By Lewis Dartnell
«Una mirada fascinante a los principios básicos de las principales tecnologías que sostienen l. a. sociedad contemporánea». Wall highway magazine Una pandemia incontrolable, el impacto de un meteorito, o quizá una guerra nuclear; por el motivo que sea, el mundo que conocemos ha desaparecido y los escasos supervivientes deben comenzar de cero. ¿Cuáles son los conocimientos fundamentales necesarios para reconstruir nuestra civilización? Tras recoger lo poco lo poco que queda, ¿cómo se puede empezar a producir lo esencial? ¿Cómo cultivar alimentos, generar electricidad, preparar medicinas o extraer steel de las rocas? ¿Se puede evitar una nueva edad oscura y aprovechar los atajos para conseguir de nuevo el desarrollo? los angeles vida en las sociedades contemporáneas nos han desconectado de los procesos básicos que nos sostienen, así como de las elegantes premisas científicas que permiten aprender las cosas por uno mismo. Abrir en caso de apocalipsis es un viaje de exploración, un libro que explica todo lo que hay que saber acerca de todo lo que nos rodea. Una guía rápida para reiniciar los angeles civilización que transformará nuestra comprensión del mundo, y nos ayudará cuando este ya no exista. l. a. crítica ha dicho... «Un maravilloso compendio de los conocimientos que hemos olvidado. El libro más inspirador que he leído en mucho tiempo». Peter Forbes, self sufficient «Un libro extraordinario, una lectura estupenda incluso si los angeles civilización no desaparece. Si lo hace, será l. a. biblia del nuevo mundo, y Dartnell su profeta». the days «Una fascinante historia de l. a. ciencia y l. a. tecnología». Steven Poole, The dad or mum
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Deming, a statistician with a PhD in physics, and Joseph M. Juran, a former engineer at American Telephone and Telegraph (AT&T). Deming was one of the first to suggest a shift from problems to processes as the focus of organizational development, and was highly respected in Japan as an organizational consultant. Deming, who argued for process-focused improvement methods that emphasized the use of statistics, is credited with part of the economic turnaround that happened in Japan from 1950 to 1980.
Action learning was pioneered by Reg Revans, who argued that small groups of peers, from factory floor workers to managers, could learn from and support each other so as to achieve significant gains in productivity and quality. Revans insisted that only those who are directly involved in doing the work can effectively improve it, an idea that is at the roots of the development of "quality circles" in Japan. Chris Argyris, who criticized formal organizational systems stemming from the scientific management movement for neglecting both the social and egotistical needs of individuals, pioneered the concept of organizational learning, one of the main topics of this book.
The two main management figures of the First Industrial Revolution were Henry Fayol and Frederick Winslow Taylor. Fayol pioneered what became known as ''functionalism" a set of prescriptions to structure large organizations around forecasting, planning, and coordination activities. Later, functionalism was successfully put into practice by Alfred P. Sloan at General Motors. But the giant of this period was undoubtedly Taylor, whose principles of scientific management (Taylor, 1911) had an impact that extended well beyond his time.