The Analytical Concordance to the New Revised Standard Version of the New Testament is a great tool for those wishing to work with the New Testament of the NRSV.

Take note that this is a concordance for the NEW TESTAMENT ONLY. It is "exhaustive" in the sense that it indexes every important word but leaves out the articles, modifiers, pronouns and such that usually are not theologically significant for finding a passage in the Bible.

One area of disagreement is centered in the book's introduction. The editors state that the Greek-English index is not a dictionary.

I beg to differ.

The NIVEC (NIV Exhaustive Concordance) was based upon this same indexing method (should be since John R. Kohlenberger III was one of the editors). According to the editors of the NIVEC, the indexes do indeed constitute a lexicon in that the range of meaning is given by the different words used to translate the original Greek.

So, this index does, in fact, constitute a dictionary and the general meaning of the Greek word can easily be found by simply looking at the words which were used to translate the Greek word in the NRSV.

Good buy and a good reference tool. Highly recommended.

I bought this expensive volume a year ago and have used it only once or twice as a reference. I realized only after I had purchased it that although it is extremely useful for those who know little or no Greek, it is not of great use for someone who can make their way through a Greek lexicon. If you MUST, however, have an analytical concordance of the New Testament in English, I suppose this is the one to buy. It uses the text of the NRSV, is beautifully printed and is "exhaustive" tracing the occurrence of every single word of NRSV NT.

The Analytical Concordance to the New Revised Standard Version of the New Testament is the perfect accompaniment to the NRSV. Finally a concordance that is easy to use and extremely helpful. This makes verse searching so much easier!

I purchased this book to include in my library and to serve as a reference for lectures. I have found this book to be a superior guide for gaining the basic knowledge of the important topics in toxicology, without too much information. I very much enjoy all of the Secrets Series books that I have purchased (about 10 of them so far), but have found this one to be one of the best of the bunch. The concise nature of the various topics is put together very well and has many interesting "extra tidbits" that are great as "Did you know" facts for lectures. All major and many less common medications and environmental toxicities are covered. Definitely a great choice for the home or office library.

I am looking for someone that knows something about old books like the home garden handbook published in 1927

I am a heavy duty user of Excel and I support users of the application too. This is one of the best books I have seen on Excel's most powerful features. The chapters on array formulas and range names are the best I have read on the subject. This book is outstanding. I am here writing this review because I was hoping to order a copy for work.

One of the excellent book of Excel. However it is out of stock. I lent it from the library and can't find it from any book store. I hope the publisher will re-printed 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.

Shakespeare portrays King Richard III as a hunchbacked thoroughly evil man. While based upon the historical Richard III, the play is a dramatization. Although classed as a history, remember that Shakespeare's histories aren't historically accurate biographies. Richard is a power-hungry brother of a king who murders, schemes, marries, and plots to usurp the throne from rightful heirs. Richard gets his due when he meets Henry Tudor on the field of battle and the reign of the Yorkist kings comes to an end. Written under the rule of a Tudor monarch (Elizabeth I), the play paints the brutal Richard in an especially unfavorable light. After all, the rise of the Tudors depended upon the death of Richard III. The treatment of women in the play has been criticized, especially the speed under which Anne accepts Richard III -- with her dead father in law in the scene, no less. The play compresses 14 years or so of real history into 5 acts. It is hard to go wrong with Shakespeare. A good but dark read.

Let's get one thing clear from the start: when I rate Shakespeare, I rate it against other Shakespeare; otherwise, the consistently high ratings would not be very informative. If I was rating this against the general run of literature available, it would unquestionably rate 5 stars.

So what brings it down to 4, as compared to other Shakespeare? Primarily a few places where it demands a bit too much suspension of disbelief; the language is some of Shakespeare's best, and is comparatively easy for a modern reader (I found most of the footnotes to be sufficiently unnecessary to be actually more distraction than help). But for one thing, if Richard is withered, hunchbacked, and deformed, how is it that he has been able to kill so many of his victims in battle? For another thing, is it REALLY plausible that Princess Anne would be persuaded as she was by someone with nothing more going for him than Richard? To paraphrase the scene,

Anne: You killed my husband and his father! I hate you I hate you I hate you!

Richard: But I only did it 'cause I'm hot for you, babe! Wanna marry me?

Anne: Welll...maybe. Let me think about it.

(And, in fact, she marries him. Just like that.)

Also, there are virtually NO characters in this play that are sympathetic, save perhaps for the two murdered children and Richmond, and we really don't see enough of them to feel much connection; it dilutes the effectiveness of the portrayal of Richard's evil when almost all of the other characters are, if not just as bad, certainly bad enough.

Richard III is the most well crafted satanic character in all of Shakespeare's writing. What can get frightening is that you see his evil, and yet you like him. The play is dramatically frightening from one scene to the next. To this day, I never could forget the scene where Hastings is sentenced to death or when Richard is haunted by the 11 ghosts. But the virtuous Henry VII also offers captivating passages (especially his passage that announces the end of the War of the Roses.) It is also interesting to see how carefully Shakespeare had to handle Henry VII, seing his granddaughter Elizabeth was in the audience. To be sure, Richard III is blamed for several things he did not do. The dramatic irony is that whatever he was innocent of, all the circumstancial evidence says he murdered his nephews.(Rumors that he killed them continued to spread like fire. Not only did he start losing England's loyalty, but many of his own followers in a rage abandoned him and joined Henry VII. France began to humiliate Richard by broadcasting official accusations and Richard never so much as denied having done it. If he could have produced the princes, his troubles would have been over.)This one vile deed made it possible for Shakespeare to make Richard this monster from hell and convincingly pile a slew of vile deeds upon him of which he was innocent. But all that aside, women such as Richard's furious mother and the raging former Queen Margaret add to the drama and chills. The gradual unfolding of Margaret's curses adds a charming orginizational bonus to this masterpiece. If you want to enjoy this play all the more, make sure you read "3 Henry VI" first. Richard's demonic nature is heavily prepared in this preceeding play.

Mesoamerican archaeology is a little world by itself - I know, because I used to live in it. It has a very cosy relationship with museums and the "art" collectors who buy the objects that are looted from archaeological sites, which lie destroyed, torn into shreds under the forests all over Central America and Mexico. But it has almost no touch with reality any more. The things they say about the ancient Olmec are almost fantasy, because in truth we know so little about these people. Almost all the objects in this book were stolen from Mexico, ripped from the archaeological context that might tell us something about their real meaning. These are probably religious articles - we may never know. But imagine trying to reconstruct the rich life of rennaisance Italy by looking at reliquaries in Catholic churches! If you are still persuaded by the "mysterious Olmec" propaganda spouted by Coe and his looter buddies, go read Flannery & Marcus in the first 2000 issue of the Journal of Anthropological Archaeology, and think it over.

The Olmec World is an amazing resource for those who study or have an appreciation of early Mesoamerican Art. At its most basic level The Olmec World is the catalogue of the 1996 Olmec Exhibition at the Art Museum at Princeton University the first comprehensive show of Olmec art in America. Drawing upon nearly all of the major Olmec museum collections in North America from Dunbarton Oaks to Princeton's own expansive holdings, the exhibition also drew heavily from many private collections never before shown to the general public. For instance, John Stokes' amazing collection of ceramic babies and jade masks are showcased in this catalogue. However, almost as impressive as the pictures are the essays in this collection. Michael Coe has done a marvelous job of soliticing and editing a myriad of papers on the mysterious Olmec.

This book is as jaded and contrived as Dr Peirce's class. There is only one chapter worth reading #7, the rest of the book serves absolutely no value. Furthermore, I agree with the previous reviewer that Dr. Peirce makes some very strong statements in his class. However, why didn't the put them in his book? I guess other professors in the field would have laughed at him. Do not buy this book..........and save yourself 15 weeks of torture by not taking his class at Nova............MBA99

This book is a good general overview of strategic management but lacks well thought out insight into what makes a strategy successful. For example in class Dr Pearce calls SWAT analysis worthless. If that is the case then why doesn't he say that in this book? Furthermore, chapter 7 is the only worthwhile chapter in the book. But even then it lacks sufficient depth to be useful to a student or practitioner of strategic management.