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This book belongs in the library of every academic institution where literary and cultural studies are important. It should also be accessible in public libraries to enable parents and teachers to discover, or rediscover, a rollicking and many-layered story to share with children.

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Evans met several truly historical figures. First and foremost was Patton. After the first day of the Battle of Arracourt, Patton visited Evans' command post to commend him on a job well done. That was just the first of many encounters with General Patton. After hostilities ceased in 1945, Evans was assigned to a Prisoner of War camp near Landshut, Germany. There, while interrogating prisoners, he briefly met General Vlasov, another larger-than-life individual. Vlasov was a former White Russian officer who was convinced (some say coerced) to help the Nazis against the Soviet Union on the Eastern Front. Later, in Switzerland, Evans was able to get a glimpse of a compound full of Nazi war criminals, most notable of whom was Herman Goering.
Evans was also fortunate to have been able to participate in the design, testing and eventual combat deployment of the M18 "Hellcat" tank destroyer. The United States Army found that its antitank capabilities were woefully inadequate against the masses of German armor, so a new tank destroyer was desired. Evans, along with a handful of other armor officers from various posts around the US, was invited to Detroit to the Buick Division of General Motors, to offer suggestions for the design of this new vehicle. There are precious few times in a soldier's career that he is given the opportunity to impact upon the equipment he will use in the performance of his duty. Evans and these other officers seized the moment and helped to design one of the most effective combat vehicles ever. In ju! st a few short months the M18 went from the drawing board to the maneuver field and then the European Theater of Opera tions.

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I have heard these tapes, and especially the 1st one of the set, countless of times...

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-- Evolution of the managed care movement.
-- Myths about organizational requirements for managed care success.
-- Pros and cons of solo practice versus IPA, PHO, or group practice.
-- Working for hospital or HMO.
-- Entrepreneurial, legal, and regulatory characteristics of each model.
-- Best opportunities for primary care and specialist physicians.
-- The ideal physician organization for managed care.
-- Future winners and losers, quality of care, reform, and Wall Street.
Analyze the cost and benefits of practice and managed care proposals, because an informed choice makes good medicine work.
ABOUT THE AUTHOR: Richard Stenson has spent more than twenty-five years working in and analyzing integrated delivery systems (IDS) that bring together doctors, hospitals, and insurance companies as mutual players with common goals. He received his bachelors degree in Business from the University of California, Berkeley, a masters degree in Health Administration from Tulane University's School of Public Health and Tropical Medicine in New Orleans, and an M.B.A from Loyola University in New Orleans. The author has worked in executive management at the Ochsner Hospital, affiliated with the Ochsner Clinic and Ochsner Research Foundation in New Orleans. He held joint administrative responsibilities for the Upjohn Medical Group, Harkness Community Hospital (formerly Southern Pacific Hospital), and Health Maintenance Inc. (HMO plan) of Northern California. He was Executive Vice President and Chief Operating Officer of Straub Clinic & Hospital and the Straub Health Plan in Honolulu. Presently, he is President and CEO of the Tuality Healthcare system and the Tuality Health Alliance, a PHCO (nonprofit, physician, hospital, community organization) in Hillsboro, Oregon. Mr. Stenson is a Fellow of the American College of Medical Practice Executives (medical group practice management) and also a Fellow of the American College of Healthcare Executives (hospitals and health system management). He has certificates of completion from the Harvard University Program in Health Policy, Planning Regulation, and Stanford University's Advanced Management College. He has taught and lectured on the management faculties of several colleges and universities, and published articles and book reviews on health care management. He has also chaired and/or served on the boards of numerous organizations and associations for medical groups, hospitals, medical education, health planning, health issues advocacy, medical joint ventures, physician management services, health executives, medically indigent, and community service.