The apartment manager's desk reference

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The apartment manager's desk reference
John C Maciha
Manufacturer: Adams-Blake Pub
ProductGroup: Book
Binding: Unknown Binding
ASIN: B0006QNW5S

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With Economic and Monetary Union, the European Union has embarked on one of the biggest projects in its history. Previous literature has focused on how EMU came into being and on the policy issues that it raises. European States and the Euro seeks to move the discussion forwards by offering the first systematic evaluation of how it is affecting EU states, both members and non-members of the Euro-Zone. It is the first book to explicitly situate EMU in the growing literature on Europeanization. It examines the effects on public policies, political structures, discourses, and identities. The book seeks to identify the scope of EMU's effects, the direction that it imparts to political and policy changes, the mechanisms by which it produces its effects, and the role of domestic institutions, political leadership and specific forms of discourse in shaping responses. In addition, the book assesses how, and with what effects, EMU is affecting key policy sectors labour markets and wages, welfare states, and financial market governance. What conditions the degree of convergence discernible in these sectors? Finally, the book seeks to 'contextualize' EMU by assessing its effects both in comparison with other variables like globalization and in a historical perspective of the European Monetary System as a 'training ground'. The book combines sectoral and country case studies with a thematic treatment by recognized experts in their fields. It moves from globalization, through EU-level changes, to member states and finally to specific sectors. The main conclusions are that EMU is most important in affecting the timing, tempo and rhythm of domestic change that these changes are experienced pre-eminently at the level of policy; that it strengthens pressures for convergence; but that different domestic institutional arrangements and discourses lead to variations in policy processes and effects and in the way change is 'framed'. In particular, whilst EMU contains a neo-liberalizing tendency exhibited most clearly in financial market effects, it is not to be characterized as a neo-liberal project by means of which the EU is becoming an economic and social space simply converging around Anglo-American market capitalism.

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The Euro: Law, Politics, Economics

Manufacturer: British Inst of Intl & Comparative
ProductGroup: Book
Binding: Paperback

Business Law | Reference | Business & Investing | Subjects | Books

General | Law | Subjects | Books

European Union | International Law | Law | Subjects | Books

General | Politics | Nonfiction | Subjects | Books
ASIN: 0903067587

Europe and the Andean Countries: A Comparison of Economic Politics and Institutions (Euro-Latin American Relations : the Omagua Series)

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Europe and the Andean Countries: A Comparison of Economic Politics and Institutions (Euro-Latin American Relations : the Omagua Series)
Ciro Angarita
Manufacturer: Pinter Pub Ltd
ProductGroup: Book
Binding: Hardcover

General | Popular Economics | Business & Investing | Subjects | Books

International | Economics | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Production & Operations | Management & Leadership | Business & Investing | Subjects | Books

General | Europe | History | Subjects | Books

General | Law | Subjects | Books

Product Description

Drawing on the heritage of Virginia hospitality, Entertaining Ideas from Williamsburg contains a treasure trove of suggestions and how-to's for commemorating special occasions throughout the year. From a winter anniversary dinner to a spring wedding, a Fourth of July picnic to an autumn dried-wreath workshop, and a children's Christmas gingerbread party to a New Year's Day open house, this beautiful book provides a wealth of flower-arranging, decorating, handicraft, and cooking ideas

Customer Reviews:

Nifty All-Natural Ideas.......1999-08-05

This book is filled with many interesting things to do with flowers. Has lots of pictures and how-to illustrations that make most crafts accessable, but not for beginning crafters. Some interesting recipes and lots of good holiday ideas.

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Entertaining Ideas from Williamsburg
Susan Hight Rountree
Manufacturer: Colonial Williamsburg Foundation
ProductGroup: Book
Binding: Hardcover
ASIN: B000KYN2LA

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Excelent overview of the derivative markets.......1998-10-29

I am a former student of Peter Ritchken. I attended one of his MBA classes. Although the book is derivatives theory at an advanced level I think he managed to write in an easly understandable language. One thing that helped me a lot is all the relevant examples the book is filled with. I guarantee the book will give you a very good overview over the theory of derivatives.

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The Right Mix: How to Pick Mutual Funds for Your Portfolio
Howard Keller , and Harvey Sontag
Manufacturer: Mcgraw-Hill
ProductGroup: Book
Binding: Paperback

General | Business & Investing | Subjects | Books
Mutual Funds | Investing | Business & Investing | Subjects | Books
ASIN: 0070337853

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The Right Mix: How to Pick Mutual Funds for Your Portfolio
Harvey Sontag Howard Keller
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Paperback
ASIN: B000OFQJAQ

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The Right Mix: How to Pick Mutual Funds for Your Portfolio
Howard; Sontag, Harvey Keller
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Paperback
ASIN: B000OFQLZ4

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Excellent thought points for entrepreneurs -- speed does kill your competition

Simple management philosophy that worths a read

Good

Some flaws, but overall a good value

Speed Plus Torque = Victory!

It's Not the Big That Eat the Small...It's the Fast That Eat the Slow: How to Use Speed as a Competitive Tool in Business
Jason Jennings , and Laurence Haughton
Manufacturer: Collins
ProductGroup: Book
Binding: Paperback

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books
Management | Management & Leadership | Business & Investing | Subjects | Books
Planning & Forecasting | Management & Leadership | Business & Investing | Subjects | Books
Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books
General | Business & Investing | Subjects | Books
General | Small Business & Entrepreneurship | Business & Investing | Subjects | Books
General | Finance | Accounting & Finance | Professional & Technical | Subjects | Books
Similar Items:

Think Big, Act Small : How America's Best Performing Companies Keep the Start-up Spirit Alive

Less Is More: How Great Companies Use Productivity

It's Not What You Say...It's What You Do: How Following Through At Every Level Can Make Or Break Your Company

Less Is More

Small Giants: Companies That Choose to Be Great Instead of Big

ASIN: 0066620546
Release Date: 2002-04-16

Amazon.com

The tortoise and the hare--not to mention a popular '60s-era adage--warned us that Speed Kills. Not so fast, contend Jason Jennings and Laurence Haughton, international consultants who have worked together since 1976. In It's Not the Big That Eat the Small... It's the Fast That Eat the Slow, the two argue that only the swiftest of corporations will thrive in the 21st century. They then outline a program, based on best practices developed by contemporary speedsters like Charles Schwab and AOL that readers can work into their own businesses by similarly focusing on "commerce, resource deployment, and people." Its four parts examine ways to create environments that anticipate the future, reassess operations and personnel and make appropriate adjustments whenever necessary, launch a "crusade" while "staying beneath the radar," and maintain velocity through institutionalization and close customer relationships. "This book will show you how to think and move faster than your competition," they write, adding that "being faster doesn't mean being out of breath. It means being smarter." Many of their suggestions will be familiar to those who follow the business of business improvement, but the singular (and quite convincing) context to which Jennings and Haughton now apply them help make this book unique. --Howard Rothman

Book Description

Conventional wisdom once told us big companies are unbeatable... and eat smaller competitors for breakfast.

Not anymore. These days It's Not the Big that Eat the Small... It's the FAST that Eat the Slow!

Jason Jennings and Laurence Haughton discovered what separates today's icons of speed from everybody else.

They asked questions like:

What is the difference between speed and haste?
Where does business go to spot trends before the competition?
How can leaders help people stop dreading high velocity and rediscover the thrill of deciding, acting and staying fast?

And studied the world's fastest companies like:

H&M Europe's fast fashion phenomenon now poised to threaten apparel stores in America.
AOL who gulped down Netscape and Time Warner in record time.
Charles Schwab the new dominant name in discount and on-line financial services.

The results are in this sensational book... a national bestseller, translated all over the globe and universally praised.

Would you like to make speed a competitive tool in your business? Here's your roadmap!

Customer Reviews:

Excellent thought points for entrepreneurs -- speed does kill your competition.......2006-10-05

Disclaimer: I have worked as an early stage Venture Capitalist for roughly two years, worked with several Angel investment groups in California and gone to business school. My perspective on the book is based on my investing experience and my time working with high-technology start-ups.

The book is a quick read packed with many very good insights into how to build a small company into a successful one. The main focus is about keeping a very sharp focus on what the company needs to do to succeed -- learn what works, listen to the customer and build an agile organization that can quickly move react but execute flawless when the on point with known customer base. A key point to consider which is missed by many business / management books is that you can not control what your customer base, your competitors and outside economic forces are doing. Change/Chaos = opportunity not a problem. The agile company will maximize the economic opportunity while a large company will try to react but be very late to the party.

An agile company can also position itself favorably for a liquidity event by beating a large competitor to a profitable market; you make the build vs. buy decision for the large company very easy.

I have seen many part of the book put into action successfully and some companies that did not implement the advice; the results are very clear that speed is a competitive tool.

The downside about speed being a competitive tool is that it is very difficult to keep it up for a long period. So, Speed needs to be used to locate and dominate a market to block out competitors. However, other strategies need to be developed in combination with speed and innovation to stay on top...but speed is the way to be the lead company in developing markets.

Simple management philosophy that worths a read.......2004-03-30

I think most people understand the importance of "speed" in the marketplace. The problem lies in "how" to incorporate this element into their daily business before they or their companies had been eaten by someone else. I am sorry that the author had not done a good job in this respect. He said a lot about the advantages of being speedy, but not practical methods of pushing it through bureaucracy, redtape, human resistance to change, the long term committment of top management......... Perhaps I had demanded too much from such a small book. However, I really believe the author is capable of giving us more, judged by his smooth and intelligent writing skills and choice of words.

Below please find some copy and paste for your reference.

Speed, merely for the sake of moving fast, without a destination inmind, is haste. Eventually, out of control, speed will land you in big trouble. But imagine how many more races you would win if you had a big head start. Think about the advantage you would have if you knew what the future was going to look like and were able to spot trends before the competition. Consider the power of being able to think about things quickly and accurately, tackling in minutes the same big issues and questions the competition would be processing for weeks. pg 9

Question everything...all the time. If you want to hone your anticipatory skills, accept nothing. Question everything. Ask how and why of everything that's presented to you. pg 19

A fund manager's best year will likely be his or her first. He or she is without a need to defend the previous year's choices and is able to ruthlessly assess the viability and potential performance of holdings in the fund. Dr. Richard Geist, professor of psychiatry at the Harvard Medical School. pg 101

It's not the strongest nor most intelligent of the species that survive; it is the one most adaptable to change. Charles Darwin pg 111

When you refuse to abandon, bad things always seem to happen.

p.s. The main book title is very interesting. I think if the author did add one more word "idiot" in the end, the impact will be even bigger.

Good.......2004-03-20

Lots of good stuff. Some you'll have read in other books, but that's not a negative if such info is presented in a new way, as it is here. I do think the choices of AOL and Hotmail as fast company examples were dumb choices, since Hotmail never actually turned a profit, it just grew to become an enticing buy for Microsoft, which is when the owners cashed in. AOL's troubled history is famous enough I need not repeat it here. But the other companies chosen (Charles Schwab, Clear Channel, among others) as examples are "legitimate" companies, aiming for profit and succeeding while growing quickly. And it's because of those examples I recommend this book.

Some flaws, but overall a good value.......2003-05-11

There is an old story about the two fellows who went lion hunting in Africa. They searched for days to no avail, then suddenly-right in front of them-was a huge lion!
The lion saw them, too, and thought, "lunch!" One of the men reached into his knapsack, retrieved his running shoes, and began putting them on. His friend, incredulous, mocked, "You'll never outrun that lion." The first man responded, "I don't have to outrun the lion; I just have to outrun you!"

The speed of business has increased, along with the speed of change. Today, and in the years ahead, the prizes will go to the companies that anticipate the trends, then move most quickly and wisely to put themselves in the right place at the right time. Those firms that allow any employee-at any level-to tie them to tradition or to get in the way of progress risk extinction. Given the title, we'd expect to find the secrets in the pages of this book. Readers will find quite a few tips, some great lessons, snappy writing, and valuable summary lists at the end of each chapter. There's a lot of good content here, but also some annoying redundancy.

This well-organized book moves steadily and deliberately through a collection of strategies that stimulate thinking and action. A number of examples are offered to illustrate fast movement and not-fast-enough movement. Many of the anecdotes and case studies come from the same companies, which is both good and bad. We see deeper into these companies, but miss the opportunity to appreciate the strategies and actions of a wider range of organizations. Hearing about the same companies over and over again made me wonder if the authors had investigated any other examples. The sameness got old.

Toward the end of the book, the reader may sense some repetition, as if the authors forgot they had mentioned these things or were looking for filler to complete the manuscript at the end of their writing process. I sensed some redundancy in the main body of the book, but as the manuscript drew to a close I almost lost interest because I was reading words I'd already read.

There's a lot of good content in this volume, so I'll still recommend it. Look for the tips, the advice, and the strategies that will inspire you to make notes, turn down pages, and highlight various sections. While the book wasn't 100% for me, there are a lot of valuable and thought-provoking lessons in these pages. Many of the ideas and observations are sufficiently thought-provoking to stimulate change in the way you do things, particularly if you perceive yourself to be in a competitive environment.

This review refers to the hardcover edition.

Speed Plus Torque = Victory!.......2003-01-15

This is the first of two books by Jennings which I have recently read. (The other is Less Is More.) It was written in collaboration with Laurence Haughton. The subtitle reveals their core assertion: "How to Use Speed as a Competitive Tool in Business." Correctly, they stress the importance of using speed to achieve and then sustain a decisive competitive advantage. They also realize that there are times for an organization to be a sprinter but other times to proceed as if in a marathon.

In the Prologue, Jennings and Haughton explain that they "began with a blank canvas. No points to prove, no axes to grind, and no one to impress. We truly wanted to figure this 'speed thing' out and boil it down into easy-to-replicate tactics." They developed criteria for selecting the fastest companies and then focused on them: Charles Schwab, Clear Channel Communications, AOL, H&M, Hotmail, Telepizza, and Lend Lease. The book presents a number of real-life lessons from these high-speed companies and their full-throttle executives. The authors also provide "time-proven instructions on becoming faster than anyone else."

The material is organized within four Parts: Fast Thinking, Fast Decisions, Get to Market Faster, and finally, Sustaining Speed. In their Epilogue, the authors observe that, early on in their research, they discovered that "truly fast companies that have demonstrated the ability to maintain momentum aren't naturally any faster than their slower-moving rivals. But they are smarter." What's the difference? The truly fast companies avoid, "blow up," or get past various "speed bumps," refusing to be delayed or prevented from getting to where they want to be.

As I read this book, I began to think of an organization as a vehicle. As such, what are its requirements? First, a specific and appropriate destination. Next, a capable driver. Then, a sufficiently powerful engine and enough fuel to keep it running. Also, a transmission with different gears (including reverse), shock absorbers, and brakes. Gauges keep the driver fully informed of available fuel, oil pressure, speed, time, etc. Jennings and Haughton discuss "speed bumps" and could have just easily included a discussion of terrain and weather. A number of organizations -- S&Ls 15-20 years ago and dot coms more recently -- have failed because they could not cope with "rough roads" and "foul weather." In several instances, imprudent speed was a factor in their demise. I want to stress this point because Jennings and Haughton do not glorify speed per se. In certain situations, however, speed is the determinant insofar as success and failure are concerned. Rapid response to customers' needs, for example, or to a new business opportunity. To extend the vehicle metaphor, executives also need a multi-gear "transmission" as well as an accelerator and brakes...and the skill to use each as well as the wisdom to know when.

Jennings and Haughton have a Snap! Crackle! and Pop! writing style which is eminently appropriate to the subject. They also have a delightful sense of humor which substantially increases the entertainment value of their work even as they focus on an especially serious subject: business competition in an age and at a time when it has never before been so intense and when prudent speed frequently determines the difference between organizational life or death. This is a brilliant achievement.

Those who share my high regard for this book are urged to check out Jennings' Less Is More as well as Curt Coffman and Gabriel Gonzalez-Molina's Follow This Path.

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It's Not the Big that Eat the Small...It's the Fast that Eat the Slow
Haughton, Jason, Laurence Jennings
Manufacturer: audible.com
ProductGroup: Book
Binding: Audio Download
ASIN: B00006ISHP

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It's Not the Big That Eat the Small... It's the Fast That Eat the Slow : How to Use Speed As a Competitive Tool in Business
Jason; Haughton, Laurence Jennings
Manufacturer: Collins
ProductGroup: Book
Binding: Paperback
ASIN: B000OFFQP0

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It's Not the Big That Eat the Small...It's the Fast That Eat the Slow: How to Use Speed as a Competitive Tool in Business
Jason; Haughton, Laurence Jennings
Manufacturer: Collins
ProductGroup: Book
Binding: Paperback
ASIN: B000OFHRA2

Book Description

In Memories of a Depression Baby, author Bill Williams tells the heartwarming story of growing up in a large family during the Great Depression. Born just seven months after the stock market crash of 1929, Bill remembers his family's day-to-day struggles to survive not only the depression, but also World War II and the Korean War, when all five brothers served in the armed forces. A great sense of humor was prevalent in their family, and helped see them through some difficult times. Told from the perspective of a young boy who never thought of his family as poor, Bill's memories captivate the reader and take us back to a simpler time of ice cream socials and victory gardens.

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