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Code of Federal Regulations, Title 14, Aeronautics and Space, Pt. 60-139, Revised as of January 1, 2007
Manufacturer: Office of the Federal Register
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ASIN: 0160777003 |
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The Code of Federal Regulations is a codification of the general and permanent rules published in the Federal Register by the Executive departments and agencies of the United States Federal Government.
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Code Of Federal Regulations, Title 14, Aeronautics And Space
Manufacturer: United States Government Printing
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ASIN: 0160720397 |
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The Code of Federal Regulations is a codification of the general and permanent rules published in the Federal Register by the Executive departments and agencies of the United States Federal Government.
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Code of Federal Regulations, Title 14, Aeronautics and Space, Pt. 1-59, Revised as of January 1, 2006 (Code of Federal Regulations)
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ASIN: 0160753074 |
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Code of Federal Regulations, Title 14, Aeronautics and Space, Pt. 1200-End, Revised as of January 1, 2006
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ASIN: 0160753112 |
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The Code of Federal Regulations is a codification of the general and permanent rules published in the Federal Register by the Executive departments and agencies of the United States Federal Government.
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- This isn't all of Title 14
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Code of Federal Regulations, Title 14, Aeronautics and Space, Pt. 140-199, Revised as of January 1, 2005 (Code of Federal Regulations 14: Aeronautics and Space)
Manufacturer: US Government Printing Office
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ASIN: 0160738458 |
Book Description
Official U.S. Government edition. Code of Federal Regulations, Title 14, Aeronautics and Space, Pt. 140-199, Revised as of January 1, 2005. Code of Federal Regulations, Title 14, Aeronautics and Space, is composed of five volumes. The parts in these volumes are arranged in the following order: parts 1-59, 60-139, 140-199, 200-1199, and part 1200-End. The first three volumes containing parts 1-199 are comprised of chapter I- Federal Aviation Administration, Department of Transportation (DOT). The fourth volume containing parts 200-1199 is comprised of chapter II-Office of the Secretary, DOT (Aviation Proceedings) and chapter III-Commercial Space Transportation, Federal Aviation Administration, DOT. The fifth volume containing part 1200-End is comprised of chapter V- National Aeronautics and Space Administration and chapter VI- Air Transportation System Stabilization. The contents of these volumes represent all current regulations codified under this tile of the CFR as of January 1, 2005.
Customer Reviews:
This isn't all of Title 14.......2005-07-15
Please be warned that this item is only Parts 140 to 199. It's not spelled out on Amazon's site as to what parts this covers.
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Code of Federal Regulations, Title 14, Aeronautics and Space, Pt. 140-199, Revised as of January 1, 2006
Manufacturer: National Archives and Records Administra
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ASIN: 0160753090 |
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Code of Federal Regulations, Title 14, Aeronautics and Space, Pt. 140-199, Revised as of January 1, 2007 (Code of Federal Regulations)
Manufacturer: Office of the Federal Register
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ASIN: 0160777011 |
Book Description
The Code of Federal Regulations is a codification of the general and permanent rules published in the Federal Register by the Executive departments and agencies of the United States Federal Government.
Customer Reviews:
Excellent book!.......2006-06-01
Although it can't nor should substitute for a competent RE lawyer, this does answer FAQs about RE transactions. It delivers what it promised to do, namely, answer FAQs about various aspects of the process. Initially, I hesitated about investing my time reading it but since it was co-authored by Mr. Irwin, whose many books I have read and liked, I quicky found it worthwhile.
Here's my tip on selecting the books that would find a place in my library: I would first borrow the book from my public library, read it, and then decide.
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The 90 Second Lawyer: Answers to Common Personal and Business Legal Questions
Robert Irwin , and
David L. Ganz
Manufacturer: Wiley
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ASIN: 0471147249 |
Book Description
Save a great deal of time, aggravation, and money with reliable answers to your legal questions:
- How can you manage your elderly parent's affairs?
- Does a do-it-yourself divorce really work?
- How can you make a large corporation settle a dispute with you?
- How can you make a lawyer work for you on a contingency basis?
- What legal action can you take if someone insults you in print?
- Should you use arbitration to resolve a dispute?
- How do you prepare for a small claims court complaint?
In The 90 Second Lawyer, expert advice from real estate broker Robert Irwin and attorney David L. Ganz provides straightforward, reliable answers to commonly asked legal questions, from consumer complaints and contracts, to small business and personal concerns.
Whether you're unsure about fighting a speeding ticket, cosigning a loan, patenting an invention, or filing for bankruptcy, you'll find solid advice and helpful tips for making sound decisions before taking further action. With clear explanations of relevant laws, proper procedures, possible penalties, and your legal rights, this easy-to-understand self-help guide has the information you want when you need it. Follow the hints and save hundreds of dollars.
Customer Reviews:
very informnational.......2000-01-19
i think that this book was well done and written by two very well educated men. it helped me answer some ver important questions also. :)
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Leading and Managing People in the Dynamic Organization (Volume in the Organization and Management Series)
Randal D. Day
Manufacturer: Lawrence Erlbaum
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Binding: Hardcover
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ASIN: 0805843620 |
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The current business environment requires that individuals, teams, and organizations are equipped to cope with an unpredictable marketplace and increasing competition. Organizations are forced to be kinetic, organic, and without boundaries if they are to remain successful. Given these environmental and marketplace demands, scholars must rethink the applicability of existing organizational theories and frameworks.
In March 2001, a conference was held with the aim of developing and articulating this new model of organizations. Scholars contributed their expertise in areas, such as leadership, human resource management, negotiation and conflict, teams, entrepreneurship, organizational change, power and influence, and diversity. The contributors focused on their own area of expertise and considered how existing theories must be altered to fit a more agile, organizational form. Theoretical and empirical questions were raised, testable hypotheses were developed, and emerging themes were uncovered.
The end result of the conference is this volume. It brings together the reflections of a diverse collection of organizational theorists and researchers on the implications of this new business model within their own areas of expertise. The book's goal is to inspire organizational scholars to develop a new theory and produce sound managerial advice for how to build and maintain a successful organization in a dynamic workplace. The chapters include a review of research literature with the highlights and citations that everybody working in a field must know, followed by how the research agenda is affected by the increasingly dynamic marketplace.
Book Description
The psychological aspect of trading is considered by many to be the most important. In this classic, veteran trader Roy Longstreet explores many areas that are of psychological significance to the futures trader and offers guidance on how to deal with each effectively.
This is a behind the scenes book in the strictest sense of the phrase. When Roy Longstreet was first confronted with the question: If you know so much about commodity trading, then why aren't you rich? He determined that the best answer would be a conspicuous measure of financial success in the trading of commodities futures. That he achieved his objective is evident, because now he is the head of the largest brokerage firm in the country dealing exclusively in commodities.
The techniques and the methods he employed over the years to achieve financial success is what is important to the reader and in this book we have those methods ably described by Mr. Longstreet. His approach to commodity trading is more fundamental than technical. He believes that psychology plays a basic role in the movement of commodity prices. As a matter of fact, he has often expressed the desire to hire a psychologist to apply specialized knowledge and find out what people who trade commodities think and why they make the mistakes they do.
Roy Longstreet's views will prove to be invaluable for those who want to increase their financial standing along intelligent, crystal-clear and forthright lines. As publishers of many books in the financial field, we recommend Roy Longstreet's book to you.
Customer Reviews:
Bunch of cliches.......2003-05-28
Dozens of two page "chapters", basically trading maxims, cliches and rules and a small description of what and what not to do. Nothing special.
If you enjoy trading books!!.......2002-03-13
This is a great read if you like to read stories of traders. The book is filled with lots of tales that traders or would be traders will find both true and useful. The second thing is that the book stands the test of time in that it was written years ago. But, it is not a how to book, so if that is what you want you will have to look elsewhere.
nice.....but.......2001-02-16
The books collection of short stories, is good for the begining trader, but doesn't solve the age old questions of how to trade. it is no Dancing With Lions, by trader X
Great meditations for traders!.......2000-03-26
I originally bought this book because a trading advisor recommended it. Now it has become a cherished companion. In it are a number of short chapters covering a range of issues that are germain to the business of trading. Each of the chapters a suitable for a thought for the day, a quick pick me up, or a meditaion. A real goldmine for the futures trader.
Average customer rating:
- Quick and easy way to learn basics of the stock market
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The Wonderful World of Wall Street: Where Ordinary People Can Become Quiet Millionaires
Milton Fisher
Manufacturer: Wildcat Publishing Co.
ProductGroup: Book
Binding: Hardcover
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ASIN: 0941968103 |
Book Description
This engaging and lively walk down Wall Street is replete with people who turned their lives around financially, using their own investment strategy and style.
Customer Reviews:
Quick and easy way to learn basics of the stock market.......1999-11-08
What more could a begining investment book do than to give you the vocabulary and a working familiarity with the do's and don'ts of investing. Milton Fisher does this in a quick read book with lots of short interesting chapters. What you learn in this book will be less costly and painful than learning the same lessons from the school of hard knocks.
Book Description
This revised second edition of Ethics and the Profession of Anthropology renews the challenge to anthropologists to engage in a dialogue concerning their commitment to professional ethical conduct. With a majority of new chapters, this edition redefines what it means to conduct anthropological research ethically, as the discipline becomes less isolated from allied fields in the physical and behavioral sciences and comes to terms with the global changes that affect its practice.
Book Description
All the standard and new information churches and nonprofit organizations need to know for 1999 tax returns. Includes forms.
Customer Reviews:
Deep insight into Nixon's character.......2005-12-02
Richard Nixon was a deeply complex man (or a man with deep complexes, if you will). Fawn Brodie, whether or not you agree with her ideologically or philosophically, represents a compelling cross-section of this man:
The president of the United States of America is involved in a unique relationship with the press and the public. The personality of the president greatly affects whether the relationship is positive or negative. Richard Nixon is looked at today as having done a poor job as president, enough so that he is the only president that has been forced into resigning from the office. The key to Nixon's downfall was that his personality helped him get elected president, but not hold the office. By analyzing the type of personality he had, it can be seen what aspects helped him obtain the presidency and what aspects caused him to lose it.
The aspects of a personality can be defined in varying ways, though many theorists have found their classifications to boil down to five super-ordinate traits, known as the "Big Five" Personality Dimensions: Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience (Westen 468). Based on events throughout Nixon's career, his placement in these categories can be readily established.
Extraversion is an individual's comfort level with relationships (Westen 469). Where an extravert is affectionate, fun-loving and passionate, Nixon was more introverted, being more reserved, sober, unfeeling and a loner. When things grew difficult, Nixon would choose to run into seclusion rather than to the company of family and friends (Brodie 443). For a period of time it was even known that, while the Nixons would be in Florida, Richard Nixon would stay in a separate house from Pat and the children (Brodie 469). In friendship, Nixon did not have many friends, "only Bebe Rebozo," as Pat Hillings stated, "because no one else would do what Bebe does. Bebe will just sit in a room all alone with [Nixon] for hours, saying nothing while Nixon writes away on that yellow pad he's always got" (cited in Brodie 473). As for being reserved and unfeeling, this was evident all the way back to his childhood. Nixon's first grade teacher thought him "a very solemn child" who "rarely ever smiled or laughed." His mother, a Quaker, would say "he always carried such a weight" (cited in Brodie 64). Nixon was said to have severe problems with intimacy in person, but could pour his feelings out in print (Brodie 23). Nixon's daughter Julie once described how when she told her father she was going to be married, he responded with a nod and went on working. Only later did she find a carefully crafted letter by her father, expressing happiness about the marriage that he could not do in person (Brodie 513).
Agreeableness is an individual's propensity to defer to others (Westen 469). Highly agreeable people are more soft-hearted, trusting, acquiescent and good-natured. At the other extreme, Nixon was ruthless, suspicious, antagonistic and irritable. The ruthlessness with which he methodically destroyed the lives and careers of his first four opponents cannot be denied. He branded his political rivals as Socialists and Communists. In turn, they were put in jail or fled the country if it was true, and ruined politically if it was not (Brodie 171). Nixon was never above lying if it would put him over his opponent. He "lied in attack, hoping to win" (Brodie 25). He was also very suspicious, sometimes to the point of paranoia. Soon after his election to the House of Representatives, he became a member of the House Un-American Activities Committee (HUAC), within which his ability to accuse people of pro-Communist thought rose to ever increasing heights (Brodie 186). His position in the HUAC also fed his antagonism. In the Alger Hiss case, Nixon very early on saw his chance to turn the case into "an embarrassment for Truman" (Brodie 202).
Conscientiousness refers to the number of goals on which a person focuses (Westen 469). Nixon was highly conscientious, pursuing his goals in a persistent, single-minded way, while less conscientious people are more easily distracted or swayed. Early in Nixon's life, his father made it clear that he should take up football. He played for four years at Whittier College, taking vast amounts of brutal punishment as "cannon fodder." Nixon never made the team, but he never gave up (Brodie 45). Decades later, Nixon decided he wanted to run for Governor of California. He ignored his political advisors, who told him it was a mistake. It was only when it threatened to destroy his family that he agreed not to run, but he quickly changed his mind and ran anyway when Pat told him that he must do what he thought was right (Brodie 455). Finally, the fact that any man who fails to be elected President, fails to be elected Governor, and then gives his "last press conference" in 1962 can still become the President of the United States in 1969 says something about his persistence.
Neuroticism relates to emotional stability (Westen 469). People who are emotionally stable are calm, self-satisfied, comfortable, enthusiastic and secure. Nixon was temperamental, self-pitying, paranoid, depressed and insecure. The fact that "there was a rage in Nixon as a child" was evident when he struck another child in the head with a hatchet because the child would not give up a jar of pollywogs (Brodie 25). Nixon's temperament did not ease in adulthood, as was readily apparent by his tantrum during a long drive on the 1960 Presidential election campaign. Angered at the bad planning of his staff, he began to kick with both feet the back of the seat that his aide, Maj. Don Hughes, was sitting in. He refused to stop kicking the seat until his rage subsided (Brodie 24). The self-pity in Nixon was demonstrated by his statement to John Dean in 1973 that "nobody is a friend of ours; let's face it," after he had won a greater percentage of electoral votes in his last election than anyone except George Washington (cited in Brodie 23). Nixon battled with his insecurity and depression throughout his entire career, and at one point sought the professional help of Dr. Arnold Hutschnecker, who wrote books to help people suffering from "the will to die" (Brodie 335). This insecurity and depression led people to see him as a man who, as Earl Mazo stated, "broods, abhors back-slapping, and gives the appearance of being a friendless `loner,' a top-smooth and humorless perfectionist" (cited in Brodie 336).
Openness to Experience is the range of an individual's interests (Westen 469). People with a wide range of interests are imaginative, creative, intellectual and liberal. Nixon was more conservative and conventional, lacking creativity. Nixon's lack of originality or creativity can be seen in his campaign for Governor on California in 1962. He immediately tried to return to his old tactics of accusing his enemies of being Communists. Far from impressing the people of California, "this regression to out-of-date anti-Communist rhetoric demonstrated the staleness of his thinking" (Brodie 458). His overly conservative Republican views were shown when he would attack any liberal Democrat as being pro-Communist, especially those he was running against in an election (Brodie 232). Just as in political matters, Nixon was highly conservative in private matters, particularly when it concerned a wife's role as a "supportive subordinate." Nixon was also against women wearing pants, which by this time had grown popular (Brodie 233). Whether it was his Quaker upbringing or an attachment to the past, Nixon gave the impression that the world was progressing without him.
Nixon's personality worked to his benefit several times in his career. Nixon acquired high political positions, first as a Representative, then as a Senator, then Vice-President and finally President, all with his personality. He surely would have been able to get these jobs with a more outwardly pleasing personality, but the one he had worked insofar as he was still elected. In fact, it was his personality that put him in position to become Vice-President. His antagonism of Harry Truman and other Democrats made him allies with many powerful people in the Republican party. It was after Nixon's speech at a New York fundraiser, in which Nixon had "castigated Truman for failing to oust the `fifth column,'" that Governor Thomas Dewey proposed Nixon's name to be Eisenhower's running mate (Brodie 252). His stubborn, single-minded attitude that Republicans were right and Democrats were wrong led him to become one of "the nation's most visible and efficient fundraisers" (Brodie 251).
Nixon's personality also got him out of a great deal of tough binds, most notably the "Checkers" incident in 1952. "His instinct for survival and his skill at denial were not seen again in so dramatic a fashion until Watergate" (Brodie 271). Indeed, while it can be argued that his personality and lying got him into the "fund crisis" to begin with, it was that same personality and lying that saved him and kept him on the Eisenhower ticket. It was because of his introverted and conservative, yet also highly conscientious personality that most people saw him as a man full of "sincerity, piety, small-town virtue, and a disarming naïveté" (Brodie 26).
One has to wonder if it was the circumstances or his personality that caused such a victory in 1972. Nixon received 60.7 percent of the votes, which was the third highest percentage received by a candidate for president. He had also received the second largest number of electoral votes and the largest number of popular votes yet (Brodie 508). Even if he won by so great a margin not because people were voting for him, but rather voting against George McGovern, it was Nixon's personality that led them to choose him as the lesser or two evils or preferring "the knave to the fool" (Brodie 19).
Nixon's conscientiousness, or his unbending will to obtain glory and power eventually got him what he wanted when so many others had failed and quit (Brodie 502). His introversion served him well in giving him reluctance to get involved with other people after he learned that "in politics most people are your friends only as long as you can do something for them or something to them" (Brodie 271). Even his suspicious nature led him to success in the Alger Hiss case. "Every [HUAC] member but Nixon was convinced of Hiss's innocence," but Nixon was suspicious of Hiss and was ruthless and unwavering in his attack until he proved to everyone else that he was right (Brodie 218). Though relatively soon after he was elected to the House of Representatives, his victory in the Hiss case would push him further into the limelight.
Many people hate Nixon, however, and many have ranked him among the worst if not the worst of all presidents. Although the criticisms of him today are kinder than in earlier years, Nixon still draws up a great deal of emotion in many people (Cohen and Nice 118). Their feelings can be summed up by Arch Monson, Jr.'s observation that "too many people are saying, `I don't like Nixon, but I don't know why'" (cited in Brodie 460). Others know their reasons, such as Fred Buzhardt, who found Nixon to be "the most transparent liar he had ever met" (Brodie 34). Nixon was not interested in people liking him if he did not think they were going to vote for him. When faced with angry Vietnam War protesters, he once said "I could not stand their juvenile and mindless ranting. ... [I] gave them the V-sign that had become my political trademark," then told an aide as the crowd began to jeer at his gesture, "that's what they hate to see!" (cited in Brodie 375). Even the people in his hometown of Whittier were divided about Nixon. After Nixon gave a speech at Whittier College, the reception formed into two lines: "one made up of students and citizens who refused to shake Nixon's hand" (Brodie 329).
The people of the United States have come to hold an extremely demanding expectation of the president. Thomas Cronin defines what he calls the paradoxes of the president, that the president should be 1) decent and just but also decisive and guileful, 2) programmatic but also pragmatic, 3) an innovative and inventive leader but also a majoritarian who is responsive to the republic, and 4) a common man who gives an uncommon performance (Cohen and Nice 217). We expect our presidents to be above politics, but being highly political is the only way to reach the presidency. Despite the fact that these expectations are unfair and unrealistic, the people stand by them and Nixon did not adequately meet them. The fact that he did not meet these standards does not come out so much before the presidency as much as afterward because, as George Reedy said, "the office neither elevates nor degrades a man. What it does is to provide a stage upon which all of his personality traits are magnified and accentuated" (cited in Brodie 25). The personality traits that Nixon had were good enough to get him into Congress and the Vice-Presidency, good enough to keep him in the Vice-Presidency and make him President, but could not stand up under the "magnification and accentuation."
The difficulties between Nixon and the press resulted not from the press' attitude toward Nixon, but from Nixon's attitude toward the press. The press "gave him every advantage" and "even the most cynical of editors and journalists hoped that in the presidency Nixon would be purified and exalted, that the office would transform the man" (Brodie 25). Yet Nixon complained of the abuse he received from the press. He thought of them like political opponents (Brodie 23). This "abuse" had reached its climax when Nixon failed to be elected Governor of California in 1962, and he "gave it to [the press] right in the ass" (Brodie 463). Nixon is said to have resorted to vulgarities as he accused the press of "bias, misrepresentation, and omission" (Brodie 462). With the famous "you won't have Nixon to kick around anymore," he claimed to quit politics altogether (Brodie 463).
According to Robert Locander, an "exchange relationship" exists between the president and the press. Each party enters into the exchange when they need something the other party possesses (cited in Cohen and Nice 167). In a mutualistic fashion, each party enters into the exchange as long as the benefits exceed the cost of what they have to do for the other party. For the president and the press, this is a careful balance. The president needs the media as a tool to communicate to the public, focus the public's attention, and validate information. The press needs the president as an attractive source of news to secure their audiences (Cohen and Nice 169). When Nixon's personality was injected into this presidential model, a disruption of the careful balance occurred through Nixon's hatred of the press. When Nixon turned the relationship into one of adversary, the press could no longer keep its end of the exchange relationship functioning.
To put the people's feelings about Nixon into context, it must first be understood what is expected of any president. In a Princeton survey in 1995, people were asked what qualities were essential in a good president. 67 percent of the people asked thought that high ethical standards were essential, and 64 percent thought that compassion for the average citizen were essential as well. Nixon was not regarded highly by the public on either of these qualities. 59 percent of the people asked thought that saying what one believes, even if it is unpopular, was a essential quality. This almost assuredly was not what people had in mind when Nixon blacked-out a large portion of the White House tape recording transcripts because of his derogatory name-calling of American citizens and his repeated ethnic slurs (Cohen and Nice 215).
Another way of considering how the public views the presidency is favorability versus job approval. The public judges both how well the president is doing his job as well as how they feel about his conduct as a person. "Ideally, a president would prefer to be both liked and approved of.... [I]t may be the case that Nixon was both disliked and disapproved of during the last two years of his term in office" (Cohen and Nice 226).
Nixon's introverted, disagreeable, unstable and limited, yet conscientious personality proved to be a dysfunctional mismatch with the presidential model of the time, which culminated in the Watergate fiasco. William Perdue noted, "Nixon did not lie as much as FDR; it's just that we look differently upon his purposes" (cited in Brodie 19). If this is truly the case, it was neither the crime nor the lies about the crime that forced Nixon to resign, but the alienation of the press and the public brought on by a personality that could earn him the presidency but not let him keep it.
Nixon's failure as a president could have been predicted based on his personality. James Barber developed a theory about the psychological roots of a president's character, where he classified Nixon as an Active-Negative president, and predicted that his personality traits would lead to "a major political disaster in his administration" (Cohen and Nice 109). If an outcome based on personality traits is truly predictable, then the success of a president is inevitably tied to his personality.
Works Cited:
Brodie, Fawn. Richard Nixon: The Shaping of His Character. New York: Norton, 1981.
Cohen, Jeffrey, and David Nice. The Presidency. Boston: McGraw-Hill, 2003.
Westen, Drew. Psychology: Mind, Brain, & Culture. New York: Wiley & Sons, 1996.
To the reviewer from 2002..........2005-09-23
I just want to point out how ironic it is that you recommended Ambrose intead of Brodie, when Ambrose borrowed very very heavily from Brodie's book (check the footnotes). Apparently Ambrose found her analysis quite compelling...
nixon analyzed.......2003-07-08
a somewhat critical discussion of nixon's personality and the theories of how he became the man who was eventually impeached. some valid points inthe book that i was unaware of before and then some points which i just sat back and sighed about
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