Morgan Jones – författare

Valve Amplifiers has been recognized as the most comprehensive guide to valve amplifier design, analysis, modification and maintenance. It provides a detailed presentation of the rudiments of electronics and valve design for engineers and non-experts. The source also covers design principles and construction techniques to help end users build their own tool from scratch designs that work. The author's approach walks the reader through each step of designing and constructing, starting with an overview of the essential working principles of valve amplifiers, the simple and complex stages, the process of linking the stages, and completing the design.

The book is comprised of seven chapters all of which include a DIY guide discussion of practical aspects. The text starts with familiarization of the fundamentals of electronics, which are essential for designing and building valve amplifiers. Particular attention has been paid to providing solutions for questions that are commonly asked and faced by beginners in valve designing and construction.

Valve Amplifiers is a masterful hands-on guide for both experts and novices who work with tube audio equipment, and for electronic hobbyists, audio engineers, and audiophiles.

Building Valve Amplifiers is a unique hands-on guide for anyone working with tube audio equipment--as an electronics hobbyist, audiophile or audio engineer. This 2nd Edition builds on the success of the first with technology and technique revisions throughout and, significantly, a major new self-build project, worked through step-by-step, which puts into practice the principles and techniques introduced throughout the book.

Particular attention has been paid to answering questions commonly asked by newcomers to the world of the valve, whether audio enthusiasts tackling their first build or more experienced amplifier designers seeking to learn about the design principles and trade-offs of "glass audio." Safety considerations are always to the fore, and the practical side of this book is reinforced by numerous clear illustrations throughout.

With business and organisations moving at an ever-faster pace and facing evermore demanding challenges, the need for efficient, succinct and productive interaction between individuals of those businesses and organisations is more important than ever. With the bounds of communication restrictions abandoned through technological advances (we can now see and hear anyone across any manner of virtual platforms anywhere around the globe) and with a greater understanding of the underlying dynamics of human interaction, unprecedented pressure has been thrust upon the individual or individuals who, often, enable these dynamic interactions: the facilitator.

Many of us have, at one time or other, been responsible for a meeting – whether between a small number of individuals or an entire organisation of hundreds, or possibly thousands, of businessmen and women.

Or, perhaps, we’ve had to be the mediator in a family dispute closer to home or managed a discussion between two feuding friends or colleagues. One way or another, chances are, all of us have been a facilitator at some point in our lives.

With the ever-growing demands placed on facilitators, this book delivers a methodical and structured approach to facilitation. This book is the definitive guide to instruct and assist facilitators – both new and experienced – with a set of guidelines and underlying theory that will benefit any facilitator, whether as a mediator between two individuals, single-handedly facilitating a group of 100 or working as part of a facilitation team in a multinational corporation.

The first part of the book develops the core basic skills of those new to the art of facilitating. There are many examples and exercises to show the reader how to apply them in different situations. The second part of the book is for more experienced facilitators as it focuses on more advanced skills and tackling difficult situations. Specific tools and techniques are illustrated for the reader. Essentially, this book is aimed at developing and mastering the art of facilitation. Facilitation is the art of getting the best out of groups of people to brainstorm, solve problems and gain consensus. Based on 30 years’ experience of the author and running multiple facilitation training courses across the globe, this book is aimed at upskilling people, managers and leaders to drive change and consensus with groups through running workshops and meetings.

With business and organisations moving at an ever-faster pace and facing evermore demanding challenges, the need for efficient, succinct and productive interaction between individuals of those businesses and organisations is more important than ever. With the bounds of communication restrictions abandoned through technological advances (we can now see and hear anyone across any manner of virtual platforms anywhere around the globe) and with a greater understanding of the underlying dynamics of human interaction, unprecedented pressure has been thrust upon the individual or individuals who, often, enable these dynamic interactions: the facilitator.

Many of us have, at one time or other, been responsible for a meeting – whether between a small number of individuals or an entire organisation of hundreds, or possibly thousands, of businessmen and women.

Or, perhaps, we’ve had to be the mediator in a family dispute closer to home or managed a discussion between two feuding friends or colleagues. One way or another, chances are, all of us have been a facilitator at some point in our lives.

With the ever-growing demands placed on facilitators, this book delivers a methodical and structured approach to facilitation. This book is the definitive guide to instruct and assist facilitators – both new and experienced – with a set of guidelines and underlying theory that will benefit any facilitator, whether as a mediator between two individuals, single-handedly facilitating a group of 100 or working as part of a facilitation team in a multinational corporation.

The first part of the book develops the core basic skills of those new to the art of facilitating. There are many examples and exercises to show the reader how to apply them in different situations. The second part of the book is for more experienced facilitators as it focuses on more advanced skills and tackling difficult situations. Specific tools and techniques are illustrated for the reader. Essentially, this book is aimed at developing and mastering the art of facilitation. Facilitation is the art of getting the best out of groups of people to brainstorm, solve problems and gain consensus. Based on 30 years’ experience of the author and running multiple facilitation training courses across the globe, this book is aimed at upskilling people, managers and leaders to drive change and consensus with groups through running workshops and meetings.

This book focusses on the importance of creating an internal assessment program to periodically assess the maturity of the organizations transformation journey. It discusses the best approach to designing and implementing an assessment program by answering key questions posed when people resist.

The book begins with selecting the positioning of the program not as an audit but as an opportunity to review strengths and opportunities, through to selecting senior leader support to design of the program and developing the assessors. More than 10 case studies are documented to show how organizations have approached their assessment programs, lessons learned, and successes and challenges faced.

The book leads the reader through the process of selling the concept and importance of transformation and Lean assessments to embed the desired behaviors within workplace culture. With many case studies, the reader is guided to design their own programs and develop their own assessors. This increases the probability of sustainability of the transformation program by focusing on and maturing the behaviors the transformation programs are trying to drive.

For example, one of the most well-known assessments is the Shingo prize -- This book explains the thinking behind the Shingo model and shares examples of assessments that support it. Other examples of assessments are covered, such as process maturity, quality and business assessments.

This book focusses on the importance of creating an internal assessment program to periodically assess the maturity of the organizations transformation journey. It discusses the best approach to designing and implementing an assessment program by answering key questions posed when people resist.

The book begins with selecting the positioning of the program not as an audit but as an opportunity to review strengths and opportunities, through to selecting senior leader support to design of the program and developing the assessors. More than 10 case studies are documented to show how organizations have approached their assessment programs, lessons learned, and successes and challenges faced.

The book leads the reader through the process of selling the concept and importance of transformation and Lean assessments to embed the desired behaviors within workplace culture. With many case studies, the reader is guided to design their own programs and develop their own assessors. This increases the probability of sustainability of the transformation program by focusing on and maturing the behaviors the transformation programs are trying to drive.

For example, one of the most well-known assessments is the Shingo prize -- This book explains the thinking behind the Shingo model and shares examples of assessments that support it. Other examples of assessments are covered, such as process maturity, quality and business assessments.

When trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors—whether their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory.

The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees.

The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that challenge and make “behaviors” easier to understand and identify.

The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean, Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens.

This book begins with reasons most continuous improvement programs fail to deliver the expected results. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to the CEO.

Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.

When trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors—whether their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory.

The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees.

The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that challenge and make “behaviors” easier to understand and identify.

The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean, Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens.

This book begins with reasons most continuous improvement programs fail to deliver the expected results. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to the CEO.

Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.

This book focuses on a practical application of how to coach senior leaders and executives to be personal lean leadership champions and how leaders coach their teams to do the same. The first part of the book focuses on the outcomes and nine key lessons learned from interviewing leaders and CEOs from the United States, Europe, South America, Asia, and Australasia on leading their organizations to be sustainable lean enterprises. The authors explore what these lessons are about, the underlying belief of each lesson, and how to coach these lessons.

The second part of the book focuses on the leaders transitioning from an external locus of influence by using an external executive lean coach to coach of self and understanding why parts of self are resisting the lessons. This is flipping the switch from external coach to coach self so that they can coach their team.

The third part of the book focuses on using these lessons and coaching of self to be better coaches of our teams, and finally taking these lessons and coaching leanings and converting them into habits of lean leaders.

Essentially, this book leads the reader through the process of practically coaching an executive leader to become a lean leadership champion. The reader works through interview examples depending on the answers given and decides the next question to ask. In addition, this book aids the executive to coach their teams to become lean leaders.

This book focuses on a practical application of how to coach senior leaders and executives to be personal lean leadership champions and how leaders coach their teams to do the same. The first part of the book focuses on the outcomes and nine key lessons learned from interviewing leaders and CEOs from the United States, Europe, South America, Asia, and Australasia on leading their organizations to be sustainable lean enterprises. The authors explore what these lessons are about, the underlying belief of each lesson, and how to coach these lessons.

The second part of the book focuses on the leaders transitioning from an external locus of influence by using an external executive lean coach to coach of self and understanding why parts of self are resisting the lessons. This is flipping the switch from external coach to coach self so that they can coach their team.

The third part of the book focuses on using these lessons and coaching of self to be better coaches of our teams, and finally taking these lessons and coaching leanings and converting them into habits of lean leaders.

Essentially, this book leads the reader through the process of practically coaching an executive leader to become a lean leadership champion. The reader works through interview examples depending on the answers given and decides the next question to ask. In addition, this book aids the executive to coach their teams to become lean leaders.