This is an excellent book! It outlines some of the most crucial principles for surviving the first year of residency. Example, time management and assigning tasks.....

A fascinating book about one of the most dangerous avalanche areas in the U.S.. With plenty of amazing photographs and interesting interviews, the authors provide a look at the incredible beauty of the area, and the awesome destructive force of avalanches in the San Juan Mountains in Southwest Colorado. A great book for anyone interested in experiencing mountain back country, or in the history of how the people of this area have learned to live with these incredible forces of nature.

I have read and marvelled at Marshall's Book many times - unlike many "coffee table books" that become as uninteresting as yesterdays coffee grounds I open the book frequently and almost always catch a breath of fresh air. I have used it several times as an inspiration for vacation trips to the Pacific Northwest and when words have failed me in describing the natural and varied beauty of the state I have lent ( and even given ) copies to friends. The pictures are not "flat" and truly give one a sense of the grandeur of the state. Great job John Marshall.

I like the book, frankly, because of its weight. I don't mean the weight of its ideas and insights. I mean its weight, in ounces. At 145 pages, you'd expect it to be light and it is. Most books today weigh too much.

well, just see the authors,..
in my opinion, the overall text is very good designed, easy to read, and gives you a good overview of the kernel.
although im not a professional kernel hacking, it explains you how the system works, lettign you "grep" through the source, (get 4.3 bsd from ftp://ftp.funet.fi/unix first), very good.

While this book has been written by some of the best in the UNIX arena, their strong focus on packing a lot of content into these pages at times can prove a burden to the reader.

Reading through the chapters, it appears that the book could have been rendered more readable if a knowledgeable technical editor had put the finishing touches on it.

Nevertheless, even though it takes a bit of time to get used to the different writing styles and differences in quality of several chapters, this books is a well of insights into the internal workings of BSD 4.4 and its derivatives (like Mac OS X).

In order to gain the most from this title, I strongly urge interested readers to already have worked their way through Maurice J. Bach's "The Design of the UNIX Operating System".

Seriously, despite of the funny little daemon on the cover, this book is quite difficult.

First, it's a technical book about the BSD kernel. The only reason why you would want to read it is that you really want to know How It Works(tm). It's all about kernel. The drivers are only slightly touched, the API is touched even less. Rather than that, this book shows you the fields and flags of internal structures and the ways they are handled. Therefore I'd only recommend it to the system programmers and may be to the enthusiastic admins.

Second, certain chapters are written much worse than the others. The language in chapters 4 (Process Management) and 5 (Memory Management) is sort of a tangled making reading a challenge and it's really a pity because these two topics would better be covered best.

Also note that this book does not include sample code AT ALL. All the principles and algorithms are described using plain English and I'd say it's great, because it's much easier to follow, rather than making your way through somebody else's C scribbling.

Anyway, 5 stars, because it gives you 500 pages of pure distilled info. And it's info from the authors of BSD !

I'm definetely looking forward to read this book again and this is one of the books that are worth it.

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.

If you're a woman over 30, less than a perfect ten, and wondering whether you'll ever find a good man, look no further. This book will confirm that you're doomed to spinsterhood. All men are looking for that beautiful twenty-year old blonde with the perfect body. Seriously, the basic premise of the book is that men prize a woman's youth & physical attractiveness first and foremost (and almost to the exclusion of any other traits -- a woman's economic status, occupation, and to some extent, personality, are largely irrelevant to men). In choosing sexual partners and mates, men focus on physical attractiveness. Period. Women, on the other hand, look for economic and professional status and investment. A woman of any socioeconomic level wants to "marry up" and will often prefer to have a primary relationship with a higher status man who is married or involved with multiple women than to have a primary monogomous relationship with a lower status man. Men want to minimize their investment; women want to maximize a man's investment. Townsend explains why musicians and athletes have often had hundreds of sex partners, and typically have ten to twenty women whom they can call at any given time for commitment free, investment-free sex. Townsend creates serious doubt that men in high status positions will be faithful in relationships.

It seems that the vast majority of the individuals interviewed & quoted are twenty-something medical students, becoming aware of their status for the first time. They will have nothing to do with the "unattractive, overweight" women in their med school class, particularly when the universe of "chirpies" (nurses, therapists, etc.) are available & interested. The other group of men interviewed are, on the whole, high status men, many of whom engage in polygyny (multiple relationships during the same time frame with a variety of women).

This book was interesting, and filled with quotations from the interviewees, although it went on & on & on --reinforcing the conclusion that draws in the first few chapters, quoting one med student who sounds very similar to the next med student. Men want youth & beauty. Women want investment & status.

My guess is that some readers would bristle at the generalizations in this book -- though they undoubtedly ring true. The text doesn't contain a significant amount of commentary & editorialization; it just presents the interview results in a readable fashion.

I like the way Townsend makes the case for anthropologic givens for the differences between men and women, and I like the way he challenges some of the past work of Margaret Mead for her unwillingness to use data that did not fit her model, but at the same time admiring her for admiting her mistake years later.

After reading this book I am supprised that the title says what women want but I in my view the studies in this book mainly concentrate on what men want. The book is well written and you can tell there is a lot of research behind it, but the book is not boring. I totally agree the points made through out the book with my own studies and observations of both sexes. I have compiled that into a list and distributed that to my friends.

"Past Tense" was the first book that I have read in Stephen Greenleaf's John Marshall Tanner P.I. series. I read a lot of P.I. novels, and my usual rule is; the darker, the better. And that is why I found "Past Tense" to be a very engaging novel. Greenleaf is not a master of metaphor like Raymond Chandler with Phillip Marlowe or Loren Estleman with Amos Walker. And his Marsh Tanner is not a man battling personal demons like Lawrence Block's Matthew Scudder or Andrew Vachss' Burke. But the story here is worthy of any of those other anti-heros. One of Tanner's best friends, an honest cop, has suddenly gone on a revenge killing rampage. In the process, he has cut himself off from everyone who cares about him. Tanner investigates at first to find an answer to his baffling behavior, and then to try and save his life. The plot line is a bit convoluted and Greenleaf ends up relying on the old police corruption cliche, but it all leads to one of the more shocking endings I've seen in a P.I. novel.

Greenleaf may not be a writer whose style is equal to the masters of the genre. But with "Past Tense," he has delivered one quite memorable novel.

I just discovered this P.I. series last month and love it! The writing is all-pro, the action is fast and fun, and the hero is truly likeable. There's no recovering alcoholic (thank God), no coincidences, no sterotypes. I was worried that this might be the last in the series as this, the last one so far, was written in 1997, but I see a new installment is due in July, 2000. Pick this book up! You'll be happy you did, and I bet you'll finish it in one day!

Another book from one of my favorite authors, and one of my favorite private detectives, John Marshall Tanner - from my area, San Francisco. Effortless, fast-paced, interesting sidebar on recovered memories.

I just finished the book in two days which is an accomplishment with four children at home. EVERY expectant mother should read this book and let it open your eyes to the TREMENDOUS help a doula can be. Even the most skeptical mothers or partners will finish this book with a new sense of what a doula is and how her services should be in EVERY hospital and birthing center. I recommend it to everyone expecting even if you have never heard of a doula. There is an entire chapter deticated to the studies of how doulas shorten labor, enhance labor experiences, lessens c-sections, lessen post partum depression....and the list goes on and on. Inform yourself, inform your partner, this book is excellent.

I ordered this book from Amazon.com and read
it cover to cover the day it arrivedl It is
FULL of information about what Doulas can do
for couples wanting to have a happy birth
experience as well as how a Doula is a
unique and incredibly important addition to
to any happy childbirth experience. This book
not only tells the reader the results of the
research that's been done on how a Doula can
help shorten labor and how a Doula can improve
the feelings of the couple after the birth
both to each other and the child, but it also
explains exactly what a Doula does and what
she ACTUALLY DOES for the couple during the
birth. As a registered Doula working towards
certification, I just can not say enough good
things about this book...or about Amazon.com's
service and I recommend both liberally
whenever I get the chance.

A must see for parents and doulas!

This warm hearted book describes how a doula (professional labor support) can help you decrease labor pain, decrease cesarean sections and other complications, while enhancing the experience for you and your partner. It includes sections on the medical studies concerning doulas, and certification programs available.