gisellesu

這是我這次在社區營造學會上課學到的
http://www.peopo.org
這是一個完全由民眾自發的公民新聞平台
裡面的言論和內容完全不偏頗任一個利益團體
我知道美國早就有這樣的東西了
我是第一次知道台灣也有這樣的平台(也許也能給孟霖參考別人如何經營社群網站)

以下是上課時老師播給我們看的一些作品:

自然生態(這段看了很痛心)
http://www.peopo.org/portal.php?op=viewPost&articleId=8366
流浪狗(這段我看了都哭了)
http://www.peopo.org/portal.php?op=viewPost&articleId=19448
環境污染(這段我在電視上看過 當時就印象深刻 不知道原來是公民新聞的作品)
http://www.peopo.org/portal.php?op=viewPost&articleId=8416
生態失衡和農害(無奈)
http://www.peopo.org/portal.php?op=viewPost&articleId=8435

謝謝你，陳金鋒。


的確，中華隊的不動四棒，是要換人試試看了。


不是因為陳金鋒打不好，而是扛了這麼多年重責的他，真的該好好休息了。


對美國之戰，當陳金鋒最後一個打席被三振、跪在打擊區的剎那，他的心裡，不知道在想些什麼？


賽後他揭密。陳金鋒說：「我想，未來這個位置應該要換人了。」


那一個畫面，是這次奧運棒球賽，讓人印象最深刻的一幕，而且情緒複雜。


跪倒在地的陳金鋒，不知是因為腰傷所致，還是無力回天的遺憾，臉部表情看來痛苦至極，奧運四強的最後希望，也跟著他的扭曲，走入絕境。


比賽後陳金鋒的一席話，很讓人動容。


「中華隊沒打好，我要負最大責任，因為我在這個位置沒有打不好的權利，整個攻擊重心都在我身上」。


這麼多年來，只要中華隊有需要，陳金鋒從來沒有說不，除非他的身體狀況真的糟到不行，就像三月的八搶三奧運資格賽，否則，他總是會讓球迷笑著離開球場，或者滿足的關掉電視。


陳金鋒的腰傷，今年從來沒有完全好過，但不管在職棒戰場，還是奧運舞台，他總是默默承受那種外人無法體會的椎心之痛，竭力扮演好自己的角色。


只不過，陳金鋒終究只是人，不是神，再怎麼撐，都會有倒下的一天，就像對美國之戰的最後一個打席。


出戰中國的比賽，陳金鋒有一球拉到左外野全壘打牆邊，換成是過去的他，那球已經飛出牆外，但因為腰傷的影響，扭動速度已經跟不上球棒。


對美國比賽六局上，陳金鋒從二壘直闖本壘，如果是身體健康的他，早就畫出完美的得分弧線，但因為強忍腰傷，跑壘速度已經遠在顛峰之下。


面對拚戰至此的陳金鋒，大家還能有什麼怨言，他帶給所有人的感動，已不是帳面成績可以衡量的，就算中華隊曾經輸給中國。

從1997年亞錦賽至今，陳金鋒在國際賽的表現總是令人難忘，不動四棒的角色無人能替，2001年世界杯季軍戰對日本轟出的雙響砲，是經典代表作。


陳金鋒在國際賽的輝煌戰史，國內幾乎沒球員比得上，不管是亞錦賽、世界杯還是奧運，都有他用球棒換來的紀錄，1998年世界杯連4戰轟5支全壘打，就是「鋒仔」樹立起的障礙。

1998年亞運，中華隊組成第一代職業、業餘精英夢幻隊出擊，成績雖不好，陳金鋒依然搶盡丰采，尤其是砲轟南韓投手朴贊浩表現，至今仍讓球迷回味無窮。


陳金鋒1999年前往美國挑戰大聯盟，依然接受中華隊徵召參加亞錦賽；那時他的狀況並不好，16個打數只擊出兩支安打，但也從南韓投手林昌勇手中掃出兩分打點安打。


2001年世界杯在台灣舉行，陳金鋒再度扛起第四棒重責，季軍戰對決日本，中華隊靠他的兩發全壘打3：0獲勝，小白球畫出的漂亮弧線，也將台灣的棒球熱帶進顛峰。


2003年亞錦賽，陳金鋒對決日本王牌投手松坂大輔，大演打擊秀，個人敲3支安打、1支二壘打，這一戰中華隊0：9輸球，只能看鋒仔獨挑大梁。


去年亞錦賽，中華隊力抗日本菁英，這次換達比休成為陳金鋒的「祭品」。六局轟出的兩分砲，助中華隊2：1超前，儘管最後仍以2：10落敗，鋒仔已讓球迷拍紅了掌、叫啞了嗓。


北京奧運，陳金鋒帶著腰傷舊疾上陣，首度繳出沒有打點、沒有全壘打的國際賽成績單，但除了他的自責，不會有人怪他，因為這麼多年來，鋒仔已在第四棒這個位置上，帶給大家太多感動。


就算未來的中華隊四棒看不到陳金鋒，但他絕對是大家心中「永遠的第四棒」。

He attacked everything in life with a mix of extraordinary genius and naive incompetence, and it was often difficult to tell which was which.
- Douglas Adams

【健康飲食金字塔】 五大黃金守則
● 選擇纖維質高的五穀類食物為主，如：全麥麵包、全麥土司、雜糧饅頭、五穀粥、燕麥片 ... 等 )。
● 搭配適量的蔬菜、水果
● 選擇優良的蛋白質：適量的魚肉、雞肉、鮪魚或奶類製品 ( 芝士、優格、優酪乳 ) 、豆漿、蛋類製品。
● 避免選用高脂肪食物：一大早若吃得太油膩，不易消化、引起腸胃負擔。
● 避免選擇高熱量、高糖或高鹽份的食物組合


【活力健康超完美套餐】
Ａ.早餐店套餐：【主餐】鮪魚蛋三明治【飲品】燕麥片【附餐】水果
B.豆漿店套餐：【主餐】燒餅夾生菜【飲品】低糖豆漿【附餐】水果
C.方便簡易套餐：【主餐】全麥土司夾低脂起司【飲品】咖啡加鮮奶【附餐】水果
D.傳統中式套餐：【主餐】地瓜稀飯或五穀粥＋現炒青菜【【附餐】水果
E.便利商店套餐：【主餐】三角飯糰【飲品】低脂鮮奶或優酪乳【附餐】水果


【NG早餐解套方案】
● 火腿蛋三明治：火腿為加工食品，鹽分較多、熱量較高，且含有添加劑。
解套方案：改吃鮪魚蛋或起司蛋，增加蛋白質，營養加分。
● 蛋餅加奶茶：奶茶中的奶精為反式脂肪酸，對心血管不好，加糖後熱量更高。
解套方案：改喝低糖豆漿或米漿；蛋餅可加高麗菜或鮪魚更有營養。
● 燒餅油條：油條為 高脂肪食物，熱量過高。
解套方案：燒餅夾生菜、蛋或起司，飯糰不加油條改加蛋，增加纖維質及蛋白質。
● 蚵仔麵線：麵線勾芡，熱量高；蚵仔數量不多，不足以供應足夠蛋白質。
解套方案：瘦肉粥、玉米粥、海鮮粥等，含腦部活動所需的澱粉及蛋白質。
● 麵包加咖啡：麵包只有澱粉類，若加餡料（例：奶酥、紅豆）糖粉高，油脂為反式脂肪酸，熱量高。
解套方案：選擇纖維質較高的 全麥土司、 五穀雜糧麵包、核桃麵包等，喝咖啡改加鮮奶，且勿空腹飲用，易傷腸胃。

是部好看的電影，但不是hollywood式的好看，而是充滿真實生命的法國式

但是我鼓不起勇氣再看一次。整部片沒有煽情的台詞、聳動的畫面、或是矯作的橋段，但是它卻寫實得讓人感到殘忍和動容，重重的挑動人性最原始的神經，卻也在同時體認到生命及意志的美好。

這部片子讓我詞窮了... (部份原因是反正我文筆本來也不是很好)

在看的當下覺得這一切都太濃厚了，無法馬上嚥下，這種感覺並不是沈重，比較像是一口喝下濃烈的酒，當下完全無法作出反應，只有在回過神來才能分析它的味道，並在過了很久之後也對它念念不忘，且在每個不同的人生階段會有不同想法

看完這部片後 我法國有不同的想法

世人都說法國人浪漫，其實都是大大的誤解了他們，其實他們是最實際且cynical的民族，他們的人生哲學是建立在對生命真實體悟，享受性愛、美食和一切美好的事物，只是為了實踐對生命的熱情，捉住每一個當下罷了

還有法國女人都很美，很有韻味，可是男人都是怎麼了!?

Good corporate governance is more than compliance

Corporate governance, to me, is about maximizing shareholder value legally, ethically and on a sustainable basis. All of this while ensuring fairness to stakeholders - the company's customers, employees, investors and vendor-partners, the government, and the community at large. Corporate governance is the reflection of a company's culture and policies, its attitude toward stakeholders, and its commitment to values.

Good corporate governance serves several important objectives. It enhances the performance of corporations, by creating an environment that motivates managers to maximize returns on investment, enhance operational efficiency and ensure long-term productivity growth. Consequently, such corporations attract the best talent on a global basis. It also ensures the conformance of corporations with the interests of investors and society, by creating fairness, transparency and accountability in business activities among employees, management and the board

Longevity is the best index of success of a corporation, and good governance is a necessary condition for longevity and growth. Corporate growth requires investment. Good corporate governance increases public confidence in a corporation, and lowers the cost of capital for investment. According to a McKinsey study, over 60% of investors cite good governance practices in a corporation as a key factor in their investment decisions.

Today, capital flow is not constrained by national boundaries - it flows where it finds a hospitable climate. There is tremendous competition among nations - developed and developing - to attract global corporations and entrepreneurs to create high-quality, high-income jobs. These corporations and entrepreneurs require massive inflows of capital, but only an effective governance model can attract investment. It is in this context that I express my views on corporate governance.

Evolution of corporate governance practices

History is replete with examples of governance fraud - from the Great Depression of the early 1930s, widely perceived to have been triggered by corporate mismanagement and indifference toward workers, to the Enron debacle in 2001 followed by the collapse of WorldCom, Qwest and Tyco in 2002. Such major scandals and rising investor dissatisfaction with governance practices have led to demands to 'raise the baseline' of mandatory disclosure and compliance by corporations.
U.S Securities and Exchange Commission Chairman Arthur Levitt once remarked,"No longer is corporate governance an arcane topic for high-minded, legal debate. Today there is new, widespread concern regarding the standards of corporate behavior." These concerns have triggered a shift away from "soft law" such as comply-or-explain requirements. The emphasis is now on "hard law" - mandatory compliance requirements, with governance practices strictly supervised by regulators.

In the US, the Sarbanes-Oxley Act (SOX) and the revised New York Stock Exchange and NASDAQ listing rules have created stringent standards for financial disclosure, committee and board nominations, and audit policies. Many countries have followed the US in implementing stricter compliance. The European Commission expects its new corporate governance directive, scheduled to take effect by 2009, to enhance transparency laws and empower shareholders. In Asia, revised corporate governance regulations in several countries, including India, Hong Kong and Singapore, mandate much stricter compliance for corporations.

Need to go beyond regulations

Corporate governance programs must set an agenda for long-term returns by going beyond regulatory obligations. While SOX and other initiatives have created a framework for better governance, I believe that such rules-based regulations can succeed only if we create a mindset for decency, honesty and respectability among corporate leaders. It is true that, by and large, most corporate leaders are committed to these values. However, we must create disincentives for the small minority that has not imbibed them.

The continued shift towards 'hard law' and greater regulation in corporate governance can result in what the Wall Street Journal calls "governance at gunpoint." It is not possible to regulate every aspect of corporate behavior without adversely impacting operational flexibility of corporations, discouraging reckless risk-taking, and daunting the progress of honest corporations.

Also, government regulations are, after all, ethics that are externally mandated. It is instructive to remember the words of former US President Bill Clinton: "We must consider how excessive business regulation and 'box-ticking' will ensure business performance." An unethical company can bypass even the most draconian regulation. It can incorporate every governance practice in form, and still possess none of them in substance. Hence, government intervention in cases of non-compliance must act as a stimulant for progressive companies to go beyond the benchmark.

Good corporate governance cannot be legislated through a 'checklist' of rules and regulations. Compliance shouldn't be the primary driver of good governance. We must address the basic cause of corporate malfeasance - the lack of a strong environment for good governance within the corporation. I believe that any system is as good as the people who use it. Hence, the focus has to move toward creating an environment where respectability matters. What we need is self-assessment in the areas of ethics and performance at every level.

Corporations need to be sensitive to various aspects to ensure that their business operates within the realms of sound corporate governance. These include better board preparedness and balance of power, moderation in CEO salaries, bonuses and perks, increased accountability to shareholders, and creating a mindset that values decency and honesty. Business leaders must walk the talk to ensure penetration of these values into society.

Looking ahead

Where do regulatory compliance and corporate governance converge? Organizations are looking at their governance structure and processes to ensure compliance within the existing framework. I believe that in a world 'flattened' by globalization and technology, it is not sufficient to focus on internal mechanisms. Many aspects of the existing 'external' system must change.

Adopt a uniform global accounting standard

For one, the world should adopt a uniform global accounting standard. In today's environment of globalization, it is best if all nations agree to adopt the International Accounting Standards (IAS). This will make it easy to compare the performance of corporations of a particular industry across countries. In the absence of such a uniform accounting standard, Infosys has demonstrated its investor-friendliness by becoming the first company on NASDAQ to publish its balance sheet and income statement according to the Generally Accepted Accounting Principles (GAAP) of the eight countries where we have investors - India, US, Canada, UK, France, Germany, Japan and Australia.

Ensure 'responsible governance'

Corporations must ensure that incentives for senior management and board members are effectively aligned with responsible governance and long-term corporate health. The pay of principal officers must be directly linked with overall performance covering all functions of the corporation - operational health and efficiency, client and employee satisfaction, and shareholder value.

Create a strong climate of opinion in favor of respectability

Corporate leaders have to create a climate of opinion that values respectability in addition to wealth. I believe in seeking respect, since this forces me to do the right thing by every stakeholder. Such behavior ensures better employee retention, better sales and profits, better market capitalization and better compensation for me and others.

Business leaders must openly condemn their peers who do not follow a proper code of conduct, however influential they are. The economist Robin Matthews has noted that once we create a mindset where "the role of honesty in our social contracts becomes significant," the very threat of 'losing honor' within society becomes a preventive measure for greed.

Institute global awards for good corporate behavior

We must institute international awards for good corporate behavior, and promote a global corporate governance ranking system for Fortune 500 corporations. We have to create mechanisms to evaluate the contribution of independent directors across corporations, and institute awards for the best of them on a global basis.

Nurture Corporate Social Responsibility

Next, corporate social responsibility (CSR) must become a natural extension of corporate governance. Adopting higher CSR standards cannot be a regulation - or an industry-driven initiative. We have an obligation to contribute to human development and the sustainable growth of the world; all our activities must reflect our respect and concern for our people, community and environment.

Finally, as corporations trading on stock exchanges across the world, we must never lose sight of the fact that we are responsible to an extended society. Of course, abiding by the laws of all the nations we operate in and applying the basic principles of governance across various legal, economic and political systems are neither easy nor a matter of choice. But we must choose to go beyond them. We must commit to demonstrate good corporate citizenship, adopt high disclosure and reporting standards, and proactively participate in shaping better governance practices and standards.

Good governance has the power to transform into competitive advantage and enhanced stakeholder values. Responsible behavior is the catalyst that can effect this transformation. Let us imbibe it and make it part of our DNA.

轉載自商業週刊

1981年創立Infosys，目前市值300億美元，為印度科技股股王，1999年成為第一家在美國上市的印度公司。出身貧窮國度，穆爾蒂白手起家，創辦出傲人的軟體委外公司，在醒目的金字塔建築外，即是印度窮人的生活，這正是現今印度經濟發展寫照

「振保的生命裡有兩個女人，
他說一個是他的白玫瑰，
一個是他的紅玫瑰。
一個是聖潔的妻，
一個是熱烈的情婦──
普通人向來是這樣把節烈兩個字分開來講的。

也許每一個男子全都有過這樣的兩個女人，
至少兩個。娶了紅玫瑰，久而久之，
紅的變了牆上的一抹蚊子血，
白的還是“床前明月光”﹔
娶了白玫瑰，
白的便是衣服上的一粒飯粘子，
紅的卻是心口上的一顆朱砂痣。」

─張愛玲‧〈紅玫瑰與白玫瑰〉

材料：
培根、蘆筍、紅椒、蘑菇、蒜末、白酒(沒有則免)、高湯或清水適量。
(其實冰箱裡有什麼菜都可以加，算是清冰箱庫存時的料理)


作法：
1.先將蘆筍燙至半熟(熱水大滾約3分鐘，太熟會爛掉)沖涼備用。
2.起油鍋先將培根以小火慢慢爆香，再加入蒜末、蘑菇、紅椒繼續拌炒至熟(可加少許白酒或清水或高湯)。
3.最後加入麵條及燙熟的蘆筍繼續拌炒一下，調味完即可上桌。


調味部分我只加少許白楜椒及鹽巴，如果家裡有義大利香料或羅勒葉也可以灑一些在麵條上面增加香味。