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From the opening pages of this book to the last, the book is a compelling journey through Oz. The collection of Mr. Carroll's Oz memorabilia is so large that it is like trying to comprehend the distance between stars or that a few people actually have a billion dollars. This colligation of Oz collectibles somehow unites every civilization, geographic location, and human condition. It is one of the few things that have true universality.
After reading John Fricke's take on Oz, of course, based on Willard Carroll's collection, I am left wondering how history would be different were it not for Frank Baum's Oz?
The pictures are glorious, the layout intelligent and thoughtful-I will never see Oz in quite the same way again. John Fricke's writing is stellar. Willard Carroll's collection ---what can I say, WOW! 100 years of Oz is entertaining, educative and provides a new look at Frank Baum's Oz through the other end of the spyglass. This is a visit to a museum with a very knowledgeable guide through an unforgettable exhibit. Thanks for the tour. I'll be back again.
This book is a must for all collectors.
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To those who were there when John Kennedy was in the White House, this book will serve as a touching remembrance and to people who know about the Kennedys from just a historical standpoint, the photos and words will provide a more personal glimpse into the years that are commonly referred to as the Camelot era. Richard Reeves words are not overly sentimental but an accurate assessment of the life and times of this legendary family.
Overall, The John F. Kennedys: A Family Album, is a pleasant, yet sometimes sad journey looking back at what was considered the perfect family of two successful, stunning parents and their adorable children. Behind the photos, all was not perfect but Mark Shaw's camera didn't lie -- in the end, they were like any other family with problems but in-between they knew how to have fun and simply enjoy each others company, as is evident in many of Shaw's photos, especially those showing them at play at their home on Cape Cod.
Followers of the Kennedy's will no doubt enjoy this book, as will those who are interested in what life was like for a very public family who shared their private times with a talented photographer and with the world. If you like taking a look back in time, you will no doubt enjoy the journey Mark Shaw and Richard Reeves takes you on.
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"Page-turner" isn't a term usually applied to management books, but this one almost deserves it. The actual "story" itself is sometimes almost painful as fiction -- I really wish the authors had consulted a dialogue editor -- but the story acts as a thread to connect the key elements and illustrate some of the issues faced when building performance management systems.
The authors' thesis is that executives and managers spend too much time tracking too many performance indicators, often focusing time on unimportant measures or indicators outside their scope of control. Front-line employees and supervisors are uncertain what they're being measured against, and feel they are powerless to influence quality or efficiency.
The performance scorecards approach can be initiated at any management level. Through a series of data collection and staff meetings, goals, objectives, indicators, and responsibilities can be agreed upon. Each manager, project, and even many employees can have "scorecards" that interlock with everyone else's in the organization, reflecting the interdependencies required for organizational success.
There are six key steps in performance scorecards: Collect, Create, Cultivate, Cascade, Connect, and Confirm.
There are strong team-building aspects to this model. Not only does it stress interdependence, it also fosters decentralization of responsibility, authority, and accountability. Further, it encourages openness about results and how they are expressed and communicated.
The process does depend on a quantitative as well as qualitative expression of indicators and results. This may scare off some service organizations. However, the team-based, consensus approach to determining a way to translate the qualitative to the quantitative minimizes the friction and suspicions of "unfairness" in the process.
The process allows no wiggle room for the employee who says that a particular objective or outcome is not measurable. If it's not measurable, then it shouldn't be an objective, according to the authors.
The authors are consultants, and they stress the importance of a trained facilitator as part of the process. The investment is well worth the outcomes in employee morale as well as productivity and success in fulfilling a mission and being able to demonstrate it. The book contains numerous illustrations, figures, and a few tools to help the narrative explanation of the process.
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However, the overall enjoyment of the book is hampered somewhat by the shameful job performed by the publisher (Doubleday). ICE AT THE BOTTOM OF THE WORLD feels like it's printed on two-ply paper towels shoved between dry cleaning shirt cardboards which serve as the cover. You worry something must be wrong with the book because the publisher did such a cost cutting - dismissive job in producing it.
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