This book is not only a treasure trove of historical information, it also manages to evoke the humanity of the Great War. The authors have tracked down tons of information on Richthofen's victims - where and when they were born, some tidbits of their lives, where they were buried and who they left behind (or what became of them after the war if they survived). The book seems to reveal two sides of Richthofen, too - sometimes, a cold-blooded hunter, other times, more of a sportsman who delighted in meeting his adversaries after defeating them.

The authors have also very, very carefully investigated each confirmed 'kill' to try to determine which Allied loss, if any, it was - and in the process exposed the difficulties and inconsistencies in identifying enemy aircraft, determining what happened to them, and recording all the information correctly. Not surprisingly, their research has revealed that some of the 'victims' may have made it home after all - and that perhaps Manfred did not claim every enemy he shot down.

The book is packed with wonderful photographs, of victims and aircraft and, of course, Richthofen himself. There are color paintings of ten of the victories, along with the artist's comments on some of the historical accuracies and liberties he took.

The only problem - and one that is easily overlooked - is some sketchy editing. Some of the text is not as clear as it could be, and some of the text is not well organized.

Massive amoumts of research were obviously put into this book.UNDER THE GUNS OF THE RED BARON recounts every single one ofRichtofen's eighty enemy kills, and, the death of the Baron himself. It also contains a short biography of the pilots who were shot down, and what plane the victims were piloting. Although this may not be your typical history book, it should be in every aviation enthusiasts bookshelf.

I recommend this to all beginning bridge players and will recommend to all my students. Frank presents the material in a logical fashion along with a thought process that will get you going in the right direction. Bridge is more than memorizing the basics. Learn how to "think"bridge from Frank's easy to follow explanations. IngridH at OKbridge

This is a neat little collection of some of Byron's poetry and letters, and a few critical articles and reviews of his work. It is a good place to start for anyone just getting interested in Byron's life and work.

I first read this in book about 10 years ago and was aghast at the content. As a proud Scot I felt slighted by some of it. However, it got me on the road to delving into Scottish history and it didn't take long to discover that what the author explained, in just under 100 pages, was in fact very accurate. I therefore read the book again. And again. It's an excellent read, with the information coming in relatively bite sized chunks so that the reader is not swamped with surplus detail. Read it - but (if you are a Scot) don't get annoyed - I'm afraid it's us!

I live in Lubbock, Texas, where much of this story takes place, and I happen to know some of the people Dr. Ford mentions. But that was hardly the only reason I wanted to read this compassionate biography. Dr. Ford shows how her brother bravely faced AIDS and the bigotry related to it.

Despite its subject matter, this book is never depressing. Instead, Dr. Ford captures the inspirational aspects of her brother's life and how it touched the lives of people around him. I found her poems about his struggle especially touching and hope she'll share more of those in another book.

The authors confirm the earlier judgement of P.J. Carisella's work "Who Shot the Red Baron." This most recent work contains numerous first hand accounts, particularly from the Allied side, of Richtofen's last flight. Particularly interesting are the actual reports submitted by those involved.

The authors combine their own practical flight experience, along with photographs (both period and today) of the famous "last flight" route, to convincingly determine and at point in the "last flight" Richtofen received his mortal wound, and who inflicted it. Addionally, they contend Richtofen made a "map reading" error that greatly contributed to the final outcome.

World War I aviation buffs will want to add this work to their collections.

When i saw this book in the bookshop i was thinking it was another historian knowing who shot down the red baron. as i pick it up and browsed through it. i started to read a chapter or two.i was amazed that how the author got right into the fact about the medical examination,the mapping and the witness of people who saw the crash. so i bought it and i was prowd of it. i have read many books about his death and i totally agree with Norman franks on how he was shot down. i recomend this book to any person who is interested in world war one aerial warfare. well writen and a book worth reading

This is a great book on the life and Complex Variable Analysis work of Augustine Cauchy.

Smithies brings many of the quaint, yet pertinent pieces that comprise the rich field called Complex Variables together into a mathematical jigsaw. I for one was fascinated to see the link between the CR Equations and Green's Theorem.

Using copious examples, directly from Cauchy's published as well as unpublished notes, Smithies enlightens the reader of the genius of Cauchy. To the reader versed in modern representation of Complex Variable theory, Smithies insistence on sticking to Cauchy's formulation of complex functions in real terms and then using his method of separation may seem laborious at first, but it rewards the reader by giving deep insight into Cauchy's thought processes.

The book covers a wide field of Complex Variables from the formulation of Cauchy's Theorem, Cauchy's Integral Formula, the Residue Theorem and Integrals between imaginary limits.

Remarkable though his work was, the book shows the almost insular nature of Cauchy - by sometimes never publishing his results and being either unaware or disdainful of other results, e.g. d':Alembert, Gauss, Euler, etc.

A good book to read as an accompaniment to a standard text on Complex Variables (e.g. Ablowitz and Fokas). Rich in Mathematics and History and highly recommended!

Ken Blanchard, one of the most successful business authors of all time, teams up with Terry Waghorn in this clear, concise guide to surviving and prospering in a time of great change. The authors show you how to guide your business through the present while simultaneously preparing for and implementing changes for the future. This well-balanced book, which focuses as much on vision, intuitive processes and thinking as it does on nuts-and-bolts strategy, is a valuable guide for working and leading in the twenty-first century. We [...] recommend this book for everyone in business, and find it particularly essential for leaders, managers, and business owners.

Mission Possible... is a book about surviving today and recreating your organization for tomorrow. The authors use the analogy of a sand castle which faces the incoming tide. Does one leave it alone to face certain destruction and hope that it doesn't happen for a while; or does one take immediate action to build barriers along the beach for protection, which may or may not help; or does one plan for the future by redesigning the structure as well as relocate the castle? People are the key to an organization's success and the way a leader can best encourage them towards this goal is to allow them to become involved in improving the present or inventing the organization's tomorrow. It's all about the journey and the understanding of what is possible.

I used this for a reading assignment for a class and found it to be interesting. It certainly is easy to read and while others may find it's message too simple, I feel that it is the simple message that gets across easily and stays with you the longest.

Buy the book because there is far too much useful information to take in at even two listenings. Although it starts as typical 'heard it all before' the last two sides are remarkable in their depth and panorama. There is advice and guidance for everyone here. We need to ask questions of our customers and competitors. How would our customers redesign our company? Three steps: vision - picture of what we need to become to better serve existing customers, prepare - what is the shortest path from where we are to where we need to be, deliver - change organisation to match vision. Customer facing people need to be empowered to solve problems on the spot, not refer to their managers. Your organisation is evaluated by how quickly it can respond to customer needs and problems. The person they care about is are the ones they talk to and they want top service from these people. Making all your people your business partners is a way of raising financial awareness and therefor cutting costs (story of 5c margin in restaurant). Divide into cost centres and profit centres. What is the strategic reason for performing the function of the cost centres? Should the work be outcourced? Should be spending more time managing profits not costs. Profit results from keeping needs of customers and employees paramount. 4 key managerial roles: producing - technical skills in field, make things happen, implementing - planners and administrators, maintain order and control, innovating - entrepreneurs, future looking and integrating - motivators, good at teamwork. Also 4 mismanagement styles: lone rangers - producers who cannot delegate, bureaucrats - implementers who focus on administration, process and rules, arsonists - innovators who never follow through or implement the ideas of others, super followers who cannot provide direction. In times of change are leaders willing to: relinquish 'parental control; look at both long and short term; supply resources and support; communicate and remove obstacles; help others overcome uncertainty and fear; admit that they do not have all the answers. Control kills learning, invention and commitment. Bossidy - burning platform principle, people 'jump' only when they see flames themselves. Leaders need to help people see the flames. Long term provides focus not on survival but the future. When in doubt communicate more, not less. Nelson Mandela - "Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light not our darkness that most frightens us." In order to help people manage change we need to keep everyone informed so they know what is in it for them. Change means that people feel awkward about needing to act differently, they focus on what they will lose, (what you resist, persists), they feel alone, they feel overwhelmed if there is too much change so they need to experience some successes before taking on more change. Readiness for change varies. Although people feel that they need more resources to do more - we have to do more with less. Need to keep everyone encouraged by catching people doing something right, but leaders need sufficient self-esteem to help others feel good about themselves. Discipline required managing perpetual churn (whitewater). Catch yourself doing something right - managing your self-talk. What do you want to be doing? Our problem is not what we see, but what we see with. At the brink of the 21st Century we cannot see the future with 20th Century spectacles.