I literally could not put this book down from start to finish. Whether you like baseball, dislike the Yankees, or just enjoy rooting for the one guy who could have saved baseball from the financial and legal disasters of the past 50 years, this book will be one of the best you have ever read.

The two things you need to know before you buy "Veeck -- As In Wreck" -- and you will buy this book, you must, if you've ever bought any professional sports bio before -- are the names Veeck and Linn.

Bill Veeck you know from reputation -- the wacky promoter who invented everything from Ladies' Day to Disco Demolition Night. The man owned several baseball franchises (including the Chicago White Sox twice, for some reason), and was known as a both a promotional genius and a shrewd financier.

As for Ed Linn... well, Linn was also the ghostwriter for another fantastic, edgy, opinionated baseball book, Leo Durocher's "Nice Guys Finish Last". Not surprisingly, "Veeck" reads a lot like the Durocher tome (and it came first, too!). On every page here you'll find a funny anecdote, a scary bit of prescience, and a unique look at an otherwise-beloved icon. With Veeck's memory and Linn's acid pen, this book is quite hard to put down. Or to pick up, for that matter.

Sports bios tend to hold back these days, let's face it. They're not as long and not as insightful as the Linn books. And the gift of time has helped ripen these pages. When Veeck talks about baseball's financial need to institute interleague play -- writing from 1961 -- you know this man saw around a few decades' worth of corners. When he takes the Yankees to task for failing to capitalize on Roger Maris's pursuit of the Babe Ruth home run record, and notes that it was a once-in-a-lifetime event, he's right -- so baseball got it right in '98, when McGwire came to town, and when the record fell yet again in '01, hardly anyone noticed.

In the meantime you'll laugh at the sad fates of Bobo Holloman and Frank Saucier, the latter being the only ballplayer ever to be removed from a game for a midget. You'll be intrigued by Veeck's take on Larry Doby, and by his bitter retorts at Del Webb, then-owner of the hated behemoth Yankees. And you'll marvel at just how little has really changed in baseball since Veeck was retired. Owners plotting franchise shifts in shady back-room deals (Montreal, Florida. Florida, Boston). Owners doing everything to baseball except what really benefits the sport (It's a tie in Milwaukee!). Veeck lamenting not the high price of talent but rather the high price of mediocrity (how much is Colorado paying for Denny Neagle and Mike Hampton?)...

Just about the only highlight not covered is the sight of White Sox outfielder Chet Lemon wearing shorts. One of the few Bill Veeck innovations that did not catch on, and aren't we all better off...

I read this book when I was thirteen, and read it again twenty years later. I enjoyed it both times. Spend a few hours with a man who loved baseball and is honest about being a little less than honest.

Reading this book reminded me of attending a good conference where lots of company executives provide detailed examples of the issues they faced, and how they went about dealing with those issues. Since such conferences usually cost several hundred dollars, this book is a real bargain -- and you don't have to get on an airplane and fly someplace!

One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant's take on what happened.

Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about "best practices" where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit. Fifth, as change management processes, most of these cases are far behind the curve of what is described in Peter Senge's various books of case histories such as The Dance of Change. Part of the reason seems to be that a number of these cases aren't very new.

Of the cases in the book, I recommend the ServiceMASTER, Westinghouse, Johnson & Johnson, Allstate, and Case Corporation examples as the most helpful to me. I mention that because there's a lot of material in this book. I read a lot and rapidly, and I found this book hard to tackle. By being more selective in what you go after, you can help avoid some of that problem. Naturally, if your own issues are only in a few areas, just look at those cases.

Develop the full potential of everyone, beginning with yourself!

"The principal goal of this book is to provide you with the key ingredients taken from best-companies to help you create and enhance your organization and human resource development (OD/HRD) initiative. Through a case study approach, this book provides practical, easy-to-apply tools, instruments, training, concepts, and competency models that can be used as benchmarks for the successful implementation of your specific OD/HRD initiative (from the Introduction)."

In this context, Louis Carter, David Giber, and Marshall Goldsmith (editors) divide core part of this book -Organization and Human Resources Development Case Studies- into following five OD/HRD topic areas:

I. Organization Development and Change: In this section, W. Warner Burke says, "Seven rich cases (Kraft Foods, Nortel, ServiceMASTER, SmithKline Beecham, Westinghouse, CK Witko, and Xerox) of organization development and change are discussed...The cases cover a wide range of change from how OD occurs every day to deep change in an organization's culture...Without doubt we can learn from these cases. And learn we must. Changing organization is too intricate to be left to novices. We have indeed learned and noted at the outset, but we still have much to learn. As one who has been involved for more than 35 years, helping organizations change is both thrilling and very satisfying. Learning, however, is the most exciting part (pp.6-8)."

II. Leadership Development: In this section, Jay A. Congerwrites that "In the cases that follow, we look at three companies (Boeing, Johnson & Johnson, and Sun Microsystems,Inc.) that have dedicated serious time and resources to leadership development...In addition, all three of the company cases make extended use of competency models, 360-degree feedback, and action learning (p.186)."

III. Recruitment and Retention: In this section of the book, John Sullivan writes, "you'll learn how three diverse companies tackled their retention and recruiting problems. Two of the firms are high tech (AMD and Cellular One), while another (Allstate) is in a more traditional industry. Both AMD and Cellular One focus on solving the hot issue of retention while Allstate takes a new look at the recruiting and selection processes. All three of the case studies use a scientific approach to identify which solutions have the most impact...All three of these case studies are worth examining because of their scientific methodology as well as their results. All are full of powerfull 'lessons learned' for those who are soon to begin a major recruitment or retention effort (pp.303-304)."

IV. Performance Management: This section examines performance management systems of Case Corporation and Sonoco. Edward E. Lawler III says that "the performance management systems in most organizations are contoversial, ineffective, and constantly under construction. They are so problematic that critics argue many organizations would be better off if they simply didn't have a performance management system, particularly one in which performance appraisals are tied to pay actions. But-and it is an important but- if individuals are not appraised, counseled, coached, and rewarded for performance, how can an organization pruduce the organized, coordinated, and motivated behavior that it takes to perform well? The answer most likely is that it can't (p.393)."

V. Coaching and Mentoring: Introduction of this section, Beverly Kaye writes, "the last 5 years have seen a groundswell in both arenas. And it's not just been more of the same; organizations have begun to use mentoring and coaching more purposefully. HR and OD practitioners have worked to utilize both interventions to meet pressing business problems having to do with the development and retention of talent, as well as the growth of future leaders. These interventions have been more systemic, more thoughtful, and more innovative than ever before. The case studies (Dow Corning, and MediaOne Group-AT&T) illustrate this trend. Both were motivated by specific business drivers, both were preceded by intensive research, both were implemented over time, and both were evaluated seriously. Readers will find them instructive, detailed, and engaging (p.438)."

Finally, Louis Carter (editor) says that "contributors were asked to indicate where they envision their organization is heading with its initiative within the next 5 to 10 years. Responses indicate that the contributors want to keep the organization on a track to continuously learn and develop its capabilities. Comments from some contributors indicate that they want to leverage lessons learned from this experience. Some contributors commented that they want to firmly ingrain the initiative into the organization to the point that it is almost invisible to the user, making it an accepted part of life at the company. Other contributors will continue to refine the present initiative in place, while others will expand their efforts into other business lines. Survey results clearly indicate that the present state of the initiatives represented in this book represent snapshots of moving targets. Further growth and innovation is inevitable for these best practice organizations, as they work to stay ahead of their competitors by embracing change and continuously learning and improving (pp.531-532)."

Strongly recommended.

Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational transformation. Moreover, the editors have selected both information and wisdom which can help to ensure that such a program is comprehensive, cohesive, and cost-effective. The phrase "best practices" is apt but should not be misconstrued to mean that strategies and tactics which have been highly successful in some organizations are necessary going to be successful in all others. Moreover, I urge the reader to keep in mind that, although the organizations featured (e.g. Boeing, Johnson & Johnson, Kraft Foods, Nortel Networks, ServiceMASTER, SmithKline Beecham, and Sun Microsystems) are among the largest in their respective industries, much of the material in this book is also relevant to small-to-midsize organizations. My own rather extensive past experience with all manner of organizations (including non-profits) has convinced me that most people do not fear change; rather, they fear the unfamiliar. Hence the importance of three on-going initiatives: communicate, communicate, and communicate.

Part One consists of Acknowledgments, About This Book, How to Use This Book, and an excellent Foreword by Richard Beckhard. Carter, Giber, and Goldsmith then shift their attention in Part Two of "Organization & Human Resources Development Case Studies." The individual case studies are distributed within this thematic structure:

Organizational Development & Change

Leadership Development

Recruitment & Retention

Performance Management

Coaching & Mentoring

Part Three: Conclusion consists of Research (OD/HRD Trends and Findings), Endnotes, About Linkage, Inc., About the Editors, Index, and How to Use the CD-ROM, terrific value-added benefit.

Back to Beckhard's Foreword for a moment. In it, he identifies six (6) "elements" which are basic to each case study; all are central to and sequential within the change process associated with organizational development/human resource development (OD/HRD). They are: Business Diagnosis, Assessment, Program Design, Implementation, On-the-Job Support, and Evaluation. It is helpful to keep these six "elements" clearly in mind while working your way through the abundance of information which the editors provide. Fortunately, they have organized the (sometimes daunting) material with meticulous care and write exceptionally well. I also urge you to use the same six "elements" as guidelines when determining what the design of your own program for organizational change should be, and, when selecting those strategies and tactics discussed in the book which are most appropriate to the implementation and evaluation of that program. This is especially true of decision-makers in small-to-midsize organizations.

Those who share my high regard for this book are urged to check out O'Toole's Leading Change, Katzenbach's Real Change Leaders as well as his Peak Performance , Kaplan and Norton's The Balanced Scorecard and The Strategy-Focused Organization, Quinn's Deep Change, O'Dell and Grayson's If Only We Knew What We Know, Isaacs' Dialogue and the Art of Thinking Together, and Senge's The Dance of Change. Those especially interested in Six Sigma are encouraged to check out (and read in this order) Pande's The Six Sigma Way, Breyfogle's Implementing Six Sigma, and Eckes's Making Six Sigma Last.

detailed review of emergency thou suffers from a lack of information on certain key areas.can be verbose at times thou is a generally a good read

The book comes in 3 hardback volumes, well worth the price. I am a practicing Paramedic with a desire to know more about the how's and why's of patient care. The book is well organized, with a reading level of college sophomore. The section on resucitation takes ACLS just a little bit further. I consider this book recommended reading for Paramedics who want to stay on top

While this Psycholgy book does have some good points and interesting approaches, if you use this book in a class setting you will be dissapointed. The questions that the proffesor will use for test and quizes are elementary. But so elementary that they are completly subjective.

I used this book in my intro psych class last fall and that it was rather interesting, as far as intro books go. I especially liked how each chapter highlighted a specific experiment done recently on the topic the chapter is discussing. It also had many good graphics and charts, many of which the professor took to use in her power point presentations. The only fault I had with the book is that it seemed a bit too much on a high school level even though it was billed as a college text. But other than that, I thought this was a well-written, and well-executed textbook, though I would be more inclined to use it in a high school psychology course and not a college level one.

I don't know if this is going to reflect on the quality of the psychology book, or the caliber of books I have read and reviewed, but I must say, this introductory psychology book is one of the best I've ever seen. The examples capture the reader and are used in an intelligent way to demonstrate the major points of each chapter. And I was never bored once with this book, which is a big plus. A great book for an intro to psych class!

The definitive book for pediatric radiation oncology. Comprehensive and thorough, Drs. Halperin, Constine and Tarbell provide a great deal of important information without innundating the reader with minutae. Residents and practioners will find this a very readable and useful source of information. Each new edition has been more outstanding than the previous. As you can see, I recommend it highly...

Comparisons to Joyce et. al. are made too lightly. I was drawn to the book by a review on NPR. The literary tool of the time loop, ten seconds of a race, is none too fascinating but is satisfactory. That's generally what I'd say of the book as well. I wasn't particularly engaged by the characters, and the story held my interest long enough to get through the book, but had it been a couple hundred pages longer I don't know... At least it's worth a read. Edwards shows promise, and I would expect better things from him in the future as he matures as a writer.

i enjoyed, this book on what was going through the main characther's Eddie's mind, the only problem i had with the book was that, it seemed to have been written in short story form, leaving a lot of thing's unclear.

Don't be fooled. A short book doesn't mean a lack of information between the covers. The author gives us an excellent treatment of ten seconds of thought about periods in the main characters life. This was selected by my book club, and I was reluctant at first, then pleasantly surprised. Well done!

... fraught with utterly stiff, pretentious, unnatural dialogue, even for the 19th Century. A disappointment.

I was very skeptical about this book, but the first few chapters pleasantly surprised me. The author seemed to perfectly capture Wilde's unmistakable and eloquent wit, something I thought would be impossible. I thought the concept was wonderful as well. However, the book quickly loses steam as it focuses more on the valet, who's far less interesting than Wilde. But then again, who isn't?

This book is a step back in history narrated in the language of the times, which is quite realistic. It is told from a quite different viewpoint, not of Oscar Wilde, but beautifully described by his black valet who accompanied Oscar on his nationwide American tour. The book starts out in January 1882, as Oscar arrives in New York to begin his tour. At the time no mention was made in the press of his black valet named William Traquair, who accompanied him. As Wilde entertains the New World with his lectures and humor, Traquair enjoys what he will always remember as the best year in his life.

This is an engrossing and intriguing story that certainly gives us a much clearer perspective on what it must have been like in America at the turn of the century and especially what impact this time period had on black men.

A story that's both fact and fiction, and one that will make you fantasize that you are right there on tour with Wilde and Traquair traveling across America at a time when life on this continent was so young and open to suggestion. I enjoyed this story and I feel the author has accomplished what he intended to do by taking us clearly back in time!

Joe Hanssen

This is a dandy anthology presenting short works from excellent western writers of the past(L'Amour, John Jakes, Hamlin Garland and others) and the present (Elmer Kelton, James Reasoner, Bill Pronzini, Bill Crider and others). A nice selection of stories that displays the many facets of living, working and surviving in the old west.

I have not read this English translation, but twenty years ago I read the two books on which it is based, and ("What the Master did not speak of," and "What the Master did not speak of, continued"). I enjoyed them so much that I set out to translate them. Both books consist of ribald little vignettes in classical Chinese. But other events intervened and I lost interest in completing my translation. I'm glad to see that someone else has completed what I did not.