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Particularly fascinating in it is the hilarious story of the negotiation of the Treaty of Guadalupe Hidalgo, which gave us California et al. It proves the Mark Twain saying that God protects fools, drunkards and the United States of America.
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I'd suggest buying the book if you can still find it because although the FORMATS may have changed, the FREQUENCIES haven't, and that can give you an added safety and convenience factor if you're trying to drive and tune. And don't miss the book's sure-fire tips for locating NPR outlets!
charless@ync.net
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One of the primary pieces of evidence in this book and others is the growing wage gap between the "rich" and the "poor." Paul and other policy wonks of his ilk know very well these are misleading statistics. Ours is a dynamic economy. Long term studies of the rich and poor show that the folks in the bottom end of the income spectrum are very young and/or uneducated. Over any 5 year period of time fewer than 20% of the people at the bottom remain at the bottom. Dr. Osterman recommends policies to move people out of these temporary brackets not by individual hard work but by income redistribution - overseen, presumably, by academic elites like himself.
Lefties such as Osterman believe a small group of elites can make better decisions provide better outcomes for society than individuals making decisions for themselves. I discourage the purchase of this book; a subscription to the Wall Street Journal is money much better spent.
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Dave Kathman djk1@ix.netcom.com
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In Shakespeare's time, 'senior managers' were called 'leaders' (read kings, queens, dukes and lords), whose job was to lead an organization (read nation, clan or county). Running an organization then, as now, required consummate leadership skills.
Understanding how Shakespeare's characters fare as leaders provides lessons for most modern organisations since the issue of leadership is so central to their survival. An analysis of the characters who fail as well as succeed as leaders is provided.
Part 1 underlines the different reasons why Shakespeare's leaders can provide lessons for today's managers.
Part 2 explores the way in which Shakespeare creates individual leaders (Richard II, King Lear and Antony) who fail because they believe that power and authority are enshrined in them as people.
Part 3 covers leaders (Richard III, Macbeth and Coriolanus) who fail because they believe that authority resides in the ability to manipulate and to use fear to maintain power.
Part 4 explores the one heroic and successful leader Shakespeare created-Henry V-who recognized that to become a great king he has to learn how to do it. And in order to learn how to do it he needs to learn not from other kings but from his future subjects.
Part 5 demonstrates both in Shakespearean and modern management terms the importance of understanding the life of the mailroom as well as the boardroom. The two are interconnected and a brilliant leader knows not just how, but never forgets it. Both the Fool in King Lear and Falstaff in Henry IV Parts 1 and 2-strong personalities who provide truthful messages contrary to the company line-are vital to the generation of good leadership.
Reviewed by Azlan Adnan. Formerly Business Development Manager with KPMG, Azlan is currently managing partner of Azlan & Koh Knowledge and Professional Management Group, an education and management consulting practice based in Kota Kinabalu, Sabah, Malaysian Borneo. He holds a Master's degree in International Business and Management.