| Isaac 的个人资料殷椒 ㆒㆟㆝㆞《Isaac Yin Kam Ho...照片日志列表 |  工具  帮助 |
|
|
9月30日 Timeline of the People's Republic of China in 60 Years
Written by: Huang Yan and Lucy Hornby; Edited by: Ben Blanchard 1949: Mao Zedong proclaims the People's Republic of China. 1950-1953: China backs North Korea against U.S.-backed South Korea. At least 100,000 Chinese "volunteers" die. 1957: The Anti-Rightist Movement purges intellectuals and reformers with liberal economic and political views. Veteran Communists are later purged for opposing the Great Leap Forward. 1958-1961: The Great Leap Forward attempts to catapult China into the modern industrial age by collectivising agriculture and creating steel in 'backyard furnaces.' An estimated 30 million, mostly peasants, starve to death before the experiment ends. 1959: Chinese troops crush an uprising in Lhasa, following widespread Tibetan resistance against forced collectivisation policies. The Dalai Lama flees to India, where he remains today. 1966-1976: The Great Proletarian Cultural Revolution unleashes the teenage Red Guards, who with fanatical devotion to Mao set out to destroy all vestiges of China's "feudal" culture. Schools close and the country disintegrates to near anarchy, before youths decamp to the countryside to "learn from peasants". 1971: China joins the United Nations, displacing Taiwan. 1972: U.S. president Richard Nixon visits China. 1976: Tangshan earthquake. An estimated 300,000 die. 1976: Mao dies. Veteran Party members defeat a power grab by his wife, paving the way for Deng Xiaoping to take charge. 1978: "Reform and Opening up" policy revives agriculture as peasants regain the right to farm their own plots. Over the next decade, food shortages vanish and foreign investment begins. 1978-1979: "Democracy wall" posters support political reform 1979: U.S. and China reestablish diplomatic relations 1985: China runs a trade surplus with U.S. for the first time 1989: Students and workers protest for political reform and against inflation on Tiananmen Square for weeks, before the army crushes the movement on June 4, killing hundreds. 1992: Deng revives economic reform with his Southern Tour. 1997: Deng dies. 1998: Asian financial crisis coincides with reform of state-owned firms, throwing an estimated 30 million out of work. 2001: China joins the World Trade Organization. March 2008: Protests erupt across the Tibetan plateau, after deadly riots in Lhasa, triggering a crackdown on Tibetans. May 12, 2008: An earthquake in Sichuan province kills 80,000. Aug. 8, 2008: Olympic Games open in Beijing. July 5, 2009: Riots by Uighurs in Xinjiang kill 197 people. (Source: http://in.reuters.com/article/worldNews/idINIndia-42797720090930?pageNumber=3&virtualBrandChannel=0&sp=true) 8月8日 北京奥运 • 北京欢迎你2008年8月8日，北京奥运正式开幕，张艺谋导演的葫芦里到底卖什么药，一直充满着悬念，大家稍安勿燥，拭目以待。从8日起至24日，全世界都在期待着一个拥有五千多年文明的东方国度将会用什么样的面貌呈现第29届奥运会。届时，全世界的华人皆为中国大陆欢呼喝彩。
开幕前，北京捎来好消息，国际奥委会会长罗格（Jacques Rogge）赞扬北京奥运的筹备工作“完美”，显示出中国当局对于筹办工作的积极态度。对于选手村，他更赞誉有加，声称这是历来最好的选手村。
现代奥林匹克运动的创始人，法国教育家顾拜旦（Pierre de Coubertin ）认为教育是奥林匹克运动的真正目的。他希望通过竞技运动来教育全世界的青年和民众，沿着由发展个人进而扩展到社会、由微观到宏观的逻辑顺序构建奥林匹克理想。
奥林匹克理想把体育运动与文化和教育融合起来，没有任何歧视，通过持有奥林匹克精神——以友谊、团结和公平的精神互相了解——的体育盛事来教育青年，从而为建立一个更加美好、更加和谐的世界。
北京奥运提出三大理念：绿色奥运、科技奥运、人文奥运；这充分证明北京奥运不仅仅是一个体育竞争比赛，一个带来无数经济效益的巨大商机，更是一个对中国、对世界的实际教育。弘扬环保思想、献身先进科技及展现人文精神，北京在世人眼前呈现一次高尚的体育盛会。
第29届奥运会主会场国家体育场位于北京奥林匹克公园内，其别名“鸟巢”更为世人而知晓。顾名思义，鸟巢孕育着中国大陆的奥运梦，更寄托着世人对未来的憧憬。“鸟巢”建筑面积25.8万平米，可容纳观众8万人，临时座位1万1000个。2008年奥运会期间，承担开幕式、闭幕式、田径比赛、男子足球决赛等赛事活动。
鸟巢是一座以钢铁编筑而成的21世纪经典建筑，其纵横交错的钢铁枝蔓是鸟巢设计中最为人津津乐道的部分，亦是鸟巢建设中最艰难的地方。鸟巢有着先进的节能设计和环保措施，包括良好的自然通风和自然采光、雨水洪水的全面回收、太阳能光伏发电技术的应用等。“鸟巢”构成了绿色奥运、科技奥运、人文奥运 的理念。
“鸟巢”与“水立方”
本届奥运少不了五位主角，他们是第29届奥运会吉祥物-五福娃：贝贝、晶晶、欢欢、迎迎、妮妮；他们的名字诠释出“北京欢迎你”。五福娃的造型分别融入了鱼、大熊猫、奥林匹克圣火、藏羚羊及燕子的形象。其色彩与灵感来源于奥林匹克五环、中国辽阔的山林大地和江河湖海。
2008北京奥运会将北京与世界的距离拉近，世界各地炎黄子孙为之雀跃，我不例外，在此预祝北京奥运大吉大利、圆满成功。同时，也希望马来西亚健儿们能为祖国带来金牌突破，Malaysia Boleh！
北京欢迎你，有梦想谁都了不起，有勇气就会有奇迹~
4月12日 油棕魅力无法挡两年前，原棕油每公吨约1500令吉，时至今年三月，却一度上涨至每公吨4486令吉的天价。同时，原油价格也上涨至每桶101美元。
世界平均比重的原油通常以1公吨 = 7.35桶（每桶为42美制加仑），每桶约为136公斤。换句话说，原油每公吨价格约是742美元（2375令吉）。比每公吨4486令吉的原棕油价格低2111令吉或88.88% 。
今年二月初，原棕油每吨1044美元（3384令吉），而原油价每吨681美元（2208令吉）。这意味着原油价从相差363美元（1176令吉）或53.26%扩大至88.88%，这显示原棕油价的上涨率比原油更快。
专家认为原棕油价之所以上升的快，主要是受到中国和印度的高需求量在支撑着。由于气候恶劣影响，中国印度国内植物油产量不足，所以需要从外入口食油。中长期而言，原棕油价恐怕维持不住每吨3000令吉以上的水平。
四月初，原棕油价受挫，相信受到美国大豆油的价格所拖累。美国农业部上月杪宣布大豆种植增加18%，大豆油价格马上面对下跌，可与大豆油交替使用的原棕油也面对卖压。
其实，自从2004年开始，棕油的价格便一直在上涨，当时主要是与生物燃料有关联，到了2006年至2007年，原棕油又遇到了新变化，整体植物油价值是在上涨，这种价格上涨和更广泛的用途是由直接挂钩的。
国际机场 变油棕园
大马机场（Malaysia Airports Holdings Berhad）是我国一家专门管理国内机场的公司，主要收入来自机场管理，旗下最主要机场莫过于大马人引以为傲的“森林机场”—吉隆坡国际机场（KLIA）。
KLIA曾有着成为区域航空枢纽的理想，却因为赤腊角香港国际机场（HKIA）、新曼谷国际机场（Suvarnabhumi Airport），加上原有的新加坡樟宜机场（Singapore Changi Airport）的激烈竞争下，航空枢纽看似空中楼阁。
然而，大马机场到目前仍然是一家赚钱公司，在截至去年12月31日为止的财政，取得2亿7000万令吉的净利，相较于前期的1亿7000万令吉净利，取得卓越的58.82%增长。
高瞻远瞩 未雨绸缪
尽管如此，为确保收益来源或持续增长，大马机场董事经理拿督斯里巴西尔阿末（Dato’ Seri Bashir Ahmad）表示将利用围绕在KLIA的10%地库（960公顷），种植油棕，趁原棕油价格持续上扬大赚一笔，以激励公司的收益。
机场所规划的地段主要用作未来扩充，巴西尔阿末的建议是否偏离机场的计划轨道？既然现时段无需为挂名航空枢纽而扩充机场，改变策略种植油棕不但能刺激公司盈利，亦为公司设下一种保险投资。
机场变油棕园劲搞笑，我话有钱唔揾超低能！
2月29日 快樂學佛，學佛快樂文：覺誠法師 （摘录自普門雜誌） 學佛的人難道就不可以有娛樂嗎？這是很多初學者都會產生的疑惑。學佛讓我們離苦得樂，為何學佛后反而變得不快樂了？難道學佛是很痛苦的差事？ 學佛的人當然也可以有娛樂。對一般的人來說，正當的娛樂是有必需的。 然而，一些時下青年為了追求感官的欲樂，終日流連不良聲樂場所，最后甚至染上吸毒惡習。這樣不只平白浪費了大好年輕時光，也乖離了娛樂的本意。因為，只有清淨、歡喜、利己利人的娛樂，才能讓我們身心健康。 娛樂不一定只是吃喝玩樂而已，學佛也不一定局限在法會、共修。像佛光青年的“愛我青年”活動，可以去參加生活營、旅行；又如“人間音緣”，可以唱歌、聽歌，還有舞蹈表演等等。喜歡閱讀的，可以組織讀書會；喜歡看電影的，可以參與電影分享會，這些都是有益青年的活動。 學佛的孩子不會變壞，因為這些正面的娛樂活動在提升自己之余，還能結識良朋益友。 保持一顆平常心 和志同道合的朋友一起快樂學習，遇到困難時還能夠互相支持鼓勵。遇到家庭、學業、人際等問題，學佛青年有善知識的引導，也不至于沉迷于不良嗜好而誤入歧途。 學佛只會讓我們變得更加快樂。在求學期間，學佛讓我們保持一顆平常心，了解讀書的本質是為了獲得知識，不會因為成績名次的好壞而不快樂；在職場上，學佛讓我們學會了包容體諒，不會陷入同事之間的勾心鬥角，或因不當的閑言閑語而耿耿于懷。 學佛讓我們不在金錢物質上打滾，多與人結善緣，怎么會不快樂呢？ 學佛后的你，知道應該把握當下的學佛因緣，這是很難得的。只要不斷淨化自己，慢慢捨棄自己的我見、執著、無明，讓充實、感恩、謙卑、光明充滿我們的心，人生就會奮起飛揚。唯有法樂可以讓我們不著世俗之樂，學佛孩子的快樂，不是世俗的娛樂所能比擬的。 除了娛樂，我們也應該要懂得安排、規劃自己用功的時間。一個有智慧的人，要懂得安排自己的生活，該用功的時候用功，該休息的時候休息，該閱讀的時候閱讀，該運動的時候運動。如果終日扛著吃喝玩樂的包袱，就體會不到佛法的真意。 有 句話說︰“不忘初心”，提醒我們遭遇到困難時千萬別輕易放棄。學佛就譬如攀高山者，不能因為路途顛簸、路人砂石多、身體疲累、口渴等障礙而輕言放棄。因為 只要我們爬上山頂，就會有美麗的遠景等著我們。每一個成功的人，都必須經歷很大的苦難；只有在這種種苦難中不忘初心，堅持奮鬥下去，才能夠成功。 佛法如大海，學佛就如一條放入大海中得到自由的魚，歡喜愉悅。只要我們秉持著中道︰正當的娛樂，正當的生活，六根不受到傷害、染著，就能找到快樂學佛之道，歡喜學佛。 1月19日 The Process of Management: Nissan under GhosnThe activities carried out by management have been generally grouped in terms of planning, organizing, motivating, and controlling.
Planning – making decisions for the objectives of the organization and discussing the way of accomplishing. Organizing – arranging activities and responsibilities into an efficient system. Motivating – fulfilling the physiological and psychological needs of employees. Controlling – monitoring and providing corrective instruction.
A good management also involves auditing in its main job.
Auditing – focusing on results, evaluating the effectiveness and suitability of controls by challenging underlying rules and procedures.
Nissan was in a death spiral in 1999. The company was carrying massive debts, heavy losses, and a badly damaged brand. When Renault CEO Louis Schweitzer pumped in $5.4 billion to buy effective control of Nissan (NSANY ) that year, there was skepticism that he dumped the billions into the Pacific Ocean.
Renault sent Carlos Ghosn to engineer the failing company’s turnaround. Well, today, Nissan is back. Mr. Ghosn pushed through a swift and savage turn-around that lifted Nissan back into the black by 2001.
Mr. Ghosn has a reputation as a cost-killer around the industry. Ghosn determined that he had to slash purchasing costs by 20%, reduce capacity by 30%, close five plants, and displace 20,000-odd workers through layoffs and attrition. But at this point in Nissan's revival, the focus is much more on expansion and growth.
Brazilian-born French-educated, son of Lebanese parents, Mr. Ghosn is managed to confront Nissan’s largely Japanese workforce in a totally different cultural environment to him. Human beings have a tendency to reject what is different. But he believed that he is going to grow and learn a lot by confronting himself to the differences.
During the Nissan Revival Plan, he set up the Nissan Management Way, a program to increase the quality of the management. The quality of management is as important as the quality of the product. The Nissan Management Way includes Cross-Functional Team and Value-Up Program.
In 1999, nine cross-functional teams bringing from engineering, design and sales within the company were established. There was one goal – to make proposals to improve Nissan’s business and reduce costs – and one rule: no constraints. These teams are expected to develop fresh and original ideas which are not practised in the past work. Cross-functional teams aim at maximizing the company’s target using a minimum management resource in the shortest possible time.
The Value-Up Program is a tool for achieving the goal of Nissan, using the successful implementation developed during the Nissan Revival Plan. Like cross-functional teams, this program is cross-functional across different department and is designed to produce quantifiable, measurable results through the use of effective tools.
Mr. Ghosn states that the basic objective of a management is to create value. But the core of all this is to gain the attention of the workers and get them motivated. We can’t be demanding of someone who isn’t empowered.
Corporate governance is the key responsibility for management. At Nissan, clear management objectives and policies are released to all stakeholders, both inside and outside the company. Mr. Ghosn made it clear that he would tolerate no backsliding: “If you disagree with the plan,” he writes, “you’ve got to leave the company.”
Nissan is also keenly interested in receiving the constructive feedbacks that will benefit the management. During 2002, a Nissan survey of more than 20,000 employees representing all activities worldwide had been conducted.
Nissan has strengthened its auditing by adopting outside corporate auditors. Nissan established the Japan Internal Audit Office to conduct internal audits of operation on a regular basis. The Chief Internal Audit Officer conducts global audits.
Japan is open to change in its post-bubble period, even from a “Gaijin” (Japanese word mean foreigner). Carlos Ghosn has a deep impact in Japan that goes beyond Nissan. As a “Gaijin” in charge of one of Japan’s largest company, he is extremely successful in turning around a dying Nissan. 12月17日 用書之道文：星云大師 （摘录自普門雜誌） 古人說︰讀半部《論語》可以治天下；閱《資治通鑒》能夠知古今；《二十四史》道盡天下的興亡；三藏十二部佛教典籍，敘述了宇宙人生的真理，可見得“書”的重要。 人應該要讀書，不讀書則不知仁義，古代的讀書人自我反省：“讀聖賢書，所學何事？”無非是勉勵自己，也能擠身聖賢之流。所以，人不僅要會讀書，還要會用書。用書之道，有四點︰ 第一、藏書不難，能看為難。現在有很多人收藏很多書，尤其那些發了財的人家，在酒櫃之外，還要加設書櫃，收藏一些名家著作，以附風雅，方能堪稱書香世家。 第二、看書不難，能讀為難。有些人看書，走馬看花，隨意瀏覽；或是漫不經心，貌似閱覽，卻妄想紛飛，心猿意馬。若能將書中真義讀出來，真正深入了解卻很不容易。 第三、讀書不難，能記為難。縱使會讀書，也能了解，但是記不得，隨看隨忘，隨讀隨遣，亦不能達到讀書的效果。 第四、能記不難，能用為難。有很多學者以速讀方式閱讀，在博聞強記下，贏得博學多聞、聰明巧慧的美名。雖然口若懸河，滔滔不絕倒背如流，但是不會運用，沒有融會貫通，不能善加運用，即使讀了許多書，對于自己也是沒什么利益。 著書立說利益人間 古德云︰“一冊經卷滿馨香，法味供養最富足。”“人抬人萬丈之高，書抬人無價之寶。”韓愈也說︰“一時勸人以口，百世勸人以書。”在在說明以著書立說來利益人間，是書的最妙之用。 所以我們讀書要緊的是不但要藏書，而且要能看書，能看書還要能讀書，能讀書之外還要能記書，記書以后還要能運用書，將書本融入生活，把知識化為智能，以處理人世間的諸多問題。那么，這個書才有用。其實，我們自己身心的當體就是一本書，所謂“不讀自身，不曉得失；不讀自心，不知妙處。” 雖然，用書之道有四難，但是若能做到“以滿腹經綸代替胸無點墨；藏書千冊代替腰纏萬貫；以文會友代替酒肉朋友；書香社會代替功利社會”仍不失“用書之道”。 用書之道，有四點︰ 第一、藏書不難，能看為難； 第二、看書不難，能讀為難； 第三、讀書不難，能記為難； 第四、能記不難，能用為難。
10月19日 Scientific ManagementFrederick Winslow Taylor (1856-1915) developed a system called Scientific Management which can be used to diminish inefficiency in industrial management so as to maximize the prosperities of the establishment.
This system states four management disciplines:
Under old management, the workmen used to “soldier” or deliberately work slowly due to natural laziness or systematic soldiering. The main reasons for soldiering are:
Work Study should be done to find out the best method of doing a job and eliminate all the unnecessary steps in order to standardize it as a rule of science. This analytical approach should be taken by the management so as not to leave all the responsibilities to the workmen themselves. Then the men are carefully selected and trained in accordance to the science.
Under piece-rate system, management always reduce the rate when they are convinced that a man is capable of doing more work than he has done. However, workmen will compel themselves to do more and attempt to deceive their employer they have achieved their maximum work.
Having scientifically studied the jobs, a standard rate can be set accordingly to the workmen’s abilities and productivities. There will be no worrying among workmen, their wages and the profits of their employers are somewhat antagonistic.
Workmen should cooperate and agree with management heartily so as to insure that all jobs are done in accordance to rules of science which has been developed. Whenever the workmen succeed in doing his tasks right within the time specified, they can have their wage increases from 30% - 100%.
Under scientific management, workmen are convinced that there is employment to more men instead of risk of unemployment. In place of suspicion and antagonism, there is a friendly relationship between the management and the workmen.
No system of management within the control of human beings can ensure the continuous prosperities to either employers or workmen. Prosperities depend upon many factors such as the control of management itself, political situation or economy. It is claimed, however, under scientific management, the inevitable uncertainties can be resolved in shorter time and fewer expenses.
Mr Gilbreth was able to reduce bricklaying steps from eighteen to five as a result of analysing and re-designing such as:
In fact, Mr. Gilbreth’s contribution is an application and development of Taylor’s idea:
The leader of management must be optimistic, determined and hardworking who can patiently wait as well as work. 6月25日 跟人在一起文： 傳聞法师 在日常生活中，我們每天都會跟人在一起。早上起床后，跟家人在一起；上班跟上司、同事在一起；下班后逛街、購物、閑聊，乃至到休閑的公園，也會跟人在一起。所以說，我們的生活離不開人群。 假如一個人喜歡獨居，不跟人在一起，那么他的生活就會很簡單。但是我們往往發現，這種生活不單導致個人成長有限，而且還會因為經常我行我素、獨來獨往，久而久之養成自大的習性，性情也會偏向孤僻；跟大眾一起生活，雖然會有困難，但反而在人群中學習到更多。因此，人與人在一起生活是一間藝術。 學習跟人在一起的第一件事，是要放下對別人的期望。一般上，我們總喜歡或想要跟特定的人在一起，但最后往往會因為對他人抱有太大期望，而感到失望。對他人的期許越大，我們就會面對更多的苦。倘若有一天他人不能按照我們的期望去實行事物時，失望就油然而生了。 我們喜歡跟“聽我的”人在一起。不管我們是何種身份，總是喜歡別人認同自己的說法、聽自己的，照自己的意思去做，否則就會生氣、埋怨或放棄。 面對各種不同的性格，我們常會“受不了”某人的習氣。然而這種“受不了”互相碰撞后會讓突破產生，人與人之間才有空間，有了空間就會增長智慧。所以我們要懂得停下來看一看，給自己一點空間，避免碰到頭破血流后，還責怪別人的錯。 跟人在一起學習，要注意的第二件事是︰無論我們已學會多少，都要跟他人一起再真實地經歷一切。這不是要用我們所知道的去經歷，而是要待我們親身經歷以明白了解。世上所有的知識和學問，都是經歷的結果，用知道的去經歷，不過是利用小聰明去走捷徑，阻礙了更多的創意。 當我們知道人與人之間可以學習到很多不同經歷后，就會充滿成就感。這成就感并非來自自己的優越，而是看見我們被他人成全。當我們了解到跟人在一起碰撞時，自己被人成全而有所突破成長，生活就無怨無悔。此刻心中生起的是感恩眾生的菩薩道場，所以願意永遠跟人在一起。 （摘录自 普門雜誌） 3月24日 沈慕羽争华文为官语功败垂成？我国独立初期，政府定下至少十年期限，以逐步将马来文代替英文成为本邦官方语文。自从1955年1月12日，董教总在马六甲同意与巫统(联盟)向报界发表联合声明，同意不提华文应列为官方语文的要求，此后的10年内，董教总领袖就没有真正公开提出此呼吁。
后来，到了1965年，当时身兼教总主席及马青总团副总团长的沈慕羽，发起争华文为官方语文运动。沈慕羽强调，他不到黄河心不死。
当时，政府非常关心这事件的发展。1965年7月，副首相拉萨特地召见沈慕羽等领袖来会谈。副首相劝告他不要重提“华文为官语”运动，因为这很容易煽动种族情绪。
拉萨透露：“我国10年前争取独立,华巫族领袖有一个共同秘密谅解协定,既是华人须承认马来文为国语及唯一官方语文,马来人才同意开放公民权给华人。”
在这期间，马华总会长陈修信也决定召见沈慕羽来会谈。陈说：“在我国争取华文为官语是不能成功的,我国统治者与大多数臣民是马来人,华人还是较少数民族,我们必须正视这个现实。”
沈慕羽听后坚决不同意这说法，突然，陈修信在这时提出反建议：“如果争取华文为官方应用文,或许还可以争得到。”沈听了，很开心。
接下来，陈修信提出他的条件，他要沈慕羽签一份合同表示支持他。可是，沈慕羽却出乎意料地回答陈修信说：“这个事很重大,我们还不能决定,我们需要回去开会讨论才能作出答复。”
但是，此后双方却没有再举行会谈，也没有安排洽商或签署合约，双方似乎都处在互相等待与不闻不问的情况下，不了了之。“争取华文为官方应用文”运动，就这么胎死腹中，就此烟消云散了。
到了1966年，语文争论的问题，演变得越来越使人担心华巫社同样显得非常激动。沈慕羽不顾中央发出争取“争华文为官语”运动的禁令，继续自己的使命。而 马来社会方面，言论较激烈的语文出版局主任赛那雪说：“当我在吉隆坡街头漫步时,发觉身边的街招或招牌都是华文,我以为是身处外国。”他还表示华人在大马 比在印尼幸福得多，劝请华人要知足。巫青团团长西努也劝请华人不要阻碍马来语从1967年起成为唯一官方语文。
66年10月，马华中央再下禁令，沈慕羽不予理会，并表示对马华的禁令表示感到失望。陈修信对沈慕羽的表现感到震怒，召开马华中委会议，决定开除沈慕羽党籍。因此，董教总与马华掀开谩骂战，在媒体或演讲上过招。
而马华陈修信在华巫两族社会的压力下，向联盟政府争取到母语作官方译文的使用。1967年9月1日，国会三读凑通过国语法令，其中第三条有规定可用其他民 族语文来翻译官方文件或通函之用。一些马来领袖表示不满，认为这是给予华印文一种“半官方地位”，并间接引进多种语文政策。语文出版局主任赛那雪因此愤而 辞去巫统最高理事职位。
经过上述事件，不仅使陈修信被批为“背弃华社”，也使东姑阿都拉曼在马来社会的声望大跌。
两位领袖虽被批评出卖民族，他们其实已为华巫社会创造双赢局面。陈修信深知当时的马来社会决不能轻易接收华文为官语，事因其一，马来文为国语的地位受威 胁，土著身份不鲜明，一旦华文为官语成立，必定引来马来社会的不满与愤怒，因而造成社会不安及混乱。其二，马来人不易学习华文，也怕强迫性学习华文。陈修 信只能争取到母语为官方译文虽不能满足华社，却是华社该知足的地步了。
东姑也是个通情达理的领袖，他清楚知道当时的华人与印度人占了总人口的三份一以上，他们的母语必须获得一个合法地位，那就是作官方译文的使用。他既不使他 语成为正式官方语文，也不弃他语予不顾，给予“半官方地位”。东姑虽根本上对不起马来族人，却是马来社会该谅解的方式了。 1月31日 通权达便 儒家的创始人孔子，为了换颓风，实现自己所理想的社会，不畏艰辛，带领弟子游说列国，推行仁学。但是当时诸侯纷争，没人主张提倡仁学。孟子为了发扬光大孔子的仁学及符合子思（孔子之孙）的中庸之道，在《孟子》一书中，处处以“通权达便”的方式解决问题。
孔子的“明知不可而为之”表达了人生不断进取的伟大意义；孟子的“知其不可为时而不为”的思想表达了“通权达便”的重要性及圆融性。百里奚弃虞投秦，结果为秦穆公成就了霸业。孟子非但不以儒家观点去批评他，反对他大加赞赏。真正的聪明人，有德行的人，不必句句讲诚信，行动也不一定贯彻始终，只要仗义而行就行了。
“权变”思想，是通与达的作用，既是人们行为的一种取舍，要求人们知法而不拘泥于法度，明事理而不淤滞于事理。知进退，善变通。主张中庸之道，也要懂得变通之法，不可固执于一端而废弃其余，最终有损仁义。懂得通权达便才能顺心顺意。
孟子以独特的“权变”，提出了“舍身取义”的取舍原则；“穷则独善其身、达则兼善天下”的仕途原则；“当受则受，当辞则辞”的受礼原则。 1月25日 杨振宁教授的忠告这些月来，我和书本似乎远离了。我对阅读的兴趣很浓，怎么现在不同了？现在所读的书本都与所就读的课程有关，为了应付学业上的考试，不得不读，但却对一些课外读物疏离了。在我的书橱里，有许多书本还是“处子之身”。 有时候我总能抽出一些时间去阅读这些书本，不过我却未能去珍惜这些时间，在无形中被我浪费掉了。我这样的行动正好证明了一些数据。根据最近调查所悉，我国人民每年平均只读不超过二本书，读的书也是因为该书的知识与职业或学业有关。 从报章上所得悉，物理界权威人物杨振宁教授，曾在去年年中在新加坡发表了一场演讲。杨教授在该场演讲针对新加坡青年学生和知识分子，发表了一番精见，不过也非常适合用于大马青年学生与知识分子身上。 他发现新加坡青年学生和知识分子对本身的专业相当专注，但对自己专业以外的东西就不感兴趣，所知甚少。所以杨教授提出忠告，阅读要广泛一点，理科学生也应该有丰富的人文知识（人类社会及文化现象的有关知识）。 的确，许多学生或知识分子都有自己的专长，但一走出自己的专业范畴，就显得无知，连一些普遍常识也缺乏。这与平日没有作广泛阅读有关。人民对阅读“偏食”，人文知识就会贫乏，思想进度就不能提高。 我们的社会，向来就缺乏人文关怀，文风疲弱，偏偏不幸，多数人习以为常，以为自己考到什么学位，就很了不起，或比别人挣得多些钱，就威风凛凛。反观世界著名物理学家，诺贝尔得奖者杨振宁教授，演讲时常常用“我想”、“也许”、“我觉得”、“我的看法不一定对”、“我对这个问题没有特别的研究”等等谦虚词语，就足以作为那些自高自大学者的好榜样！ 听了杨教授的由衷之言，希望自己以后都能抽出一些时间来阅读，以丰富自己各方面的知识。
11月18日 虚心，信心，决心 在这世上，人谁无过，只是有时自己本身无法察觉自己的过失而蒙蔽了自我。不同的人都有不同的警觉性，觉性较强的人常常能自我反省，至于较差的人则需要别人诚意的批评。
每个人本身都有弱点，但却只有很少人会对于本身弱点作出改善。所谓“活到老，学到老”，人在漫长的人生里不能虚度时光，而学习是每个人都不能停止的任务。学习，就是修学再实习。虚心是学习的必要心态，因为虚心能让人平和地接收一个新的知识或是别人对自己的意见，详细地分析其中的对与错。虚心助人进步；骄气使人后退。除此，从虚心中培养起学习的兴趣，更使学习过程事半功倍。
信心对每个人固然重要，但是信心并不是口头说说或心里想想而已。许多人会认为自己有信心去做某样东西，在遭遇到失败后，一些人信心受挫，一些则说有信心再来一次。其实，肯虚心学习的人才能在信心的激发下，顺利迈向人生目标。信心是信任自己的心态，难道我们能相信不肯虚心去学习的自己吗？
一旦下了某个重要决定，决心是完成任务的重要能量。决心并非意味着不停地横冲直撞，这样做只会步上绝路。决心是需要不停地审势度时，作出衡量与分析，才能顺利地到达目的地。人生的每个机会来得不易，下定决心去掌握难得的机会更是极其重要。然而，没有虚心及积极向学的人，无论怎样下定决心去操控得回来的机会，也只能失败告终。
虚心、信心、决心，在兴趣的催化下，成功不再是遥远的。总结一句，虚心学习者拥有多方面知识，再加上信心及决心，才能更有效抵达人生理想！ 学习有理，模仿无罪 很多人都会问：“成功有捷径吗？”如果你认为捷径就是一步登天、一夜暴富，那么，这样的捷径当然不可能回游会有。所谓的“捷径”，其实就是少走弯路，少走弯路就是捷径，而模仿就是一种成功的捷径！
也许你会感到好奇，在讲求创新的现代社会，只有思想上、管理上、技术上的创新，才有可能保持竞争力，模仿岂不是开倒车？然而，真正能创新的企业和个人其实并不多，更多人是模仿别人创造出来的东西。因为创新要投入巨大的财力、物力，而且走别人没有走过的路，失败的风险也很大；而模仿是吸取别人成功的经验，省力省钱，且不会走弯路。 模仿不是落后，也不是一种耻辱，它是人类的一种本能。每个人从出生到牙牙学语，从幼童到长大成人，甚至人生的每个阶段都离不开模仿，因为模仿是人类学习的主要方法，是学习过程中必然经历的阶段。古希腊哲学家也就是原子唯物论的创立者德谟克利特（Democritus）说过一句话：“在许多重要事情上，我们是模仿禽兽。从蜘蛛，我们学会织布河缝补，从燕子学会造房子，从天鹅和黄莺等歌唱的鸟学会了唱歌。” 不管多么伟大的发明或艺术创造，它都有一个基础和模式。最典型而著名的要算瓦特发明的蒸汽机，只是，如果没有纽科曼制造的蒸汽机作为参考，瓦特的蒸汽机是不是能够发明出来，可能都是一个问题。因此，瓦特也说：“我不是发明家，我只是一个改良家。” 最古老又最先进的学习法 贝多芬，你知道他的不朽作品是怎样产生的吗？他是继承海顿、莫札特的传统，集合古典派的大成，从而再创造出来的。他的名曲《欢乐颂》里的合唱，便是模仿法国作曲家卡比尼创作歌曲的结果。
模仿是最古老又最先进的学习方法，也是最快成功的有效方法。当然，自己去摸索，慢慢累积经验也能成功，但即使成功了，可能也是事倍功半，同时还失去宝贵的光阴。 伟人不一定是天生的巨人，但是他们通常都是站在巨人的肩上！瓦特、贝多芬等具有划时代意义的前辈们，都是通过模仿别人，站在别人成功的基础，取得辉煌成就的。连他们都是通过模仿获至成功的，我们又何必不屑于观察和模仿呢？ 8月25日 The Evolution of the Airplane The design of a new airplane is usually evolutionary; a new airplane is frequently an evolutionary extension of one or more previous design. Even the most revolutionary of new airplane designs contain some of the genes of almost all previous aircraft. The technical evolution of the airplane is divided into four eras: (1) pre-Wright attempts, (2) strut-and-wire biplane, (3) mature propeller-driven airplanes, and (4) jet-propelled airplanes.
(1) Pre-Wight Era
Humans have been fascinated with flight throughout history. Some people had fashioned some kind of wings out of wood or feathers, strapped these wings to their arms, climbed to the roof and jumped off, flapping wildly – the aeronautical historians call such people tower jumpers. As that proved unsuccessful and engineering advanced, mechanical mechanisms were applied to flap the wings up and down, resulting in vehicles known as ornithopters. The great Italian artist, architect, scientist and engineer, Leonardo Da Vinci designed numerous such ornithopters in the period from 1486 to 1490. To this day, no human-powered ornithopter has ever successfully flown.
During the late 18th century and 19th century, some innovative balloons and then dirigibles were designed to pioneer lighter-than-air flight. Heavier-than air flight was still in its infancy in this period. In 1799, an Englishman, Sir George Cayley first devised the concept of modern configuration airplanes that featured fixed wings for generating lift, paddles for propulsion, and a tail unit with horizontal and vertical stabilizers.
The aviation pioneer identified most strongly with gliding flight was the German engineer Otto Lilienthal. In 1889, Lilienthal published his highly influential book Bird Flight as the Basis of Aviation. Before he died in a gliding accident in 1896, he successfully made over 2000 flights during the 5-year period.
At the same year that Lilienthal was killed, an American Samuel P. Langley was successful in flying several small-scale, unmanned, powered aircrafts which he called aerodromes. These 4m-wingspan, steam-powered aerodromes were launched from the top of a small houseboat on the Potomac River, and they flew about a minute, covering a range close to 1.5km over the river. Spurred by the exigency of the Spanish-American war, Langley was given a $50,000 grant from the war department to construct and fly a full-scale, person-carrying aerodrome. This full-scale aerodrome was launched by a catapult mounted on top of a new houseboat on the Potomac River. But, the poor structural design of that full-scale aerodrome resulted in failure of the whole system. In spite of his failure, Langley deserves a lot of credit for his aeronautical works. Langley Theater at the National Air and Space Museum in Washington, NASA Langley Research Center which is built right beside Langley Air Force base in Hampton, Virginia are named after Langley’s name.
(2) Era of Strut-and-Wire Biplanes
The 1903 Wright Flyer indicated the era of successful strut-and-wire biplanes to commence that covered the general period from 1903 to 1930. On 17 December 1903, Orville and Wilbur Wright flew their aeroplane named Flyer I for the first time and covered a distance of 37m in 12s near Kitty Hawk in North Carolina.
The Wrights had the propulsion, aerodynamic and structural aspect of airplane design well in hand. The Wright brothers built a second plane, and in the summer of 1904, they managed to fly on a circular course of 4.45km in a sustained flight that lasted more than 5 minutes. Their breakthrough of aeronautical innovation was the idea of warping the wing tips to provide the rolling motion of the airplane, to jointly control roll and yaw for coordinated turns.
In the following years, several other people began to build and fly aircraft. The wing-warping method of roll control used by the wrights was quickly supplanted by ailerons in most other aircraft. Besides that, the open frameworks of the fuselage were enclosed in later designs. Although the aircraft at the outbreak of World War I were fragile, they were used nonetheless in the conflict. In relation to the thrust minus drag expression T – D, designers of World War I fighter airplanes, in their quest for faster speeds and higher climb rates, increased the thrust rather than decreased the drag. The decade following World War I, there were gradual design improvements, mainly involving some streamlining to reduce drag and gradual increases in engine power to increase thrust.
During this era, strut-and-wire biplanes were dominant due to their structural strength. Two wings of relatively short span, trussed together as a stiff box, were structural sounder than if the same total wing area were spread out over a singer wing with larger span. Moreover, the moment of inertia about the roll axis was smaller for the shorter-span biplanes leading to more rapid rolling maneuverability. For these reasons, designers were reluctant to give up the biplane. However, the struts and wires necessary to structurally strengthen biplane wing configurations are a major source of drag.
(3) Era of the Mature, Propeller-Driven Airplane
The period from 1930 to 1950 can be classified as the era of the mature, propeller-driven airplane. During this time, airplane design matured, new technical features were incorporated, and the speed, altitude, efficiency and safety of aircraft increased markedly. Therefore, in particular, the 1930s are considered by many aviation historians as the “golden age of aviation”.
First, the cantilevered-wing monoplane gradually replaced the strut-and-wire biplane. Monoplanes had existed before the 1930s. On 25 May 1909, Frenchman Louis Bleriot became the first person to fly across the English Channel with his Bleriot XI monoplane. Bleriot’s airplane has a design that is regarded as the classic configuration featuring a monoplane wing, a front-mounted propeller and a tail at the rear.
However, the monoplane began its gradual climb to superiority when in 1915 Hugo Junkers, at that time the Professor of Mechanics at the Technische Hochschule in Aachen, Germany, designed and built the first all-steel cantilevered-wing monoplane. This initiated a long series of German advancements in cantilevered-wing monoplane by both Junkers and Anthony Fokker through the 1920s. In 1916, William E. Boeing founded the Pacific Aero Products Company, which he renamed in the following year the Boeing Airplane Company. The monoplane came into its own with the Boeing Monomail of 1930. This airplane embodied two other important technical developments, it had all-metal, stressed skin construction, and its landing gear was retractable.
The U.S. government created National Advisory Committee for Aeronautics and Astronautics (NACA), the predecessor of NASA, in 1915 when it recognized how far it was behind Europe in aircraft production. NACA had developed cowling for radial piston engines. Beginning in 1927, NACA undertook a systematic series of wind tunnel tests with the objective of understanding the aerodynamics of engine cowlings and designing an effective shape for such cowlings. Compared with the uncowled fuselage, a fully cowling reduced the drag by a stunning 60%. Moreover, by proper aerodynamic design of the cowling, the cooling system of the engine was enhanced.
Many other improved design features for modern aircraft appeared in this period such as the variable-pitch propeller (to maintain constant engine speed so that the net power output of the engine-propeller combination can be maintained at an optimum value), high lift devices (flap, slats, slots, etc, which are used to increase the wing loadings – W/S, the ratio of airplane weight to wing area – at cruise), and pressurization for engine & passenger cabin (decrease in atmospheric pressure with increasing altitude).
In 1904, Ludwig Prandtl had introduced the concept of the boundary layer (thin region of an airstream which is immediately adjacent to the surface where the mechanism of air friction is dominant) in Germany, it had been recognized that two types of flow were possible – laminar flow and turbulent flow – in the boundary layer. NACA undertook the development of a series of laminar-flow airfoil which was to have an unexpected impact well beyond this era. It had to do with the boundary layer on a surface in an airstream.
(4) Era of the Jet-Propelled Airplane
The jet engine was developed independently by Sir Frank Whittle in Britain and by Hans Joachim Pabst von Ohain in Germany. On 27 August 1939, the German Heinkel He 178, powered by von Ohain’s jet engine, successfully flew – it was the first gas turbine-powered, jet-propelled airplane in history to fly. (Five days later, Germany invaded Poland, and World War II began.) Two years later, on 15 May 1941, the specially designed Gloster E.28/39 airplane took off from Cranwell, powered by a Whittle jet engine. With these flights in Germany and Britain, the jet age had begun. The German Messerschmitt Me 262 was the first operational jet airplane that was deployed in 1944.
The era of the jet-propelled aircraft is characterized by the advent of the swept wing. For a subsonic airplane, sweeping the wing increases the airplane’s critical Mach number. For a supersonic airplane, the wing sweep is designed such that the wing leading edge is inside the Mach cone from the nose of the fuselage, if this is the case, the component of airflow velocity perpendicular to the leading edge is subsonic and the resulting wave drag is reduced greatly. The concept of the swept wing for high-speed aircraft was first introduced by the German aerodynamist Adolf Busemann. The North American F-86 Sabre was the world’s first successful operational swept-wing aircraft.
The delta wing concept was another innovation to come out during the 1930s and 1940s. Dr. Alexander Lippisch was the person who introducing this concept. The first practical delta-wing aircraft was the Convair F-102. However, the prototype F-102 exhibited poor performance and was unable to go supersonic when it was tested at Edwards Air Force Base during October 1953 and then again in January 1954. At the same time, Richard Whitcomb at NACA Langley was conducting wind tunnel tests on his “area rule” concept which called for the cross-sectional area of the fuselage to be reduced in the vicinity of the wing. By so doing, the transonic drag was substantially reduced. The Convair engineers quickly adopted this concept on a new prototype of the F-102, and it went supersonic on its second flight. The area rule was one of the most important technical developments during this era.
England’s de Havilland Aircraft Company led in jet propulsion in the early 1950s. It had designed and flew the first commercial jet transport – the de Havilland Comet. Powered by four de Havilland Ghost Jet engines, the Comet carried 36 passengers for 3200km at a speed of 740km/h, cruising at relatively high altitudes near or above 9km. The Comet was the first pressurized airplane to fly for extended period at such high altitudes. However, in 1954 three Comets disintegrated in flight due to metal fatigue problems and the airplane was withdrawn from service. Had these failures not occurred, de Havilland and England might have become the world’s supplier of commercial jet aircraft rather than Boeing and the United States.
In 1952, the directors of Boeing Company made a bold and risky decision to privately finance and build a commercial jet prototype. This gave to the birth of the Boeing 707. Boeing risky gamble paid off, and it transformed a predominately military company into the world’s leader in the design and manufacture of commercial jet transport.
Boeing made another bold move on 15 April 1966, when the decision was made to “go for the big one”. Boeing had lost a bid to build Air Force’s C-5 for the U.S. Air Force to Lockheed; the C-5 at the time was the largest transport airplane in the world. Taking their losing design a few steps further, Boeing and its engine partner, Pratt and Whitney, decided to make a commercial aircraft capable of carrying up to 500 passengers. The end product was the first so-called wide-body and twin-aisle passenger jet, the four-engine Boeing 747 – affectionately called the jumbo jet. Few aircraft are so widely recognized around the world as the 747 with its upper deck. The 747 had its maiden flight on 9 February 1969 and entered service in January 1970. The aircraft of the U.S. President, Air Force One, is a Boeing 747 (with its military designation VC-25A).
The Boeing 747 exemplified the U.S. dominance in the airline industry. By the 1960s, European countries realized that only a close co-operation between them could create a serious and lasting competition to U.S. manufacturers led by Boeing, McDonnell Douglas and Lockheed. In December 1970, the Airbus Industrie consortium was set up to build a European high-capacity short-haul airliner. French and German companies had a dual role as both shareholders and industrial participants. They were joint by Spanish and British manufacturers in 1971 and 1979, respectively.
Airbus’s premier model, which entered service in May 1974, was the A300B – the world’s first twin-engine wide-body jetliner. The Airbus 310 introduced a two-pilot cockpit and made considerable use of composite materials for the airframe. The short-haul aircraft A320, which entered service in 1988, was the first subsonic commercial aircraft to be designed with electric primary controls, called “fly by wire” and in which mechanical displays and gages were replaced by electronic screens.
The first and so far only, supersonic commercial transport to see long-term, regular service is the Anglo-French Concorde. Designed to cruise at Mach 2.2 carrying 125 passengers, the Concorde first flew on 2 March 1969. It first exceeded Mach 1 on 1 October 1969 and Mach 2 on 4 November 1970. However, the skyrocketing costs of aviation jet fuel wiped out any hope of an economic return from flying the Concorde, and no orders were placed. Only the national airlines of France and Britain, Air France and British Airways, went ahead, each signing up for seven aircraft after considerable pressure from their respective governments.
Fighter technology was further advanced with the introduction of the F-14 Tomcat, F-15 Eagle, F-16 Falcon and F-18 Super Hornet.
Today, we are still in the era of the jet-propelled airplane, and we will be there for the indefinite future. What’re the next commercial jet airplanes in the coming days? The answers are the A380 superjumbo jet (the biggest commercial airplane ever built by human being) and Boeing 787 Drealiner. The Space Ship One, the X-prize – incentive which is aimed at encouraging the development of civilian space travel – winner, which is a rocket plane will be a precursor of commercial space-travel airplane.
End. 7月29日 “阿耨多罗，三藐三菩提” 以上是佛教梵语音译字，意为无上正等正觉。佛教是教育，非宗教、非哲学、非玄学，而为今世所必须。佛教是释迦牟尼佛，对于九法界众生确确实实，至善圆满的教育。因此，佛法亦是师道，但没有神道。讲神道的，是宗教。
佛教是佛陀的教育，佛意为智慧、觉悟，不代表一个人或一位神。佛的智是宇宙人生过去未来，正确、圆满究竟的明了。宇宙指环境，人生指本人，对于自己本人在生活环境下彻底了解、明白，是佛的宗旨。释迦牟尼佛也是一位平常人，他能觉悟，我们亦可。一切众生皆有佛性，皆能洞悉一切，只需要敞开心扉，聆听智慧。我们有时失去佛性，因为妄想分别执着。佛教我们破迷开悟。
“阿耨多罗，三藐三菩提”，无上正等正觉，指的是真实智慧。科学家、政治家、律师等都是一些充满智慧的人，但他们未必造福众生。没有妄想分别执着，恢复清净心的智，就是真实智慧，即正觉。有正觉者，就是罗汉，好比现代的大学学士学位。正等正觉是菩萨，是硕士；无上正等正觉是佛，是博士。
以上是净空法师所赐教，并非个人意见，我希望与亲友分享。 |
|
|
