Destroying Surplus Weapons: An Assessment of Experience in South Africa and Lesotho

Average customer rating:

No 'SPLAT!" Achieved With This Book

The Trapeze Buddy Success Strategy: A New Way to Create Trust, Support and Teamwork in Your Business
Mark Rosenberger
Manufacturer: WOW! Publishing
ProductGroup: Book
Binding: Paperback

Leadership | Management & Leadership | Business & Investing | Subjects | Books
Motivational | Management & Leadership | Business & Investing | Subjects | Books
ASIN: 0965656713

Book Description

"The Trapeze Buddy Success Strategy" Book Review

If you're looking for a business model your people will understand and can apply immediately, this is it!

The Trapeze Buddy Success Strategy, by Mark Rosenberger, is the delightful tale of Dan, a newly appointed CEO, who finds all is not well with the company he has just joined. The author cleverly draws the parallels between a high-risk trapeze circus act and the prerequisites for a successful business based on the premise of how to be "caught more and dropped less by the people you count on most."

Through a series of unique circumstances and characters, Dan discovers the simple, yet uniquely powerful metaphor—Trapeze Buddies—and how to apply the key concepts to the betterment of his organization. Dan is aided in his quest for a new way of enhancing performance by some unlikely heroes: a paraplegic student, a feisty executive assistant, a limo driver and a flying trapeze artist.

The Trapeze Buddy Success Strategy is a, "I get this!" book. Why? Because each reader can identify with the concept of being dropped by people they count on most. The reader will nod in agreement as the characters experience various challenges caused by people not coming through as promised. It's real world, practical and creates an immediate "me too" bond.

Masterfully woven into the captivating story are practical "how to's" for identifying and enhancing Trapeze Buddy relationships. Each chapter contains an important next step for understanding and applying the Trapeze Buddy model by each reader.

What can you expect by reading and applying the Trapeze Buddy concept? ·How to do more with fewer people, faster than you ever thought possible.

·A model to build trust, teamwork and personal responsibility in every organization. ·How to reduce headaches, hassles and misunderstandings with a simple to understand model.

·Specific practical skills to move performance to the next level.

The Trapeze Buddy Success Strategy is a fast, fun, practical book that reveals the true secret of win-win relationships and more profit.

For more information, contact Beth Boyd, WOW! Performance Coaching, Inc. @ 1-858-578-7900

Customer Reviews:

No 'SPLAT!" Achieved With This Book.......2005-11-08

In researching new ideas to share with clients on building trust, respect, support , etc. for their teams, I was very fortunate to come across Mark Rosenberger and his book - The Trapeze Buddy (TM) Success Strategy: A New Way to Create Trust, Support and Teamwork in Your Business." The book is very informative, down-to-earth and an easy read. Mark's message is a very powerful one and one that provides a great "how to do" it. It is easy to identify with and visualize the "SPLATS!' in our lives and our ongoing quest to achieve less of them. The book's message is applicable to everyone and to every business. I highly recommend this book to anyone who wants to achieve the benefits Mark says will result from reading the book: fewer headaches and hassles; more wins and fewer losses; more fun, happiness, joy, peace-of-mind; trust, teamwork and personal responsibility; increased energy asnd focus; less stress; and an added bounce in your step.
Review by: J. Glenn Ebersole, Jr., Founder & Chief Executive, J. G. Ebersole Associates and The Renaissance Group (TM), and author of "Glenn's Guiding Lines - Thoughts From Your Strategic Thinking Coach" Newsletter.

Average customer rating:

Don't overlook this title

Remembering Bill Neal: Favorite Recipes from a Life in Cooking
Moreton Neal , Bill Neal , and John T. Edge
Manufacturer: The University of North Carolina Press
ProductGroup: Book
Binding: Hardcover

General | Biographies & Memoirs | Subjects | Books
General | Cooking, Food & Wine | Subjects | Books
South | U.S. Regional | Regional & International | Cooking, Food & Wine | Subjects | Books
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ASIN: 0807829137
Release Date: 2004-09-22

Book Description

A gifted chef, restaurateur, and writer working at a time when Americans were beginning to take a new interest in their culinary heritage, Bill Neal (1950-1991) helped raise Southern food to national prominence.

Having rescued spattered and faded recipe cards from the Chapel Hill restaurant they founded together, Bill's former wife and business partner, Moreton Neal, has compiled a book that embodies the diversity and range of his cooking and illustrate the aesthetic that he applied to making meals. Remembering Bill Neal features more than 150 recipes--most of them never published before--from all stages of Bill's career: classic French dishes from La Residence, Southern traditional cooking from Crook's Corner, and fast and easy recipes from home. Moreton's introductory passages and headnotes introduce Bill to readers and put his recipes in the context of his career and his legacy as a chef.

Part cookbook, part memoir, this volume both instructs and entertains, showing the lasting importance of Bill Neal's influence in the American regional cooking movement as well as being a muse and a mentor to a generation of Southern home and professional cooks.

Customer Reviews:

Don't overlook this title.......2006-08-06

Bill Neal was and is the consensus visionary leader of the Southern cooking renaissance. This book by his ex-wife and business partner provides a unique vantage point to his development as a chef and food writer. The recipes contained therein are a motherlode of food ideas and formulas. Buy this one and celebrate food and the best of the American family that carries on even when divorce splinters its legal union. This is great food and family values all in one place. Precious reading.

Book Description

Provides practical, comprehensive information and strategies for using managed futures successfully. Clearly explains the benefits of managed futures and their role in a traditional portfolio. Uses case studies and firsthand reports to show how corporations are using managed futures. Written by over a dozen top experts in the fields of futures fund and portfolio management.

Average customer rating:

Great Insight Into a Business Leader's World

Enriching Personal Real-Life Account by Someone Who Had Managed a Mega-Size Corporation!!!

Rhetoric and boring!

Only for business managers?

Lengthy Writing

Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company
Andrew S. Grove
Manufacturer: Currency
ProductGroup: Book
Binding: Paperback

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books
Management | Management & Leadership | Business & Investing | Subjects | Books
General | Business & Investing | Subjects | Books
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The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials)

ASIN: 0385483821
Release Date: 1999-03-16

Book Description

Under Andy Grove's leadership, Intel has become the world's largest chip maker and one of the most admired companies in the world. In Only the Paranoid Survive, Grove reveals his strategy of focusing on a new way of measuring the nightmare moment every leader dreads--when massive change occurs and a company must, virtually overnight, adapt or fall by the wayside.

Grove calls such a moment a Strategic Inflection Point, which can be set off by almost anything: mega-competition, a change in regulations, or a seemingly modest change in technology. When a Strategic Inflection Point hits, the ordinary rules of business go out the window. Yet, managed right, a Strategic Inflection Point can be an opportunity to win in the marketplace and emerge stronger than ever.

Grove underscores his message by examining his own record of success and failure, including how he navigated the events of the Pentium flaw, which threatened Intel's reputation in 1994, and how he has dealt with the explosions in growth of the Internet. The work of a lifetime, Only the Paranoid Survive is a classic of managerial and leadership skills.

The Currency Paperback edition of Only the Paranoid Survive includes a new chapter about the impact of strategic inflection points on individual careers--how to predict them and how to benefit from them.

Customer Reviews:

Great Insight Into a Business Leader's World.......2007-10-20

This book covers the history of Intel, some great stories, his management approach and even the daily regime of a business warrior. I highly recommend. And another thing I like - it is relatively short.

Enriching Personal Real-Life Account by Someone Who Had Managed a Mega-Size Corporation!!! .......2007-03-20

The real value of this book is that it is written by someone, Andrew Grove, who has actual experiences and managed a start-up right up to a mega successful corporation. There are tons of management and marketing books written by people, based on case-studies and analysis, but lack actual experiences managing or working in a corporation.

The main concept of this book is on strategic inflection point, which is a time in the life of the business when its fundamentals are about to change. This change can either infer an opportunity to rise to new heights or signal the beginning of the end. Hence, this book is about the impact of changing rules, guidelines to assist in identifying those situations and about finding your way through those uncharted territories. This book serves to raise our awareness of going through cataclysmic changes and to provide a framework in which to deal with them.

This book uses Porter's competitive analysis strategy in terms of the 6 forces as a base. The 6 forces are
1. Power, vigor and competence of existing competitors
2. Power, vigor and competence of complementors
3. Power, vigor and competence of customers
4. Power, vigor and competence of suppliers
5. Power, vigor and competence of potential competitors
6. Power, vigor and competence of substitutes

Once a very large change happens in one or several of these 6 forces, a "10X" force is in effect. Very often the transition from a normal business environment to that of a "10X" business environment is very gradual and thus, it is difficult to pinpoint the exact time in which the "10X" force came about. Strategic inflection point comes about when this balance of forces shifts from the normal environment to that of the new "10X" environment and it is difficult to pinpoint its exact occurrence.

The circumstances that help to identify this strategic inflection point are
1. Presence of troubling sense that something is different such as changes in customers' attitudes, entrant of new competitors, etc.
2. Growing dissonance or misalignment between corporate statements and operation actions.
3. Emergence of new framework or actions.
4. New set of corporate statements is generated.

Andrew gave an analogy of working your way though a strategic inflection point to be just like venturing into the valley of death, the perilous transition between the old and the new environments. It is difficult to know the right moment to execute the appropriate actions. Since timing is everything, it is attractive to undertake these changes when the company is in a healthy financial state. This means "acting when not everything is known, when the data aren't in.", merely relying on "instinct and personal judgments" (Chapt 2). Hence it is a matter of training your instincts to pick up a different set of signals.

The only way we know whether a change signals a strategic inflection point is through the process of clarification that comes from broad and intensive debate. This debate should involve technical discussions, marketing discussions and considerations of strategic repercussions (how will it affect our business if we make a dramatic move; how will it affect if we don't?). The more complex the issues are, the more levels of management should be involved because people from different levels of management bring completely different points of view and expertise. The debate should involve people from outside the company, customers and partners with different areas of expertise and interests. When dealing with emerging trends, you may very well have to go against rational extrapolation of data and rely instead on anecdotal observations and your instincts. (chapter 6). Constructively debating tough issues and getting somewhere is only possible when people can speak their minds without fear of punishment.

Andrew offers a few guidelines to discern "signal" from "noise"
1. Is your key competitor about to change? Suggested using the "silver bullet test": If you had just one bullet, whom among your many competitors would you save it for? When the answer to this question stops being as crystal clear, it is time to sit up and pay special attention.
2. Is your key complementor about to change? Does the company that in the past years mattered the most to your business seem less important today? Does it look like another company is about to eclipse them? If so, it may be a sign of shifting industry dynamics.
3. Does it seem that people who for years had been very competent have suddenly gotten decoupled from what really matters? If key aspects of the business shift around us, the very process that got us where we were might retard your ability to recognize the new trends.
Generally you cannot judge the significance of the strategic inflection point by the quality of the first version or release of the product. You will need to draw on your experiences to discern its possible impacts.

Strategic dissonance is the divergence between actions and statements; saying one thing and doing another. Strategic dissonance is an automatic reaction to a strategic inflection point that probing for it is perhaps the best test of one.

Clarity of direction, which includes describing what we are going after, as well as, describing what we will not be going after, is exceedingly important at the late stage of a strategic transformation. This book defines strategic plans as statements of what we intend to do, whereas strategic actions as steps we have already taken or are taking. Strategic plans are abstract and are usually couched in language meant for the company's management. Strategic actions matter because they immediately affect people's lives. The most effective way to transform a company is through a series of incremental changes that are consistent with a clearly articulated end result.

This book mentions the "Taillight" approach - some companies may profitably wait for others to test the limits of technological possibilities or market acceptance and then commit to following, catching up and passing them.

A question that often comes up at times of strategic transformation is whether you should pursue a highly focused approach, betting everything on one strategic goal or should you hedge. It takes every erg of energy in your organization to do a good job pursuing one strategic aim, especially in the face of aggressive and competent competition. It is hard to lead the organization out of the valley of death without a clear and simple strategic direction. Demoralized organizations are unlikely to be able to deal with multiple objectives. Thus, hedging is expensive and dilutes commitment, and is not recommended.

"Most companies don't die because they are wrong; most die because they don't commit themselves... The greatest danger is in standing still" (Chapter 8).

The leader needs to show interest in the elements leading to the strategic direction, by getting involved in details that are appropriate to the new direction and by withdrawing attention, energy and involvement from those things that do not fit. At times like this, the calendar is the most important strategic tools in communication. Andrew emphasizes that communicating strategic change in an interactive exposed fashion is important and necessary such as corporate email announcements and meetings, etc.

Companies that successfully navigate through strategic inflection points tend to have a good dialectic between bottom-up and top-down actions. Bottom-up actions come from the ranks of middle managers, who by the nature of their jobs are exposed to the first whiffs of the winds of change, who are located at the peripheral of the action where change is first perceived and who catch on early. But by the nature of their work, they can only affect things locally. Their actions must meet halfway the actions generated by senior management. While those managers are isolated from the winds of change, but once they commit themselves to a new direction, they can affect the strategy of the entire organization. The best results seem to prevail when bottom-up and top-down actions are equally strong. When the top management lets go a little, the bottom-up actions will drive towards chaos by experimenting, by pursuing different product strategies, by generally pulling the company in a multiplicity of directions. After such creative chaos reigns and a direction becomes clear, it is up to senior management to reign in chaos. A pendulum-like swing between the 2 types of actions is the best way to work your way through a strategic transformation. What is needed is a balanced interaction between the middle managers, with their deep knowledge but narrow focus and senior management, whose larger perspective could set a context.

An organization that has a culture that can deal with these 2 phases - debate (chaos reign) and a determined march (chaos reined in) is a powerful, adaptive organization. Such an organization has 2 important attributes:
1. It tolerates and even encourages debates. These debates are vigorous, devoted to exploring issues, indifferent to rank and include individuals of varied backgrounds.
2. It is capable of making and accepting clear decisions, with the entire organization then supporting the decision.

This book emphasizes on the concepts by reliving a few of Intel's crisis; the mid-80s shift from memory to microprocessors business, RISC vs CISC architecture and during the fall of 1994 the floating point bug associated with Intel's flagship device; the Pentium processor. The magnitude of this crisis is so significant in that a tiny flaw in the microprocessor's floating point unit could mushroom into half a billion dollars' worth of damage in less than 6 weeks. This was later narrowed down to 2 key factors. First the success of Intel's merchandising "Intel Inside" program, which has projected a strong Intel image right to the end-user, became a double-edge sword in that end users directly contact Intel for a replacement microprocessor. In a normal incidence, it is likely to be the computer manufacturers who will perform the recall and replacement. But Intel's identity is so strong with the end-users that they became the ones asking for a recall and replacement. Second, the other factor is attributed to Intel's sheer size. Intel had become gigantic in the eyes of the computer buyers. And thus the huge cost in replacement.

This book also relates the transition of the computer industry in the 80s vertical alignment to that in the 90s; the horizontal alignment. This came about with the appearance of the microprocessor and then the personal computer. The "10X" force came about when the technology permitted the integration of several chips into one single chip and this same microprocessor enabled the production of all kinds of personal computers. As the microprocessor became the basic building block, economics of mass production worked its charm giving extremely cost-effective PCs. Over time, this changed the entire structure of the industry and a new horizontal industry emerged. As a result of this trend, companies previously successful in the vertical alignment, but who failed to adapt or recognize this "10X" force failed and no longer existed today. Examples are Wang and Cray. At the same time, this change also spelled opportunities for new entrants such as Dell and Compaq. Thus when an industry goes through a strategic inflection point, the practitioners of the old industry may have trouble, while on the other hand, this new environment provides opportunities for new entrants into this industry.

The key characteristics of horizontal industries is that they live and die by mass production and mass marketing, bringing cost-effective solutions and more specialization, i.e the best in class for that particular market segment such as TV monitors, memory, storage devices, etc.

The new rules of the horizontal industry are
1. Do not differentiate without a difference. Do not introduce improvements whose only purpose is to give you an advantage over your competitor without giving your customer a substantial advantage. Example is a "better PC" departed from the mainstream standard and hence giving rise to software incompatibility.
2. Grab opportunity when there is a technology break or change coming along.
3. Price for what the market will bear. Price for volume. Work like the devil on your costs so that it becomes profitable. This leads to economies of scale whereby by being a large-volume supplier, you can spread and recoup those costs. In contrast, cost-based pricing will often lead you into a niche position.

To be a leader or survivor in a horizontal and commoditized industry, this book provides some food for thought. A prime example is Intel exiting the commoditized memory industry in which they were once in the lead, until the entrance of the Japanese manufacturers.

Rhetoric and boring!.......2007-01-11

This book is rhetoric and boring with a few examples of successful and unsuccessful ventures so I started reading about Grove and his background.

The influence of communism in his early years seems to have put Grove in the paranoia groove. The culture of paranoia is clearly seen in Intel's business today- slow decision making, trust issues with employees and even customers!
Hire and fire culture has made the remaining employees work the system to `survive' rather than innovate and thrive.

Compare and contrast this Apple or for that matter even AMD and you will realize these companies are more in tune with their customers and employees (and hence their stock holders) in terms of basic trust.

We are not in a communist environment anymore. By being paranoid Grove's Intel has proved, you can only survive and barely at that.

Only for business managers?.......2006-08-28

Contrary to popular opinion on this website, I found this book to be boring, repetitive and badly written. It was so boring I struggled to finish it during a journey where I had little else to do. This book summarizes a few events that were significant to Intel and offers advice on how similar business changes should be handled. Being an engineer, and not a manager, I found this to be vague and rambling. However I do agree with the book's title - Only the Paranoid survive. I think this outlook is useful for everyone, and not just business types.

Lengthy Writing.......2006-01-27

I picked up this book after seeing some good reviews about it.
The whole book is about "Strategic Reflection Point".
I was disappointed that Andy Grove didn't try to explain SRP in a more concrete manner. After finishing the book, I still have very vague & abstract knowledge on SRP.
Nevertheless, Andy Grove is still one of the best CEOs I admired.

Average customer rating:

Waste Of Time
save several valuable hours of your life- skip this book
All Fear the Status Quo
Nothing new here
Want to be a great manager - Go to West Point

Only the Paranoid Survive
Andrew S. Grove
Manufacturer: Currency
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books

Decision-Making & Problem Solving | Management & Leadership | Business & Investing | Subjects | Books

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ASIN: 0385482582
Release Date: 1996-09-01

Amazon.com

Massive change is hitting corporate America at a furious and escalating pace, writes Andrew Grove in Only the Paranoid Survive, and businesses that strive hard to keep abreast of the transition will be the only ones that prevail. And Grove should know. As chief executive of Intel, he wrestled with one of the business world's great challenges in 1994 when a flaw in his company's new cornerstone product -- the Pentium processor -- grew into a front-page controversy that seriously threatened its future.

Book Description

Under Andy Grove's leadership, Intel has become the world's largest chipmaker, the fifth-most-admired company in America, and the seventh-most-profitable company among the Fortune 500. You don't achieve rankings like these unless you have mastered a rare understanding of the art of business and an unusual way with its practice.

Few CEOs can claim this level of consistent record-breaking success. Grove attributes much of this success to the philosophy and strategy he reveals in Only the Paranoid Survive--a book that is unique in leadership annals for offering a bold new business measure, and for taking the reader deep inside the workings of a major corporation. Grove's contribution to business thinking concerns a new way of measuring the nightmare moment every leader dreads--the moment when massive change occurs and all bets are off. The success you had the day before is gone, destroyed by unforeseen changes that hit like a stage-six rapid. Grove calls such moments Strategic Inflection Points, and he has lived through several. When SlPs hit, all rules of business shift fast, furiously, and forever. SlPs can be set off by almost anything--megacompetition, an arcane change in regulations, or a seemingly modest change in technology.

Yet in the watchful leader's hand, SlPs can be an ace. Managed right, a company can turn a SIP into a positive force to win in the marketplace and emerge stronger than ever.

To achieve that level of mastery over change, you must know its properties inside and out. Grove addresses questions such as these: What are the stages of these tidal waves? What sources do you turn to in order to foresee dangers before trouble announces itself? When threats abound, how do you deal with your emotions, your calendar, your career--as well as with your most loyal managers and customers, who may cling to tradition?

No stranger to risk, Grove examines his own record of success and failure, including the drama of how he navigated the events of the Pentium flaw, which threatened Intel in a major way, and how he is dealing with the SIP brought on by the Internet. The work of a lifetime of reflection, Only the Paranoid Survive is a contemporary classic of leadership skills.

Download Description

The founder of Intel, Andrew Grove is one of the great business leaders of our time--and 1997 "Time" magazine Man of the Year. Under Andrew Grove's leadership, Intel has become the world's largest chip maker and one of the most admired companies in the world.

Customer Reviews:

Waste Of Time.......2005-11-25

This is by far the worst business book I have read in recent years. It is hard to believe that Andy Grove actually thought that this material was worth putting into a book. As other reviews have said, this book at most should have been a short article in Business Week...but even then it would require some actual content to make it worth reading. The best part of the book is the quotes on the cover from Steve Jobs et al. It makes me wonder if they even read the book.

save several valuable hours of your life- skip this book.......2005-10-19

Maybe I haven't read enough "management" books (though I do have an MBA), but if this is considered "great" for this genre- WOW. This entire book could have been summed up in a couple pages without losing any major points, but I guess you can't have a bestseller that way! One reviewer said it was too technical. Are you living in a cave? I found it condescendingly written- absurdly simple and dumbed down. Granted, it's over a decade old, but I doubt everyone was really that much stupider ten years ago.

All Fear the Status Quo.......2000-07-20

Andy Grove has verbalized the mindset that we must all develop to survive in the 21st Century. While his idea of constantly looking over your shoulder has always been applicable, the speed of the Internet economy requires that we do it much more frequently and penalizes us much more quickly if we do not.

Grove does a great job of showing how one man's crises is another's opporuntity and uses the term strategic inflection points to describe these periods of 10x change.

This book is a good reminder for anyone who thinks that what made them successful to this point is any guarantee that they will be successful in the future.

Nothing new here.......2000-07-07

This is something that any first year business student could have written. It is a fast read but it provides no new insights.

Want to be a great manager - Go to West Point.......1999-12-02

I was very dissapointed by this book as a lesson in management. The lessons learned are basic management and military strategy that every CEO should now. i.e. Basic lessons from the book: include understanding the nature of the battlefield (6 forces that affect business), recognizing change (strategic intelligence), listening to the troops in the field, making sure you're not insulated from the bad news, seperate the noise from real intelligence, have the courage to make changes, issue clear orders, re-evaluate and adjust as conditions change, be prepared to replace the top management (not for incompetence, but to get fresh perspectives (change the old guard and the old ways of doing things), Realize that your company runs on the quality of middle management (i,e NCO and junior officers in the military). Give them clear goals and empower them to act. I have a lot of respect for Andy Grove, and the insights into his business was great, but if you want a good management book, read a military strategy manual. There's nothing new here.

Only the Paranoid Survive : How to Exploit the Crisis Points That Challenge Ever

Average customer rating:

Only the Paranoid Survive : How to Exploit the Crisis Points That Challenge Ever
Andrew Grove
Manufacturer: Doubleday,
ProductGroup: Book
Binding: Hardcover
ASIN: B000O63YWG

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Only The Paranoid Survive -
Andrew S. Grove -
Manufacturer: Currency Doubleday Publishing -
ProductGroup: Book
Binding: Hardcover
ASIN: B000QS7I0Q

Healthy Paranoia for Business.(Review) (book review) : An article from: Alaska Business Monthly

Average customer rating:

Healthy Paranoia for Business.(Review) (book review) : An article from: Alaska Business Monthly
Henry Holtzman
Manufacturer: Alaska Business Publishing Company, Inc.
ProductGroup: Book
Binding: Digital

General | Business & Investing | Subjects | Books

Book Description

This digital document is an article from Alaska Business Monthly, published by Alaska Business Publishing Company, Inc. on December 1, 1999. The length of the article is 684 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Healthy Paranoia for Business.(Review) (book review)
Author: Henry Holtzman
Publication: Alaska Business Monthly (Magazine/Journal)
Date: December 1, 1999
Publisher: Alaska Business Publishing Company, Inc.
Volume: 15 Issue: 12 Page: 24

Article Type: Book Review

Distributed by Thomson Gale

Only the Paranoid Survive - How to Exploit the Crisis Points That Challenge Every Company and Career

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Only the Paranoid Survive - How to Exploit the Crisis Points That Challenge Every Company and Career
Andrew S. Grove
Manufacturer: Doubleday
ProductGroup: Book
Binding: Hardcover
ASIN: B000KO6KSC

Average customer rating:

Taiwan: "only the paranoid survive"
Jamie L Matthews
Manufacturer: Harvard Business School Publishing
ProductGroup: Book
Binding: Unknown Binding

Taiwan | Asia | History | Subjects | Books
ASIN: B0006S4L7Y

Average customer rating:

Not for casual reading

Life-changing book!

At last a way to understand office politics!

Leadership Dilemmas-Grid Solutions (Blake/Mouton Grid Management and Organization Development Series)
Robert Rogers Blake , and Anne Adams McCanse
Manufacturer: Butterworth-Heinemann
ProductGroup: Book
Binding: Hardcover

Motivation & Self-Improvement | Business Life | Business & Investing | Subjects | Books
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Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness 25th Anniversary Edition

Emotional Intelligence: Why It Can Matter More Than IQ

ASIN: 0872014886

Book Description

Here's an all-new presentation of the most powerful, thoroughly tested, and widely used tool ever designed for improving human effectiveness and developing sound leadership.

Customer Reviews:

Not for casual reading.......2004-05-22

This is a great book for the professional leader that is looking to understand multiple faceted problems.

Life-changing book!.......2000-08-01

This book forms the text for a one week residential training course. The course was a life changing event for me, game me confidence in my abilities and changed my whole attitude to the workplace. Instead of trying to get around conflict in the workplace I now have the tools to tackle it head on. Learn about the skill to critique everything you do in a way that is non-threatening and based on fact and not emotion. Everyone in the workplace should read this book.

At last a way to understand office politics!.......2000-08-01

Most management texts try to deal with how you as an individual can influence how other people behave so that you come out on top. This book goes under the skin of different personality types to show what it is that motivates them in the way they behave. Instead of showing how to "use" people to get what you want, it shows how to get the best out of everyone, yourself included, to get what is best for the Company / family / business whatever you need to improve. Instead of results driven management being the be-all and end-all it is clear that results are only one side of the equation. To be a good manager you need to bring people along with you, not drive them in front of you. This book forms the text for a management training course that can only be said to be revolutionary. I have three university degrees and I would gladly trade the lot for what I learned in the one week course! Everyone who works for a living should read this book.

Book Description

Day is done, and draining from the prairie landscape is the light that blessed the little cowboy's play. Time to "bed down" for the night! As sleep comes, his happy heart bids "Good night!" to all in his world that made that day safe and glad.

Book Description

Cowgirl Dreams is a memoir of the growing-up years of a girl in rural Central Maryland. From the Cuban Missile Crisis through the Vietnam War, Betsy clings to inner and outer landscapes that are not nearly as stable as she wants to believe and that neither love nor ferocity can protect.

Every Cowgirl's Dream (Silhouette Special Edition , No 1195)

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Every Cowgirl's Dream (Silhouette Special Edition , No 1195)
Arlene James
Manufacturer: Silhouette
ProductGroup: Book
Binding: Paperback

General | Romance | Subjects | Books

Silhouette Special Edition | Series | Romance | Subjects | Books

General | Contemporary | Romance | Subjects | Books
ASIN: 037324195X

A cowgirl finds her dream in Cowgirl Cream.(Donna Baase; Cowgirl Enterprises Ltd.)(Brief Article): An article from: ColoradoBiz

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A cowgirl finds her dream in Cowgirl Cream.(Donna Baase; Cowgirl Enterprises Ltd.)(Brief Article): An article from: ColoradoBiz
Lynn Bronikowski
Manufacturer: Wiesner Publications, Inc.
ProductGroup: Book
Binding: Digital

General | Business & Investing | Subjects | Books

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

Book Description

This digital document is an article from ColoradoBiz, published by Wiesner Publications, Inc. on May 1, 2000. The length of the article is 578 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: A cowgirl finds her dream in Cowgirl Cream.(Donna Baase; Cowgirl Enterprises Ltd.)(Brief Article)
Author: Lynn Bronikowski
Publication: ColoradoBiz (Magazine/Journal)
Date: May 1, 2000
Publisher: Wiesner Publications, Inc.
Volume: 27 Issue: 5 Page: 16

Article Type: Brief Article

Distributed by Thomson Gale

Isabelle Lives a Dream (Cowgirl Peg Books, 2)

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Isabelle Lives a Dream (Cowgirl Peg Books, 2)
Peggy Sundberg
Manufacturer: Coyote Moon Publishing
ProductGroup: Book
Binding: Hardcover

General | Ages 9-12 | Children's Books | Subjects | Books

Wild West | Obsessions | Children's Books | Subjects | Books
ASIN: 0972105719

Book Description

COWGIRL PEG BOOK #2! Isabelle lived in a big city but dreamed of being a cowgirl. Share her excitement when she wins the school contest to visit Cowgirl Peg's ranch. Travel with her to the mountain ranch, where she follows her dream. Experience her wonder at the beauty and peacefulness of the mountains. LEARN WITH HER -- not only about horses, but also about setting goals and working hard to achieve them. Addresses character building regarding: Responsibility and Goal-Setting.

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Cowgirl Dreams A Western Childhood
JENNIFER OWINGS DEWEY
Manufacturer: Boyds Mills Press
ProductGroup: Book
Binding: Hardcover
ASIN: B000JZYJOY

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