This trilogy very competently fills in much needed analysis and detail on the critical ACW battles of Stones River, Chickamauga and Chattanooga. Hard to believe, with the great volume of ACW material that has been generated and is still being generated, but there were really no standard, first rate treatments of these three great battles before Cozzens set to work (and there is still no standard available on the battle of Shiloh). The research, detail and accuracy are first rate (even more impressive since Mr. Cozzens is a foreign service officer and at times worked from sites as remote as Lima, Peru). The first installment - No Better Place to Die: The Battle of Stones River - is a slow start, somewhat confused and complacent (which is an odd impression, given that Stones River was equivalent to a two-day Antietam of the West). However, the next two volumes - especially the middle centerpiece - This Terrible Sound: The Battle of Chickamauga - are stellar. The right balance of commentary and description in tactics, troop movements and first person narrative is achieved to deliver great story telling and history. The incredible, depressing, star-crossed story of the Confederate Army of Tennessee is an amazing testament to the indomitable nature of the human spirit. Never were better soldiers under worse leadership. Where this work earns its Main Selection of the History Book Club and ACW classic status is in the unflinching, painfully honest portrayals of the individuals involved: Braxton Bragg is revealed to be the egotistical incompetent that he was (Bragg's only effective campaign was the offensive he launched against his own officers after his only victory); Sherman and Grant very competent but also capable of serious tactical errors; Rosecrans' collapse into despair; Longstreet's self-serving intrigues; Thomas' plodding but heroic style; all come to life in these pages. Above all, the simple hopes and desires, fears and dreams of the common soldier, moved to acts of cowardice and bravery, stupidity and inspiration, despair and hope, are documented for generations to ponder (this is where the primary research pays off - resulting in well-placed first person narrative descriptions throughout). Mr. Cozzens' has delivered a very valuable, enjoyable work deserving of attention. The art work by Keith Rocco is also a nice touch, effecting without sentimentality, historical art which contributes to the whole.

This tell-it-like-it-was gem about the author's thirty years of public service is nothing less than remarkable. Adroitly written with good humor, Stone's quiet, but dogged steadfast nature is wonderfully evident in every page and makes you count your lucky stars that people like him actually join the ranks of our government. These experiences should serve as a guide for future generations of civil servants tackling the often thankless and misunderstood job of government service. But more than that - there is a lesson plan for all of us who navigate the treacherous waters of small and big organizations alike. I for one, plan to give this book to my twenty-one-year-old college graduate to read.

My son is in first grade and an avid reader. He selected this book from his school library and reading two chapters a night, we finished it in less than a week. Even thought it looks complex, the text and the illustrations in the book are wonderful. It's very well written and easy to read. My son knows most of the words in the book, and there is a glossary in the back for specific terminology. It's very engaging and stimulating even for an adult. I love reading it to him!

This book is not out of print. A remrkable book, it is neither complimentary to the Japanese military, nor to Canberra politicians. It tells of atrocities and bureaucratic bungling that left over one thousand Australians dead, and the lives of many American airmen. In many respects it is a proud book, highlighting the incredible feats of nearly fourteen hundred soldiers left to defend the indefensible against the might of the Japanese war machine. Abandoned by the Australian command against an inevitable invasion, they fought and ran. The inhospitable New Britain jungle took its toll - the Japanese did the rest. At Tol Plantation, over 150 Australians were lined up and slaughtered. Many more were captured and sent to Japan as prisoners of war. Most did not make it - an American submarine saw to that. Of the original garrison of some 1400 men, only four hundred would return to Australia. During three and a half years of Japanese occupation, hundreds of kilometres of tunnels were dug from the volcanic soil surrounding Rabaul. The Japanese burrowed in whilst American Flying Fortress bombers and Australian Beauforts bombed the harbour into useless isolation in Operation Cartwheel. Many US flyers were rescued by Australian coastwatchers. Rabaul was hell in paradise. Peace came for the interned missionaries, the remaining prisoners of war, the Tolai natives and indeed the Japanese themselves in September 1945. Many of the original residents would never return. Rabaul and its magnificent harbour were a shambles. On the seabed lay fifty ships. Those in shallow water became easy prey to Australian and Japanese salvage operators seeking non-ferrous metals. The definitive work on the Pacific war in Rabaul, from its pre-war history, through to Japanese invasion and occupation, US bombing and airmen rescues, the native peoples, and the final surrender and salvage.

From the moment I took this book into my hands I struggled to put it down. Not knowing anything about alchemy this book probably was the best introduction I could ask for. The book reads like a novel, taking the reader through all the paths of discovering more about alchemy. Loads of information is distilled into assessable paragraphs that contain the essence of each topic covered. Referenced material supporting the book is well documented in the back of the book enabling the serious reader to do further research on the topic. Starting from ancient history, the book is organised in a chronological order to end in its significance for contemporary times. Each paragraph reveals a bit more of this fascinating and mysterious subject. Interviews, visits to significant sites, papers, quotes and interpretation of symbolism ignite the readers curiosity. Excitement grows within the reader to the extend of an expectation that the philosopher's stone might jump somewhere from the pages. True to the basic principles the author does not try to provide an objective view of alchemy. The author gets so passionately involved with alchemy that one wonders if the author might be biased towards seeing alchemic symbolism even where they do not exist. But after closing the last page of the book, the author most definitely has planted within the readers subconscious a seed of hope. Hope that there is more beyond the aims of immortality and turning metals into gold , towards actual transmutation.

Great talk from the classic era, with great interviews with Led Zep, Dylan, Neil Young, Stones, Joni Mitchell and Billy Joel by writers Ralph Gleason, Jonathan Cott, Timothy White, Cameron Crowe, Bob Greenfield and more rock scribes. Neat time capsule.

I HAVE A 1983 COPPY OF THIS BOOK THAT IS ABOUT THE ROLLING STONES 1981 TATTOO YOU U.S. TOUR. MY FATHER BOUGHT IT BECAUSE HE WAS AT THE VERY LAST SHOW (HAMPTON '81::: A T.V. BROADCAST:::)
I Found it ver interesting. Read It!

This slender book is far more than a strikingly visual evocation of the New England landscape, its lost wolves and native Wampanoags. Its multiple layers of hidden imagery and the sparse, powerful and poetic text encourage readers of all ages to enjoy the sensuousness of our great open spaces, to develop a better appreciation of native culture, to feel the thrill of finding things others don't see. If I were going on solitary retreat, I would take Sanctuaries and read it time and time again. On the other hand, I would also delight in staying home and enjoying it with my children.

I would buy this book for the photography alone. However, the projects are set forth in a clear and understandable manner. I was especially glad to have the materials translated from British to American. Even so, I have had difficulty finding epoxy putty. Brand names would be so helpful. Many of the natural materials used are not available here in deep south Texas, but I find that the techniques presented can be applied to our local flora. After all, mesquite is every bit as twisty as alder. An inspiring book, and the results are NOT tacky.

For nearly half a century Peter Ferdinand Drucker (1909- ) has inspired and educated managers-and influenced the nature of business-with his landmark articles in the Harvard Business Review. Here, gathered together and framed by a thoughtful introduction from the Review's editor Nan Stone, is a priceless collection of his most significant work.

One of our leading thinkers on the practice and study of management, Drucker has sought out, identified, and examined the most important issues confronting managers, from corporate strategy to management style to social change. Through his unique lens, this volume gives us the rare opportunity to trace the evolution of the great shifts in our workplaces, and to understand more clearly the role of managers in the ongoing effort to balance change with continuity.

Now, these important articles and essays are strategically presented here to address two unifying themes: the first examines "The Manager's Responsibilities" while the second investigates "The Executive's World". Accompanied by an interview with Peter Drucker on "The Post-Capitalist Executive", as well as a thought-provoking preface by Peter Drucker himself, a complete picture of management theory and practice emerges, both as it was and as it will be.

Infused with a perspective that holds new relevance today, these essays represent Drucker at his best: direct, wise and challenging. Peter Drucker on the Profession of Management, sure to be studied, debated, and enjoyed by everyone concerned with management, everyone concerned with management, is a timely offering from one of the most respected and prolific authors to appear in the Harvard Business Review.

At 90, Peter Drucker is, by all accounts, the most enduring management thinker of our time. Born in Vienna, educated in Austria and England, he has worked since 1937 in the United States, first as an economist for a group of British banks and insurance companies, and later as a management consultant to several leading companies. Drucker has since had a distinguished career as a teacher, including more than twenty years as Professor of Management at the Graduate Business School of New York University. Since 1971 he has been Marie Rankin Clarke Professor of Social Science and Management at the Peter F. Drucker Graduate School of Management, Claremont Graduate University in California, where he still teaches in the fields of management and business policy. He is the founder of The Peter F. Drucker Foundation for Nonprofit Management, and has counseled numerous governments, public service institutions, and major corporations.

Drucker is a writer, teacher, and consultant with a long-term business perspective second to none. His twenty-nine previous books have been published in more than twenty languages and span sixty years of modern history beginning with The End of Economic Man (1939) and Managing in a Time of Great Change; Management: Tasks, Responsibilities, Practices; Innovation and Entrepreneurship; The Effective Executive; Managing for Results and The Practice of Management. Nan Stone is the editor of the Harvard Business Review.

Reviewed by Azlan Adnan, Managing Partner of Azlan & Koh Knowledge and Professional Management Group, an education and management consulting practice based in Kota Kinabalu. Azlan has a MA in International Business and Management from the University of Westminster.

This is one of the most, thought provoking books, I've read this year. In the first part of the book, Business philopher, Peter Drucker protrays and verbally the business model of today, and highlights the necessary interactions of managers with the model. In the second part of the book, Drucker breaks away and reveals a series of startling revelations about today's business.

The theory of business is what Drucker, defines as "what a company gets paid for." Drucker states when big companies get in trouble they blame "complacency, arrogance, mammoth bureacracies", as a plausible explanations. However, the problem's root causes are rarely identified and the prevously stated explanations are rarely right. Most companies fail, to perform well, at what they get paid for.

Drucker defines the parts of the business environment, as: environment (society and its structure and the market), mission (customer ), (core competencies) and technology. Why is this important? The assumptions about environment, mission, and core competencies must fit together. Drucker drives home the point by contrasting the sucess of non-profit organizations with profit organizations, stating we can learn from the success of non-profit organizations, namely: well define mission, lack of deep management hierarchy, individual responsiblity, a deep understand of individual roles and purposes, and cohension between expectations and results. Secondly, the theory of business must be known and understood through out the business. Drucker stresses the importance of learning from the non-customer. And Lastly, the theory of business must be tested constantly.

The Effective Decision process involves the follow sequence of steps: 1. Classify the problem 2. Define the problem 3. Specify the answer to the problem 4. Decide what is right rather than what is acceptable 5. Build into the decision the action to carry it out 6. and test the validity and effectiviness of the decision against the actual course of events. This is an high level sketch outlining a model for effective decision.

Drucker provides two methods, to help make, people decisions. The two creative approaches are: determine if the right people has right qualifications, perceptions, and talents; and make sure the individual understands the job. The first approaches advocates careful selection of the individual, by determining, how well the candidate fits the job assignment. The second approach measures the new manager's understanding of the job. The process requests, the new manager to write on paper, what they think will make them sucessful, in their job. Senior management reads the paper to determine, if the manager has grasped an understanding, of the job, and revalidates their decison about the individual being the right person, for the job.

The discipline of innovation encourages managers to separate the reasons for successful management, into two groups: systematic and non-systematic innovation. Both systematic and Non-systematic opportunies exist within an company or industry because of unexpected occurences, incongruties, process needs, and industry and market changes. Systematic innovation begins by analyizing the sources of opportunity. Innovation is perceptual and conceptual by definition and innovators must go out look, ask, and listen. Effective innovations start small. Small Innovations can lead to large implementations. Without innovation the company will go out of business. Innovation keeps a company competitive in the market and capable of meeting customer needs.

Technology has created a great diversity of information. In order for a manager, to be effective, managers need to identify the information they need to effective perform their jobs.

The world is moving to a society of organizations. Companies are moving to global economies of scale. People interact with various organizations to achieve results. Because of this new organization theory, outsourcing is preferred when no direct management hierarchy exists to a Vice President. Outsourcing provides high skill specialist, management, and senior management. Companies are achieving better results organizationally by outsourcing business process where possible.

Management is responsible for creating the knowledge worker. Historically, significant increasing in productivity were the result of a management core build established. Management is responsible for building the skilled worker. Organizations are made up of individuals, who have a high degree of technical skill and knowledge. Information must be convert into knowledge and manager's communication ability dictates the level of effectiviness in using the skilled worker's knowledge. Organizations represent a network of specialists, rather than a strong command and control heirarchy. However, technology of itself does not increase productivity.

How do managers increase productivity? Managers increase productive by helping the knowledge worker to work smarter - not harder. Management creates the knowledge worker by empower them with specialized skills and knowledge. Productivity gaps are closed through training. Management must decide who gets trained. Training the right people increase the worker's capability, compensation, and productivity. Performance can only be achieved by the worker working smarter not harder. Only ten percent of the work is effectively and producing ninety percent of the productivity and profit. Thus, over ninety percent of the work is ineffective. It is management's responsibility to reduce this inefficiency. Drucker will later introduce his activity oriented decision model to help managers reduce the amount of inefficiency.

Managers are responsible for creating and maintaining their carreer path. Receiving a higher education degree and employment, in a large company does not guarentee retirement, with the company. Managers are responsible for designing and maintaining their career. Fragmentation of purpose and thought must be overcome to reduce confusion and losses. Knowledge workers must learn how to produce. This requires the knowledge work to remain current, with changes, in the business environment. Their contribution in large part depends on the knowledge workers ability to adapt and learn smarter ways to produce.

Activity Oriented Decision model prevents loses and failures. Activity Oriented decisions combine value analysis, risk analysis, quality analysis, and process analysis, into one. Decisions resulting from managers who follow the activity oriented decision model don't risk losing capital. The combination of the various information sources, associated with the activity oriented decision helps the manager understand the potential value of the venture, the potential value, the risks of failure, and the cost of modifying or implement new processes, and the long term affects on quality in the organization.

The activity oriented decision model is a conceptually definition and the practical discipline proposed exciting possiblities. Activies are analyzed, defined, and sequenced. Resources are allocated to the activity. The activity outcomes are measured to determine, if they are meeting requirements. Managers weight the risks by asking "what are the benefits of the activity?","What are the fallout impacts for failure to implement the activity?", and "what are the impacts to the organization long term by implementing the activity?"

Analysis of the process, results in time and budget allocation estimates. Schedules provide time lines and sequences linked to a resources. Managers must coordination various organizations to gain access to a resource. A resource represents a individual in a specialize field of knowledge. Communication and coordination are necessary to effectively manage various resources, so each individual understands, what is expected and what to produce. Budgets and time provide the boundary of the activity problem. Its possible to have a budget or schedule which exceeds the boundary of the problem, making the activity unfeasible. To avoid this problem, the manager must provide clear objectives to be developed and maintained. The objectives scope must stay within a predefined problem boundary.

Peter F. Drucker is known as the "management guru's management guru". The articles in this book explain the reason. Each article is a landmark in the field of management.

In the preface Drucker shows why he has become so famous. He shows his strength of recognising trends and how these trends will affect business, people, and society. This preface is followed by a short introduction from the editor.

The book consists of two Parts, The Manager's Responsibilities and The Executive's World, with each consisting of 6 Harvard Business Review-articles (out of 32 articles and growing). The book also includes an interesting preface, an introduction by Harvard Business Review-editor Nan Stone, and an interview with Peter Drucker.

In Part I - The Manager's Responsibilities, the articles discuss the managerial responsibilities of the manager, although Drucker prefers the term "executive". The articles discuss general management such as the decision-making process, effective management, strategic management, and innovation.

Part II - The Executive's World, Drucker discusses the history of management, the transformation from the traditional command-and-control model to knowledge-based organizations, information technology, and non-profit management.

The book concludes with an interview with Peter Drucker, which is based on his 1995-book 'Post-Capitalist Society'.

The book deserves the five-star rating since each article is fantastic. Perhaps some of them overlap, but it is amazing that some of the articles written in the 1960s are still very valid today. Drucker's writing style is simple US-English.