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This is a great cookbook to have on your "everyday" shelf - to grab when it's cold and rainy outside and you don't really want to run to the market to prepare a great dinner.
Enjoy...
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The 3rd Critique presents a vision of beauty, sublimity, and art that avoids reduction of them to them to the biological, a la Nietzsche or Freud. Instead, Kant describes the *justification* of reflective aesthetic judgments in terms of the conditions for using jugment, stressing the contemplative and harmonious character of the experience of beauty. Beauty is linked to cognitive and moral betterment; sublimity, a secondary subject, is discussed more purely in terms of it connection with morality.
The work is difficult; however, there is no substitute for close reading of the whole work. (Certainly not Schiller, who goes far beyond Kant in claiming beauty and art as foundational for knowledge). The 3rd Critique is still very contemporary in its import, including its theory of disinterestedness, which is compatible with intelligent accounts of affect.
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his style is so lucid, i can stare at the images forever. the line is so smooth and light(usually pencil, sometimes charcoal), that the images seem like stencils. the body is basically a contour drawing and then the hair is captured in typical art nouveau style, with stylized strands moving in one direction.
i can't say enough about this book. the work is so simple and stunning...when i try to relate what it means to me, i can't think of a thing to say.
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Living in the same spartan conditions imposed on his men, Rommel was a foot soldier's general who sometimes conducted his own reconnoitering, at great risk, led from the front lines, and believed in ACTION. Feared and respected by the British, his chief opponents in Africa, he became a subject of formidable mystique which worried their Middle East HQ and inspired jealousy from the German General Staff. They regarded him as an over-rated middle-class upstart who, in being promoted Field Marshal by Hitler, had encroached upon sacred ground previously occupied mainly by German nobility.
With Rommel in the Desert shows that Rommel's appeal lies in his action-oriented personality, his code of chivalry and fairness. It is clear after the North African campaign that he missed the clarity of purpose and independence he enjoyed during that time, and chaffed against subsequent dealings with the politicized world of the German General staff and the Nazi regime which helped build his reputation.
Like Patton, Rommel was out of his depth when dealing with political matters, as when he became involved on the fringes of the July 20th plot against Hitler, and like Patton, he was a skilled and highly professional military man whose ego led him to be exploited by the propanganda machine of the nation he served. An excellent book for anyone interested in this famed but enigmatic German commander.
Rommel placed the same spartan demands upon himself that he imposed on his men. A "hands-on" commander who often led from the front lines, conducted his own reconaissance and exposed himself to great danger, even as a Field Marshal he was not above jumping down into a ditch to help his men unstick a vehicle from the sand. More of a personal memoir, With Rommel in the Desert gives the reader the best look at Rommel's action-oriented personality yet. A soldier first, last and always, he had a code of chivalry that harked back to simpler times, and, when it was over, he missed the clarity of purpose and independence he had during the North African campaign. He was similar to Patton in two respects: He was out of his depth when dealing with political matters, as when he became involved on the fringes of the July 20 plot against Hitler; and also, the needs of his ego compelled him to allow himself to be exploited by the German propanda machine. An excellent book for anyone interested in this renowned and enigmatic German commander.
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The first problem is the often convoluted writing, which lapses at times into incomprehensibility; read this book for 5 minutes and you will find at least one confusing sentence or circular explanation. The second problem is the lack of clarity about how to actually solve equlibrium problems: there are lots of examples of tableaus used to solve problems, but the explanation of how the tableau is constructed is not good, and neither is the description of how to obtain the proton condition or what it is (and it is crucial to understand this). Finally, many so-called "examples" do very little to help clarify things. Readers who find the tableau method confusing as introduced by Stumm and Morgan will find themselves consulting the aquatic chemistry text by Morel (or the later edition by Hering and Morel) to learn how to actually use the method. When they do, they will probably find that text highly preferable: clearly written, with all the examples worked out from start to finish.
These problems really make learning from this text a monumental struggle for students not already versed in the subject. However, as previously noted, as a reference for professionals, it is unequaled.
It is fundamental in its approach to the processes that control the composition of natural waters, it is a pleasure to read and should be a must for any student and/or professional in the field.
After more than 20 years working in the field I still find it useful and up to date in many respects.
A pitty that there is no Spanish version of it, thousands of Spanish speaking chemists and geochemists are missing a classic.
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Of interest to those concerned about Nazi roots of some of the older enterprises is that the book covers that ground somewhat. You'll have to look at specialized books to get more.
As German businesses become more effective world competitors and U.S. presences, chances are you'll be dealing with these companies. Now is a good time to start getting acquainted.
As the context for this book, the author argues that the 50th anniversary of the former West German democracy, the 1989 end of the cold war, and the rise of a new generation of German business leaders mean that German businesses will "Go West" and "Think Big."
As anyone knows who has done business in Germany, the current leaders know a lot about the U.S. and speak American English well. To expand beyond Europe, the U.S. looks good. A variety of strategies are pursued, which the author puts into categories that didn't quite make sense to me -- perhaps it's the translation.
The book could have used a stronger analytical base. This is written more at the level of a weekly news magazine than a business book. With high cost equity capital and weaker technology in New Economy businesses, German businesses are in a poor position to play on the world stage in the emerging opportunity areas. Primarily, these are old economy businesses where scale is important that are trying to keep up. Because they have to pay cash and are usually not the biggest company in the world, the German businesses usually have to buy into marginal American operations. Getting Chrysler for stock is a function of the abysmal valuations of the auto companies in the U.S.
Having encouraged German clients to take the U.S. market more seriously over the last two decades, I'm glad to see the proof that it is finally starting to happen. I am sure that Act II will be much more impressive than the Act I that began with the DaimlerChrysler merger. Naturally, the jury is still out on how well all of these mergers will work. It's not easy getting two giants from different cultures to minuet together.
Good luck in overcoming your misconception stalls about German businesses, and finding new opportunities as a result!
Donald Mitchell
Coauthor of The Irresistible Growth Enterprise (available in August 2000) and The 2,000 Percent Solution
(donmitch@fastforward400.com)
I was personally interested in the mistakes make by the German companies, as the company I work for was bought as part of a global expansion. Some of the mistakes came close. My personal favorite is about our company. The sales people in Germany are used to the company making a product and then giving the consumer the choice from the product line. At the first confutation with a US customer with the "you will use one of our variations," the customer told the sales man that when they made something to the useful specification of the CUSTOMER not the manufacturer they would buy it. Did the salesman learn that the customer knows what tools are necessary better than the manufacturer? No. The German salesman just said this must not be our customer and looked for another one. He is still looking.
This book shows three strategies with 10 cases. Werner Meyer-Larsen uses well-known corporations. He keeps the cased on a level that does not require you to be an economist with a minor in math.
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