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This multi-themed approach keeps your Bible study from becoming routine. You will not find a three month study of Leviticus. It cuts down on the theological/philosophic mumbo-jumbo giving straight but not dumbed down look at the Word of God.
Another innovative approach the authors used in creating this devotional aid is that the weekly sessions are composed of 5 lessons, giving you 2 days of individual study (the authors do make some suggestions) but this is an excellent opportunity to work in preparing your Sunday School lesson during the weekend personalized study.
The authors are to be commended! Bravo!
The hierarchy takes you from single words, two words, three words, carrier phrases, extended carrier phrases, prepositional phrases, all the way to high-level demand tasks such as explaining or describing, and storytelling.
The authors then give you a continuum of direct therapy strategies to teach the child: easy speech and streatchy talk, make direct requests for easy speech, model short and easy repetitions, model self-corrections, play speech cops games, teach tigger talk (easy bouncing), introduce hard speech, talk about pushing, contrast easy speech with hard speech, and embrace the speech villans.
The last half of the book is packed with therapy activities that you can copy and use with your students.
I really like the therapy sequence they have set up, and have found this book to be very useful. I've got my own personal copy. If you like a cookbook for a crutch to boost your confidence or are short on therapy ideas, you'll like this book.
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Deming's genius was as a statistician. He was also a humanitarian. He integrated himself into the Japanese culture to better understand and develop lasting relationships with his hosts. His was generous in donating publication royalties to the fledgling Japanese Union of Engineers and Scientist (JUSE). JUSE's prize bearing Deming's name is a measure of his generosity and humanity, not his management competence. His Japanese lectures on statistical methods, along with the standardization movement were influential in setting Japanese quality efforts in motion. JUSE soon realized that quality, productivity, customer service management, and zero defects required more than Deming could provide.
American publishers elevated Deming to guru status. Written during the mid eighties, this book's target was the US manager starved for some direction with which to combat the Japanese methodical implementation of quality and productivity. The publisher simply cashed in on an American name that had a Japanese quality prize attached to it. Deming's message may have been innovative for the forties, but today statistics-based productivity programs like Six Sigma incorporate a true management method. If you need to learn management statistics, consult "Introduction to Quality Control" by Kaoru Ishikawa.
The Deming "cycle" and statistical analysis is taken from Dr. Shewhart's 1932 work. Deming's 14 "points" and 7 "deadly diseases" are simply exhortations, talking points for the lecture circuit. Two diseases are explained as "beyond the scope of his present discussion" with one sentence of explanation given to each. It is evident that neither Deming nor Walton have the simplest grasp of US labor law.
The case studies include a company that is on the corporate bone pile for failing its environmental management responsibilities, and another in bankruptcy for managing its bottom line with emotion rather than reason.
To be fair, Walton's reportage of the bead demonstration taken from a Deming statistical lecture is worth reading. If purchased used, the value of the bead vignette will recoup the $[money]spent.
Serious students of management philosophy, productivity, and quality should look beyond this meager work toward Ishikawa, Crosby, or Juran.
And the following chapter shows the many companies that the Deming method and philosopy help in TQM.
I would recommed these method for any business, small or large.
You can tell the companies that use these methods ....there services and products shine with quality and more
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Unfortunately, it soon becomes clear that Ms. Walton is more interested in bashing Ford than telling the story about the Taurus. Normal work conflicts that happen at every company are blown out of proportion and presented as enormous crises.
The proof that Ms. Walton did not set out to tell the story of the Taurus is the way she half-heartedly discusses important design issues and then suddenly drops them to follow personality conflicts at Ford. Where is the discussion of the forward-looking integrated control panel? She tells a long story about how the headlight design causes grave conflicts among employees, and yet never even bothers to tell how the conflict was resolved. This book was a real disappointement for me
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