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For example, it's understandable why adding such metals as tungsten, vanadium, titanium, or cobalt, and so on, would increase the temperature resistance and toughness of steel, since these are very tough elements with high melting points themselves. But why does adding aluminum produce a very fine, austenitic (i.e., non-magnetic) grain structure, thereby increasing the overall strength of the alloy? Or why does silicon, a non-metal, greatly increase the fatigue resistence of steel, which is why it's often used in car and truck springs and other similar applications? Even stranger, why does nickel, a magnetic, ferrous element itself, when added in large enough percentages to steel, produce alloys that are non-magnetic or austenitic themselves? All of this made for fascinating reading and discussion.
In addition to the above interesting sections, there are also very good discussions on such topics as the different types of furnace operations, annealing, hardening, and tempering, casting and finishing processes, heat treatment, defect analysis, and a nice section on thermodynamics and crystallography, as well as some special topics like powder metallurgy.
Overall, this is still a great classic and introduction that has yet to be exceeded.
The book lists, in alphabetical order, well over 100 causes of action recognized in Florida. Under each cause of action, the elements are enumerated for each DCA [District Court of Appeal] with citations to case law from that DCA. Also listed are defenses to the cause of action, related issues, and references. The book is the result of over 3,000 hours of research and the pay-off is enormous.
The author claims that he uses the book himself in preparing complaints and in considering what alternative causes of action can be asserted in a complaint. "The various causes of action are the arsenal of the litigator," Berger claims. "With a list of the elements of the cause of action, a skilled attorney can efficiently prepare a complaint that will withstand a motion to dismiss." From a librarian's perspective, the book provides the perfect answer to so many types of reference questions we hear from litigators: "What are the elements of fraudulent misrepresentation?" "What are the defenses to an action for tortious interference with a contractual relationship?" "Are the elements for negligent hiring the same in all DCA's?" The answers are all here, in a format so convient and so organized that it warms a librarian's heart.
The book is published by the author and is an excellent investment. If your library does not have a copy, run don't walk and buy one. If you already have it, by another--one to circulate and one to keep in your office under lock and key.
[Reprinted from the SFALL Newsletter, Winter 2002, a quarterly publication of the South Florida Association of Law Libraries; NOTE: The SFALL Newsletter did not rate the book 1 to 5 stars. The "5 star rating" was added, and was necessary to post this review since all blanks in the book review form must be filled in to post a review.]
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You can also hire them. In my opinion, one with which Arthur may agree, organizations must be constantly, indeed aggressively involved in recruiting all the time. That is to say, at least decision-makers must be identifying "the best and the brightest" workers employed elsewhere. Perhaps there is no need for them now. Even so, it is important to know who they are, to establish contact with them, and then stay in touch. One CEO I know has a simple but very effective strategy. Whenever she encounters someone who makes a highly favorable impression on her, she offers her business card. "I know you are very happy where you are now. That's great. And frankly, we do not have a suitable position available at the moment anyway. However, if you ever think about making a change, please give me a call. I'd really like to hear from you." Perhaps 18-24 months later, that person calls her.
Arthur organizes her material within 11 chapters, ending each with a summary of key points. She then provides two especially informative appendices: "Employee Benefits Glossary" and "Legal Issues." Her advice on using an outside source (e.g. an executive recruitment firm) to help generate and screen candidates will be most beneficial to larger organizations. However, almost all of the other material will be of substantial assistance to any organization, regardless of its size or nature. All by itself, Chapter 6 is worth the cost of the book. In it, Arthur offers a wealth of suggestions concerning competency-based recruiting and interviewing, correctly stressing the importance of first establishing a solid pre-recruitment foundation, one which takes into account questions such as these which anyone involved in the interview process should be prepared to answer fully:
1. Am I thoroughly familiar with the qualities being sought in an applicant?
2. Are these qualities both job-related and realistic?
3. Can I clearly communicate the duties and responsibilities of this position to applicants?
4. Am I prepared to provide additional relevant information about the job and the company to the applicant?
In other words, whenever a position becomes available, take full advantage that opportunity (a) to determine whether or not it should be filled and (b) if it must be filled, to identify job-specific competencies (prior to recruitment) and other factors which are necessary for success. In Chapter 7, Arthur includes Exhibit 8-1 which lists and briefly discusses "Reasons for High Turnover." For those organizations which have a problem with employee attrition, Arthur suggests a number of probable causes. In fact, I think all of the "exhibits" are informative, as with chapter summaries helping the reader to focus on key points which can easily be reviewed later. I also highly recommend Exhibit 11-1 in the final chapter which lists and briefly discusses 20 "Future Job Projections"; Arthur also includes Web sites which offer additional information about each, such as "workplace concierge" and "corporate anthropologist." Good stuff indeed.
Arthur's expert guidance can help any organization to formulate or refine a cohesive, comprehensive, and cost-effective system by which to recruit and then retain the people it needs. Obviously, I think highly of her book. However, given the importance of the issues it addresses as well as the serious implications of decisions which must be made, I strongly recommend that several different sources (including hers) be consulted. Amazon.com identifies a number of possibilities; those who review them can assist the selection process.
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Now Mr. Bonner has extended that story to the present, with straigthforward decriptions of McAuley Mission descendants in Grand Rapids, Syracuse, St. Paul, and other unspectatacular cities which writers looking for the trendy would be likely to disdain ... Tens of thousands of self-sacrificing men and woemn are at work in those rescue missions across the country that are among the best. Rescuers who want to do the job right can learn from the account in this book of ordinary folks who did and do the extraordinary by helping to mend the lives of addicts, offer new oportunities for released prisoners, and give hope to abandoned mothers and children.
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