Men and women are divided, in relation to their papers, into hoarders and scatterers. Miss Nightingale was a hoarder, and as she lived to be 90 the accumulation of papers, stored in her house at the time of her death, was very great. The papers referring to years up to 1861 had been neatly done up by herself, and it was evident that not everything had been kept. After that date, time and strength to sort and weed had been wanting, and Miss Nightingale seems to have thrown little away. Even soiled sheets of blotting-paper, on which she had made notes in pencil, were preserved. By a Will executed in 1896 she had directed that all her letters, papers, and manuscripts, with some specific exceptions, should be destroyed. By a Codicil executed in the following year she revoked this direction, and bequeathed the letters, papers, and manuscripts to her cousin, Mr. Henry Bonham Carter. After her death the papers were sorted chronologically by his direction, and they have formed the principal foundation of this Memoir. Of expressly autobiographical notes, Miss Nightingale left very few. At the date of the Codicil above mentioned she seems to have contemplated the probability of some authoritative record of her life; for in that year she wrote a short summary of what she called “My Responsibility to India,” detailing her relations with successive Secretaries of State, Governors-General, and other administrators. Her memory in these matters was still accurate, for the summary is fully borne out by letters and other papers of the several dates: it adds some personal details. In private letters she sometimes recounted, at later times, episodes or experiences in her life, but such references are few. Nor, except for a few years, did Miss Nightingale keep any formal diary; and during the Crimean episode she was too incessantly busy with her multitudinous duties to find time for many private notes. The principal authority for Miss Nightingale's Life is thus the collection of papers aforesaid, and these are very copious in information. The records, in one sort or another, of her earlier years are full. The papers relating to her work during the Crimean War are voluminous, and I have supplemented the study of these by consulting the official documents concerning Miss Nightingale's mission which are preserved, among War Office papers, in the Public Record Office. Her papers relating to public affairs during the years 1856 to 1861 are also very voluminous. After the latter date she seems, as already stated, to have kept almost everything, even every advertisement, that she received. She often made notes for important letters that she sent, and sometimes kept copies of them. Of official documents, of printed memoranda, pamphlets, reports, and returns, she accumulated an immense collection. And though she was not a regular diarist, she was in the habit of jotting down on sheets of notepaper her engagements, impressions, thoughts, meditations, as also in many cases reports of conversations.
W. Edwards Deming was a moral philosopher, prophet, and sage with profound insights into the management of organizations and the art of leadership and living. He also was a composer of liturgical music, a singer, and a musician. Edward Martin Baker, one of Demings most valued associates, shares his deep understanding of Demings System of Profound Knowledge, a set of theories and philosophies that helped reshape the management practices of many large multinational corporations. This included bringing organizations to economic health and individuals to spiritual and psychological health by attaining dignity and joy in work. Baker provides an accurate depiction of the philosophy as a musical score: first movement: theory of knowledge second movement: appreciation for a system third movement: knowledge about variation fourth movement: knowledge of psychology Baker shows how the system can be viewed as a mapa mental representation of the territory that managers and others must navigate as they play their various roles. The Symphony of Profound Knowledge and what Deming taught contradicts whats learned in school and in the management of organizations. His teachings encourage the reevaluation of what is seen as fact. It provides a thorough understanding of the Deming philosophy and how to apply those concepts to life.
Leadership has become a prevalent concept across a variety of disciplines, among them history, politics, management studies, economics, and psychology. An array of definitions and theories have been proposed both by those who study leadership, and by those in leadership positions themselves. Here, Dominic Scott and R. Edward Freeman adopt a highly innovative approach by going back to one of the greatest thought leaders of all time, the Greek philosopher Plato. Plato brought a richness and complexity to common ideas about the nature and purpose of leadership. Rather than attempting to give a single 'one-size-fits-all' definition, his strategy was to break it into its different strands. He presents several 'models' of leadership, mostly through images or analogies: the leader as doctor, navigator, artist, teacher, shepherd, weaver, or sower. Each model points to features of leadership that we intuitively recognize to be important, and which still carry significant weight today, such as curing a social malaise or charting a new course. Scott and Freeman set out the essentials of Plato's thought and illustrate each model through modern case studies, including presidents, CEOs, and Nobel laureates. They also measure Plato's models against more recent concepts, using his insights to throw light on contemporary theory and practice. With a principal focus on leadership, and an assumption of no prior knowledge of Plato's works, this book takes a multi-faceted approach to a complex phenomenon.
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