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The New Economics for Industry, Government, Education (MIT Press) (English Edition) par [Deming, W. Edwards]
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The New Economics for Industry, Government, Education (MIT Press) (English Edition) Format Kindle

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Longueur : 268 pages Word Wise: Activé Langue : Anglais

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"... competition, we see now, is destructive. It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management."In this book W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The system of profound knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing prevailing management style as a prison, Deming shows how a style based on cooperation rather than competition can help people develop joy in work and learning at the same time that it brings about long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job and grades in school.Previously published by MIT-CAES

Détails sur le produit

  • Format : Format Kindle
  • Taille du fichier : 2450 KB
  • Nombre de pages de l'édition imprimée : 266 pages
  • Editeur : The MIT Press; Édition : 2 (31 juillet 2000)
  • Vendu par : Amazon Media EU S.à r.l.
  • Langue : Anglais
  • ASIN: B004ZK8RTM
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Commentaires client les plus utiles sur (beta) HASH(0x995d4570) étoiles sur 5 109 commentaires
71 internautes sur 74 ont trouvé ce commentaire utile 
HASH(0x9913d8a0) étoiles sur 5 Straightforward, Realistic & Practical 1 mars 2000
Par Raymond A. Teo - Publié sur
Format: Broché
I have recommended this book in my previous review of "Out of the Crisis" to managers who are new to Deming's ideas, being a manual that will be easier and more effective to comprehend and follow. At the final stages of his life, Deming (1900-1993) wrote this epilogue of his career with an honest attitude and sincerity that I, along with many of my colleagues, admire. The frankness of his opinions regarding the (lack of) essentially fundamental leadership traits in today's modern global societies, in all vital areas at all organisational strata, are both valid and brave; the information voiced is made possible only through his previous experiences and status in the field.
If all managerial leaders of this world were to listen, be able to understand and follow Deming's ideas and underlying philosophies, societies will be enhanced beyond recognition in many aspects.
However, if you are a lone crusader in your organisation or even country, then you are in for hell... but do hang on tight, as the world generally hates challenges in any forms and situations... Implementing Deming's philosophies (as with any corporate strategy) involves innovation by the introduction of new ideas into an organisation, which includes rearrangements from jobs and roles to structures and systems; which people generally hate. Even within the book, Deming had already highlighted the various problems to that, and had always emphasised on EDUCATION of the organisation, rather than decreed training to extinguish corporate flames, for he had said:
"Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge."
- W. Edwards Deming 12th September 1993
This is my humble tribute to a great man.
60 internautes sur 66 ont trouvé ce commentaire utile 
HASH(0x9913d8f4) étoiles sur 5 An excellent book on systems and whole systems thinking. 28 janvier 1999
Par - Publié sur
Format: Broché Achat vérifié
This is the last book written by Dr. Deming before his death in 1993 at the age of 93. Dr. Deming is perhaps best known for the work he did in Japan at the end of World War II, and his famous 14 points. In this book Dr. Deming introduces his System of Profound Knowledge, which consists of: An understanding of Systems,A Theory of Knowledge, An understanding of Variation and Psychology Dr. Deming defines a system as: "A series of interdependent components that try to work together to achieve the aim of the system." The system must have an aim, without an aim there is not system. Dr. Deming explains variation as follows: All systems have some variation in them. The secret is to know what kind of variation is occuring and to respond accordingly. Common cause variation is the random variation tha occurs in any system. Special cause variation is a result of something outside the system acting on the system. An example would be that it normally takes you 25 minutes to drive to work, give or take a few minutes, but this morning, because of an accident the commute required 50 minutes. The normal drive time, with variation represents common cause variation, while the accident represents special cause variation. A theory of Knowledge is a way of doing experiments, or defining a mind set. According to Dr. Deming without theory no learning takes place. He give an example of a rooster that has a theory that he causes the sun to rise because he gets up early and crows. One morning he forgets to crow. The sun rises anyway. While the rooster's theory is blown out of the water he has learned that he is not responsible for causing the sun to rise and in the future he can sleep in. Dr. Deming's discussion on psychology has to do with the difference between intrinsic and extrinsic motivation. His basic theory is that people enter the world motivated to learn and do well and that the excessive use of extrinsic motivation kills the intrinsic motivation. In this book Dr. Deming also discusses in some detail his famous Red Beads Experiment which he uses to demonstrate the power of systems and how they victimize the people working in them.
20 internautes sur 21 ont trouvé ce commentaire utile 
HASH(0x9913dbd0) étoiles sur 5 Highly Recommended! 18 septembre 2001
Par Rolf Dobelli - Publié sur
Format: Broché
Critique W. Edwards Deming's work at your peril. After all, he probably set whatever standard you're using. This volume - revised by the author before his death in 1993 and partially based on his 1950s work with the Japanese - may strike the contemporary reader as a curious mixture of seminal process thinking and idiosyncratic ruminations on education. Portions read like an artifact of the early 1990s, but in this regard, however, his volume offers a unique perspective on a turning point in American economic history: the shift to the knowledge-based economy. We [...] recommend Deming's volume to any serious student of management thought, and all human resources professionals should familiarize themselves with his work, which set the foundations for many of the transformations now underway in the corporate world.
8 internautes sur 8 ont trouvé ce commentaire utile 
HASH(0x99141114) étoiles sur 5 Shorter Deming book 24 octobre 2006
Par talkaboutquality - Publié sur
Format: Broché
W. Edwards Deming is the man who tried to tell America how to make industry more effective. Few listened, so he went to postwar Japan and revolutionized their industry instead. When American industrial leaders saw Japan beating them, then they got interested. Almost anything by Deming is a must-read for his commonsense but statistically-based theories for productive, happy work. The New Economics is pretty short but introduces a lot of the points. For the in-depth view, read his Out of The Crisis.
6 internautes sur 6 ont trouvé ce commentaire utile 
HASH(0x9914112c) étoiles sur 5 Different and good 23 octobre 2008
Par Robert Buxbaum - Publié sur
Format: Broché
This book was very different from other author's quality books, and especially different from what I expected from other books that claimed to speak for Deming. There was no math (for better or worse), no goals of 6 sigma, or 8 sigma, or numerical goals at all. There was no treatment on how to rank employees, but there was a well-written section warning against this practice, and against pay-per-performance. This latter, I found veery believable. There was a good review of the diseases of companies and universities (mostly management diseases) and a clear view of how to deal with them. At the end there was also a treatment of non-management problems: product variation caused by equipment and the like. I found this last section hard to understand. Still, overall I thought I got my money's worth -- more of my money's worth from this book than from the 4 or 5 management books I'd read before.
After reading this book, I bought another Deming book, Out of the Crisis. It was similar though longer and more mathematical -- a plus for me.
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