渝*(1944年1月23日-2014年5月5日) - 《拾花入夢記:李渝讀紅樓夢》(台北:印刻文學,2011) - 很難得的一本讀書、讀畫心得。 我的貢獻是為第10篇 《探春去南方 》補上 《延伸閱讀:請給我們海洋——簡˙奧斯婷的《勸導》 》——不只是李渝提到胡適認為《紅樓夢》是自然主義寫法,更因為她融會貫通中外名著的土地、人物與海洋的精神。 約十年前知道志文版《勸導》的中譯筆者,也精讀《法國中尉的女人》和其作者產業故事。 內容簡介 大多數小說家寫完第一層,重現表面的聲光動作以後就會停筆,張愛玲可以繼續寫下去,寫進第二或三層,沈從文、福樓拜、契訶夫、普魯斯特等則可入五、六、七等層。曹雪芹的筆氣特長,不慌不忙,慢陳細訴,進入了數不清的好幾層。 一件生活上的小事滉漾出不止的漣漪,一種心情牽引出另一種心情,一節感受醞生出再一節感受,層層入裡,綿延不絕。這裡《脂批》「寫形不難,寫心維難也」,從第一層漸入許多層,正是從「寫形」到「寫心」的維難過程。──李渝,〈平兒理妝〉 這或是一個小說作者跨越時空向另一位優秀小說家致敬,並透過書寫進行更深刻觀想、理解、體味的美感旅程。 作家李渝自六○年代開始小說寫作,《溫州街的故事》、《應答的鄉岸》、《夏日踟躇》、《金絲猿的故事》等幾部作品膾炙人口,與沈從文的抒情風格一脈相承。作家駱以軍有段話說李渝:她在招魂「渡引」人物進入故事隧... 更多 »

尤物 (bombshell)不見得是花瓶

Hanching Chung (譯藝) - 2 小時前
bombshell *INFORMAL* A very attractive woman:)悩殺的な美女.公眾形象為花瓶的好萊塢豔星海蒂·拉瑪提供了不停更換無線電頻率、*a twenty-year-old blonde bombshell* - Hedy Lamarr 海蒂·拉瑪1914-2000 :An Inventive Hollywood... 花瓶 譏稱妝扮漂亮而不具真正能力,也不做實際工作的女人。如:「那位女演員不過是個花瓶,沒什麼演技可言。」

Hedy Lamarr 海蒂·拉瑪1914-2000 :An Inventive Hollywood Star

Hanching Chung (People 人物) - 3 小時前
發現,是無法事先計畫的。--- 歐文‧朗繆爾 (Irving Langmuir) (1881-1957美國化學家,以燈泡設計突破等聞名——譯註) An Inventive Hollywood Star From filming nude scenes for 'Ecstasy' in 1933 to devising radio-controlled torpedoes meant to foil German defenses in World War II. HENRY PETROSKI December 16, 2011 In his new book, Richard Rhodes, the author of acclaimed histories of the atomic and hydrogen bombs, tells the story of a 1940s Hollywood bombshell and her fascination with military-weapon design. Yet even though "Hedy's Folly" ostensibly concerns, as the subtitle has it, "the life and breakthrough inventions of H... 更多 »

Henry Petroski《工程、設計與人性》(To Engineer Is Human);“牙籤: The Toothpick: Technology and Culture”,書評

Hanching Chung (Books 書海微瀾) - 4 小時前
Henry Petroski 的書都值得一讀。 氣爆、空難,管線與裂縫 @ 經濟新潮社EcoTrend官方部落格 :: 痞客邦 PIXNET :: 高雄氣爆事件,以及飛機空難,這類工程事故或許可以歸結到一些最常見的工程問題—&... ECOCITE.PIXNET.NET|由 ECOTREND (ECOCITE) 上傳 - Aug 03 Sun 2014 10:06 - 氣爆、空難,管線與裂縫 高雄氣爆事件,以及飛機空難,這類工程事故或許可以歸結到一些最常見的工程問題, 也就是失效(failure),以及疲勞(fatigue)。 原本,工程設計的首要目標,就是避免「失效」: 希望結構體可以依預期而運作,直到結構壽命終了為止。然而,如果管線因為金屬疲勞等原因,而產生裂縫,裂縫不斷擴大,到結構難以支撐,最嚴重的會造成斷裂,這就是工程的失敗或失效,也是工程設計上竭力要避免的情況。 高雄氣爆,應是和管線洩漏有關,而裂縫(crack)的產生,通常是工程意外的開始。 還有,環境也是決定結構安全的重要因素。你無法建一座和以往成功經驗一模一樣的橋,在同一個地方,因為即使地點不變,時間、土質、天候都會不同。因此即使是最保守的設計師,完全師法過去安全的設計,也難以完全避免意外發生。這說明了為什麼工程意外的機率要降到0是如此困難的原因。 這是Henry P... 更多 »

重要的少數品牌的經營: P&G擬砍100品牌

Hanching Chung (管理學新生) - 4 小時前
基本的管理學Preto 原理的應用 全球消費龍頭 P&G擬砍100品牌保留幫寶適等金雞母 Puma及Anna Sui恐遭裁 2014年08月03日 幫寶適是全球知名紙尿布產品,更是P&G的賺錢品牌。莊宗達攝 削減成本 【王秋燕╱綜合外電報導】全球最大消費品公司P&G(Procter and Gamble)宣布品牌去蕪存菁計劃,將出售、停產或裁撤多達100個品牌,以削減成本、集中資源在最重要的品牌上發展。 為提振公司營運,P&G執行長拉夫利(A.G. Lafley)於財報發表中發布上述重大計劃,他指出,P&G將保留的70~80個品牌,這些品牌過去3年對於整體營收貢獻度高達90%,獲利貢獻度更高達95%。 ------------------------------ P&G可能留存或裁撤品牌名單 80品牌獲利貢獻95% 拉夫利並未公布旗下品牌可能留存或裁撤的名單。根據《華爾街日報》報導,P&G旗下的幫寶適(Pampers)、吉列(Gillette)、Olay、SK-II都是金雞母品牌,這些知名品牌將會留存,可能被裁撤或出售的品牌包括Anna Sui、Puma、Ausonia 與Essex等。 報導指出,P&G在2014年度(至今年6月)營收達830億美元(約2.49兆台幣),幫寶適就貢獻出210億美元(約6300億台幣),Olay也有195億美元(約5850億台... 更多 »

腳皮破裂問題的可以試試哦!
用半蓋漱口水,
半杯醋,
加溫水,
泡15分鐘。

沒有留言: