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Four examples of physical-knowledge activities are described and analyzed on the basis of Piaget’s theory. These are playful activities like Pick-Up Sticks in which children act on objects mentally and physically to produce a desired effect.

The objective of physical-knowledge activities is to develop children’s logico-mathematical knowledge. Therefore, it is not the activities themselves that are important. What is important is the thinking children do while they play because it is by thinking that children construct logico-mathematical knowledge, and logico-mathematical knowledge serves as the framework for children to construct all knowledge.

Data are presented about the achievement in mathematics of two groups of low-SES first graders who came to school without any number concepts. One group was given physical-knowledge activities during the math hour for half a year instead of math lessons. The other group received traditional math instruction throughout the year. The first group did better in mental arithmetic at the end of the school year, demonstrating the importance of a solid logico-mathematical foundation.

The core idea behind lean is maximizing customer value and companies’ competitiveness through the streamlining and optimization of its main processes. Lean means creating more value with fewer resources. Thanks to its positive impact on companies’ overall performance, the lean concept is widely adopted across various industries and many organizations. Before being an operational tool, it is a management culture to be disseminated at all levels and applied with patience and conviction. Lean is about continuously improving work processes, purposes, and people. Instead of trying to hold total control of work processes and keep the spotlight, lean management encourages shared responsibility and shared leadership. Lean management was not created in a moment and still is evolving gradually, thanks to the desire of people for continuous improvement.

This paper uses newly compiled data from two surveys of female home workers undertaken by the Women’s Industrial Council in London in 1897 and 1907 to investigate various issues related to their work and wages. The reports detail the occupations, average weekly earnings and hours, marital status, and household size, composition, and total income of approximately 850 female home workers, offering a unique, and as yet unused, opportunity to explore the labor market characteristics of the lowest-paid workers in the early twentieth century. Analysis of the data reveals that the female home workers who were surveyed were drawn overwhelmingly from poor households. Home workers were older than female factory workers, most were married or widowed, and the majority of married workers reported that their husbands were out of work, sick, disabled, or in casual or irregular work. Weekly wages and hours of work varied considerably by industry, but averaged about 7–9s. and 40–45 hours per week, with many workers reporting the desire for more work. The relationship between hours of work (daily and weekly) and hourly wages was negative, and the wives and daughters of men who were out of the labor force due to unemployment or illness tended to work longer hours at lower wages, as did women who lived in households where some health issue was present. These findings lend support to contemporary perceptions that women driven into the labor force by immediate household need were forced to take the lowest-paid work, whether because they lacked skill and experience or bargaining power in the labor market.

This chapter is focused primarily on the detailed analysis of a segment of a single classroom exercise involving the use of a worksheet to reinforce the teaching of “surface area” by a seventh grade mathematics teacher and the classroom context in which the exercise occurred. The analysis examines traditional teaching and the engagement and respect for students’ own constructive capacities in relation to the individual teacher’s consciousness and motivation. The larger issue though is to better understand teaching as a unity in the person as a whole. How does the unity of connection to subject matter, deeper motivation for teaching, and care for student learning manifest in the classroom? This chapter looks at how one teacher goes about it.

In this chapter, we have focused on system processing through incoming data and big data and system analysis after data processing and clustering and then intelligent decision-making that can be driven and done entirely through an Internet of Thing (IoT), AI, BI and the future of fourth technologies, so this new and fast processing has direct effect in consumers choices. Based on the 5th wave and i-Sustainability Plus and DCT (Doost Cultural Theroy) theories, SME 5.0/Hybrid SMEs/Tomorrow's SMEs concept, seven pillars of sustainability (7PS) model, nine pillars of sustainable governance (9PSG) model, 3D soci-eco-environment SME model and the related theories, models and concepts which has been invented, introduced and developed by Hamid Doost Mohammadian 2010–2017, to name examples, a new idea of tomorrow's SMEs, the associated theories, models and concepts, it can be assumed that a thriving Industry 4.0 implementation can take place with this comprehensive tool and method kit. The next technical-technological level represents a barrier, whether in the 5th wave theory simply called ‘Industry 5.0’ or made hardly more tangible with artificial intelligence and hyper-networking. Hybrid forms of work, with known forms of online/offline communication, are expanded with communication interfaces that support people not involved but directly and indirectly affected.

Purpose – This chapter presents a close examination of how manufacturing managers respond to environmental pressures by formulating and implementing operational strategy.

Methodology – The analysis is based on interviews and observations in 31 manufacturing firms in the US Midwest.

Findings – The study reveals that competitive market pressure is only so effective at penetrating the institutional layers of inter- and intra-firm relations. Even in the highly competitive manufacturing sector, operational strategy is consistently implemented in suboptimal ways. Relatively inefficient routines are commonly institutionalized and inefficient arrangements appear to be able to persist for an indefinite period of time. To the extent that firms with variable capabilities and internal socio-technical systems must process, interpret, and react to complex external pressures and often-ambiguous signals, the sociology of work provides essential insights for the sociology of markets.

Originality – While the findings are subject to the standard caveats regarding nonrandom qualitative samples, the rich data produced and the in-depth analysis of real-world organizational pressures and managerial decision-making provide distinctive insights into how managers must balance external market pressures with internal labor process problems. Individual motivation appears to be at least as important in true organizational innovation as market discipline. While adaptation and learning certainly occur in organizations (and selection also operates through the death of extreme laggards) there exists sufficient institutional space within markets for a range of variation in organizational performance. The findings suggest that the analysis of internal organizational dynamics provides an essential part of a realistic theory of markets.

The essay is a short response to Charles Post’s reflections on my critique of his work on the theory of the labour aristocracy, challenging Post’s denial of the existence of imperialism and its transformation of the global class structure over time and insisting upon the correctness of the idea that workers in the global North constitute a labour aristocracy and a bulwark of global capitalist rule.

This chapter covers total quality management (TQM) with respect to the Lean and Six Sigma methods used to improve the effectiveness and efficiency of hospitality operations. In the first section, TQM is discussed. In the second section, Lean and Six Sigma techniques are examined individually. Then, Lean and Six Sigma are connected with an example of a housekeeping case study that applies both methodologies. In the third section, business analytics are explored and statistical process control analysis is demonstrated using a hotel room cleanliness example. The fourth section summarizes the concepts of change management, which is critical for embracing the philosophies of TQM. Finally, project management is discussed in the fifth and last section.