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< Dan&Brian seismic RiskLine Report: Seattle, August 2008 > < How to Use Google: The 30 Most Important Tips, Hacks and Tricks > < North American Business Islamic Directory: North American Business Islamic Directory > < Worldwide Business Islamic Directory: Worldwide Business Islamic Directory > < The California Plan: For Men > D,&,B

price：~~$0.01~~
(2008-07-24)
Available for download now

customer 's reviewDan&Brian Seismic RiskLine Report

This D&B Country RiskLine Report will help you analyze the risks, opportunities and likely payment delays when doing business in Afghanistan.

It includes selected country risk information and provides a succinct risk indicator that assesses the risk of doing business in Afghanistan, given its current economic, political and commercial situation. The report also includes two-year forecasts, which enable you to manage your ongoing business risk.

This report also includes important details on:

D&B's recommended way to conduct transactions

Usual terms of credit

Average time local banks take to exchange currency

D&B Country RiskLine Reports are compiled by a team of highly skilled regional analysts who use exclusive data from D&B's global network of reporting offices and worldwide information database. This information is supplemented by primary data from national and international sources and secondary data from the International Monetary Fund, World Bank and other multilateral organizations.

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< Dan&Brian seismic RiskLine Report: Seattle, August 2008 > < How to Use Google: The 30 Most Important Tips, Hacks and Tricks > < North American Business Islamic Directory: North American Business Islamic Directory > < Worldwide Business Islamic Directory: Worldwide Business Islamic Directory > Advetized RSS freaks

< The Competitive Advantage of Nations > Michael E. Porter

price：~~$6.50~~
Harvard Business Review(2009-03-03)
Available for download now

customer 's reviewA four-year, ten-nation study of the patterns of competitive success in leading countries concludes that companies achieve competitive advantage through acts of innovation. A nation's capacity to innovate is affected by four broad attributes, the "diamond" of national advantage: 1) factor conditions; 2) demand conditions; 3) related and supporting industries; and 4) firm strategy, structure, and rivalry. Based on this analysis, government and companies should act as catalysts and challengers, but not get directly involved in competition.

< The Price of Admission: How America's Ruling Class Buys Its Way into Elite Colleges--and Who Gets Left Outside the Gates.(Book review): An article from: Journal of Higher Education > Daniel Golden

price：~~$9.95~~
Ohio State University Press(2009-02-09)
Available for download now

customer 's reviewThis digital document is an article from Journal of Higher Education, published by Ohio State University Press on January 1, 2009. The length of the article is 791 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available immediately after purchase. You can view it with any web browser.

Citation Details
Title:The Price of Admission: How America's Ruling Class Buys Its Way into Elite Colleges--and Who Gets Left Outside the Gates.(Book review)
Author:Daniel Golden
Publication:Journal of Higher Education(Magazine/Journal)
Date:January 1, 2009
Publisher:Ohio State University Press
Volume:80Issue:1Page:116(2)

Article Type: Book review

Distributed by Gale, a part of Cengage Learning

< What Makes an Effective Executive > Peter F. Drucker

price：~~$6.50~~
Harvard Business Review(2009-03-03)
Available for download now

customer 's reviewAn effective executive does not need to be a leader in the typical sense of the word. Peter Drucker, the author of more than two dozen HBR articles, says some of the best business and nonprofit CEOs he has worked with over his 65-year consulting career were not stereotypical leaders. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. What made them all effective is that they followed the same eight practices: They asked, "What needs to be done?" and "What is right for the enterprise?" They developed action plans. They took responsibility for decisions and for communicating. They were focused on opportunities rather than problems. They ran productive meetings. And they thought and said "we" rather than "I." The first two practices provided them with the knowledge they needed. The next four helped them convert this knowledge into effective action, for knowledge is useless to executives until it has been translated into deeds. The last two ensured that the whole organization felt responsible and accountable. Effective executives know that they have authority only because they have the trust of the organization. This means they must think of the needs and opportunities of the organization before they think of their own. The author also suggests a ninth practice that's so important, he elevates it to the level of a rule: Listen first, speak last. Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned.

< The Five Messages Leaders Must Manage (HBR OnPoint Enhanced Edition) > < One More Time: How Do You Motivate Employees? (Harvard Business Review Classics) > John Hamm

price：~~$6.50~~
Harvard Business Review(2009-03-03)
Available for download now

customer 's reviewIf you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching--yet fuzzy--notions of where they think the company is going. They assume everyone shares their definitions of "vision," "accountability," and "results." The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership: inspiring the organization to take responsibility for creating a better future. Five topics wield extraordinary influence within a company: organizational structure and hierarchy, financial results, the leader's sense of his or her job, time management, and corporate culture. Properly defined, disseminated, and controlled, these topics give the leader opportunities for increased accountability and substantially better performance. For example, one CEO always keeps communications about hierarchy admirably brief and to the point. When he realized he needed to realign internal resources, he told the staff: "I'm changing the structure of resources so that we can execute more effectively." After unveiling a new organization chart, he said, "It's 10:45. You have until noon to be annoyed, should that be your reaction. At noon, pizza will be served. At one o'clock, we go to work in our new positions." The most effective leaders ask themselves, "What needs to happen today to get where we want to go? What vague belief or notion can I clarify or debunk?" A CEO who communicates precisely to 10 direct reports, each of whom communicates with equal precision to 40 other employees, aligns the organization's commitment and energy with a well-understood vision of the firm's real goals and opportunities.
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< The Five Messages Leaders Must Manage (HBR OnPoint Enhanced Edition) > Advetized RSS freaks

< Seeing Through Race (The W.E.B. Du Bois Lectures) > W. J. T. Mitchell

price：~~$24.95~~
Harvard University Press
Not yet published
customer 's review

< SQL in a Nutshell > Kevin Kline,Daniel Kline,Brand Hunt

price：~~$35.99~~
O'Reilly Media(2009-05-08)
Available for download now

customer 's reviewFor programmers, analysts, and database administrators,SQL in a Nutshellis the essential reference for the SQL language used in today's most popular database products. This new edition clearly documents every SQL command according to the latest ANSI standard, and details how those commands are implemented in Microsoft SQL Server 2008, Oracle 11g, and the MySQL 5.1 and PostgreSQL 8.3 open source database products. You'll also get a concise overview of the Relational Database Management System (RDBMS) model, and a clear-cut explanation of foundational RDBMS concepts -- all packed into a succinct, comprehensive, and easy-to-use format. This book provides:

Background on the Relational Database Model, including current and previous SQL standards
Fundamental concepts necessary for understanding relational databases and SQL commands
An alphabetical command reference to SQL statements, according to the SQL2003 ANSI standard
The implementation of each command by MySQL, Oracle, PostgreSQL, and SQL Server
An alphabetical reference of the ANSI SQL2003 functions, as well as the vendor implementations
Platform-specific functions unique to each implementation

Beginning where vendor documentation ends,SQL in a Nutshelldistills the experiences of professional database administrators and developers who have used SQL variants to support complex enterprise applications. Whether SQL is new to you, or you've been using SQL since its earliest days, you'll get lots of new tips and techniques in this book.
SQL in a Nutshellapplies the classic O'Reilly "Nutshell" format to Structured Query Language (SQL), the elegant descriptive language that's used to create and manipulate stores of data. This book explains the purpose and proper syntax of hundreds of SQL statements, as defined in four major SQL implementations, and details each entry with explanatory text and illustrative examples. Perhaps best of all, authors Kevin and Daniel Kline feature MySQL in their coverage, and give it billing that's equal to that of Oracle, Microsoft SQL Server, and PostgreSQL. Their inclusion of open-source MySQL, which in most situations carries no license fee, is recognition of its growing popularity and suitability for serious database applications; also, it improves this book's appeal to Unix and Linux developers.

The majority of this slender book comprises eminently useful syntax documentation (which is in the style of Unix man pages, with bracketed options and monospace arguments) and the other information that's specific to individual statements and functions. Additionally, it includes a relatively small amount of conceptual information, such as a section on the proper use of NULL values. The material that's not statement-specific also contrasts data-type implementations of the four covered platforms--for example, readers learn that a PostgreSQL int2 value is known as a smallint in ANSI standard SQL. This is a particularly handy reference book, if you use one of the emphasized SQL implementations.--David Wall

Topics covered:Structured Query Language (SQL), as implemented in Oracle, Microsoft SQL Server, MySQL, and PostgreSQL, as well as in ANSI standard SQL (SQL92 and SQL99). After an introduction to data types and relational database fundamentals (the latter is not emphasized), the authors document SQL statements and functions, one by one and alphabetically. They take care to point out differences among the four implementations.

< Mahatma Gandhi and His Myths: Civil Disobedience, Nonviolence, and Satyagraha in the Real World (Plus Why It's "Gandhi," Not "Ghandi") > Mark Shepard

price：~~$1.00~~
Shepard Publications
Available for download now
customer 's review

< The Set-Up-to-Fail Syndrome (HBR OnPoint Enhanced Edition) > Jean-Francois Manzoni,Jean-Louis Barsoux

price：~~$6.50~~
Harvard Business Review(2009-03-03)
Available for download now

customer 's reviewThis is an enhanced edition of HBR article 98209, originally published in 1998. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. Why do some employees perform poorly? Most managers would answer this question by ticking off a list that includes weak skills, insufficient experience, inability to prioritize assignments, or sometimes even a lack of motivation. In other words, most managers would contend that poor performance is the employee's fault. But is it? Not always, according to Jean-Francois Manzoni, assistant professor at INSEAD, and Jean-Louis Barsoux, research fellow at INSEAD. Their research with hundreds of executives strongly suggests that it is bosses themselves--albeit accidentally and with the best intentions--who are often responsible for an employee's sub-par achievement. They call this dynamic "The Set-Up-to-Fail Syndrome," and in this provocative look at what makes--and sustains--dysfunctional work relationships, the authors conclude with a detailed description of how to break out of the negative spiral that can drain both individuals and organizations of valuable productive energy.
The Set-Up-to-Fail Syndrome, by Jean-Francois Manzoni and Jean-Louis Barsoux, looks into the negative dynamics that unintentionally but unequivocally define far too many relationships between bosses and the people who report to them. More importantly, it also proposes ways to attack the problem where it exists and to keep it from occurring elsewhere. Manzoni and Barsoux, researchers at INSEAD in Fontainebleau, France, first addressed the issue in a 1998Harvard Business Reviewarticle examining how "bosses unwittingly set up some of their subordinates to fail and, more generally, mismanage many of the subordinates they regard as acceptable but lower-than-average performers." After discussing the various causes and effects of this behavior--including why responses from both sides tend to generate "an escalating spiral of malaise and underperformance"--the authors present assorted remedies (such as "the mental adjustments bosses must make before trying to interrupt" this conduct), a framework for interventions (with details, for example, on handling discussions between two parties whose rapport has deteriorated), and a litany of preventive measures (including specific suggestions for getting new relationships off to a positive start). Very well researched with solid, practical advice.--Howard Rothman

< Strategic Alliances: Three Ways to Make Them Work > Steve Steinhilber

price：~~$6.95~~
Harvard Business School Press(2009-03-03)
Available for download now

customer 's reviewAs a top executive, you've almost certainly forged strategic alliances with other companies. Some of these deals have worked--but many others have likely failed. In fact, companies worldwide launch more than two thousand strategic alliances every year, and more than half never deliver as promised. In Making Alliances Work, Steve Steinhilber proves that, despite the odds, alliances are critical to the business strategy for companies competing globally: customers want integrated solutions to their problems, and that's pushing companies to work together to create differentiated offerings. Equally crucial, well-managed alliances generate important forms of business value, including new products and accelerated growth. Drawing on his experience as the head of Cisco's Strategic Alliances group, Steinhilber has created tools and guidelines that will help you forge alliances that work. He describes the three essential building blocks of successful alliances and explains how to establish: The right framework--by articulating how an alliance will help you achieve your company's strategic business goals and identifying potential partners; The right organization--by staffing your alliance organization with the right people and constantly honing their skills; and The right relationships--by cultivating trust among the many key internal contacts in your organization and your alliance partners. Engaging and authoritative, Making Alliances Work shows you how to manage strategic partnerships more effectively and maximize their value in a complex and changing business environment. From our new Memo to the CEO series--solutions-focused advice from today's leading practitioners.

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