近讀《臺大文史哲學報》，翻到侯印國［南京大學古典文獻學系碩士生］：〈清怡親王府藏書考論：以新發現的《影堂陳設書目錄》為中心〉（《臺大文史哲學報》，第80期，2014，頁109-143），饒有趣味。
「怡府藏書未受到應有的關注。怡府實是清代乃至整個中國藏書史上藏書最多的重要藏書家之一。學界對其藏書的來源、流向、規模及刻書情況、《怡府書目》的編纂時間、怡府主人名號等均存在錯誤的認識，尤其是其藏書來自徐乾學、季振宜的舊說，以及將怡府安樂堂、明善堂與乾隆樂善堂相混淆等錯誤，被學界陳陳相因，沿誤至今。本文利用新發現的怡府書目《影堂陳設書目錄》，及其他新的珍貴材料，並對分藏世界二十餘圖書館的怡府舊藏書籍數百種予以考察，對怡府藏書做系統的考論，在怡府藏書之規模、書目之編纂、藏書之聚散及怡府藏書樓名、刻書情況等各個方面提出新的認識。」
侯氏踏遍大江南北，考察多家圖書館中的怡府藏書，足跡南至澳門大學圖書館，獨欠比鄰的香港。
於是翻開母校圖書館的善本書錄（饒宗頤編著：《香港大學馮平山圖書館藏善本書錄》），至第五至六頁，赫然眼前的是「安樂堂藏書記」和「明善堂珍藏書畫印記」，原來是萬曆刻本的《周易古今文全書》。無閑再翻，想非孤例。或可再查賈晉華主編的《香港所藏古籍書目》，必有所獲。
Sunday, 6 December 2015
Wednesday, 2 December 2015
The Ivory Tower
Research universities announcing seemingly meaningful but domineeringly useless and pompous claims about their cutting-edge research or discovery is no new.
Abstract: This is a historical survey of how and why the notion of the Ivory Tower became part of twentieth- and twenty-first-century cultural vocabularies. It very briefly tracks the origins of the tag in antiquity, documents its nineteenth-century resurgence in literary and aesthetic culture, and more careful assesses the political and intellectual circumstances, especially int he 1930s and 1940s, in which it became a common phrase attached to universities and to features of science and in which it became a way of criticizing practices and institutions deemed to be 'irrelevant'. The paper concludes by reflecting on the tag's relationship to pervasive cultural tropes and how its modern history may be used to appreciate better where science and its academic setting now stand in the ancient debate between the active and contemplative lives.
"...following the figure of the Ivory Tower is tracing the historical trajectory of schemes linking knowledge and the polity, epistemic and social virtue." (25)
"It started as a religious figure, which it remained until nineteenth-century writers respecified it in an artistic context. Its subsequent mobilization to say something about what a university was and should be, and the conditions the university provided for the production of knowledge, largely happened during and after the Second World War, as did its relocation from comment on the imaginative arts to those practices which had the potential to produce materially useful goods - the sciences, engineering and the knowledge of the professional schools in particular...the cultural geography of Ivory Tower usages tracks changes in the recognized social value of different intellectual practices."
"it is a modern instantiation of the ancient religious and secular debate over the active and contemplative lives, negotium and otium: is it better, more virtuous, more authentically human to be engaged with civic affairs or is it better - from time to time or always - intentionally to live apart from the polis?" (26)
Steven Shapin's "The Ivory Tower: the history of a figure of speech and its cultural uses," British Journal for the History of Science, 43:1, 1-27.
Abstract: This is a historical survey of how and why the notion of the Ivory Tower became part of twentieth- and twenty-first-century cultural vocabularies. It very briefly tracks the origins of the tag in antiquity, documents its nineteenth-century resurgence in literary and aesthetic culture, and more careful assesses the political and intellectual circumstances, especially int he 1930s and 1940s, in which it became a common phrase attached to universities and to features of science and in which it became a way of criticizing practices and institutions deemed to be 'irrelevant'. The paper concludes by reflecting on the tag's relationship to pervasive cultural tropes and how its modern history may be used to appreciate better where science and its academic setting now stand in the ancient debate between the active and contemplative lives.
"...following the figure of the Ivory Tower is tracing the historical trajectory of schemes linking knowledge and the polity, epistemic and social virtue." (25)
"It started as a religious figure, which it remained until nineteenth-century writers respecified it in an artistic context. Its subsequent mobilization to say something about what a university was and should be, and the conditions the university provided for the production of knowledge, largely happened during and after the Second World War, as did its relocation from comment on the imaginative arts to those practices which had the potential to produce materially useful goods - the sciences, engineering and the knowledge of the professional schools in particular...the cultural geography of Ivory Tower usages tracks changes in the recognized social value of different intellectual practices."
"it is a modern instantiation of the ancient religious and secular debate over the active and contemplative lives, negotium and otium: is it better, more virtuous, more authentically human to be engaged with civic affairs or is it better - from time to time or always - intentionally to live apart from the polis?" (26)
Steven Shapin's "The Ivory Tower: the history of a figure of speech and its cultural uses," British Journal for the History of Science, 43:1, 1-27.
Sunday, 18 October 2015
香港日佔時期的中小學教科書
南京敎育部編審委員會，香港總督部指定敎科書：
國定敎科書初中代數 (1943)
國定敎科書初中公民 v1-2 (1943)
國定敎科書初中動物 v1-2 (1943)
國定敎科書初中化學 (1943)
國定敎科書初中國文 v1-2 (1943)
國定敎科書初中外國史 (1943)
國定敎科書初中外國地理 (1943)
國定敎科書初中日語 (1942)
國定敎科書初中本國史 v1-2 (1943)
國定敎科書初中本國地理 v1-4 (1943)
國定敎科書初中植物 v1-2 (1943)
國定敎科書初中生理衛生 (1942)
國定敎科書初中算術 (1943)
國定敎科書初小常識 (1943)
國定敎科書高小公民 v1 -4(1943)
國定敎科書高小地理 (1943)
國定敎科書高小歷史 v1-4 (1943)
國定敎科書高小算術 v1-4 (1943)
國定敎科書高小自然 v1-4 (1943)
國定敎科書初中代數 (1943)
國定敎科書初中公民 v1-2 (1943)
國定敎科書初中動物 v1-2 (1943)
國定敎科書初中化學 (1943)
國定敎科書初中國文 v1-2 (1943)
國定敎科書初中外國史 (1943)
國定敎科書初中外國地理 (1943)
國定敎科書初中日語 (1942)
國定敎科書初中本國史 v1-2 (1943)
國定敎科書初中本國地理 v1-4 (1943)
國定敎科書初中植物 v1-2 (1943)
國定敎科書初中生理衛生 (1942)
國定敎科書初中算術 (1943)
國定敎科書初小常識 (1943)
國定敎科書高小公民 v1 -4(1943)
國定敎科書高小地理 (1943)
國定敎科書高小歷史 v1-4 (1943)
國定敎科書高小算術 v1-4 (1943)
國定敎科書高小自然 v1-4 (1943)
Friday, 11 September 2015
Peter Pan in colonial Shanghai
Peter Pan! Peter Pan was one of my favourite characters in my childhood and I was thrilled to see the following advertisement of this play presented by the Shanghai Public School for Girls in the Shanghai-based nationwide English newspaper North-China Daily News in the 1920s.
(NCDN, 10 January, 1920, front page)
Thursday, 10 September 2015
professionalization of everything
"professionalization of everything - the provision of degrees for so many different kinds of work - is one form in which higher education acts opportunistically. That is: it attracts more customers for credit hours with the (increasingly hollow promise of the kinds of security nostalgically associated with the classical professions of law, medicine, education, and so forth." (p. 148)
- Marc Bousquet's How the university works : higher education and the low-wage nation (New York: New York University Press, 2008), p. 148.
Recommended list:
Cary Nelson's No university is an island : saving academic freedom (New York: New York University Press, 2010), and the right-wing activist David Horowitz's The professors : the 101 most dangerous academics in America (Washington, DC: Regnery Pub., 2006).
- Marc Bousquet's How the university works : higher education and the low-wage nation (New York: New York University Press, 2008), p. 148.
Recommended list:
Cary Nelson's No university is an island : saving academic freedom (New York: New York University Press, 2010), and the right-wing activist David Horowitz's The professors : the 101 most dangerous academics in America (Washington, DC: Regnery Pub., 2006).
Tuesday, 8 September 2015
蘇格蘭遊學指南
林汝耀等：《蘇格蘭遊學指南》（《走向世界叢書》，長沙：嶽麓書社，1985。據光緒三十四年（1908）鉛印本，楊向群標點）。
林汝耀，字慧生，江蘇金壇人。光緒年間留學蘇格蘭格蘭斯哥大學，習工科船政，1907留蘇學生會副書記。
林汝耀，字慧生，江蘇金壇人。光緒年間留學蘇格蘭格蘭斯哥大學，習工科船政，1907留蘇學生會副書記。
序；
蘇格蘭大學簡言；
蘇格蘭大學學期；
蘇格蘭大學考試；
大學學科課目；
愛丁堡農專門學校調查；
格蘭斯哥工藝專門學校調查；
工廠實習調查；
遊學費用；
來蘇旅行；
留蘇學生姓氏錄；
進校試題一覽（系本年者）；
附錄：
英國全境大學調查；
英國船政小史；
船政之學法；
謹告華商之與賽博覽會者。
序：
蘇格蘭大學簡言；
蘇格蘭大學學期；
蘇格蘭大學考試；
大學學科課目；
愛丁堡農專門學校調查；
格蘭斯哥工藝專門學校調查；
工廠實習調查；
遊學費用；
來蘇旅行；
留蘇學生姓氏錄；
進校試題一覽（系本年者）；
附錄：
英國全境大學調查；
英國船政小史；
船政之學法；
謹告華商之與賽博覽會者。
序：
近日言遊學者，首日本，美次之，英、德、法、比又次之。西風東漸，中土求學者流，無遠弗屆。近頃調查，我國留學英倫者，牛津、圜橋大學及倫敦大學而外，利物浦、孟溪斯多、牛街沙、利慈、盤明亨、歇菲爾等處，無不有中國學生。朝陽鳴鳳，蔚為吉人，此其時矣。而蘇格蘭境內，識時俊髦，翩然來者，寥如晨星。豈不以地稍遠，商務稀，前無為之呼，斯後無為之應哉！
比數年來，邦人篤學之士，考察蘇境學界，不亞於英倫。於是聲應氣求，公費私費諸生，來者賡續。愛丁堡前年中國學生不過三四人，今則增而為十有一人（頁605）矣。格蘭斯哥前年中國學生僅人，今則驟增而為十六人矣。此外洈北淀一城，亦有中國學生數人，類多受課於中學，從事預備，待入專科。我國同學，方色然以喜，幸氣類子孤，可與樂群而進業也。雖然，以蘇格蘭全境，大學校四，學生盈萬，而我國留學者乃區此二十餘人。衡諸德法諸國，不過十之一；衡諸美國，不過百之一；衡諸日本，更無論矣。
英以實業立國。蘇格蘭各校，實業科學，頡頏英倫。而藝學發明家，如對數學之訥皮亞，汽機學之占士瓦，物理學之克爾芬等，並為各國崇仰。近年其學部復加意振興藝學，於理化、工程、醫術各門，皆極力擴充。我國學者乃珊珊其來遲，豈輪帆之艱阻，抑介紹有未周？旅蘇同人，以為徒閉戶自精，不舉所知以為同胞餉，非所以盡留學義務也。乃於今春，聯愛丁堡、格蘭斯哥兩地同志，立一留蘇中國學生會。就各人所肄業、所閱歷可以為來學助者，類集務分，編為小冊。俾內地志士，得以詳考情勢，從其所好，早定方針。苟發軔其不迷，蓋展裳而相就，斯編雖陋，或有取焉。（頁606）
又可參考：劉曉琴：《中國近代留英教育史》（天津：南開大學出版社，2005）。
Sunday, 6 September 2015
看花
銀杏葉落，杜鵑花開。學期完結，考試伊始。
每天沿著山邊小經步行回到辦公室，細看兩旁樹木的四季變化。
走到荷花池，豁然開朗，抬頭仰望，灰白色的大樓上，畫上兩行嬌艷的鮮紅。
三、四月間，朋友們都飛到日本去。屏息靜氣地看花。時值櫻花盛放，櫻花也在臉書盛放。
附近的公共屋邨有一棵紅花馬蹄甲，佇立在公園邊陲，沒人理會。
我獨愛拐個彎，慢慢地走到紅花樹下，舉目仰望，欣賞她的美。
看美麗的花，何需遠道東洋，花不就在咫尺之間嗎？
－寫於五月間
每天沿著山邊小經步行回到辦公室，細看兩旁樹木的四季變化。
走到荷花池，豁然開朗，抬頭仰望，灰白色的大樓上，畫上兩行嬌艷的鮮紅。
三、四月間，朋友們都飛到日本去。屏息靜氣地看花。時值櫻花盛放，櫻花也在臉書盛放。
附近的公共屋邨有一棵紅花馬蹄甲，佇立在公園邊陲，沒人理會。
我獨愛拐個彎，慢慢地走到紅花樹下，舉目仰望，欣賞她的美。
看美麗的花，何需遠道東洋，花不就在咫尺之間嗎？
－寫於五月間
Thursday, 3 September 2015
brilliant quotes on education
"We are shut up in schools and college recitation rooms for ten or fifteen years, and come out at last with a bellyful of words and do not know a thing."
- Ralph Waldo Emerson, poet
"Nothing in education is so astonishing as the amount of ignorance it accumulates in the form of inert facts."
- Henry Brooks Adams, writer
"Education is what survives when what has been learned has been forgotten."
- B. F. Skinner, psychologist
"I have never let my schooling interfere with my education."
- Mark Twain, writer
"Your learning is useless to you till you have lost your textbooks, burnt your lecture notes, and forgotten the minutiae which you learned by heart for the examination."
- Alfred North Whitehead, philosopher
- Ralph Waldo Emerson, poet
"Nothing in education is so astonishing as the amount of ignorance it accumulates in the form of inert facts."
- Henry Brooks Adams, writer
"Education is what survives when what has been learned has been forgotten."
- B. F. Skinner, psychologist
"I have never let my schooling interfere with my education."
- Mark Twain, writer
"Your learning is useless to you till you have lost your textbooks, burnt your lecture notes, and forgotten the minutiae which you learned by heart for the examination."
- Alfred North Whitehead, philosopher
Monday, 31 August 2015
55 essential ideas to help smart people
The rules of business: 55 essential ideas to help smart people (and organizations) perform at their best / by Fast company's editors and writers, and Paul B. Brown. (New York : Doubleday, 2005).
illuminating quotes from famous or important figures in different fields.
Chapter 1 - Change
#1 The first rule of business is the same as the first rule of life: Adapt or die.
#2 Innovation is difficult and often painful. But there is no alternative. (See Rule 1: Adapt or die.)
#3 When should you initiate change? When things are going perfectly.
#4 Regardless of how realistic you think you are being, the change process will take three times as long as you like.
Chapter 2 - Communication
#5 Employees need to know—in painstaking detail—what you want to do and why. They need to hear it again and again. Don’t forget: It’s impossible for them to hear it too often.
#6 If you can’t communicate, you can’t lead.
#7 If you can’t get your message across quickly, you aren’t going to get it across at all.
Chapter 3: Creativity and Innovation
#8 Nothing is more overrated than a new idea. Ideas by themselves are worthless. It’s what you do with them that matters.
#9 If your cool new product or service doesn’t generate enough money to cover costs and make a profit, it isn’t innovation, it’s art. If you covet awards, go to Hollywood.
#10 Make innovation pay its way. Business units should have to fund the research they want, instead of receiving a handout from corporate. Having to pay for it is a sure way to guarantee that the research is going to be focused.
Chapter 4: Customer Service
#11 In the proverbial 10 words or less, here is the key to customer service: Ask customers what they want, and give it to them.
Chapter 5: Decision Making
#12 “No” is the second best answer you can get to any question you ask.
#13 Not deciding is a decision. That’s the problem with procrastinating.
#14 It is extremely hard to make a list of all the things you haven’t thought of. That explains why it is important to open up the decision-making process to as many people as possible.
Chapter 6: Welcome to the Design Revolution
#15 Design will be the next place companies battle for competitive advantage.
#16 Yes, it is important to be innovative, eye-catching, and fun. But if consumers can’t easily use your design, they won’t buy your product.
Chapter 7: Execute!
#17 If you don’t execute, you won’t accomplish a thing.
#18 Hold people accountable. Reward those who execute. Coach those who don’t. And if they still don’t get it, fire them. You aren’t helping them, or the organization, by having them stick around.
Chapter 8: Hiring and Developing and Retaining Great Employees
#19 No matter how overwhelmed you are with work, it is always better to hire no one than to hire the wrong person.It sounds so basic, but the rule is violated every day everywhere—with disastrous results.
#20 A players hire A players, B players hire C players, and C players hire losers. Let your standards slip once and you’re only two generations away from death.
#21 If you lose great people, you lose success. It’s that simple.
Chapter 9: Technology Is Not a Strategy
#22Technology is not the answer. It can enable and support the corporate vision, but by itself, technology will not give you a competitive advantage.
#23Operational silos are bad anywhere. But they are especially crippling when it comes to information technology (IT), which is vital to almost every organization’s success.
Chapter 10: Knowledge
#24 Don’t have your people waste time figuring out what someone else in the company has already discovered. Create and maintain an efficient knowledge management system to share experiences companywide.
#25 Data are a series of facts. Information is a lot of data about a topic combined with some context. Ideally companies want to manage information in such a way that it yields knowledge: information that has been processed in such a way that it can be used for competitive advantage.
Chapter 11: Leadership
#26 The principles governing how you lead must remain absolutely constant. How you express them must vary every single time, depending on your audience. You need to make sure they understand what you are trying to do—and what their role is.
#27 Leaders lead.
#28 Leadership is the art of getting people to do what you want because they want to.
#29 Leaders need to say two things: “This is where we are going,” and “This is why we need you to help us get there.”
Chapter 12: Life and Career
#30 Achieving balance in your life is a time-management problem and needs to be treated as such. What that means is you figure out what you absolutely must accomplish in your personal and professional lives, and let everything else slide.
#31 You can do anything, but not everything.
#32 Take breaks. Not only will it make you more productive, if you go out and see the world you are bound to spot opportunities.
Chapter 13: Managing
#33 Great managers are just as important as great leaders.
#34 The closer top management is to the customer, the more successfuI an organization is Iikely to be.
#35 Your employees are never going to know how they are doing—and how they can do better—unless you tell them.
Chapter 14: Marketing
#36 Nothing happens in business until the customer says yes.
#37 If the dogs won’t eat the dog food, it is bad dog food. Period. Similarly, if customers won’t buy your product or service, you are not giving them what they either want or need. It’s your fault, not theirs.
#38 Every communication with a customer must answer the two questions that they always have (even if they don’t always express them to you): “What do you have and why should I care?”
#39 Our three rules of advertising: Don’t insult us, tell the truth, and have a sense of humor. Violate these rules at your own peril.
Chapter 15: The Organization and Corporate Culture
#40 We get the kind of organization we deserve.
#41 If you have a senior vice president of administration, something is terribly wrong. You shouldn’t need a bureaucracy to manage thebureaucracy. In fact, you shouldn’t have a bureaucracy at all.
#42 Ultimately, everything is personal.
Chapter 16: Teamwork and Partnerships
#43 The whole is greater than the sum of its parts. If not, you have a serious management challenge on your hands.
#44 In well-run companies, everyone is needed but no one is indispensable. In other words, teamwork is built in.
#45 Just because everyone wears the same uniform does not mean they are a team.
Chapter 17: Risk
#46 Let us edit a long-standing cliché: No prudent risk, no fairly predictable rewards.
Chapter 18: Social Responsibility, Trust, and Ethics
#47 You can’t be a little bit ethical. Either you are ethical or you are not. There is no in-between.
#48 Everybody must understand and internalize the company’s core values. Doing so frees up time, because you don’t have to debate the organization’s core beliefs. Everyone knows what they are. It also frees resources. When people know what they are supposed to do, they need less supervision.
#49 If it is not right, don’t do it; if it is not true, don’t say it.
Chapter 19: Speed
#50 In today’s economy, it’s the fast companies that trounce the slow.
#51 Look to streamline your operation everywhere. The cumulative effect can be astonishing.
#52 Just because you occasionally step on the accelerator doesn’t mean you can keep it floored indefinitely. Organizations can run flat out only for short periods.
Chapter 20: Strategy and Growth
#53 If you don’t know where you are going, any road will take you there. You need a clear strategy and a clear direction, one that everyone in the organization understands as well as you do.
#54 As IBM’s Tom Watson would say: Think!
Chapter 21: The Link Between Success and Failure
#55 If you haven’t had one spectacular failure in your life, you haven’t tried hard enough.
illuminating quotes from famous or important figures in different fields.
Chapter 1 - Change
#1 The first rule of business is the same as the first rule of life: Adapt or die.
#2 Innovation is difficult and often painful. But there is no alternative. (See Rule 1: Adapt or die.)
#3 When should you initiate change? When things are going perfectly.
#4 Regardless of how realistic you think you are being, the change process will take three times as long as you like.
Chapter 2 - Communication
#5 Employees need to know—in painstaking detail—what you want to do and why. They need to hear it again and again. Don’t forget: It’s impossible for them to hear it too often.
#6 If you can’t communicate, you can’t lead.
#7 If you can’t get your message across quickly, you aren’t going to get it across at all.
Chapter 3: Creativity and Innovation
#8 Nothing is more overrated than a new idea. Ideas by themselves are worthless. It’s what you do with them that matters.
#9 If your cool new product or service doesn’t generate enough money to cover costs and make a profit, it isn’t innovation, it’s art. If you covet awards, go to Hollywood.
#10 Make innovation pay its way. Business units should have to fund the research they want, instead of receiving a handout from corporate. Having to pay for it is a sure way to guarantee that the research is going to be focused.
Chapter 4: Customer Service
#11 In the proverbial 10 words or less, here is the key to customer service: Ask customers what they want, and give it to them.
Chapter 5: Decision Making
#12 “No” is the second best answer you can get to any question you ask.
#13 Not deciding is a decision. That’s the problem with procrastinating.
#14 It is extremely hard to make a list of all the things you haven’t thought of. That explains why it is important to open up the decision-making process to as many people as possible.
Chapter 6: Welcome to the Design Revolution
#15 Design will be the next place companies battle for competitive advantage.
#16 Yes, it is important to be innovative, eye-catching, and fun. But if consumers can’t easily use your design, they won’t buy your product.
Chapter 7: Execute!
#17 If you don’t execute, you won’t accomplish a thing.
#18 Hold people accountable. Reward those who execute. Coach those who don’t. And if they still don’t get it, fire them. You aren’t helping them, or the organization, by having them stick around.
Chapter 8: Hiring and Developing and Retaining Great Employees
#19 No matter how overwhelmed you are with work, it is always better to hire no one than to hire the wrong person.It sounds so basic, but the rule is violated every day everywhere—with disastrous results.
#20 A players hire A players, B players hire C players, and C players hire losers. Let your standards slip once and you’re only two generations away from death.
#21 If you lose great people, you lose success. It’s that simple.
Chapter 9: Technology Is Not a Strategy
#22Technology is not the answer. It can enable and support the corporate vision, but by itself, technology will not give you a competitive advantage.
#23Operational silos are bad anywhere. But they are especially crippling when it comes to information technology (IT), which is vital to almost every organization’s success.
Chapter 10: Knowledge
#24 Don’t have your people waste time figuring out what someone else in the company has already discovered. Create and maintain an efficient knowledge management system to share experiences companywide.
#25 Data are a series of facts. Information is a lot of data about a topic combined with some context. Ideally companies want to manage information in such a way that it yields knowledge: information that has been processed in such a way that it can be used for competitive advantage.
Chapter 11: Leadership
#26 The principles governing how you lead must remain absolutely constant. How you express them must vary every single time, depending on your audience. You need to make sure they understand what you are trying to do—and what their role is.
#27 Leaders lead.
#28 Leadership is the art of getting people to do what you want because they want to.
#29 Leaders need to say two things: “This is where we are going,” and “This is why we need you to help us get there.”
Chapter 12: Life and Career
#30 Achieving balance in your life is a time-management problem and needs to be treated as such. What that means is you figure out what you absolutely must accomplish in your personal and professional lives, and let everything else slide.
#31 You can do anything, but not everything.
#32 Take breaks. Not only will it make you more productive, if you go out and see the world you are bound to spot opportunities.
Chapter 13: Managing
#33 Great managers are just as important as great leaders.
#34 The closer top management is to the customer, the more successfuI an organization is Iikely to be.
#35 Your employees are never going to know how they are doing—and how they can do better—unless you tell them.
Chapter 14: Marketing
#36 Nothing happens in business until the customer says yes.
#37 If the dogs won’t eat the dog food, it is bad dog food. Period. Similarly, if customers won’t buy your product or service, you are not giving them what they either want or need. It’s your fault, not theirs.
#38 Every communication with a customer must answer the two questions that they always have (even if they don’t always express them to you): “What do you have and why should I care?”
#39 Our three rules of advertising: Don’t insult us, tell the truth, and have a sense of humor. Violate these rules at your own peril.
Chapter 15: The Organization and Corporate Culture
#40 We get the kind of organization we deserve.
#41 If you have a senior vice president of administration, something is terribly wrong. You shouldn’t need a bureaucracy to manage thebureaucracy. In fact, you shouldn’t have a bureaucracy at all.
#42 Ultimately, everything is personal.
Chapter 16: Teamwork and Partnerships
#43 The whole is greater than the sum of its parts. If not, you have a serious management challenge on your hands.
#44 In well-run companies, everyone is needed but no one is indispensable. In other words, teamwork is built in.
#45 Just because everyone wears the same uniform does not mean they are a team.
Chapter 17: Risk
#46 Let us edit a long-standing cliché: No prudent risk, no fairly predictable rewards.
Chapter 18: Social Responsibility, Trust, and Ethics
#47 You can’t be a little bit ethical. Either you are ethical or you are not. There is no in-between.
#48 Everybody must understand and internalize the company’s core values. Doing so frees up time, because you don’t have to debate the organization’s core beliefs. Everyone knows what they are. It also frees resources. When people know what they are supposed to do, they need less supervision.
#49 If it is not right, don’t do it; if it is not true, don’t say it.
Chapter 19: Speed
#50 In today’s economy, it’s the fast companies that trounce the slow.
#51 Look to streamline your operation everywhere. The cumulative effect can be astonishing.
#52 Just because you occasionally step on the accelerator doesn’t mean you can keep it floored indefinitely. Organizations can run flat out only for short periods.
Chapter 20: Strategy and Growth
#53 If you don’t know where you are going, any road will take you there. You need a clear strategy and a clear direction, one that everyone in the organization understands as well as you do.
#54 As IBM’s Tom Watson would say: Think!
Chapter 21: The Link Between Success and Failure
#55 If you haven’t had one spectacular failure in your life, you haven’t tried hard enough.
Friday, 14 August 2015
The Educational Directory for China (1905)
The Educational Directory for China - An Account of the Various Schools and Colleges Connected with Protestant Missions and also Government and Private Schools under Foreign Supervision (1905)
Appendix A: Courses of study for male institutions
- Anglo-Chinese College. Ningpo, Chehkiang Province (Eng United Meth. Mission)
- Anglo-Chinese College. Shanghai, Kiangsu Province (Meth. Ep. South)
- Christian College in China. Canton, Kwangtung Province. (Undenominational)
- East China Baptist Theological Seminary. Shao-shing, Chehkiang Province. (Bap. Miss. Un.)
- Hui-An Boys' School. Hui-An (via Amoy), Chehkiang. (London Mission)
- International Institute. 尚賢堂. Shanghai, Kiangsu Province. (Secular)
- Nanking University. Nanking, Kiangsu Province. (Meth. Ep.)
- Nanyang College. Shanghai, Kiangsu Province. (Secular)
- Peking University. Peking, Chihli Province. (Meth. Epis. Mission)
- Soochow University. Soochow, Kiangsu Province. (M. E. Church, South)
- St. John's University. Shanghai, Kiangsu Province. (Am. Prot. Ep. Ch.)
- The Shantung Union College. Wei-Hsien, Shantung Province (P.)
- Tung Wen Institute. Amoy, Fuhkien Province. (Secular)
- Arsenal Naval School. Foochow, Fuhkien Province. (Government)
- China Inland Mission School. Chefoo, Shantung. (C. I. M.)
- Kinwha School. (A. Bapt. M. U.)
- Nyen-hang-li Middle School for Boys (Basel Mission)
- Dublin University Mission Course in Country Day-schools (Fuhning)
- London Mission Day-school Curriculum (Hankow)
- David Hill School for the Blind (W. M. S., Hankow)
Appendix B: Courses of study: for females
- Chinkiang Girls' School. Chinkiang, Kiangsu Province. (M. E. Mission)
- Church Missionary Society Girls' Boarding-School. Fuhning, Fuhkien Province. (C. M. S.)
- Girls' Boarding School of the Reformed Church in America. Kolongsu, Amoy, Fuhkien Province.
- London Mission Girls' School. Huian (via Amoy), Fuhkien Province.
- Presbyterian Girls' Boarding School. Shanghai, Kiangsu Province. (A. P. M.)
Subscribe to:
Posts (Atom)