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The one thing lacking in the book is its omission of foods rich in the various nutrients discussed. For example, in the first chapter on vitamin A, Dr. Moss never once mentions any foods where vitamin A is found (like liver, butter, eggs, cod liver oil, etc) and implies that one should take supplements. He also keeps repeating that people should eat lots of brightly colored fruits and vegetables every day to get their lion's share of antioxidants, but he does not inform the reader that many of the antioxidants he discusses are not found in fruits and vegetables, but in animal foods and fats only (vitamin A, for example). Zinc, selenium, CoQ10, and lipoic acid are also concentrated in foods like oysters, organ meats, seafood, and red meat--not fruits and vegetables. Of course, fruits and vegetables are good foods, but for a complete antioxidant picture, one must include organic animal foods as well.
There was also a lack of discussion of various antioxidant compounds that are found in herbs and spices like turmeric, curry, and rosemary and I was disappointed in this. Dr. Moss does mention black and green teas, however.
Lately, the media is full of reports cautioning cancer patients about anti-oxidants. After reading Antioxidants Against Disease, you will have the knowledge necessary to evaluate these unsubstantiated media reports for yourself. Ralph presents all sides, not just one side.
Few people in the world know as much as Ralph Moss about treating cancer. Ralph left the NY Sloan- Kettering cancer center when they asked him to misrepresent research results. Moss was a spokesman and was supposed to say that no benefit from Laetrile had been found, yet Ralph knew otherwise. He had spoken with the research scientist and knew that standard tests in mice had indicated significant benefit from Laetrile.
Ralph resigned and began his quest to bring us the truth about the myriad of cancer treatments. ( ).
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Mroz is not dogmatic. His writing tends to show shades of gray rather than absolutes. The book provides some very interesting discussion on reacting to real events that trigger the startle reaction, point-shooting and aimed fire (This is an area where he really provides a fair and frank discussion without falling into the "always" or "never" trap.) and gunfighting at arms-length and closer. This final topic is really where I found the book most useful. He describes a number of popular methods and techniques with pros and cons for each of them. In reading, it became obvious that he has recruited helpers and actually tried most of the techniques. His discussion provides not only a toolbox of extreme close-quarter technique but tested advantages and disadvanteges of each tool.
In the book, Ralph Mroz sheds a new light to several established "truths" on the field of combat handgunning. His aim is to look things from a new perspective, and to find flaws in established state of the art techniques and tactics. The most interesting parts of the book are those where Mroz compares different styles (for example, point shooting versus sighted fire, or different styles of close quarters shooting), and weights their pros and cons.
In the book, Mroz does not try to give the answers, he just wants to point out the common mistakes in trainig. On the other hand this is a good thing, because there is not an impression that Mroz is advocating a trainig system of his own. On the other hand, the book would be more complete, if it gave also solutions to the problems it reveales. Now about the only solutuion Mroz gives is to include force on force -exercises and role playing to training.
There is not any reference section in the book. On some footnotes Mroz gives the source (mainly when it is published by Paladin Press, which is the publisher of this book also), but there are many sources which Mroz does not address fully (e.g. he tells the name of the author, but not the name of the publication). This gives a slight impression of bias, which in a sad thing because the book is otherwise so unbiased, and is not bound to any school of thought.
I prefer the Sharon McCone books written only by Marcia Muller, but this book is definitely important to the history of Sharon McCone and is worth reading.
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First of all, the authors give a very objective view of OO devleopment without a bunch of hype. Then, the book begins by addressing the non-OO way of developing client/server applications and explains how objects can fit in.
After giving a road map of the possible ways to introduce objects into existing systems, the authors go in great detail of client, server, and "glue" OO development. The glue is essentailly the communication mechanism used between the client and server.
To round out the book, the authors give good introductions to object persistence, performance, scaleability, and security. These are all important topics with books dedicated to each of them. Readers will be ready to read the more advanced material after having read what the authors present.
The last two chapters are more speculation than fact, and it would be nice to have a second edition of this book to account for the changes since the book was published in 1998.
As a final note, managers with a techincal background but no OO experience will find the material very useful in coming up to speed on OO client/server development.
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A discomfortingly large chunk of the book is devoted to drilling the already established business dictum that collaboration, i.e., "a company's alignment of its business activities and processes with other organizations to create shared value and manage shared risk", is not merely a TACTICAL way of enhancing value or efficiency but is rapidly becoming a STRATEGIC necessity for the continual innovation needed to exploit fast-paced yet fleeting business opportunities.
Is it just me, or haven't we known this for what, 10 years now? This part of the book appeared to have been freeze-dried into place and was about as exciting to read as an ice tray.
Fortunately, the book soon picks up as the authors point out how collaboration, while critical for competitive relevance, is potentially risky and a pain in the rear to actually manage. Executives must evaluate the choice of partners, the form of the collaboration, the expected rewards, the possible risks, and the implications for personnel, operations and technology. In addition to explaining the underlying dynamics of collaboration, the book provides frameworks and diagnostics for the strategic and operational decision-making needed to effectively exploit the collaborative imperative.
And in this, it excels. What's more, it brims with some fascinating real-world case studies, arguably the most ambrosial of prose in any business book, and the authors cast a wide net too -- UBS, Cisco, U.S. Department of Defense Advanced Projects Research Agency Network, the Global Straight Through Processing Association (GSTPA) etc.
Overall, a mild to medium recommendation that may just be worth your time if you are involved in collaborative operational work. If you are really serious or care about the strategic perspectives of collaborations, you may also want to take a look at "Co-opetition" or more recently "The Support Economy" -- both trailblazers in their own right.
If there is one thing that is certain, we live in an uncertain and changing world. Those companies that are agile and can quickly and cost effectively change to take advantage of new business opportunities will not only survive they will thrive. Being first to market with a new products or services usually means a higher margin return while the competition is playing catch up.
Business collaboration defined by the authors as " the alignment of business activities and processes with another business to create mutual benefit" is a growing tool used by many companies to quickly and cost effectively implement new business strategies.
Technology has and will continue to evolve to further enable collaboration, as noted by the many excellent examples sited in this book. Effective collaboration requires more than technology, it requires value creation from all collaborators, shared rewards, and managed risk.
This book does an excellent job of describing how organizations build processes and services to enable collaborative partnerships and alliances. After reading this book you will be better equipped to evaluate your company's readiness for collaboration and implement measures to improve your company's readiness in key areas.
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"Keys To Reading An Annual Report" by George Thomas Friedlob and Ralph E. Welton is a wonderful, little book for all investors. Each of the fifty, three-or-four-page sections covers a key concept that investors should understand when reading a public company's annual report and other financial statements.
"Keys To Reading An Annual Report" is no substitute for a complete text about financial statement analysis, such as "The Analysis And Use of Financial Statements," but "Keys To Reading An Annual Report" is an excellent first read for new investors who are learning to understand financial statements. And, experienced readers of annual reports will probably find this book a useful review.
Some of the fifty key topics covered include:
--SEC Forms 10-K, 10-Q, and the 8-K
--Current Assets
--Cash and Receivables
--Cost of Goods Sold and Inventories
--Property, Plant, and Equipment
--Depreciation
--Intangibles and Other Assets
--Depletion and Amortization
--Current Liabilities
--Bonds and Amortization
--Owner's Equity
--Classes of Stock
--Treasury Stock
--Discontinued Operations
--Ratio Analysis
--Taxes and Tax Deferrals
Many of the topics "Red Flag" things to which investors should pay special attention. For example, the chapter about Depreciation Red Flags: "The basis for long-lived asset valuation is historical cost. Because depreciation does not measure actual decline in value, the net book value of a long-lived asset (historical cost - accumulated depreciation) is not a good measure of the cost of replacing the asset. Neither is net book value a good measure of what the asset would bring if sold." (i.e., depreciation expense is a way of expensing the long-lived asset. And, the balance sheet only lists the so-called "unexpired cost.")
The red flag also discusses the difficulty in comparing depreciation across different companies because of the different ways depreciation may be computed.
The section about Treasury Stock tells us: "Stock Issued by a company may later be reacquired by the company. In some cases, the company may retire or cancel this stock. When reacquired stock is not retired or canceled, it is referred to as treasury stock." (there is a nice glossary at the end of the book.).
Friedlob and Welton point out that treasury stock is not an asset. "A company cannot create an asset by holding stock in itself."
However, because the reacquired stock may have been reacquired at a different price than it was originally issued, the wealth within the company can change in such a treasury stock transaction. For example, suppose stock is issued for $20 per share, but reacquired for $2 per share (it's an internet company!), then, somehow, the company has taken in $18 per share on the transaction. How is this accounted for in the financial statements?
Friedlob and Welton explain: "Just as treasury stock is not an asset, a loss or gain cannot result from treasury stock transactions. 'Things' happen that you and I would call a 'loss' (reacquiring treasury stock for $20 per share and later reissuing it for $12) or a 'gain' (reacquiring treasury stock for $30 per share and later reissuing it for $40). But it is illegal for a company to produce a gain or loss transacting in its own stock. When total stockholder's equity is decreased by treasury stock transactions (a loss), the decrease is generally taken directly from retained earnings. No loss is taken... When total stockholder's equity is increased by treasury stock transactions (a gain), the increase is recorded as a separate source of capital called Paid-In Capital from Treasury Stock Transactions."
So, by reading a little, two-page section about treasury stock in Keys To Reading An Annual Report, you probably now know more than 99% of all investors know about treasury stock!
"...If you are new to investing, you might also want to pick up a copy of Barron's "Keys To Investing In Common Stocks," which is an excellent first read for investors.
Peter Hupalo, Author of "Becoming An Investor"
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I'm James Drury. I've just finished three novels by Ralph Compton in the last couple of weeks and this is one of them, so tonight I wanted to share with you my views on a rare writer that I think the world should be sad to have lost.
Ralph Compton kept his books clean and readable for anyone, and that is certainly a rarity these days. He kept the action moving, and if you don't mind some historical inaccuracies you will really like his books. As the previous reviewer indicated, just please don't take Mr. Compton seriously on a lot of his writing where historical figures are represented. He is not always true to facts. His gun leather and much of his detail about western dress is also erroneous, and these are my reasons for not giving this book a five star rating. Otherwise, it is very readable.
As an aside, I'm reading books on tape now by another author by the name of KIRBY JONAS, and I highly recommend that if you like Western novels you try him out. He has quickly become my favorite. And on his newer books, I am one of his proofreaders--so YES, I can vouch for his historical authenticity and beautiful writing style.
One small negative that will not be apparent to the reader until reading the third Stone novel, "Autumn of The Gun" is Compton's weaving real historical figures into the novel. In this book, Compton does not distort history so the surfacing figures like Bill Hickok do not damage the storyline.
If you choose to read "Autumn of The Gun", you need to consider that Compton's viewpoint (Which becomes Nathan Stone's viewpoint) about Wyatt Earp is not supported by historical fact.
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