-Practice ｔｈｅ English Copy-Writing Method Every Day ③
２０１３年２月 志村英盛
関連サイト：英語脳創りで情報力・発信力を高める－毎日、量聴、量作文、量音読
021
Anti-Japan protests across China
over islands dispute
BBC News August 19,2012
Anti-Japanese protests have taken place in cities across
China after Japanese nationalists raised their country's flag
on disputed islands.Thousands of people took to the streets
in Shenzhen, Guangzhou and a number of other cities demanding
that Japan leave the islands in the East China Sea.In Shenzhen,
some demonstrators attacked Japanese restaurants and smashed
Japanese-made cars.
The islands are known as Senkaku in Japan and Diaoyu in China.
Early on Sunday, at least 10 activists swam ashore after
a flotilla carrying about 150 people reached the Japanese-controlled
islands. The activists - who had earlier been denied permission
to visit the islands - swam back to their boats and were being
questioned by Japanese customs officials.
However, as news of the action spread, angry protests broke
out across China. In the south-eastern city of Shenzhen,
a Japanese-branded police car was overturned and smashed
with a metal bar. Footage carried by Hong Kong Cable TV showed
other Japanese-branded cars and restaurants being damaged
Protesters waved Chinese flags, burned images of
the Japanese flag and shouted slogans denouncing Japan's
claims over the islands. Bottles of water were thrown at police
when they tried to calm protesters down.
"They [Japan] should return the islands to us and apologise,"
said one protester quoted by Reuters news agency.
No arrests were made, according to Cable TV.
In neighbouring Guangzhou, demonstrators gathered near
the Japanese consulate calling on Tokyo to quit the islands.
In Shanghai, protesters held a banner reading "down
with Japanese imperialism".
An estimated 200 demonstrators also marched through central
Hong Kong to the Japanese consulate chanting anti-Japanese
slogans, broadcaster RTHK reported. In the south-western city
of Chengdu, protests shut down a Japanese department store and
a branch of the Japanese clothing store, Uniqlo.
The BBC's Martin Patience in Beijing says the outbreak
of protests was almost certainly sanctioned by the Chinese
authorities, as they were well policed. In the past,
the authorities have used anti-Japanese sentiment to deflect
criticism of their rule, he says.
The Japanese launched their flotilla on Saturday,
saying they wanted to commemorate the Japanese
who died near the islands in World War II.
Early on Sunday, 10 members of the group swam ashore
to one of the islets and waved Japanese flags, emulating
pro-China activists who had made the same gesture during
a previous trip.
One of the politicians on the flotilla, Kenichi Kojima,
told AFP news agency: "I want to show the international
community that these islands are ours. It is Japan's
future at stake."
Earlier this week, pro-Chinese activists sailed
to the disputed island chain from Hong Kong in a protest
aimed at promoting Chinese sovereignty. Some of the activists
were deported by Japan, and others sailed away from the islands.
The disputed islands - which lie on a vital shipping
lane and are surrounded by deposits of gas - are also
claimed by Taiwan.
Rows over them have caused Sino-Japanese ties to freeze
in the past.
In September 2010, relations plummeted after the arrest
of a Chinese trawler captain near the islands. The captain
was accused of ramming two Japanese patrol vessels in the area,
but Japan eventually dropped the charges against him.
China claims the islands have been a part of its territory
since ancient times, but Japan says it took control of
the archipelago in the late 1890s after making sure they were
uninhabited.
The End
022
Japan, China embark on 'propaganda war' /
Government changes tactics on Senkaku,
begins appeals to international community
by Yutaka Ito and Toru Makinoda,& Yomiuri Shimbun Staff Writers
Daily Yomiuri online, October 13, 2012
TOKYO/BEIJING--One month has passed since the government
put part of the Senkaku Islands under state control in September.
Japan had until recently been reluctant to internationally air its claims
to sovereignty over the islands, over which it denies the existence of any
territorial dispute with China. However, the ongoing standoff over the islands
has taken on aspects of a propaganda war aimed at the international
community, prompting Japan to reverse its policy and appeal to world opinion
regarding its claim.
Meanwhile, Chinese government vessels have been appearing in waters
around the islands almost every day; tensions between such vessels and
the Japan Coast Guard have been steady.
China aims at United States
Beijing began a large-scale propaganda campaign to win over international
opinion, especially in the United States.
Last month, China ran advertising spreads in major U.S. newspapers
asserting its claim to the Senkaku Islands. In addition, Chinese Foreign
Minister Yang Jiechi made remarks about the islands at the U.N. General
Assembly at the end of September, saying Japan "stole" them
from China.
The remarks were apparently intended to insinuate the Japan-China
dispute over the islands should not remain as a mere bilateral issue, but
rather that it poses a great challenge to the postwar international order.
China apparently aims to lure international opinion - especially public
opinion in the United States - away from Japan, as China was allied with
the United States during World War II.
China holds that Japan stole the Senkaku Islands at the end
of the Sino-Japanese War. China focuses on the 1943 Cairo Declaration
that stipulated territory acquired by Japan from the Qing dynasty should
be returned to the Republic of China. As Japan accepted the 1945
Potsdam Declaration, which called for implementation of the Cairo Declaration,
China should have a valid claim to territorial sovereignty over the islands.
According to sources familiar with Japan-China diplomatic issues, it is
believed China is ready to take any measures to have Japan recognize
the existence of a territorial dispute over the islands. The Chinese finance
minister, the governor of the People's Bank of China and representatives
of four major Chinese banks did not attend the annual meetings of the
International Monetary Fund and the World Bank in Tokyo, in an apparent
effort to accentuate the view that a dispute exists.
Japan changes strategy
In response to such Chinese moves, the government is considering
a strategy of lobbying for international support by dispatching
the Foreign Ministry's top three parliamentary ministers, including Foreign
Minister Koichiro Gemba and a special advisor to the prime minister,
to relevant countries to explain the Senkaku Islands are an integral part
of Japan's territory, both historically and under international law.
Foreign Ministry officials have been explaining Japan's position
on the Senkaku issue to officials at various embassies in Tokyo and in
the overseas media. "It will be more effective if Cabinet ministers and
politicians explain the issue on their own," a senior ministry official said.
Japan does not acknowledge a territorial dispute between itself and
China. Therefore, Tokyo has been reluctant to start a propaganda war
with Beijing over the sovereignty of the islands because it might give
the impression to the international community that a territorial dispute
between the two exists.
However, Chief Cabinet Secretary Osamu Fujimura emphasized
at a press conference Wednesday the government would change its policy.
"We need to make our case to the international community by explaining
our stance and opinions to foreign countries and overseas media
on various occasions," Fujimura said.
Concerning China's claims, based on the Cairo Declaration,
the government holds that the Senkaku Islands were not included
in the territory mentioned in the declaration, and that China also
recognized the islands were part of Japan's territory after the Potsdam
Declaration was announced.
Gemba rebutted China's claims, noting that China first asserted its
territorial sovereignty claim over the islands in the 1970s. Gemba also
pointed out a Chinese map of the world published in 1960 clearly identified
the Senkaku Islands as "the Senkaku Group of Islands," as well as
the name "Uotsurijima island." Also, the minister said there was a description
of "the Senkaku Islands, Yaeyama District, Okinawa Prefecture, Empire of
Japan" in a letter of appreciation sent to Japan from the then consul of
the Republic of China in Nagasaki in 1920.
The government is expected to further assert its claims to
the international community in the future.
The End
023
023-1
When you wish upon a star
by Nad Washington
When you wish upon a star,
Make no difference who you are．
Anything your heart desires
Will come to you．
If your heart is in your dream,
No request is too extreme．
When you wish upon a star
As dreamers do．
Fate is kind．
She brings to those who love
The sweet fulfillment of
Their secret longing．
Like a bolt out of the blue,
Fate steps in and sees you through
When you wish upon a star,
Your dream comes true.
Fate is kind.
She brings to those who love
The sweet fulfillment of
Their secret longing.
When you wish upon a star,
You dreams come true.
When you wish upon a star,
You dreams come true.
Dreams come true...
You Tube：Judy Garland - Somewhere Over The Rainbow
You Tube：Louis Armstrong - When You Wish Upon A Star (1968)
023-2
The Wizard of Oz
by L.Frank Baum
How Dorothy Saved the Scarecrow
She bade her friends good-bye, and again started along the road of
yellow brick. When she had gone several miles ,she thought she would
stop to rest, and so climbed to the top of the fence beside the road and
sat down. There was a great cornfield beyond the fence, and not far away
she saw a Scarecrow, placed high on a pole to keep the birds from
the ripe corn.
Dorothy leaned her chin upon her hand and gazed thoughtfully
at the Scarecrow. Its head was a small sack stuffed with straw,
with eyes, nose, and mouth painted on it to represent a face. An old,
pointed blue hat, that had belonged to some Munchkin, was perched
on his head, and the rest of the figure was a blue suit of clothes, worn
and faded, which had also been stuffed with straw. On the feet were
some old boots with blue tops, such as every man wore in this country,
and the figure was raised above the stalks of corn by means of the pole
stuck up its back.
While Dorothy was looking earnestly into the queer, painted face of
the Scarecrow, she was surprised to see one of the eyes slowly wink
at her. She thought she must have been mistaken at first, for none of
the scarecrows in Kansas ever wink; but presently the figure nodded
its head to her in a friendly way. Then she climbed down from the fence
and walked up to it, while Toto ran around the pole and barked.
`Good day,' said the Scarecrow, in a rather husky voice.
`Did you speak ?' asked the girl, in wonder.
`Certainly,' answered the Scarecrow. `How do you do ?'
`I'm pretty well, thank you,' replied Dorothy, politely.
`How do you do ?'
`I'm not feeling well' said the Scarecrow with a smile,
`for it is very tedious being perched up here night and day
to scare away crows.'
`Can't you get down ?' asked Dorothy.
`No, for this pole is stuck up my back. If you will please
take away the pole I shall be greatly obliged to you.'
Dorothy reached up both arms and lifted the figure off the pole,
for, being stuffed with straw, it was quite light.
`Thank you very much,' said the Scarecrow, when he had
been set down on the ground. `I feel like a new man.'
Dorothy was puzzled at this, for it sounded queer to hear
a stuffed man speak, and to see him bow and walk along beside her.
`Who are you ?' asked the Scarecrow when he had stretched
himself and yawned. `And where are you going ?'
`My name is Dorothy: said the girl, `and I am going to the
Emerald City, to ask the great Oz to send me back to Kansas.'
`Where is the Emerald City ?' he inquired. `And who is Oz ?'
`Why, don't you know ?' she returned, in surprise.
`No, indeed; I don't know anything. You see, I am stuffed,
so I have no brains at all,' he answered sadly.
`Oh,' said Dorothy, `I'm awfully sorry for you.'
`Do you think,' he asked, `if I go to the Emerald City
with you, that Oz would give me some brains ?'
`I cannot tell,' she returned; `but you may come with
me, if you like. If Oz will not give you any brains you will
be no worse off than you are now.'
`That is true,' said the Scarecrow. `You see,' he
continued confidentially, `I don't mind my legs and arms
and body being stuffed, because I cannot get hurt. If
anyone treads on my toes or sticks a pin into me it doesn't
matter, for I can't feel it. But I do not want people to
call me a fool, and if my head stays stuffed with straw
instead of with brains, as yours is, how am I ever to know
anything ?'
`I understand how you feel,' said the little girl, who was
truly sorry for him. `If you will come with me I'll ask Oz to do
all he can for you.' `Thank you,' he answered gratefully.
They walked back to the road. Dorothy helped him over the fence,
and they started along the path of yellow brick for the Emerald City.
Toto did not like this addition to the party, at first. He smelled around
the stuffed man as if he suspected there might be a nest of rats in the
straw, and he often growled in an unfriendly way at the Scarecrow.
`Don't mind Toto,' said Dorothy, to her new friend. `He never bites:
`Oh, I'm not afraid,' replied the Scarecrow. `He can't hurt the straw.
Do let me carry that basket for you. I shall not mind it, for I can't get
tired. I'll tell you a secret: he continued, as he walked along. `There is
only one thing in the world I am afraid of.' `What is that ?' asked
Dorothy. `The Munchkin farmer who made you ?' `No: answered
the Scarecrow. `It's a lighted match.'
023-3
The Wizard of Oz
by L.Frank Baum
The Rescue of the Tin Woodman
When Dorothy awoke the sun was shining through
the trees and Toto had long been out chasing birds
around him and squirrels. She sat up and looked around
her. There was the Scarecrow, still standing patiently
in his corner, waiting for her.
`We must go and search for water,' she said to him.
`Why do you need water?' he asked.
`To wash my face clean after the dust of the road, and
to drink, so the dry bread will not stick in my throat:
`It must be inconvenient to be made of flesh;
said the Scarecrow, thoughtfully,
`for you must sleep, and eat and drink. However,
you have brains, and it is worth a lot of bother
to be able to think properly.'
They left the cottage and walked through the trees
until they found a little spring of clear water,
where Dorothy drank and bathed and ate her breakfast.
She saw there was not much bread left in the basket,
and the girl was thankful the Scarecrow did not have
to eat anything, for there was scarcely enough for herself
and Toto for the day.
When she had finished her meal, and was about to
go back to the road of yellow brick, she was startled
to hear a deep groan near by.
`What was that?' she asked, timidly.
`I cannot imagine, replied the Scarecrow;
`but we can go and see:
Just then another groan reached their ears, and
the sound seemed to come from behind them.
They turned and walked through the forest a few steps,
when Dorothy discovered something shining in a ray of
sunshine that fell between the trees.
She ran to the place and then stopped short,
with a cry of surprise.
One of the big trees had been partly chopped through,
and standing beside it, with an uplifted axe in his hands,
was a man made entirely of tin. His head and arms and
legs were jointed upon his body, but he stood perfectly
motionless, as if he could not stir at all.
Dorothy looked at him in amazement, and so did
the Scarecrow, while Toto barked sharply and made a snap
at the tin legs, which hurt his teeth.
`Did you groan?' asked Dorothy.
`Yes, answered the tin man,
`I did. I've been groaning for more than a year,
and no one has ever heard me before or come to help me.'
`What can I do for you?' she inquired softly,
for she was moved by the sad voice in which the man spoke.
`Get an oil-can and oil my joints,' he answered.
`They are rusted so badly that I cannot move them at all;
if I am well oiled I shall soon be all right again.
You will find an oil-can on a shelf in my cottage:
Dorothy at once ran back to the cottage and found
the oil-can, and then she returned and asked, anxiously,
`Where are your joints?'
`Oil my neck, first, replied the Tin Woodman.
So she oiled it, and as it was quite badly rusted
the Scarecrow took hold of the tin head and
moved it gently from side to side until it worked freely,
and then the man could turn it himself.
`Now oil the joints in my arms,' he said.
And Dorothy oiled them and the Scarecrow bent them
carefully until they were quite free from rust and
as good as new.
The Tin Woodman gave a sigh of satisfaction and
lowered his axe, which he leaned against the tree.
`This is a great comfort,' he said. `I have been
holding that axe in the air ever since I rusted, and
I'm glad to be able to put it down at last.
Now, if you will oil the joints of my legs,
I shall be all right once more.'
So they oiled his legs until he could move them
freely; and he thanked them again and again
for his release, for he seemed a very polite creature,
and very grateful.
`I might have stood there always if you had not
come along,' he said; `so you have certainly saved
my life. How did you happen to be here?'
`We are on our way to the Emerald City, to see
the great Oz; she answered, `and we stopped
at your cottage to pass the night.'
`Why do you wish to see Oz?' he asked.
`I want him to send me back to Kansas; and
the Scarecrow wants him to put a few brains into his head,
she replied.
The Tin Woodman appeared to think deeply for a moment.
Then he said:
`Do you suppose Oz could give me a heart?'
'Why, I guess so, Dorothy answered.
`It would be as easy as to give the Scarecrow brains.'
`True,' the Tin Woodman returned.
`So, if you will allow me to join your party,
I will also go to the Emerald City and ask Oz to help me.'
`Come along,' said the Scarecrow heartily;
and Dorothy added that she would be pleased
to have his company.
So the Tin Woodman shouldered his axe and they all
passed through the forest until they came to the road
that was paved with yellow brick.
The Tin Woodman had asked Dorothy to put the oil-can
in her basket. `For,' he said, `if I should get caught
in the rain, and rust again, I would need the oil-can badly.'
It was a bit of good luck to have their new comrade
join the party, for soon after they had begun their journey
again they came to a place where the trees and branches
grew so thick over the road that the travellers could
not pass.
But the Tin Woodman set to work with his axe and
chopped so well that soon he cleared a passage
for the entire party.
Dorothy was thinking so earnestly as they walked along
that she did not notice when the Scarecrow stumbled into
a hole and rolled over to the side of the road. Indeed he
was obliged to call to her to help him up again.
`Why didn't you walk around the hole?'
asked the Tin Woodman.
`I don't know enough,' replied the Scarecrow cheerfully.
`My head is stuffed with straw, you know, and that is why
I am going to Oz to ask him for some brains.'
`Oh, I see: said the Tin Woodman. `But, after all, brains
are not the best things in the world.'
`Have you any?' inquired the Scarecrow.
`No, my head is quite empty: answered the Woodman;
`but once I had brains, and a heart also; so, having tried
them both, I should much rather have a heart.'
`And why is that?' asked the Scarecrow.
`I will tell you my story, and then you will know.'
So, while they were walking through the forest,
the Tin Woodman told the following story:
`I was born the son of a woodman who chopped down
trees in the forest and sold the wood for a living. When
I grew up I too became a woodchopper, and after my
father died I took care of my old mother as long as she
lived. Then I made up my mind that instead of living
alone I would marry, so that I might not become lonely.
`There was one of the Munchkin girls who was so
beautiful that I soon grew to love her with all my heart.
She, on her part, promised to marry me as soon as I could
earn enough money to build a better house for her; so I set
to work harder than ever. But the girl lived with an old woman
who did not want her to marry anyone, for she was so lazy
she wished the girl to remain with her and do the cooking and
the housework. So the old woman went to the Wicked Witch
of the East, and promised her two sheep and a cow if she would
prevent the marriage. Thereupon the Wicked Witch enchanted
my axe, and when I was chopping away at my best one day,
for I was anxious to get the new house and my wife as soon as
possible, the axe slipped all at once and cut off my left leg.
`This at first seemed a great misfortune, for I knew a one-legged
man could not do very well as a woodchopper. So I went to
a tinsmith and had him make me a new leg out of tin. The leg
worked very well, once I was used to it; but my action angered
the Wicked Witch of the East, for she had promised the old woman
I should not marry the pretty Munchkin girl. When I began chopping
again my axe slipped and cut off my right leg. Again I went to
the tinner, and again he made me a leg out of tin. After this
the enchanted axe cut off my arms, one after the other; but,
nothing daunted, I had them replaced with tin ones.
The Wicked Witch then made the axe slip and cut off my head,
and at first I thought that was the end of me. But the tinsmith
happened to come along, and he made me a new head out of tin.
`I thought I had beaten the Wicked Witch then, and I worked harder
than ever; but I little knew how cruel my enemy could be. She thought
of a new way to kill my love for the beautiful Munchkin maiden, and
made my axe slip again, so that it cut right through my body, splitting
me into two halves. Once more the tinsmith came to my help and
made me a body of tin, fastening my tin arms and legs and head to it,
by means of joints, so that I could move around as well as ever.
But, alas! I had now no heart, so that I lost all my love for the Munchkin
girl, and did not care whether I married her or not. I suppose she is still
living with the old woman, waiting for me to come after her.
`My body shone so brightly in the sun that I felt very proud of it and
it did not matter now if my axe slipped, for it could not cut me.
There was only one danger - that my joints would rust; but I kept
an oil-can in my cottage and took care to oil myself whenever I needed it.
However, there came a day when I forgot to do this, and, being caught
in a rainstorm, before I thought of the danger my joints had rusted, and
I was left to stand in the woods until you came to help me. It was a terrible
thing to undergo, but during the year I stood there I had time to think
that the greatest loss I had known was the loss of my heart. While I was
in love I was the happiest man on earth; but no one can love who has
not a heart, and so I am resolved to ask Oz to give me one. If he does,
I will go back to the Munchkin maiden and marry her.'
Both Dorothy and the Scarecrow had been greatly interested in the story
of the Tin Woodman, and now they knew why he was so anxious to get a new
heart.
`All the same,' said the Scarecrow, 'I shall ask for brains instead of a heart;
for a fool would not know what to do with a heart if he had one.'
`I shall take the heart, returned the Tin Woodman,
`for brains do not make one happy, and happiness is the best thing
in the world.'
Dorothy did not say anything, for she was puzzled to know which of her two
friends was right, and she decided if she could only get back to Kansas and
Aunt Em it did not matter so much whether the Woodman had no brains
and the Scarecrow had no heart, or each got what he wanted.
What worried her most was that the bread was nearly gone, and another
meal for herself and Toto would empty the basket. To be sure neither
the Woodman nor the Scarecrow ever ate anything, but she was not made
of tin nor straw, and could not live unless she was fed.
The End
023-4
The Wizard of Oz
by L.Frank Baum
The Cowardly Lion
All this time Dorothy and her companions had been walking
through the thick woods. The road was still paved
with yellow bricks, but these were much covered by dried
branches and dead leaves from the trees, and the walking
was not at all good.
There were few birds in this part of the forest, for birds
love the open country where there is plenty of sunshine;
but now and then there came a deep growl from some wild
animal hidden among the trees. These sounds made the little
girl's heart beat fast, for she did not know what made them;
but Toto knew, and he walked close to Dorothy's side,
and did not even bark in return.
'How long will it be,' the child asked of the Tin Woodman,
`before we are out of the forest?'
`I cannot tell,' was the answer,
`for I have never been to the Emerald City.
But my father went there once, when I was a boy,
and he said it was a long journey through a dangerous country,
although nearer to the city where Oz dwells
the country is beautiful. But I am not afraid so long
as I have my oil-can, and nothing can hurt
the Scarecrow, while you bear upon your forehead
the mark of the good Witch's kiss, and that will protect
you from harm:
`But Toto!' said the girl anxiously.
`What will protect him?'
`We must protect him ourselves, if he is in danger:
replied the Tin Woodman.
Just as he spoke there came from the forest a terrible
roar, and the next moment a great Lion bounded into the road.
With one blow of his paw he sent the Scarecrow spinning
over and over to the edge of the road, and then he struck
the Tin Woodman with his sharp claws. But, to the Lion's
surprise, he could make no impression on the tin,
although the Woodman fell over in the road and lay still.
Little Toto, now that he had an enemy to face, ran
barking towards the Lion, and the great beast had opened
his mouth to bite the dog, when Dorothy, fearing Toto
would be killed, and heedless of danger, rushed forward
- and slapped the Lion upon his nose as hard as she could,
while she cried out:
`Don't you dare to bite Toto! You ought to be ashamed
of yourself, a big beast like you, to bite a poor
little dog!'
`I didn't bite him, said the Lion, as he rubbed
his nose with his paw where Dorothy had hit it.
`No, but you tried to: she retorted.
`You are nothing but a big coward.'
'I know it,' said the Lion, hanging his head in shame.
`I've always known it. But how can I help it?'
`I don't know, I'm sure. To think of your striking
a stuffed man, like the poor Scarecrow!'
`Is he stuffed?' asked the Lion in surprise, as he watched
her pick up the Scarecrow and set him upon his feet,
while she patted him into shape again.
`Of course he's stuffed,' replied Dorothy,
who was still angry.
`That's why he went over so easily,' remarked the Lion.
`It astonished me to see him whirl around so.
Is the other one stuffed also ?'
`No: said Dorothy,
`he's made of tin.' And she helped the Woodman up again.
`That's why he nearly blunted my claws,' said the Lion.
`When they scratched against the tin it made a cold shiver
run down my back. What is that little animal you are
so tender of?'
`He is my dog, Toto,' answered Dorothy.
`Is he made of tin, or stuffed?' asked the Lion.
`Neither. He's a－a－a meat dog,' said the girl.
`Oh! He's a curious animal, and seems remarkably small,
now that I look at him. No one would think of biting
such a little thing, except a coward like me,' continued
the Lion sadly.
`What makes you a coward?' asked Dorothy, looking at the great
beast in wonder, for he was as big as a small horse.
It's a mystery; replied the Lion.
`I suppose I was born that way. All the other animals
in the forest naturally expect me to be brave,
for the Lion is everywhere thought to be the King of Beasts.
I learned that if I roared very loudly every living thing
was frightened and got out of my way. Whenever I've met a man
I've been awfully scared; but I just roared at him,
and he has always run away as fast as he could go.
If the elephants and tigers and the bears had ever tried
to fight me, I should have run myself －I'm such a coward;
but just as soon as they hear me roar they all try
to get away from me, and of course I let them go.'
`But that isn't right. The King of Beasts shouldn't
be a coward,' said the Scarecrow.
`I know it: returned the Lion, wiping a tear from
his eye with the tip of his tail.
`It is my great sorrow, and makes my life very unhappy.
But whenever there is danger my heart begins to beat fast.'
`Perhaps you have heart disease,' said the Tin Woodman.
`It may be,' said the Lion.
`If you have,' continued the Tin Woodman,
`you ought to be glad, for it proves you have a heart.
For my part, I have no heart; so I cannot have heart disease.'
`Perhaps,' said the Lion thoughtfully,
`if I had no heart I should not be a coward.'
`Have you brains?' asked the Scarecrow.
`I suppose so. I've never looked to see,' replied the Lion.
`I am going to the great Oz to ask him to give me some,'
remarked the Scarecrow,
`for my head is stuffed with straw.'
`And I am going to ask him to give me a heart: said the Woodman.
`And I am going to ask him to send Toto and me back to Kansas,'
added Dorothy.
`Do you think Oz could give me courage?' asked the Cowardly Lion.
`Just as easily as he could give me brains: said the Scarecrow.
`Or give me a heart,' said the Tin Woodman.
`Or send me back to Kansas,' said Dorothy.
`Then, if you don't mind, I'll go with you,' said the Lion,
`for my life is simply unbearable without a bit of courage.'
`You will be very welcome: answered Dorothy,
`for you will help to keep away the other wild beasts.
It seems to me they must be more cowardly than you are
if they allow you to scare them so easily.'
`They really are: said the Lion,
`but that doesn't make me any braver, and as long as
I know myself to be a coward I shall be unhappy.'
So once more the little company set off upon the journey,
the Lion walking with stately strides at Dorothy's side.
Toto did not approve this new comrade at first,
for he could not forget how nearly he had been crushed
between the Lion's great jaws; but after a time he became
more at ease, and presently Toto and the Cowardly Lion -
had grown to be good friends.
During the rest of that day there was no other adventure
to mar the peace of their journey. Once,indeed,the Tin Woodman
stepped upon a beetle that was crawling along the road,
and killed the poor little thing. This made the Tin Woodman
very unhappy, for he was always careful not to hurt any
living creature; and as he walked along he wept several
tears of sorrow and regret. These tears ran slowly down
his face and over the hinges of his jaw, and there they
rusted. When Dorothy presently asked him a question
the Tin Woodman could not open his mouth, for his jaws
were tightly rusted together. He became greatly frightened
at this and made many motions to Dorothy to relieve him,
but she could not understand.
The Lion was also puzzled to know what was wrong.
But the Scarecrow seized the oil-can from Dorothy's
basket and oiled the Woodman's jaws, so that after
a few moments he could talk as well as before.
`This will serve me a lesson,' said he,
`to look where I step. For if I should kill another
bug or beetle I should surely cry again, and crying
rusts my jaws so that I cannot speak.'
Thereafter he walked very carefully, with his eyes
on the road, and when he saw a tiny ant toiling by he would
step over it, so as not to harm it. The Tin Woodman knew
very well he had no heart, and therefore he took great
care never to be cruel or unkind to anything.
`You people with hearts, he said, `have something to
guide you, and need never do wrong; but I have no heart,
and so I must be very careful. When Oz gives me a heart
of course I needn't mind so much.'
The End
024
The National Diet of Japan Fukushima Nuclear Accident
Independent Investigation Commission
Message from the Chairman
by Kiyoshi Kurokawa,Chairman
THE EARTHQUAKE AND TSUNAMI of March 11, 2011
were natural disasters of a magnitude that shocked
the entire world. Although triggered by these cataclysmic events,
the subsequent accident at the Fukushima Daiichi Nuclear Power
Plant cannot be regarded as a natural disaster.
It was a profoundly manmade disaster ? that could and should
have been foreseen and prevented.
And its effects could have been mitigated by a more effective
human response.
How could such an accident occur in Japan, a nation that takes
such great pride in its global reputation for excellence
in engineering and technology ?
This Commission believes the Japanese people and the global
community deserve a full, honest and transparent answer
to this question.
Our report catalogues a multitude of errors and willful negligence
that left the Fukushima plant unprepared for the events of
March 11.
And it examines serious deficiencies in the response
to the accident by TEPCO, regulators and the government.
For all the extensive detail it provides, what this report cannot
fully convey ? especially to a global audience ? is the mindset
that supported the negligence behind this disaster.
What must be admitted very painfully is that
this was a disaster “Made in Japan.
Its fundamental causes are to be found in the ingrained
conventions of Japanese culture:
our reflexive obedience;
our reluctance to question authority;
our devotion to ‘sticking withthe program’;
our groupism; and our insularity.
Had other Japanese been in the shoes of those who bear
responsibility for this accident, the result may well have been
the same.
Following the 1970s “oil shocks,” Japan accelerated
the development of nuclear power in an effort to achieve
national energy security. As such, it was embraced as
a policy goal by government and business alike,
and pursued with the same single-minded determination
that drove Japan’s postwar economic miracle.
With such a powerful mandate, nuclear power became
an unstoppable force, immune to scrutiny by civil society.
Its regulation was entrusted to the same government
bureaucracy responsible for its promotion.
At a time when Japan’s self-confidence was soaring,
a tightly knit elite with enormous financial resources had
diminishing regard for anything ‘not invented here.’
This conceit was reinforced by the collective mindset of
Japanese bureaucracy, by which the first duty of any
individual bureaucrat is to defend the interests of his
organization.
Carried to an extreme, this led bureaucrats to put
organizational interests ahead of their paramount duty
to protect public safety.
Only by grasping this mindset can one understand
how Japan’s nuclear industry managed to avoid absorbing
the critical lessons learned from Three Mile Island and
Chernobyl; and howit became accepted practice to resist
regulatory pressure and cover up small-scale accidents.
It was this mindset that led to the disaster
at the Fukushima Daiichi Nuclear Plant.
This report singles out numerous individuals and organizations
for harsh criticism, but the goal is not ? and should not be ?
to lay blame. The goal must be to learn from this disaster,
and reflect deeply on its fundamental causes, in order to
ensure that it is never repeated.
Many of the lessons relate to policies and procedures,
but the most important is one upon which each and
every Japanese citizen should reflect very deeply.
The consequences of negligence at Fukushima stand out
as catastrophic, but the mindset that supported it can be
found across Japan. In recognizing that fact, each of us
should reflect on our responsibility as individuals
in a democratic society.
As the first investigative commission to be empowered
by the legislature and independent of the bureaucracy,
we hope this initiative can contribute to the development
of Japan’s civil society.
Above all, we have endeavored to produce a report
that meets the highest standard of transparency.
The people of Fukushima, the people of Japan and
the global community deserve nothing less.
The End
025
China's GDP slows to 7.4%
in 3rd quarter
from The Daily Yomiuri October 19,2012
Ｃhina likely hit the bottom of a seven-quarter
long economic downturn between July and September,
but the slowest three months of growth since
the depths of the financial crisis and
a cloudy housing,market outlook make recovery
prospects tepid.
China's gross domestic product grew 7.4 percent
in the third quarter from a year ago,
the National Bureau of Statistics (NBS) said,
in line with forecasts of economists polled
by Reuters who expected the first miss of
the official target since Q1 2009's 6.5 percent.
Industrial production, retail sales and investment
data were all slightly ahead of forecasts, however,
and quarter-on-quarter GDP growth was strong,
suggesting the worst may be over and the world's No. 2
economy will pick up in the final quarter - as
a once-a-decade leadership transition gets under way
in Beijing.
Annual economic growth in the first nine months
of the year was 7.7 percent, down slightly
from a 7.8 percent rate in the first half of the year,
but the NBS insisted China would meet or exceed
the government's official 2012 target of 7.5 percent.
"We have 7.7 percent growth in September, which laid
a solid foundation for achieving the full-year growth
target. So we are confident that we can achieve 7.5 percent
full-year growth or above," NBS spokesman Sheng Laiyun
said at a news conference.
Riskier assets reacted positively, with Asian shares
outside Japan rising to a 7-month high, while
the Australian dollar, sensitive to Chinese demand
for industrial commodities, touched its highest
in two weeks.
While GDP growth at 7.4 percent would be cause for joy
in recession-stalked developed economies, it represents
a sharp slowdown for China, where GDP grew 9.2 percent
in 2011 and has averaged an annual rate around 10 percent
for three decades. Fixed-asset investment rose 20.5 percent
in January-September from a year earlier, ahead of
the 20.2 percent consensus forecast, although still down
from around 25 percent seen for most of last year.
Consumption also quickened, with retail sales in September
expanding by 14.2 percent year-on-year, ahead of
the 13.2 percent forecast, which would have been unchanged
from August.
Growth in factory output came in at 9.2 percent, slightly
ahead of both the 9 percent forecast and August's 8.9 percent.
Meanwhile the NBS revised five prior quarters of seasonally
adjusted GDP data to show the economy bottomed in Q1.
"We prefer to exercise the usual caution in interpreting
these numbers, given the seemingly conflicting trends
in other data (such as PMI, corporate profits and trade)
in the first half of this year," Yao Wei, chief China
economist at Societe Generale in Hong Kong, wrote in a note
to clients.
The biggest upside surprise in the data flurry also carried
the biggest health warning - a quarter-on-quarter surge of
2.2 percent in Q3, implying an annualized growth rate of
8.8 percent. It was far ahead of Q2's 1.8 percent quarterly
growth, a level that investors had expected to hold steady.
Real estate investment, which affects 40 other business
sectors from cement and steel to furniture, was also
an area of uncertainty for economists.
It rose 15.4 percent in the first nine months of 2012
from a year earlier, slowing from an annual increase of
15.6 percent in January-August.
Meanwhile, land sales growth slowed to 4.9 percent
in September from a year earlier, down sharply from
August's 20.4 percent, according to Reuters' calculations
based on NBS data, and newly started property construction
fell 8.6 percent in the first nine months of the year,
accelerating the January-August fall of 6.8 percent.
"There is still a bit of uncertainty around how much
housing can hold up. That's a critical sector, representing
27 percent of (total) investment and that's probably
where the uncertainty is at the moment," Zhang said,
adding that nevertheless signs pointed clearly to a visible
rebound in GDP growth in Q4.
Beijing reduced its full-year growth target to 7.5 percent
for 2012 from the previous 8 percent, and the consensus
forecast of economists polled by Reuters is that it will
deliver on that goal with an expansion of 7.7 percent.
Indeed, Premier Wen Jiabao was quoted by local media
as saying on Wednesday that the economic situation
in the third quarter was relatively good, and
the government was confident of achieving its goal.
The End
026
Clashes continue over chemical factory
in east China city
The Sunday Times Oct.28, 2012
Riot police went into action in the city of Ningbo(寧波市) as hundreds of citizens
gathered outside the offices of the municipal government to protest.
MORE than 200 riot police were used to restrain demonstrators in China
who are protesting over plans to expand a chemical factory.
The officers marched toward crowds of people in an eastern Chinese city and
bundled some demonstrators into government offices, raising tensions a day after
clashes between thousands of residents and police.
Several hundred citizens of Ningbo, which is in Zhejiang province, had gathered
outside the offices of the municipal government, shouting for the city's mayor
to come out and demanding the release of people they believed had been detained
by police in demonstrations yesterday.
The residents are protesting about plans to expand a petrochemical factory
because of pollution fears.
"We can only depend on ourselves now, we can't count on the government
to think about us," said one protester, a 40-year-old woman.
The riot police had been waiting inside the gates of the city government offices
before approaching
The End
027
Nine Suggestions
on How To Get the Most out of This Book
『HOW TO WIN ERIENDS & INFLUENCE PEOPLE』
by Dale Carnegie
1.
If you wish to get the most out of this book,
there is one indispensable requirement, one essential
infinitely more important than any rule or technique.
Unless you have this one fundamental requisite,
a thousand rules on how to study wyll avail little.
And if you do have this cardinal endowment, then you can
achieve wonders without reading any suggestions
for getting the most out of a book.
What is this magic requirement?
Just this:
a deep, driving desire to learn, a vigorous determination
to increase your ability to deal with people.
How can you develop such an urge ?
By constantly reminding yourself how important these
principles are to you. Picture to yourself how their
mastery will aid you in leading a richer, fuller,
happier and more fulfilling life. Say to yourself over
and over: "My popularity, my happiness and sense of
worth depend to no small extent upon my skill in dealing
with people."
2.
Read each chapter rapidly at first to get a bird's-eye
view of it. You will probably be tempted then to rush on
to the next one. But don't - unless you are reading
merely for entertainment. But if you are reading because
you want to increase your skill in human relations, then
go back and reread each chapter thoroughly. In the long
run, this will mean saving time and getting results.
3.
Stop frequently in your reading to think over what
you are reading. Ask yourself just how and when you can
apply each suggestion.
4.
Read with a crayon, pencil, pen, magic marker or
highlighter in your hand. When you come across
a suggestion that you feel you can use, draw a line beside
it. If it is a four-star suggestion, then underscore every
sentence or highlight it, or mark it with "****." Marking
and underscoring a book makes it more interesting, and
far easier to review rapidly.
5.
I knew a woman who had been office manager for a large
insurance concern for fifteen years. Every month,
she read all the insurance contracts her company had
issued that month. Yes, she read many of the same
contracts over month after month, year after year.
Why ? Because experience had taught her that that was
the only way she could keep their provisions clearly in mind.
I once spent almost two years writing a book on public
speaking and yet I found I had to keep going back over
it from time to time in order to remember what I had
written in my own book. The rapidity with which we
forget is astonishing.
So, if you want to get a real, lasting benefit out of this
book, don't imagine that skimming through it once will
suffice. After reading it thoroughly, you ought to spend
a few hours reviewing it every month. Keep it on your
desk in front of you every day. Glance through it often.
Keep constantly impressing yourself with the rich
possibilities for improvement that still lie in the offing.
Remember that the use of these principles can be made
habitual only by a constant and vigorous campaign of
review and application. There is no other way.
6.
Bernard Shaw once remarked: "If you teach a man
anything, he will never learn." Shaw was right. Learning
is an active process. We learn by doing. So, if you desire
to master the principles you are studying in this book,
do something about them. Apply these rules at every
opportunity. If you don't you will forget them quickly.
Only knowledge that is used sticks in your mind.
You wiIl probably find it difficult to apply these
suggestions all the time. I know because I wrote the book,
and yet frequently I found it difficult to apply everything
I advocated. For example, when you are displeased, it is
much easier to criticize and condemn than it is to try
to understand the other person's viewpoint. It is frequently
easier to find fault than to find praise. It is more natural
to talk about what you want than to talk about what
the other person wants. And so on. So, as you read this book,
remember that you are not merely trying to acquire
information. You are attempting to form new habits.
Ah yes, you are attempting a new way of life. That will
require time and persistence and daily application.
So refer to these pages often. Regard this as a working
handbook on human relations; and whenever you are
confronted with some specific problem - such as handling
a child, winning your spouse to your way of thinking,
or satisfying an irritated customer - hesitate about
doing the natural thing, the impulsive thing. This is
usually wrong. Instead, turn to these pages and review
the paragraphs you have underscored. Then try these
new ways and watch them achieve magic for you.
7.
Offer your spouse, your child or some business
associate a dime or a dollar every time he or she catches
you violating a certain principle. Make a lively game out
of mastering these rules.
8.
The president of an important Wall Street bank
once described, in a talk before one of my classes, a
highly efficient system he used for self-improvement.
This man had little formal schooling; yet he had become
one of the most important financiers in America, and he
confessed that he owed most of his success to the
constant application of his homemade system. This is
what he does. I'll put it in his own words as accurately
as I can remember.
"For years I have kept an engagement book showing
all the appointments I had during the day. My family
never made any plans for me on Saturday night, for
the family knew that I devoted a part of each Saturday
evening to the illuminating process of self-examination
and review and appraisal. After dinner I went off by myself,
opened my engagement book, and thought over all the
interviews, discussions and meetings that had taken
place during the week. I asked myself:
" `What mistakes did I make that time?'
" 'What did I do that was right- and
in what way could I have improved my performance?'
" 'What lessons can I learn from that experience?'
"I often found that this weekly review made me very
unhappy. I was frequently astonished at my own
blunders. Of course, as the years passed, these
blunders became Iess frequent. Sometimes I was inclined
to pat myself on the back a little after one of
these sessions. This system of self-analysis, self-education,
continued year after year, did more for me than any
other one thing I have ever attempted.
"It helped me improve my ability to make decisions
and it aided me enormously in all my contacts with people.
I cannot recommend it too highly."
Why not use a similar system to check up on your
application of the principles discussed in this book ?
If you do, two things will result.
First, you will find yourself engaged in an educational
process that is both intriguing and priceless.
Second, you will find that your ability to meet and
deal with people will grow enormously.
9.
You will find at the end of this book several blank
pages on which you should record your triumphs
in the application of these principles. Be specific.
Give names, dates, results. Keeping such a record will
inspire you to greater efforts; and how fascinating
these entries will be when you chance upon them some
evening years from now.
In order to get the most out of this book:
a.
Develop a deep, driving desire to master the
principles of human relations.
b.
Read each chapter twice before going on to the next one.
c.
As you read, stop frequently to ask yourself how
you can apply each suggestion.
d.
Underscore each important idea.
e.
Review this book each month.
f.
Apply these principles at every opportunity.
Use this volume as a working handbook to help you
solve your daily problems.
g.
Make a lively game out of your learning by offering
some friend a dime or a dollar every time he or she
catches you violating one of these principles.
h.
Check up each week on the progress you are
making. Ask yourself what mistakes you have made,
what improvement, what lessons you have learned
for the future.
i.
Keep notes in the back of this book showing
how and when you have applied these principles.
The End
028
Storm blows presidential race off course
Oct. 31 2012
Sandy the super-storm has blown the US presidential race
off track with just a week to go until the elections.
President Barack Obama cancelled Wednesday campaign events
as he stayed in Washington focusing on relief efforts
for the devastated East Coast.
Republican Mitt Romney held a storm-relief event in Ohio,
a state crucial to his hopes, and will return to the campaign
trail on Wednesday.
Opinion polls show the candidates are running neck-and-neck.
Mr Romney holds a slender lead in some national surveys
of the popular vote, but Mr Obama was narrowly ahead
in some of the swing states that are expected to decide the race.
The storm has effectively frozen the hotly fought election race
by dominating media coverage, while muting the two rivals.
With President Obama monitoring relief efforts
from the White House, Mr Romney faced the delicate challenge
of trying to demonstrate his leadership abilities
without electioneering amid a natural disaster.
Washington political analysts were meanwhile left playing
guessing games about Sandy's possible implications
for the White House contest.
The storm has complicated early voting already underway
in Virginia and Florida and could depress voter turnout
in areas with power cuts and debris-clogged roads.
On Tuesday, the president met American Red Cross workers
in Washington DC and held briefings with disaster-relief managers,
as well as the governors and mayors of affected areas.
Mr Obama offered his thoughts and prayers to those affected,
telling them: "America is with you."
He will tour disaster areas in New Jersey on Wednesday,
accompanied by the state's Republican Governor Chris Christie.
Gov Christie has praised Mr Obama's response to the storm
as "outstanding".
Storm aftermath permitting, Mr Obama is still scheduled
to hold rallies on Thursday in Nevada, Colorado and Ohio.
Mr Romney is meanwhile heading to Florida. The former governor
of Massachusetts is scheduled to stage at least three rallies
in that critical swing state on Wednesday.
The Republican candidate went ahead with an appearance
on Tuesday morning in Kettering, Ohio, far from Sandy's reach,
although it was converted from a political rally
to a storm-relief event.
The gathering was not entirely stripped of campaign trappings
- there was a biographical film about the candidate, and a country
music singer who was originally booked for the rally still
turned up to perform.
But Mr Romney did not mention the Democratic incumbent
he aims to oust from the White House after next week's election.
"We have heavy hearts this morning with all the suffering
going on in a major part of our country," Mr Romney told
several hundred people, many of whom came with bags of
canned goods and other items that will be shipped to the East Coast.
The Republican faced questions from reporters about a proposal
he made earlier this year to funnel money from the Federal
Emergency Management Agency to the states and private sector.
Mr Romney refused to answer questions from reporters
about whether he intended to target the agency, which is now
leading the relief effort in areas battered by Sandy.
But a campaign spokeswoman, Amanda Henneberg, said:
"A Romney-Ryan administration will always ensure that disaster
funding is there for those in need. Period."
The End
029
Back to Basics
『IN SEARCH OF EXCELLENCE
Lessons from America's Best-Run Companies 』
by Thomas J. Peters and Robert H. Waterman, Jr.
Chapter 9
Hands-On, Value-Driven
Let us suppose that we were asked for one all-purpose bit of
advice for management, one truth that we were able to distill
from the excellent companies research. We might be tempted
to reply, "Figure out your value system. Decide what your
company stands for. What does your enterprise do that gives
everyone the most pride ? Put yourself out ten or twenty years
in the future: what would you look back on with greatest
satisfaction ?"
We call the fifth attribute of the excellent companies,
"hands-on, value-driven." We are struck by the explicit
attention they pay to values, and by the way in which their
leaders have created exciting environments through personal
attention, persistence, and direct intervention - far down the line.
In Morale, John Gardner says: "Most contemporary writers are
reluctant or embarrassed to write explicitly about values."
Our experience is that most businessmen are loathe to write about,
talk about, even take seriously value systems. To the extent that
they do consider them at all, they regard them only as vague
abstractions. As our colleagues Julien Phillips and Allan Kennedy
note, "Tough-minded managers and consultants rarely pay much
attention to the value system of an organization. Values are not
'hard' like organization structures, policies and procedures,
strategies, or budgets." Phillips and Kennedy are right
as a general rule but, fortunately, wrong - as they are the first
to say - about the excellent companies.
Thomas Watson, Jr., wrote an entire book about values.
Considering his experiences at IBM in A Business and Its Beliefs,
he began:
One may speculate at length as to the cause of the decline and
fall of a corporation. Technology, changing tastes, changing
fashions, all play a part.... No one can dispute their importance.
But I question whether they in themselves are decisive.
I believe the real difference between success and failure
in a corporation can very often be traced to the question of
how well the organization brings out the great energies and
talents of its people. What does it do to help these people find
common cause with each other ? And how can it sustain this common
cause and sense of direction through the many changes which take
place from one generation to another ?
Consider any great organization - one that has lasted over
the years - I think you will find that it owes its resiliency
not to its form of organization or administrative skills,
but to the power of what we call beliefs and the appeal
these beliefs have for its people.
This then is my thesis: I firmly believe that any organization,
in order to survive and achieve success, must have a sound set of
beliefs on which it premises all its policies and actions.
Next, I believe that the most important single factor in corporate
success is faithful adherence to those beliefs.
And, finally, I believe if an organization is to meet the challenge
of a changing world, it must be prepared to change everything
about itself except those beliefs as it moves through corporate life.
In other words, the basic philosophy, spirit, and drive of
an organization have far more to do with its relative achievements
than do technological or economic resources, organizational structure,
innovation, and timing.
All these things weigh heavily in success. But they are, I think,
transcended by how strongly the people in the organization believe
in its basic precepts and how faithfully they carry them out.
Every excellent company we studied is clear on what it stands for,
and takes the process of value shaping seriously. In fact, we wonder
whether it is possible to be an excellent company without clarity
on values and without having the right sorts of values.
Led by our colleague Allan Kennedy, we did an analysis of
"superordinate goals" about three years ago.
(We called it that
because that was the way the McKinsey 7-S framework was labeled
at the time. Since then we have changed the term to "shared
values"; but although the wording has changed, we have always meant
the same thing: basic beliefs, overriding values.)
The study preceded the excellent companies survey, but the result
was consistent with what we subsequently observed. Virtually all of
the better-performing companies we looked at in the first study had
a well-defined set of guiding beliefs. The less well performing
institutions, on the other hand, were marked by one of two
characteristics. Many had no set of coherent beliefs. The others
had distinctive and widely discussed objectives, but the only ones
that they got animated about were the ones that could be quantified
- the financial objectives, such as earnings per share and growth
measures. Ironically, the companies that seemed the most focused
- those with the most quantified statements of mission, with
the most precise financial targets - had done less well financially
than those with broader, less precise, more qualitative statements
of corporate purpose.
(The companies without values fared less well, too.)
So it appeared that not only the articulation of values but also
the content of those values (and probably the way they are said)
makes the difference. Our guess is that those companies with
overriding financial objectives may do a pretty good job of
motivating the top fifteen - even fifty. But those objectives seldom
add much zest to life down the line, to the tens of thousands
(or more) who make, sell, and service the product.
Surprisingly, but in line with Gardner's observation, only
a few brave business writers have taken the plunge and written
about values. And none of those who have is more articulate
than Philip Selznick, whom we introduced in Chapter 4.
In Leadership and Administration, he talks about values and
sketches the leader's hands-on role:
The formation of an institution is marked by the making of value
commitments, that is, choices which fix the assumptions of policy
makers as to the nature of the enterprise, its distinctive aims,
methods, and roles. These character defining choices are often
not made verbally, they might not even be made consciously....
The institutional leader is primarily an expert in the promotion
and protection of values.... Leadership fails when it concentrates
on sheer survival. Institutional survival, properly understood,
is a matter of maintaining values and distinctive identity.
Henry Kissinger has stressed the same theme:
"The task of the leader is to get his people from where they are
to where they have not been. The public does not fully understand
the world into which it is going. Leaders must invoke an alchemy
of great vision. Those leaders who do not are ultimately judged
failures, even though they may be popular at the moment."
In fact, the theoretical case goes deeper. Values are not usualy
transmitted, as Selznick implies, through formal written
procedures. They are more often diffused by softer means:
specifically the stories, myths, legends, and metaphors that
we've already seen. On the importance of myth as a way of
transmitting the value system, Selznick is once again instructive:
To create an institution you rely on many techniques for infusing
day-to-day behavior with long-run meaning and purpose.
One of the most important of these techniques is the elaboration
of socially integrating myths. These are efforts to state,
in the language of uplift and idealism, what is distinctive
about the aims and methods of the enterprise.
Successful myths are never merely cynical or manipulative....
To be effective, the projected myth must not be restricted
to holiday speeches or to testimony before legislative committees.
It requires some interpreting and the making of man' diverse
day-to-day decisions. The myth helps to fulfill the need.
Not the least important, we can hope that the myth will contribute
to the unified sense of mission and thereby to the harmony of
the whole.
In the end, whatever the source, myths are institution builders.
The art of creative leadership is the art of institution building.
the reworking of human and technological materials to fashion
an organism that embodies new and enduring values.
And so, as it turns out, the excellent companies are unashamed
collectors and tellers of stories, of legends and myths in support of
their basic beliefs. Frito-Lay tells service stories. J&J tells quality
stories. 3M tells innovation stories.
Another of our colleagues, John Stewart, is fond of observing:
"If you want to know a good company's shared values, just look at its
annual report." Sure enough, the annual reports and other publications
of the excellent companies make clear what they're proud of and
what they value.
Delta Airlines: "There is a special relationship between Delta
and its personnel that is rarely found in any firm, generating a team spirit
that is evident in the individual's cooperative attitude toward others,
cheerful outlook toward life, and pride in a job well done."
Dana: "The Dana style of management is getting everyone involved
and working hard to keep things simple. There are no policy or procedure
manuals, stacked up layers of management, piles of control reports,
or computers that block information and communcation paths....
The Dana style isn't complicated or fancy. It thrives on treating people
with respect. It involves all Dana people ｉn the life of the company."
Caterpillar: "Availability of parts from dealers and from Caterpillar
parts distribution facilities combined was at a record high level in 1981."
And, "Caterpillar dealers are consistently mentioned by customers
as a prime reason for buying Caterpillar products. Many of these dealerships
are in their second and third generations of affiliation with the company."
Digital: "Digital believes that the highest degree of interaction in any of
its activities needs to be in the area of customer service and support."
J&J: "Back in 1890, Johnson & Johnson put together the original first-aid kit
in response to a plea from railroad workers who needed treatment
on the scene as they toiled to lay tracks across America. Ninety years later
the name Johnson & Johnson is still Synonymous with home wound care."
Looking at the examples above, one can understand why
reviewers of the excellent companies material sometimes say:
"Well, your generalizations are nice, but every company does it
a little bit differently." The industry environment, if nothing
else, dictates that Dana stress themes that are different from,
say, those at J&J. Moreover, virtually every one of these
companies has had its set of beliefs grooved by a unique individual.
Accordingly, each company is distinct; that is why most were
so willing to share information with us. Nobody, they believe,
can copy them.
On the other hand, we find among the excellent companies
a few common attributes that unify them despite their very
different values.
First, as our original survey intimated, these values are almost
always stated in qualitative, rather than quantitative, terms.
When financial objectives are mentioned, they are almost always
ambitious but never precise. Furthermore, financial and strategic
objectives are never stated alone. They are always discussed
in the context of the other things the company expects to do well.
The idea that profit is a natural by-product of doing something well,
not an end in itself, is also almost universal.
A second attribute of effective value systems is the effort
to inspire the people at the very bottom of the organization.
Suppose that financial objectives were meaningful to 1,000 people,
or five times that many. Even that impact doesn't go far
in today's large enterprise. IBM has more than 340,000 people
and Digital more than 60,000. The target of a business philosophy
is best aimed, in Kyoto Ceramic chairman Kazuo Inamori's words,
at "getting the best from the man with fifty percent ability."
The best service-driven companies clearly understand this, and
that is how they are able to deliver so thoroughly on service.
But even the good, cost-driven manufacturing companies seem
to understand the same thing. Blue Bell, which is particularly
cost-and operations-conscious, won't sacrifice quality, especially
on its bellwether Wrangler jeans. Chairman Kimsey Mann says
unequivocally, "Nobody around here will try to save a dime
by taking an extra belt loop off the Wrangler jean." He reasons
that the saving of a dime is a target that is important
to a bunch of division managers and factory managers. But quality
and the image of quality affect everybody - must affect everybody
- from the newly hired seamstress in the backwoods of North Carolina
to Mann himself.
The story about Blue Bell leads us to a third point about
the content of beliefs. As James MacGregor Burns has said,
"The cardinal responsibility of leadership is to identify
the dominant contradiction at each point in history.
" Any business is always an amalgam of important contradictions
- cost versus service, operations versus innovation, formality
versus informality, a "control" orientation versus
a "people" orientation, and the like. It is noteworthy,
we feel, that the value systems of the excellent companies
do come down rather clearly on one side of these apparent
contradictions. The charge that the effective belief systems
are mere "boilerplate," therefore, is quite unwarranted.
The specific content of the dominant beliefs of the excellent
companies is also narrow in scope, including just a few basic values:
1. A belief in being the "best"
2. A belief in the importance of the details of execution,
the nuts and bolts of doing the job well
3. A belief in the importance of people as individuals
4. A belief in superior quality and service
5. A belief that most members of the organization should be
innovators, and its corollary, the willingness to support failure
6. A belief in the importance of informality to enhance
communication
7. Explicit belief in and recognition of the importance of
economic growth and profits.
James Brian Quinn believes that a company's superordinate goals
"must be general. But they must also clearly delineate 'us'
from `them." Nothing does it better than "being the best" at something
as is abundantly shown. David Ogilvy notes, "I want all our people
to believe they are working in the best agency in the world.
A sense of pride works wonders." Emerson's Charles Knight adds,
"Set and demand standards of excellence. Anybody who accepts
mediocrity - in school, in job, in life - is a guy who compromises.
And when the leader compromises, the whole damn organization
compromises." In discussing his service goal for IBM, Thomas Watson, Jr.,
is crystal clear and ambitious: "We want to give the best customer
service of any company in the world."
While the most viable beliefs are soaring in one way or another,
many merely emphasize the details of execution but in a fervent way.
For instance, "We believe that an organization should pursue
all tasks with the idea that they can be accomplished in a superior
fashion," says IBM's Watson. "IBM expects and demands a superior
performance from its people in whatever they do. I suppose a belief
of this kind conjures up a mania for perfection and all the psychological
horrors that go with it. Admittedly, a perfectionist is seldom
a comfortable personality. An environment which calls for perfection
is not likely to be easy. But aiming for it is always a goad to progress."
Andrall Pearson, president of Pepsi Co, articulates a similar belief
in improving execution at all levels: "We have learned from experience
that the best new-product ideas and competitive strategies are wasted
if we don't execute them effectively. In fact, in our kinds of businesses,
executing extremely well is often more productive - and practical - than
creating fresh ideas. Superb execution is at the heart of many of our
most remarkable successes, such as Frito-Lay in snacks and Pepsi-Cola
in grocery stores."
One theme in the belief structure that came up with surprising
regularity was, in David Packard's words, "innovative people at all
levels in the organization." The excellent companies recognize that
opportunity finding is a somewhat random and unpredictable process,
certainly not one that lends itself to the precision sometimes
implied by central planning. If they want growth through innovation,
they are dependent on lots of people, not just a few in central R&D.
A corollary to treating everyone as innovator is explicit support
for failure. Emerson's Charles Knight, J&J's James Burke, and
3M's Lewis Lehr explicitly talk about the need to make mistakes.
Steven Jobs, originator of the hugely successful Apple computer.
which in 1981 approached $750 million in annual sales, says:
"I still make mistakes, a lot. About two weeks ago I was having
breakfast with some of our marketing people and I started talking
about all the things that were wrong in a way that none of them
could do anything to resolve. I had about fifteen people really
pissed at me so I wrote them a letter about a week later.
In the last paragraph I told them that I was just in Washington
and people were asking me 'How does Apple do it?' I said, 'Well,
we hire really great people and we create an environment where
people can make mistakes and grow.
The last common theme, informality to foster communications,
is at the heart of the HP Way, to cite only one example, and
therefore the company makes specific points of its use of first
names, managing by wandering around, and its feeling of being
one big family. All three amount to explicit direction by the
organization's top leadership that the chain of command should
be avoided in order to keep communications flowing and encourage
maximum fluidity and flexibility.
It is obvious to managers like Thomas Watson, Sr., that values
are paramount. But how are they laid down ? Here, too, we found
striking correlations. As the excellent companies are driven
by coherent value systems, so virtually all of them were marked
by the personality of a leader who laid down the value set:
Hewlett and Packard at HP, Olsen at Digital, Watson at IBM,
Kroc at McDonald's, Disney at Disney Productions, Treybig at
Tandem, Walton at Wal-Mart, Woolman at Delta, Strauss at Levi
Strauss, Penney at J. C. Penney, Johnson at J&J, Marriott at
Marriott, Wang at Wang, McPherson at Dana, and so on.
An effective leader must be the master of two ends of
the spectrum: ideas at the highest level of abstraction and
actions at the most mundane level of detail. The value-shaping
leader is concerned, on the one hand, with soaring, lofty visions
that will generate excitement and enthusiasm for tens or hundreds
of thousands of people. That's where the pathfinding role is
critically important. On the other hand, it seems the only way
to instill enthusiasm is through scores of daily events, with
the value-shaping manager becoming an implementer par excellence.
In this role, the leader is a bug for detail, and directly
instills values through deeds rather than words:
no opportunity is too small. So it is at once attention to ideas
and attention to detail.
Attention to ideas - pathfinding and soaring visions - would
seem to suggest rare, imposing men writing on stone tablets.
But our colleagues Phillips and Kennedy, who looked at how
leaders shape values, imply that this is not the case:
"Success in instilling values appears to have had little to do
with charismatic personality. Rather, it derived from obvious,
sincere, sustained personal commitment to the values the leaders
sought to implant, coupled with extraordinary persistence
in reinforcing those values. None of the men we studied relied
on personal magnetism. All made themselves into effective leaders."
Persistence is vital. We suspect that is one of the reasons
why we see such long periods of time at the helm by the founding
fathers: the Watsons, Hewlett and Packard, Olsen, and so on.
Leaders implement their visions and behave persistently simply
by being highly visible. Most of the leaders of the excellent
companies have come from operational backgrounds. They've been
around design, manufacturing, or sale of the product, and
therefore are comfortable with the nuts and bolts of the business.
Wandering about is easy for them because they are comfortable
in the field. These leaders believe, like an evangelist,
in constantly preaching the "truth," not from their office
but away from it--in the field. They travel more, and they
spend more time, especially with juniors, down the line.
This trait, too, is explicitly recognized. Harry Gray of
United Technologies writes his own ad copy. says Business Week.
Gray was trained as a salesman. He says that one of the reasons
he does so well (for his Pratt & Whitney Aircraft division)
against General Electric's aircraft-engine division is that
"I show up in places with the customers where I never see
the top management of General Electric." Lanier's chairman,
Gene Milner, and its president, Wes Cantrell, are the same.
Says Cantrell, "Gene and I were the only president or chairman
at last year's major word-processing conference." Or,
as his fellow executives have been heard to comment of T. Wilson,
Boeing's chief executive, "He's still out in the shop." and,
when the occasion arises, "He still makes a few crucial design
decisions."
Walking about is an official cornerstone of some policies.
Hands-on management at HP was defined thus by R&D executive
John Doyle:
Once a division or department has developed a plan of its own
- a set of working objectives - it's important for managers and
supervisors to keep it in operating condition. This is where
observation, measurement, feedback, and guidance come in.
It's our "management by wandering around." That's how you find
out whether you're on track and heading at the right speed and
in the right direction. If you don't constantly monitor how
people are operating, not only will they tend to wander off track
but also they will begin to believe you weren't serious about
the plan in the first place. So, management by wandering around
is the business of staying in touch with the territory all
the time. It has the extra benefit of getting you off your chair
and moving around your area. By wandering around I literally mean
moving around and talking to people. It's all done on a very
informal and spontaneous basis, but it's important in the course
of time to cover the whole territory. You start out by being
accessible and approachable, but the main thing is to realize
you're there to listen. The second is that it is vital to keep
people informed about what's going on in the company, especially
those things that are important to them. The third reason
for doing this is because it is just plain fun.
David Ogilvy makes much the same point: "Do not summon
people to your office - it frightens them. Instead go to see them
in their offices. This makes you visible throughout the agency.
A chair man who never wanders about his agency becomes a hermit,
out of touch with his staff."
A leading exponent of the art of hands-on management was
United Airlines' Ed Carlson. He describes his approach after taking
the helm at United with a background only in the hotel business.
United was losing $50 million a year at the time. Carlson turned it
around, at least for a while:
I travelled about 200,000 miles a year to express my concern
for what I call "visible management." I often used to say
to Mrs. Carlson when I'd come home for a weekend that I felt
as though I were running for public office. I'd get off
an airplane, I'd shake hands with any United employees I could
find. I wanted these people to identify me and to feel sufficiently
comfortable to make suggestions or even argue with me if that's
what they felt like doing. One of the problems in American
corporations is the reluctance of the chief executive officer
to get out and travel, to listen to criticism. There's a tendency
to become isolated, to surround himself with people who won't
argue with him. He hears only the things he wants to hear
within the company. When that happens you are on the way to
developing what I call corporate cancer.... Let's be specific.
Robb Mangold is senior vice president of United Airlines'
Eastern division. If he resented my visits to Boston, LaGuardia,
or Newark, then what I practiced by way of visible management
won't work. These people knew I wasn't out for personal glory.
I wasn't trying to undermine them. What I was trying to do
was create the feeling that the chief executive officer of
the company was an approachable guy, someone you could talk to....
If you maintain good working relations with the people
in line positions you shouldn't have any trouble. Whenever I
picked up some information, I would call the senior officer
of the division and say that I had just gotten back from visiting
Oakland, Reno and Las Vegas, and here is what I picked up.
We have talked about the leader as hands-on manager, role model,
and hero. But one individual apparently is not enough; it is the
team at the top that is crucial. The senior managers must set the
tone. In instilling critical business values, they have no alternative
but to speak with one voice, as Philip Selznick states: "An
important principle is the creation of a homogeneous staff.
The development of derived policies and detailed applications
will be guarded by shared and general perspectives." Carlson took
this point seriously. When he started those 200,000-mile years,
he insisted that his top fifteen people do the same. During
the first eighteen months of the Carlson reign, all fifteen
spent 65 percent or more of their time in the field.
A practical way in which homogeneity at the top is reinforced
is regular meetings. At Delta Airlines and Fluor, all senior
management gathers together informally once a day around the coffee
klatch. At Caterpillar, the senior team meets almost daily without
any agenda just to check expectations and swap agreements about
how things are going. Similar informal rituals occur at J&J and
McDonald's.
Obviously, too much homogeneity can lead to a "yes-man"
syndrome. But remember Dean Acheson's admonition to Richard
Neustadt: Presidents need confidence, not warning. Around the
critical business values, lots of yea-saying and reinforcement
really do seem to be essential.
A final correlation among the excellent companies is the
extent to which their leaders unleash excitement. Remember that
HP managers are evaluated in terms of their ability to create
enthusiasm. At Pepsi Co, president Andy Pearson says: "Perhaps
the most subtle challenge facing us in the decade of the eighties
is to ensure that Pepsi Co remains an exciting place to work."
In the same vein, Chuck Knight of Emerson says: "You can't
accomplish anything unless you have some fun." And David Ogilvy
urged his organization: "Try to make working at Ogilvy & Mather
fun. When people aren't having any fun, they seldom produce
good advertising. Kill grimness with laughter. Maintain
an atmosphere of informality. Encourage exuberance. Get rid of
sad dogs that spread gloom."
Clarifying the value system and breathing life into it are
the greatest contributions a leader can make. Moreover, that's
what the top people in the excellent companies seem to worry
about most. Creating and instilling a value system isn't easy.
For one thing, only a few of all possible value systems are
really right for a given company. For another, instilling
the system is backbreaking work. It requires persistence and
excessive travel and long hours, but without the hands-on part,
not much happens, it seems.
The End
030
Multinationals faces
G20 clampdown on tax avoidance
from The Times Nov.6,2012
George Osborne has recruited the world’s largest economies
in a drive for tighter global rules to prevent multinational
companies avoiding tax.
Finance ministers from the G20 countries called last night
for proposals on how to stop big corporations shifting their profits
around the world to minimise their tax bills.
They have asked the OECD to accelerate plans to strengthen
tax standards and to report in February. The call came after
Mr Osborne and his German counterpart, Wolfgang Schauble,
used the G20 summit in Mexico to call for tougher international
tax standards and: - A Tory MP used parliamentary privilege
to reveal that Google, Amazon, Starbucks and Pfizer･･････････
The End
関連サイト：
予習挑戦型へ脱皮して潜在能力を開発する
Materials to Create an English Brain by the Copy-Writing Method
１．毎日コピー英作文法実践で英語脳を創る①
２．毎日コピー英作文法実践で英語脳を創る②
４．毎日コピー英作文法実践で英語脳を創る④
５．毎日コピー英作文法実践で英語脳を創る⑤
６．毎日コピー英作文法実践で英語脳を創る⑥