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2014年6月30日 星期一

台電招考新員工的新聞上國際版面

謝長廷新增了 2 張相片。

台電公司要招考830名基層技術人員,月薪只有二萬七千元,而工作項目是需要日曬雨淋、爬上電線桿裝設配電設備,及在大豪雨或颱風來襲時搶修、維護線路,並不輕鬆結果有1.8萬人報考,碩士以上有二千多名(含博士十多名),可見只要工作相對穩定,調薪升遷有望的工作機會,大家還是搶著要做,批評現在的年輕人不能吃苦也未必公允。

台灣政府信心崩潰(何飛鵬)



 
 
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今年從太陽花學運開始,台灣就沒有安寧過。反服貿、反核四、反自經區、反十二年國教,到合宜宅出現大弊端、副縣長收押,這一切都使人對台灣政府的施政能力打上問號,進而使全國民眾對政府所提出的政策,一律先質疑再說,而一旦有人提出反對意見,又很快的匯聚成民意共識,台灣政府已近乎寸步難行了。
上個世紀、90年代以前,台灣政府在蔣經國時代,擁有的是廉能的高效率形象,雖然本質上是獨裁政府,但是施政有效率、有能力。可是隨著政治民主化,隨著政黨輪替,當執政者需要體察民意的風向之後,台灣政府的政策就隨著民意風向而搖擺,很難有大開大闔的長期發展策略,多為頭痛醫頭、腳痛醫腳的短期作為。

學運帶動全民覺醒

尤其當馬英九總統上任的這6年多以來,馬英九並未由上而下提出開創性的施政方向,完全任由各級官僚體系自行作為,因此這6年來,只見台灣政府公式化的運作,一切以維持現況為優先,完全無所作為。
問題是在維持現況的過程中,又必須處處向民意風向妥協,當民意代表為民眾爭取福利時,花錢妥協又變成必然的結果。
因此整個施政作為被徹底扭曲,以至於毫無成效。長期在這樣缺乏策略,不斷扭曲妥協之下,台灣人民只能忍受政府的低效率與空轉,台灣政府的施政已瀕臨信心破產的邊緣。
而一場太陽花學運,則讓全民找到行動的出口,也讓台灣政府的施政信心,徹底崩潰。
過去台灣人民對政府的無能,只能感嘆、只能忍耐,而無所作為。可是學運之後,我們發覺,人民可以透過行動,改變我們認為不正確的施政,只要政府的施政,太過背離主流民意,我們都可以加以阻止。
很明顯的,台灣政府目前最大的信心危機是過度傾中。馬英九自執政以來,唯一明顯的作為就是改善了兩岸關係,剛開始,台灣人民還能體會兩岸關係改善的好處,也給予一定的掌聲。可是持續不斷向中國靠攏的結果,則慢慢引起普遍的疑慮,一直到服貿協定的議題,觸動了全台灣民眾的敏感神經,一場太陽花學運戳破了台灣政府國王新衣的神話,台灣政府是赤裸裸的不著一物,完全不能替台灣人民帶來任何福祉,台灣人民只能靠行動自救。 

施政評估民意風向

當台灣人民對政府的施政信心徹底崩潰之後,執政黨唯一該做的事是:評估台灣社會的民意風向,要明確知道施政方向是符合民意的事,才能端上檯面,太有爭議、或太有創意的政策,此時此刻都要審慎,否則只會惹來社會上更大的擾攘不安,一切等2016總統改選再說吧! 
城邦媒體集團 首席執行長 

家樂氏(Kellogg’s)等廠商大傷腦筋;Yogurt


早餐吃穀片退燒 家樂氏好傷





美國民眾吃穀片當早餐習慣出現改變,廠商大傷腦筋。彭博

【賴宇萍╱綜合外電報導】美國人過去早餐以穀片為主的習慣出現明顯改變。美國財經媒體CNBC引述Nielsen ScanTrack數據報導,1年多來美國穀片銷量續下滑,過去4周下滑幅度更高達7%,讓家樂氏(Kellogg’s)等廠商大傷腦筋。
穀片銷售佔家樂氏整體營收約30%,但在過去4周,家樂氏旗下的穀片銷售大減10%,20%營收來自穀片產品的通用磨坊(General Mills)同樣面臨消費者「口味」改變的難題。

美民眾早餐愛優格

家樂氏與通用磨坊等廠商紛紛加強廣告火力,大打健康牌,試圖提醒消費者穀片也是重要的蛋白質攝取來源。
不過在穀片產品銷量持續下滑之際,美國消費者對優格的喜愛程度卻迅速上升。據Consumer Edge Research的調查,在2003~2013年期間,美國成年人早餐吃優格的比率,由原本的36%大幅躍升至49%。
IBISWorld數據顯示,美國優格產品市場規模高達42億美元(1258億元台幣),其中希臘式優格就佔了近3分之1。



Balkan-style or Set-style Yogurt

The warm cultured milk mixture is poured into containers then incubated without any further stirring. Balkan-style or set-style yogurt has a characteristic thick texture and is excellent for enjoying plain or using in recipes.

Swiss-style or Stirred Yogurt

The warm cultured milk mixture is incubated in a large vat, cooled and then stirred for a creamy texture, often with fruit or other flavourings added. Swiss-style or stirred yogurt is often slightly thinner than Balkan-style or set yogurt and can be eaten as-is, in cold beverages or incorporated into desserts.

Greek-style Yogurt

A very thick yogurt that is either made from milk that has had some of the water removed or by straining whey from plain yogurt to make it thicker and creamier. Greek-style yogurt tends to hold up better when heated than regular yogurt, making it perfect for cooking. It is also referred to as Mediterranean or Mediterranean-style yogurt and is often used for dips such as Tzatziki. A Balkan-style yogurt that has 6% M.F. or more makes an excellent substitute for Greek-style yogurt.


2014年6月29日 星期日

一些危機領導力的書: :領導團隊解決危機的十種方法等等; TAKING PEOPLE WITH YOU!諾瓦克的「動心領導學」


雪梨-霍巴特帆船大賽(Sydney to Hobart Yacht Race)是澳洲從1945年以來的夏日耶誕傳統。起點從雪梨灣出發,到終點站塔斯馬尼亞島首府霍巴特,賽程總共1170公里。
現時的賽事紀錄由Wild Oats XI號在2005年創下,為1天18小時40分10秒。[1]
比賽依照國際帆船總會頒布的競賽規則進行。
從2002年起,勞力士取得賽事的冠名權。
Sydney to Hobart Yacht Race
Sydney to hobart yacht race route.PNG
Map of the Sydney–Hobart Yacht Race route.
SportSailing
Founded1945
No. of teams76 (2012)

The 1998 Sydney to Hobart Yacht Race was marred by tragedy when, during an exceptionally strong storm (which had similar strength winds to a lower-category hurricane), five boats sank and six people died. Of the 115 boats that started, only 44 made it to Hobart. As a result, the crew eligibility rules were tightened, requiring a higher minimum age and experience. G. Bruce Knecht wrote a book about this race called "The Proving Ground". (ISBN 0-316-49955-2) A coronial enquiry into the race was critical of both the race management at the time and the Australian Bureau of Meteorology.[8]

-----

1998 Sydney to Hobart Yacht Race - Wikipedia, the free ...

  • en.wikipedia.org/wiki/1998_Sydney_to_Hobart_Yacht_Race
    The 1998 Sydney to Hobart Yacht Race was the 54th annual running of the "blue ... into Storm Bay and up the Derwent River, to cross the finish line in Hobart, ...
  • Into the Storm: Lessons in Teamwork from the Treacherous ...

  • www.amazon.com/Into-Storm-Lessons-Teamwork.../dp/0814431984
    Into the Storm: Lessons in Teamwork from the Treacherous Sydney to Hobart Ocean Race [Dennis N.T. Perkins, Jillian B. Murphy] on Amazon.com. *FREE* ...
  • 危機領導力:領導團隊解決危機的十種方法

    • 原书名:Into the Storm:Lessons in Teamwork from the Treacherous Sydney to Hobart Ocean Race
    • 原出版社: AMACOM

    编辑推荐

     
    1.用故事讲管理:通过世界顶级帆船赛事的经典案例,进行抽丝剥茧的多层次分析,用暴风雨中的动人心弦的故事导入最有效的应对团队危机的方式。
       2.主打实用性:从这一惊心动魄的船队成功应对灾难天气的长故事中,吸取出10大关键策略,如适度乐观,保持适应力,打造学习力等等,读者可以直接运用于自己在职场中如何应对团队危机。

    内容简介

        书籍
        经济管理学书籍
    悉尼至霍巴特帆船赛被誉为航海界的“ 巅峰征程”。其中。1998年度的比赛尤为被人铭记:这次重量级航海赛中,各路英雄争锋角逐,甚至包括甲骨文公司创始人拉里·埃里森、传媒大亨默多克十分中意的儿子……但是,这次比赛却遭遇了前所未有的海上风暴。
    装备精良的参赛帆船接连退赛,然而.一支业余水手组成的队伍“午夜漫游者”凭借他们毫不起眼的航海装备.成功穿越惊险巨浪,安全靠岸,并获得航海冠军。
    是什么让领导者与团队在极度恶劣的环境下斩获成功?在艰难险阻中要具备什么样的品质、采取什么样的行动才能逆势而上?《危机领导力:领导团队解决危机的十种方》通过对“午夜漫游者”号胜利经验的潜心研究.析取出十种领导团队解决危机的方法.从而助力团队在逆境中生存,在劣势中发展。那些努力存活、期望改进、打算在竞争中胜出的企业和团队将会发现这些策略非常有用。 

    作译者

    丹尼斯·N·T·珀金斯(Dennis·N·T·Perkings),The SyncreticGroup总裁,长期致力于增进个人与团队在逆境和不确定性中的领导力的研究,曾创作畅销书《沙克尔顿的领导艺术》。为了本书的写作,他亲自参加了悉尼至霍巴特帆船赛,以检验书中所提理论和方法的实用性。
    吉莉安·B·墨菲(Jillian·B·Murphy),The Syncretics Group客户服务中心主管,致力于领导力与团队管理的培训工作。

    目录

    《危机领导力:领导团队解决危机的十种方》
    悉尼至霍巴特帆船赛航线图
    前 言
    领导者的角色
    第一部分 悉尼至霍巴特帆船赛与“afr午夜漫步者”号的故事
    1 航海赛事巅峰
    2 航海世家的元老
    3 “纳祖拉”号与冠军队伍的组建
    4 “午夜漫步者”号孤注一掷的选择
    5 “漫步者”号团队准备启程
    6 当地的竞争者
    7 “莎扬娜拉”号美国大车
    8 风云莫测小打小闹还是事态严峻?
    9 “afr午夜漫步者”号他们出发了!
    10 “莎扬娜拉”号地球上最专业的水手
    11 “afr午夜漫步者”号帅呆了
    12 “莎扬娜拉”号暂时落后
    13 不祥之兆狂风警报
    14 “afr午夜漫步者”号是软还是硬?
    15 “c离岸旁观”号命运的捉弄
    16 高空援救绞盘上的天使
    17 “afr午夜漫步者”号白浪地狱
    18 “afr午夜漫步者”号轮流掌舵
    19 “猎户之剑”号失控
    20 大营救灾难成真
    21 “afr午夜漫步者”号听
    22 “莎扬娜拉”号掉头
    23 “afr午夜漫步者”号 一马当先
    24 “莎扬娜拉”号千年之后
    25 加油,“漫步者”号!
    26 风暴过后
    27 远洋,短程“漫步者”号的连胜纪录
    第二部分 危机合作中的关键策略
    28 策略简介
    29 研究面临的挑战
    30 我的霍巴特之旅
    31 团结的队伍:策略1让团队成为明星
    32 准备、准备、准备:策略2不给失败留任何借口
    33 适度乐观:策略3发现并关注获胜的场景
    34 学无止境:策略4打造热衷于学习和创新的“工合”文化
    35 评估风险:策略5愿意驶进风暴
    36 保持联络:策略6透过风浪中的噪声
    37 填补空缺:策略7找到共同掌舵的办法
    38 消除阻力:策略8正视问题:应对前进中的障碍
    39 保持适应力:策略9掌握快速恢复的艺术
    40 坚持创新:策略10永不放弃:总有别的出路
    附录1 船长须知
    附录2 帆船各部位示意图
    致 谢 

    危機領導力- 《哈佛商業評論》全球繁體中文版官方網站

  • 不管你是大企業的執行長,還是公司某項臨時性計畫的負責主管,在長期危機時扛下的領導工作,都會相當棘手。危機領導分成兩個階段。首先是緊急階段(emergency ...
  • 博客來-新領導力:克服危機時代的領導者條件

  • www.books.com.tw › ... › 管理與領導 › 領導/帶人
    Translate this page
    書名:新領導力:克服危機時代的領導者條件,語言:繁體中文,ISBN:9789862721902,頁數:256,出版社:商周出版,作者:大前研一,譯者:劉錦秀,出
  • -----

    Why Are Warren Buffett, Jamie Dimon, Jack Welch, Jeffrey Immelt and So Many Other Top Leaders Praising David Novak’s Book?

    Novak learned long ago that you can't lead a great organization of any size — from a tiny startup to a global giant — without getting your people aligned, enthusiastic, and focused relentlessly on the mission. In his new book, Novak shares the secrets of the unique leadership program he's developed over his fifteen years at Yum! Brands. Everyone is talking about TAKING PEOPLE WITH YOU!


    2847一分鐘閱讀
    諾瓦克的「動心領導學」,強調以「信賴員工」為核心信念,激勵員工發揮最大的潛能,達成企業遠大的目標。
    這樣的領導心法有個基本前提,就是我們都需要別人幫忙。如果一切都只靠自己去單打獨鬥,絕對無法成就任何大事。
    因此,諾瓦克提到員工的重要性:「我要我的團隊成員了解到自己舉足輕重,也希望他們每天上班都能樂在其中。此外,我也明白,除非我親力親為,否則美夢不會成 真。我的工作就是樹立好的領導榜樣,因為除非我先以身作則,不然沒有人會奉行這些原則。身為領導人,你必須隨時謹記,其他人往往會學習領導人的行為。你不能說一套做一套,卻指望你的部屬信任你或追隨你。」
    在這樣的前提之下,諾瓦克發展出一套經營企業的行動計劃,包含三大要點:
    其一是要鼓勵團隊成員,採取更強而有力的心態。
    諾瓦克舉了一個賣鞋的故事:兩名製鞋商到一個新國家拓展市場,那個國家的人都不穿鞋。第一個製鞋商評估狀況後說,「這裡沒有市場,因為根本沒有一個人穿鞋。」第二個製鞋商環顧四周後說,「這裡有一個龐大的市場,因為沒有一個人穿鞋!」後者就是強而有力的心態。
    APP1.RTHK.ORG.HK

    Silicon Valley's culture of failure … and 'the walking dead' it leaves behind

    Silicon Valley's culture of failure … and 'the walking dead' it leaves behind

    Though tech startups rely on origin myths and mantras like 'Fail fast, fail often,' the psychic toll of unrelenting failure simmers just beneath the exuberance
    Oracle building in Silicon Valley
    Shikhar Ghosh, a Harvard lecturer, says venture capitalists 'bury their dead very quietly'. Photograph: Image Broker / Rex Features
    It is probably Silicon Valley's most striking mantra: “Fail fast, fail often.” It is recited at technology conferences, pinned to company walls, bandied in conversation.
    Failure is not only invoked but celebrated. Entrepreneurs give speeches detailing their misfires. Academics laud the virtue of making mistakes.FailCon, a conference about “embracing failure”, launched in San Francisco in 2009 and is now an annual event, with technology hubs in Barcelona, Tokyo, Porto Alegre and elsewhere hosting their own versions.
    While the rest of the world recoils at failure, in other words, technology's dynamic innovators enshrine it as a rite of passage en route to success.
    But what about those tech entrepreneurs who lose – and keep on losing? What about those who start one company after another, refine pitches, tweak products, pivot strategies, reinvent themselves … and never succeed? What about the angst masked behind upbeat facades?
    Silicon Valley is increasingly asking such questions, even as the tech boom rewards some startups with billion-dollar valuations, sprinkling stardust on founders who talk of changing the world.
    “It's frustrating if you're trying and trying and all you read about is how much money Airbnb and Uber are making,” said Johnny Chin, 28, who endured three startup flops but is hopeful for his fourth attempt. “The way startups are portrayed, everything seems an overnight success, but that's a disconnect from reality. There can be a psychic toll.”
    It has never been easier or cheaper to launch a company in the hothouse of ambition, money and software that stretches from San Francisco to Cupertino, Mountain View, Menlo Park and San Jose.
    In 2012 the number of seed investment deals in US tech reportedly more than tripled, to 1,700, from three years earlier. Investment bankers are quitting Wall Street for Silicon Valley, lured by hopes of a cooler and more creative way to get rich.
    Most startups fail. However many entrepreneurs still overestimate the chances of success – and the cost of failure.
    Some estimates put the failure rate at 90% – on a par with small businesses in other sectors. A similar proportion of alumni from Y Combinator, a legendary incubator which mentors bright prospects, are said to also struggle.
    Airbnb headquarters in San Francisco.
    Airbnb 'started as two guys with an air-bed' and is now a global rival to hotel chains valued at $10bn. Photograph: Ole Spata/Corbis
    Companies typically die around 20 months after their last financing round and after having raised $1.3m, according to a study by the analytics firms CB Insights titled The RIP Report – startup death trends.
    Failure is difficult to quantify because it does not necessarily mean liquidation. Many startups limp on for years, ignored by the market but sustained by founders' savings or investors.
    “We call them the walking dead,” said one manager at a tech behemoth, who requested anonymity. “They don't necessarily die. They putter along.”
    Software engineers employed by such zombies face a choice. Stay in hope the company will take off, turning stock options into gold. Or quit and take one of the plentiful jobs at other startups or giants like Apple and Google.
    Founders face a more agonising dilemma. Continue working 100-hour weeks and telling employees and investors their dream is alive, that the metrics are improving, and hope it's true, or pull the plug.
    The loss aversion principle – the human tendency to strongly prefer avoiding losses to acquiring gains – tilts many towards the former, said Bruno Bowden, a former engineering manager at Google who is now a venture investor and entrepreneur.
    "People will do a lot of irrational things to avoid losing even if it's to their detriment. You push and push and exhaust yourself."
    Silicon Valley wannabes tell origin fables of startup founders who maxed out credit cards before dazzling Wall Street, the same way Hollywood's struggling actors find solace in the fact Brad Pitt dressed as a chicken for El Pollo Loco before his breakthrough.
    “It's painful to be one of the walking dead. You lie to yourself and mask what's not working. You amplify little wins,” said Chin, who eventually abandoned startups which offered micro, specialised versions of Amazon and Yelp.
    That startup founders were Silicon Valley's “cool kids”, glamorous buccaneers compared to engineers and corporate drones, could make failure tricky to recognise, let alone accept, he said. “People are very encouraging. Everything is amazing, cool, awesome. But then they go home and don't use your product.”
    Chin is bullish about his new company, Bannerman, an Uber-type service for event security and bodyguards, and has no regrets about rolling the tech dice. “I love what I do. I couldn't do anything else.”
    silicon valley mike judge
    The comedy Silicon Valley lampoons the culture of tech entrepreneurs and also highlights their attendant failures. Photograph: HBO
    Venture capitalists and angel investors tolerate failure only up to a point, said Bowden. "You won't get funding unless you're credible. One previous failure can be OK but multiple failures will make it impossible to get funding."
    Shikhar Ghosh, a lecturer at Harvard who has studied startup mortality, noted that “VCs bury their dead very quietly.”
    Many founders are confessing anxiety in public for the first time via anonymous gossip sites like Secret and startupsanonymous.com. “My biggest mistake was trying to be an entrepreneur when I should have continued on with my current job,” confided one.
    “I’ve got this month to pull something off, otherwise I’m screwed and looking for a job. I’m scared as hell that I can’t do it,” wrote another.
    Common threads are fear of failure and the stress of pretending everything is going well. “The time you send your monthly investor update and spend an hour trying to come up with positive shit to say,” wrote another.
    Failure post-mortems by founders and investors – the tone ranging from philosophical to despairing – have proved a hit on the CB Insights blog. A Wired cover story about one startup's travails, titled No Exit, also set tongues wagging.
    Tragedy struck last year when Jody Sherman, a 47-year-old serial entrepreneur, shot himself. A tattoo on his wrist said “I am awesome” but it emerged he had agonised over raising fresh funding for a startup, Ecomom, which he knew was floundering.
    Some startups raise the white flag under cover of “aqui-hire” in which they are bought by established firms, allowing founders a graceful exit, but often it is a fig leaf to poach staff, especially programmers and designers.
    Even if startups survive the stress can drain you, Justin Yoshimura, 24, a high-school dropout who founded three companies, most recently 500friends, an online retail loyalty platform, told the General Assembly, a business and technology speaker series.
    “I'm not burned out but I don't want to be a founder or CEO anymore,” he said. “It's like running marathons back to back.”
    Such cautionary tales, and fears of a bubble, are not denting exuberance. Silicon Valley remains in thrall to the success stories, none more so thanAirbnb, which started as two guys with an air-bed and is now a global rival to hotel chains valued at $10bn.
    “You need stars that inspire massive numbers of people to pursue their dreams,” said co-founder Nathan Blecharczyk, 30, seated on a sofa in the company's gleaming new headquarters.
    Failure really does pave the way to success, he said. “I started coding when I was 12. A lot of things I did didn't pay off but it all went into my toolbelt. It takes a massive number of attempts to be successful.”

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