Amazon.com
Working With Emotional Intelligence takes the concepts from Daniel Goleman's bestseller, Emotional Intelligence, into the workplace. Business leaders and outstanding performers are not defined by their IQs or even their job skills, but by their "emotional intelligence": a set of competencies that distinguishes how people manage feelings, interact, and communicate. Analyses done by dozens of experts in 500 corporations, government agencies, and nonprofit organizations worldwide conclude that emotional intelligence is the barometer of excellence on virtually any job. This book explains what emotional intelligence is and why it counts more than IQ or expertise for excelling on the job. It details 12 personal competencies based on self-mastery (such as accurate self-assessment, self-control, initiative, and optimism) and 13 key relationship skills (such as service orientation, developing others, conflict management, and building bonds). Goleman includes many examples and anecdotes--from Fortune 500 companies to a nonprofit preschool--that show how these competencies lead to or thwart success.
Unlike IQ, emotional intelligence can keep growing--it continues to develop with life experiences. Understanding and raising your emotional intelligence is essential to your success and leadership potential. This book is an excellent resource for learning how to accomplish this. --Joan Price
Amazon.com Audiobook Review
This abridged audio version, sharply narrated by the author, focuses on Goleman's theories of emotional intelligence in the workplace, a standard that measures how well people manage feelings, interact, and communicate. In educational but accessible tones, Dr. Goleman explains the need for emotional intelligence in employees, the issues that arise when such skills are lacking, and practical guidance on how to achieve these skills. Goleman's use of real-life examples highlights the important lessons learned from business-world successes and failures. The humorous anecdotes also keep the listener entertained while he presents somewhat esoteric but insightful and interesting ideas, which ultimately increase the potential to succeed and lead others. (Running time: three hours, two cassettes) --Cate Bick
Book Description
Do you have what it takes to succeed in your career?
The secret of success is not what they taught you in school. What matters most is not IQ, not a business school degree, not even technical know-how or years of expertise. The single most important factor in job performance and advancement is emotional intelligence. Emotional intelligence is actually a set of skills that anyone can acquire, and in this practical guide, Daniel Goleman identifies them, explains their importance, and shows how they can be fostered.
For leaders, emotional intelligence is almost 90 percent of what sets stars apart from the mediocre. As Goleman documents, it's the essential ingredient for reaching and staying at the top in any field, even in high-tech careers. And organizations that learn to operate in emotionally intelligent ways are the companies that will remain vital and dynamic in the competitive marketplace of today—and the future.
Comprehensively researched, crisply written, and packed with fascinating case histories of triumphs, disasters, and dramatic turnarounds,
Working with Emotional Intelligence may be the most important business book you'll ever read.
Drawing on unparalleled access to business leaders around the world and studies in more than 500 organizations, Goleman documents an astonishing fact: in determining star performance in every field, emotional intelligence matters twice as much as IQ or technical expertise.
Readers also discover how emotional competence can be learned. Goleman analyzes five key sets of skills and vividly shows how they determine who is hired and who is fired in the top corporations in the world. He also provides guidelines for training in the "emotionally intelligent organization," in chapters that no one, from manager to CEO, should miss.
Working with Emotional Intelligence could prove to be the most important reference for bottom-line businesspeople in the first decades of the 21st century.
Customer Reviews:
An Invaluable Resource.......2007-10-21
I read "Emotional Intelligence" by the same author and I learned and enjoyed the important insights on emotional intelligence that it provided. This motivated me to get the second book, "Working with Emotional Intelligence". This is a classic sequel that focuses on how emotional intelligence is applied in the workplace. The book is more practical than "Emotional Intelligence" and one need not have read the prior work to get the most from the book. However, the previous book has important concepts about emotional intelligence which will be very useful to those who wish to study the subject further.
The book is based on interviews and studies with business leaders and organizations and it explains what sets star performers apart and how emotional intelligence is critical for success. This book however is not quite practical. Emotional intelligence cannot be learned just by reading a book but rather requires a lot of practice and behavioural change to acquire the appropriate habits. The various examples and situations depicted in the book are very helpful to assist readers to readily identify and relate to similar situations in our lives. Hence you will benefit a lot by becoming more self-aware, an important first step in enhanced emotional intelligence. The book could, however, have been condensed significantly without diluting the message.
The author highlights aspects of personalities in the workplace that can adversely affect morale. The book discusses things that seem like common sense and common courtesy but which many people tend to forget. The bottom line is that we need to be mature, professional, and treat others with respect.
The book will benefit a wide readership including managers and workers at all levels as well as the home. For example, for a senior manager, it is vital to appreciate that success is not just about great strategies and working practices but knowing how to deal with the people's emotions and feelings about things. Mere skill or academic achievement, on their own, does not translate into professional success. This well written and insightful book cogently describes the missing link, that is to have high emotional intelligence to complement the rational and analytical skills captured by the intelligence quotient.
Tedious.......2007-09-07
If you want to read about emotional intelligence, then get the original book for the same author "Emotional Intelligence". If you want to read about practical applications of emotional intelligence in the work place then this is what this book is about. I only gave it two stars because I think that the whole book should be summarised into 20-30 pages and just added as a chapter to the original work. Its important to read about the applications of emotional intelligence, but in this book you end up reading the same story over and over again with different companies and different people.
Disappointed.......2007-06-10
I was expecting I would get information on IMPROVING my EQ. However the book only tells how EQ is important in working place but never provide methods on HOW TO IMPROVE it. Truely, the examples or stories of the importance of EQ are great, but I didn't benefit from anything.. as I ALREADY KNEW IT IS IMPORTANT TO HAVE EQ AT WORK! that's why I am looking for information about EQ..
Disappointed.......2007-05-12
Good information but does not execute how to utilize the information it leaves you confused and aggravated. I kept waiting for the punch line, guess the jokes on me.
Interesting, But It Ain't Science.......2007-05-09
I bought the unabridged audio CD version of this book. It was not well read, as others have said here, but I tried to look beyond that into the content.
Many of the assertions made by the author are supported by percentages and statistics which do not have any apparent source or academic credibility. The ideas are not bad - and some are downright fascinating. But I wonder about whether this is really "science" or something like scientology.
Goleman is clearly passionate and deep in belief, and his writing tends to express that depth. However, I don't know about the soundness of the platform on which so many of his assertions rest, and it makes me uneasy.
Given that he criticized corporate training programs for having little emphasis on measurable changes in business performance, this is really ironic.
Management and leadership is still as much art as science, and that might be where a reader can reconcile himself to Goleman's predicates. However, so much of what he asserts is not labelled art in this book.
Average customer rating:
- Excellent biography! Must read for serious business people!
- A mostly well-told story of an unlikelable character
- If you want to be rags to billionaire read this book
- Good Book, Horrifying Subject
- Excellent Book
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The Operator : David Geffen Builds, Buys, and Sells the New Hollywood
Tom King
Manufacturer: Random House
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ASIN: 0679457542
Release Date: 2000-03-07 |
Amazon.com
DreamWorks cofounder David Geffen, as portrayed by Wall Street Journal reporter Tom King, is in various ways a saint, a visionary, and an absolute maniac. In his saintly mode, Geffen both raises and gives record-breaking sums of money to AIDS foundations, advises and supports the President and progressive causes, and races to visit old friends stricken with grief or illness (even the washed-up agent Sue Mengers, whose friendship could do him no earthly good).
As a visionary in the music, movie, and Broadway theater industries, Geffen orchestrates the sale of his record companies, which made him a billionaire, and brings you Laura Nyro; Cats; Crosby, Stills, Nash, and Young; Tom Cruise; the Eagles; Nirvana; Bob Dylan; John Lennon; Guns N' Roses; Saving Private Ryan; and Joni Mitchell (who immortalized his deepest yearnings in her tune "Free Man in Paris").
But the most impressive and detailed portion of King's landmark biography is Geffen's performance as an entertainment entrepreneur, and in this capacity he is apparently a visionary and a maniac at the same time. Not only does he discover all manner of talents and works of art and hire the best hit-sniffers in the business, he also masters the fine Hollywood art of the Machiavellian tantrum. Geffen allegedly softens up his prey in a business deal by offering up disarming gossip about his own life--his traumatic courtship of Cher, or Marlo Thomas, perhaps, or the male prostitute he is said to have boasted about being in bed with the night John Lennon was shot. At some point, minutes or decades into an apparent friendship, Geffen is shown betraying anyone, even best friends and mentors, in his relentless quest for winning a deal. King's book provides a ringside seat; it's fascinating to watch Tinseltown's titans slug it out in championship bouts, maneuvering, lying, reuniting, and seizing power like crazed Renaissance princes.
In one memorable encounter, Geffen protests that Sid Sheinberg of MCA is displeasing his DreamWorks colleague, Steven Spielberg. "David, stop screaming," says Sheinberg. "I'm not screaming!" Geffen screams. "David, you know what would make me happy?" says Speilberg. "Stop screaming." It turns out that Geffen doesn't even know the details of the deal in question. But nobody knows how to strike a deal--with mind and maniacal heart--like David Geffen. --Tim Appelo
Book Description
Complex, contentious, and blessed with the perfect-pitch ability to find the next big talent, David Geffen has shaped American popular culture for the last three decades. His dazzling career has included the roles of power agent, record-industry mogul, Broadway producer, and billionaire Hollywood studio founder. From the beginning, though, Geffen's many accomplishments have been shadowed by the ruthless single-mindedness with which he has pursued fame, power, and money. In
The Operator, Tom King--the first writer to have been granted full access to Geffen and his circle of intimates--captures the real David Geffen and tells a great American story about success and the bargains made for it.
The extent of Geffen's accomplishments is extraordinary. As a manager in the 1960s, he made the deal for Crosby, Stills, Nash & Young to appear at Woodstock. He discovered 1970s superstars Jackson Browne and the Eagles and masterminded Bob Dylan's famed 1974 tour; Joni Mitchell, Geffen's roommate for a time, memorialized him in her song "Free Man in Paris." He produced Risky Business, the movie that made Tom Cruise a star, and was the moneyman behind Cats, the longest-running musical in Broadway history. One of the most brilliant dealmakers ever to work in Hollywood, he became a billionaire shortly after selling Geffen Records in 1990, and he made movie history when he founded, with friends Steven Spielberg and Jeffrey Katzenberg, DreamWorks SKG, the first new Hollywood studio in fifty-five years. And Geffen's influence has extended far beyond show business and into the worlds of Wall Street, art, real estate, and politics.
Geffen's personal journey is as compelling as his business machinations. Although he knew from an early age that he was gay, he hid his true sexual urges and for years attempted to lead a heterosexual life. In the mid-1970s, he dated--and almost married--Cher. Not until 1992, when being honored for his extraordinary financial contributions to the fight against AIDS, did he open the closet door. His coming-out was national news.
Beneath this phenomenal life story has always been a ferocious drive to succeed, a blind ambition that has left onlookers astounded. Geffen learned from his earliest days in the William Morris mailroom that he could cheat and lie his way to the top, and he has ever after lived unconstrained by traditional notions of right and wrong. Geffen has demonstrated time and again that he is willing to sabotage any relationship, business or personal, to get what he wants.
At his best, David Geffen is a fiercely devoted friend and a bountifully generous man, both privately and publicly. At his worst, he is a vindictive bully who lashes out at loved ones and colleagues with irrational screaming fits that leave his victims shaking and sweating. And though he has periodically attempted to better himself through psychotherapy and self-help programs like est and Lifespring, he seems always able to find new enemies to rage against.
For years, David Geffen has managed his own life story and rewritten history. But in The Operator, Tom King has set the record straight. Written with Geffen's cooperation--though not his authorization--
The Operator is an explosive, illusion-shattering story that details the mogul's indisputable contributions to entertainment history while also baring the man behind the legend.
Customer Reviews:
Excellent biography! Must read for serious business people!.......2006-12-26
I had never heard of David Geffen before this book was recommended to me...Now, I say WOW!!! What an OPERATOR he was and is...What a fitting title. I highly recommend this book to all serious business people...Mike Stokes
A mostly well-told story of an unlikelable character.......2006-05-21
This is a book that's basically for the show business junky and even then it can get to be a bit much. About two-thirds of the way into it, I had to put it aside for awhile. The paranoia, betrayal, double dealing, etc. had happened over and over so many times, with so many people, that I wondered if there was anything more to the story. In some ways, there is. We are given a sometimes convincing portrait of Geffen coming out as a philanthropist, although I came to the conclusion that it's mostly just another persona. King hedges his bets, by reminding us that, as the book ends, Geffen is estranged from his remaining family and various other pivotal people in his life.
One thing that would help make the unrelenting scuzziness of Geffen's business life and the lack of meaningful long-term relationships in his personal life more bearable would have been some perspective. Despite pulling off some major deals, Geffen also took on some very weak clients and found himself with some very bad breaks, like taking on Donna Summer as a client just as she found religion and homophobia. He was an uneven judge of talent and largely out of touch with the popular culture his business helped shape. Even the most vile of studio moguls, like Harry Cohn, could have an acute appreciation and respect for talent. It's also telling that some of his greatest feuds were with people like Jerry Wexler, who understood music, built careers and helped open new doors for different styles of music. Geffen was fortunate to be on the ground floor of trends, in popular culture, but did little to actually shape them. Buried in the details is something else that's interesting--much, if not most, of Geffen's money came from his trading in junk bonds, rather than his show business wheeling and dealing. I came away thinking "yes, he's a talented deal maker", but a good salesman is someone who can believe in their product and maintain long-term business relationships. Geffen, like Jack Welch, is overrated and it will probably take a more analytical volume to make this more clear. Someone also needs to figure out a way to get his long-time secretary to tell her story (right now a settlement precludes that). Knowing how to survive for 20 years with a megalamaniac would be almost as interesting as the further betrayal and double dealing she could add to Geffen's story.
If you want to be rags to billionaire read this book.......2006-02-01
Bottom line, Geffen slept on couches as a kid in Brooklyn, and w/ nothing but intense drive, charisma, and extremeley hard work he built a 4.5 billion dollar fortune from scratch. If you are considering going in the entertainmetn industry, and particualrly starting a record company..... read this book and act like Geffen does to acheive your goals because you will see exactly all that is required of you to build a record company from nothing to 250 million in revenues in under 10 years..... and ultimatly how to build a net worth that puts you in the top 30 of the Forbes 400 ...... read it and take action and if you create 10% of it you'll be in the top 1% of America. Blake---- bldgassets247@yahoo.com
Good Book, Horrifying Subject .......2004-09-27
I know I'm not being entirely fair, but I couldn't bring myself to rate this book a "5" even though it is thoroughly researched, and the author, Tom King, who died recently, was a very, very good writer. The reason for the "4" rating in two words: David Geffen. Notwithstanding his many contributions to the recording and film industries in particular, and his and phenomenally generous philanthropy, Mr. Geffen is quite simply a completely unappealing person as depicted in this biography and, undoubtedly to many people, in real life as well. However, thanks in large part to the author's talent I still read every word of Mr. Geffen's fascinating climb to the top of the Hollywood -- and financial -- heap. During the past thirty-five years or so (for better, in the case of spearheading the careers of artists such as Joni Mitchell and other singer/songwriters as well as some exceptional motion pictures and his "liberal" politics; and for worse in the cases of some of those heavy-metal noise machines promulgated by Geffen Records and a few pretty awful motion pictures), Mr. Geffen unquestionably has left his mark on history. Unfortunately, he has been absolutely ruthless in doing so. Mr. Geffen comes across in this book as a selfish and greedy creature for whom (literally) billions of dollars still isn't "enough." Maybe the irony of Mr. Geffen's life (so far), and the subliminal message of this book, is that money truly can't buy happiness. I highly recommend this book but with fair warning: Once you get to the end, you'll probably feel like sticking your finger down your throat. I wish Tom King had had time to have channeled his exceptional journalistic and writing talents towards more appealling subjects for other books.
Excellent Book.......2003-06-16
This book is almost impossible to put down. Geffen's life has been truly extraoridinary and it provides an excellent story. Buy this book if you have any interest in the entertainment industry or business in general.
Book Description
Images of Organization shows managers how to break free of management fads by understanding the strengths and weaknesses of management metaphors and applying them to organizational life. Instead of looking for the "best theory" or the "best model", managers learn how to mobilize the insights of all dominant metaphors -- of the machine, the living organism, the learning organization, complexity, chaos, and flux -- as a creative force.
Customer Reviews:
Morgan Images of Organization.......2007-01-04
great metaphors from author to help understand organizational thinking but read slowly if you are a concrete thinker. Easy reading really if you think metaphorically. Had to write a paper on psychic prisons, uncanny how true Morgan's analogy is to real workplace environment. This book was better than our required text. Hated the Organizational Behavior instructor I had but loved the book and the subject matter.
Most valuable read of my MBA.......2003-02-15
Gareth Morgan's book provides an antidote to the finance, marketing and HR texts that are required reading for an MBA student. The clever use of metaphor allows the reader to absorb the huge anount of information contained within the book (check out the bibliography!) - you don't even realise how much you are learning until you start relating concepts to others around you. My fellow students, colleagues and even my parents had to listen ...
I found it a very easy to read book, if you are willing to put aside your existing ideas (psychic prison) about the way the organisation works(?) If you prefer big words, read Morgan and Burrell's Sociological Paradigms and Organisational Analysis - essential reading, but even more brilliant as a companion to Images.
Learn the stuff you are expected to know from your finance, marketing, statistics, strategy and HR texts, but understand the stuff that will change your world from Images of Organisation.
This book can profoundly change your thinking about orgs.......2003-02-14
This is not a "three steps to understanding organizations" type book. The people posting negative reviews for this were looking for something simple and digestable - this book is not that. However, if you take the time, you will find it profoundly alters your thinking about understanding organizations.
This book provides solid theoretical models for understanding what is occuring in organizations. I read this book over 10 years ago and STILL find it the second best and most enlightening thing I have ever read on organizations. This has dramatically aided me in being a very successful business consultant.
The foundation of this book is the notion that you cannot understand complex organizations in any meaningful way through a single perspective. People in the organizations operate on many different perspectives. Each view of the world creates its own understanding of the organizational problems, solutions and daily pattern of interaction. This book provides you the tools for understanding organizations through a number of key perspectives or metaphors, and gives you indications on how to perform a multi-perspective systems analysis.
If you spend the time with this book, you will find yourself able to understand your surroundings FAR better than your peers.
Too esoteric...hard to follow........2003-01-08
I am a graduate student in organizational development. Although this book has some good underlying concepts, I found most of the book hard to follow and not very engaging. It was often difficult to see how many of the concepts actually apply to organizations. There may be good ideas, but they often get lost in the rambling chapters.
Terrific Find.......2001-07-28
I found this book to be insightful and very useful in administrative organization analysis. It was a useful tool in developing a change management program for a public organization.
Average customer rating:
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Developmental Variations in Learning: Applications to Social, Executive Function, Language, and Reading Skills (Lea's Communication Series)
Manufacturer: Lawrence Erlbaum
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ASIN: 0805822291 |
Book Description
Developmental changes in cognitive abilities in childhood have long been of interest to researchers across many fields, including behavioral sciences, communications, education, and medicine. With the publication of research findings showing individual differences in the development of children's learning skills has come the realization that models, methodologies, and analysis approaches that include consideration of individual differences are needed. It has brought an increase in research collaborations among experts in different fields who bring different approaches together in studies of cognitive abilities. This work has yielded a growing body of knowledge about how children with normal abilities and those with developmental disorders learn, gain skills in social competency, develop decision making and planning abilities, and acquire language skills and the skills needed for reading and writing. More recently, researchers have sought to use this body of knowledge as a basis for the early identification of children at risk for cognitive delays and for the development and evaluation of intervention approaches. The chapters in this book review literature in five areas of cognition, and provide theory- and research-based information on the applications of research findings and intervention approaches. Throughout the chapters, information on the interactions of different cognitive abilities and the role of individual differences in development that influences development assessments is included.
Book Description
A New Brand of Expertise uniquely clarifies the dynamics of the red-hot "free agent" workplace and teaches the new skills and employment strategies independent professionals must master to succeed. In today's quick and turbulent markets, companies often need specialized professional talent on an interim basis to solve specific business problems, a major trend creating huge opportunities and an alternative career track for many professionals.
A New Brand of Expertise clarifies for independent professionals why companies need interim talent and how to develop a skill set that matches market needs. Readers will learn effective methods for uniquely marketing and branding themselves in order to develop a sustainable and successful free agent career.
Explains the booming market for "free agent" professional talent
Details effective workplace strategies for both experienced and new independent professionals, such as consultants and laid-off managers
Customer Reviews:
WANTED: RENAISSANCE SOULS!.......2006-03-03
I am so thrilled that someone with Marion McGovern's bird's eye view of both sides of the fence has underscored so positively the free agent's role in the economy of the 21st century. I think she does an excellent job of reminding us that people who move from project to project and company to company can be real assets in today's workplace. This is especially good news for Renaissance Souls: people who prefer variety and combination to concentrating on just one thing. Why? Because, as McGovern shows so well, the life of free agents is very different from that of workers sitting in one cubicle specializing in one thing for most of their working life. Free agents have to know their material, of course, but they also have to enjoy applying what they know to a variety of different situations. In addition, free agents need to be comfortable wearing several different hats. Who is going to spread the word about what they have to offer if they don't? Who is going to be sure that the finances are in order if they don't? Even if they hire accountants and make good use of the virtual free agent supports available on the Internet, they still are the one, and only one, making the final decisions and being sure what needs doing has actually been done. As a coach specializing in life design for people with too many passions to pick just one (read Renaissance Souls,) I have already been recommending Dr. Barbara Reinhold's book, FREE TO SUCCEED: Designing the Life You Want In the New Free Agent Economy and Daniel Pinks FREE AGENT ECONOMY. Now I will add McGovern's new contribution as well.
WANTED: RENAISSANCE SOULS!.......2006-03-03
I am so thrilled that someone with Marion McGovern's bird's eye view of both sides of the fence has underscored so positively the free agent's role in the economy of the 21st century. I think she does an excellent job of reminding us that people who move from project to project and company to company can be real assets in today's workplace. This is especially good news for Renaissance Souls: people who prefer variety and combination to concentrating on just one thing. Why? Because, as McGovern shows so well, the life of free agents is very different from that of workers sitting in one cubicle specializing in one thing for most of their working life. Free agents have to know their material, of course, but they also have to enjoy applying what they know to a variety of different situations. In addition, free agents need to be comfortable wearing several different hats. Who is going to spread the word about what they have to offer if they don't? Who is going to be sure that the finances are in order if they don't? Even if they hire accountants and make good use of the virtual free agent supports available on the Internet, they still are the one, and only one, making the final decisions and being sure what needs doing has actually been done. As a coach specializing in life design for people with too many passions to pick just one (read Renaissance Souls,) I have already been recommending Dr. Barbara Reinhold's book, FREE TO SUCCEED: Designing the Life You Want In the New Free Agent Economy and Daniel Pinks FREE AGENT ECONOMY. Now I will add McGovern's new contribution as well.
Not bad, but there are better books out there.......2001-11-29
While there is good information here I would strongly recommend some other titles. For anyone who is considering a free agent / consulting career, "Free Agent Nation" by Daniel Pink provides a good "big picture" view of what you're in for. And for advice on consulting, books by Alan Weiss are killer stuff. I read "Million Dollar Consulting in the early 90's and thought it was excellent. And I recently purchased "Getting Started in Consulting", which takes the themes from his early books and translates them into a step by step roadmap. Straightforward, succinct, practical insights into how to build a business.
How To, Why To.......2001-05-16
This is a viable resource for networking and marketing oneself as an independent consultant and provides many suggestions as to how to effectively make the transition from full-time employment to independent consulting. Seasoned consultants may benefit as well from the re-affirmation of the non-traditional "career path" independent consulting constitutes.
a "roadmap" for consultants.......2001-04-29
A New Brand of Expertise is definitely an easy read and filled with all sorts of practical tips for both consultants and clients. As a veteran consultant, I found myself in agreement with many of McGovern's comments. When consulting works well, it sures beats "working for a living," as one of the consultants featured in the book mentioned. This book gives the rookie consultant a lot of solid advice on how to get started and be successful. I wish this book existed when I first made the transition to consulting.
Product Description
History: Fiction or Science? is the most explosive tractate on history ever written - however, every theory it contains, no matter how unorthodox, is backed by solid scientific data. The book is well-illustrated, contains over 446 graphs and illustrations, copies of ancient manuscripts, and countless facts attesting to the falsity of the chronology used nowadays, which never cease to amaze the reader. Eminent mathematician proves that: Jesus Christ was born in 1153 and crucified in 1186 The Old Testament refers to mediaeval events. Apocalypse was written after 1486. Does this sound uncanny? This version of events is substantiated by hard facts and logic - validated by new astronomical research and statistical analysis of ancient sources - to a greater extent than everything you may have read and heard about history before. The dominating historical discourse in its current state was essentially crafted in the XVI century from a rather contradictory jumble of sources such as innumerable copies of ancient Latin and Greek manuscripts whose originals had vanished in the Dark Ages and the allegedly irrefutable proof offered by late mediaeval astronomers, resting upon the power of ecclesial authorities. Nearly all of its components are blatantly untrue! For some of us, it shall possibly be quite disturbing to see the magnificent edifice of classical history to turn into an ominous simulacrum brooding over the snake pit of mediaeval politics. Twice so, in fact: the first seeing the legendary millenarian dust on the ancient marble turn into a mere layer of dirt - one that meticulous unprejudiced research can eventually remove. The second, and greater, attack of unease comes with the awareness of just how many areas of human knowledge still trust the three elephants of the consensual chronology to support them. Nothing can remedy that except for an individual chronological revolution happening in the minds of a large enough number of people.
Customer Reviews:
Has history been tampered with?.......2007-10-23
Watch Video Here: http://www.amazon.com/review/RAZQNMXM4M9CL Has history been tampered with? Yes, it has! Did events and eras such as the crucifixion of Jesus Christ, the Roman Empire , the Dark Ages, and the Renaissance, actually occur within a very different chronology from what we've been told? Yes, they certainly did!
The history of humankind is both drastically shorter and dramatically different than generally presumed.
Why is it so? On one hand, it was usual custom to justify the claims to title and land by age and ancestry, and on the other the court historians knew only too well how to please their masters. The so called universal classic world history is a pack of intricate lies for all events prior to the 16th century. World history as we learn it today was entirely fabricated in the 16th-18th centuries. It's likely that nobody told you before, but
there is not a single piece of firm written evidence or artefact that is reliably and independently dated prior to the 11th century.
Naturally, after what you've learned in school and university, you will not easily believe that the classical history of ancient Rome, Greece, Asia, Egypt, China, Japan, India, etc., is manifestly false.
You will point accusing finger to the pyramids in Egypt, to the Coliseum in Rome and Great Wall of China etc., and claim, aren't they really ancient, thousands of years ancient? Well, there is no valid scientific proof that they are older than 1000 years!
The oldest original written document that can be reliably dated belongs to the 11th century!
New research asserts that Homo sapiens invented writing (including hieroglyphics) only 1000 years ago. Once invented, writing skills were immediately and irreversibly put to the use of ruling powers and science.
The consensual chronology we live with was essentially crafted in the 16th century by the Jesuits.
The world history was compiled from contradictory mix of innumerable copies of ancient Latin and Greek manuscripts and other irrefutable proofs delivered by late mediaeval astronomers that were cemented by the authority of writings of the Church Fathers.
Early in life, we learn about ancient history. Children love the magical lessons of history - they are like fairy tales. Teachers recite breathtaking stories; very soon We learn by heart the names and deeds of brave warriors, wise philosophers, fabulous pharaohs, cunning high priests and greedy scribes.
We learn of gigantic pyramids and sinister castles, kings and queens, dukes and barons, powerful heroes and beautiful ladies, emaciated saints and low-life traitors.
Ancient history is based documents, manuscripts, printed books, paintings, monuments and artefacts - called primary sources.
The problem is that neither these ancient documents, nor events described therein can be irrefutably dated, moreover they contradict each other for the most part.
When a school textbook tells us that Genghis Khan in year X or Alexander in year Y, have each conquered half of the world, it means only that it is so said in some of the written sources.
There are no answers to simple questions:
When were these primary sources written?
Where and by whom were these sources found?
It is wrongly presumed that ancient and medieval chronicles, written by Genghis Khan's or Alexander the Great contemporaries and eyewitnesses, are readily available. Actually, only sources written hundreds or even thousands of years after the events are there, compiled mostly in the 16th 18th centuries, or even later.
As a rule, these sources suffered considerable multiple manipulations, falsifications and distortions by editing. At the same time,
innumerable originals of ancient documents under various pretexts were destroyed in Europe under various pretexts.
The names of persons and geographical sites often changed meaning and location during the course of the centuries.
Geographical locations became clearly defined on maps only with the advent of printing.
This made possible the circulation of identical copies of the same map for purposes of the military, navigation, education and governance tasks.
Historians from Oxford say: "hey, everybody knows that Julius Caesar lived in the first century B.C.
`Julius Caesar' statement is only a point of view as
there is simply no irrefutable documentary proof that Julius Caesar or any other great name of antiquity ever existed.
Better than that - extremely rare sources that can be reliably dated back to the 10th-14th centuries A D, do not show the polished picture of classical history.
They show a picture both contradictory and confusing.
All methods of dating of ancient sources and artefacts are erroneous:
Radio-carbon C14 method produces dating with exactitude of plus minus 1500 years, therefore it is too crude for dating of events in historical timeframe!
The Almagest tractate, which lies as corner stone contemporary chronology, compiled in the 2nd century A D by Ptolemy, the founding father of astronomy, contains astronomical data of 9th to 16th century!
The Bronze Age,that has supposedly began 5000 years ago. Bronze is made of 90% copper and 10% tin, but the technology for tin extraction dates back to 14th century A D!.
All eclipses contained in manuscripts, like Thucydides one, relating 'ancient' events have exclusively medieval dating. All horoscopes cut in stone or painted in Egyptian temples, like Dendera have exclusively early medieval dating solutions.
Not quite what you have learned in school? Open your eyes, and, you will find sufficient proof to reach step by step the inevitable conclusion that the classical chronology is false and therefore, that the history of ancient and medieval world universally accepted today, is also false. Have a fresh outlook on everything said or printed about "ancient" and "enigmatic" Roman, Greek and Egyptian, medieval as well as all other "lost and found" civilizations.
Antiquity and Dark Ages are phantoms invented in the 16th 18th and polished in 19th 20thcenturies. Human civilization is in fact barely 1000 years old!
This book will change your perception of History forever!
What if Ancient Rome, Greece and Egypt were invented during Renaissance?
What if The Old Testament was a rendition of events of the Middle Ages?
What if Jesus Christ was born in 1053 and crucified in 1086 AD?
Sounds Unbelievable?
Not after you've read "History: Fiction or Science?" by Anatoly Fomenko, the genius mathematician.
Armed with astronomy and computers Anatoly Fomenko turns History into a rocket science.
Calculations are only as good as your numbers.......2007-08-03
Yes, we can all agree that mainstream history is nearly 100% BS due to politics, economics, ego, problems with dating techniques, and various conspiracies. Agreed. But, I've been researching the distinct possibility that human history (in terms of civilizations) are much more ancient than we've been told, so coming across this book was very interesting to me. I wondered how Fomenko could be wrong (if at all) because he is very persuasive in his presentations. Then it dawned on me. If at previous times in prehistory, due to the various catastrophies that are well documented (comets, asteroids, planetary disruptions, plasma discharge, pole reversals, etc) the Earth was in a different position in relation to the sun, different tilt on its axis, different orbit, different rotation (in terms of velocity and DIRECTION), and the continents were in different positions, then would this not cause the ancients to see the sky (constellations) differently? In other words, is Fomenko making erronious assumptions about the physics of the Earth in pre-history, which then corrupt his data with regards to dating the relevant astrology? The last event to seriously disrupt our planet occured roughly 3500 years ago, according to other good researchers, so is it possible Fomenko has been confused by this? The vastly different physics of our planet in the not so distant past may explain this confusion, which is not to say the "mainstream" version of history is correct; on the contrary. I am not an expert in these fields, but wanted to see if this idea could spark discussion.
Pants on fire?.......2007-07-19
Will people ever read before spamming? Yes, Jesuits could not rewrite world history alone, they had help. Anyway, Dr Prof Acad A.Fomenko does not point to jesuits as the driving force of world wide history manipulation in published volumes 1,2,3;, actually he barely mentions the poor devils. Check it with 'Search inside' feature, please. China is rarely mentioned either, in fact, Dr Fomenko is completely eurocentric. Right, his theory contradicts all mainstream schools of history, because in their actual state they are all built on blatantly erroneus chronology. You don't need a mysterious cabal (conspiracy) to falsify history, the falsification is its modus operandi. It is inherent to history(ians) to falsify (distort) events, as it is inherent to humans to boast as it is inherent to power (authority) to legimize itself by referrring to glorious past made to its own order. Dr Prof Fomenko and team have identified scores of instances of such manipulation in Russian, European, etc.. history, and delivered valid statistical proof thereof. His own 'reconstruction' is completely another story. Forget c14 as a valid method of dating. W.Libby has initially discovered a brilliant method of INDEPENDENT dating. Too bad, c14 method has become a joke after a forced marrige with dendrochronology with consensual chronological scale inbuilt. Radiocarbon method can't stand blind tests, but is so very productive as a rubberstamp.
Accepted History & Chronology Must Be Changed. .......2007-04-09
There is no doubt that history as most know it is a sham, & institution's version of History both University & Church is fradulent & inaccurate. Everything was established with an agenda, The real "Dark Ages" are now when we have access to incredible amounts of information past authorities & more important 'common folk' didn't have but our institutions & educators are slow to evolve because of what has ignorantly & arrogantly been taught for too long. This is on many subjects not just Chronology.
For anyone to question "Why would a Mathematician have anything credible to say of History?" The answer is from Dr. Fomenko's preface in the book: "It would be worthwhile to remind the reader that in the XVI-XVII century Chronology was considered to be a subdivision of Mathematics." These volumes could possibly be some of the most important works to date & should be read by everyone with an interest in History, especially professors & educators who have a duty to the public. I have read both books & must say that 'Chronology 1' has some very eye opening & revolutionary information. Even if these volumes are part true the implications are profound & opens the doors to further investigations & questions which must be done. I speak several different lanquages & must say the logic Dr. Fomenko uses with "inflection" of words & words being read from left to right in one region & right to left in another then written backwards, the removal of vowels & get down to basics of words, or different cities & locations having the same name etc. is correct. Vowel usage has always been optional & varied, actually complicating linquistics & study. The first thing one has to understand is that words never had a fixed spelling in history like we do now, the spelling of words was mutable & regional, as well as names & titles of people were vast, varied & changed, NOTHING WAS FIXED or understood linear. Matters of Life & Death as well as financial profiteering yesterday & today were & are made with ignorant, illogical & conspiratorial views of history & reality, it's time people get closer to the Truth & society collectively grow up.
Very Interesting.......2007-03-07
It is a good proposal and I believe it will mature into something even better in the future. I think it deserves to be read.
Book Description
Access the latest research in presidential politics without shying away from controversial topics in READINGS IN PRESIDENTIAL POLITICS. This anthology includes 13 selections written by top scholars in the field of Presidential Politics and Policy, including George Edwards, Barbara Sinclair, James Pfiffner, Gary Jacobsen, Steve Wayne, and Louis Fisher.
Book Description
Based on a groundbreaking five–year study, analysing data on 200 management practices gathered over a 10–year period, What Really Works reveals the effectiveness of practices that really matter – the ones that, if followed rigorously, ensure sustained business success.
With hundreds of well–known management practices and prescriptions promoted by consultants and available to business, which are really effective and contribute to the growth and continued success of a company? Which do little or nothing?
Based on the 'Evergreen Project', a massive, five–year study involving the business school faculties of 10 universities, the authors set out to find the management practices that truly promote long–term growth and success. Their findings will revolutionise the art and practice of business management.
The book shows that there are essentially six management practices that all successful companies must master simultaneously. They range from focusing on a strategy of growth to maintaining the depth and quality of human talent in the organisation.
Download Description
This is an enhanced edition of HBR article R0307C, originally published in July 2003. HBR OnPoint articles include the full-text HBR article, plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. When it comes to improving business performance, managers have no shortage of tools and techniques from which to choose. But what really works? What's critical, and what's optional? Two business professors and a former McKinsey consultant set out to answer those questions. In a groundbreaking, five-year study that involved more than 50 academics and consultants, the authors analyzed 200 management techniques employed by 160 companies over 10 years. Their findings at a high level? Business basics really matter. In this article, the authors outline the management practices that are imperative for sustained superior financial performance--their "4+2 formula" for business success. They provide examples of companies that achieved varying degrees of success depending on whether they applied the formula, and they suggest ways that other companies can achieve excellence. Without exception, the companies that outperformed their industry peers excelled in what the authors call the four primary management practices: strategy, execution, culture, and structure. And they supplemented their great skill in those areas with a mastery of any two of four secondary management practices: talent, leadership, innovation, and mergers and partnerships. A company that consistently follows this 4+2 formula has a better than 90% chance of sustaining superior performance, according to the authors.
Customer Reviews:
A useful 4 + 2 formula for business success.......2005-07-05
Nitin Nohria is Professor of Business Administration at Harvard Business School, William Joyce is Professor of Strategy and Organizational Theory at Dartmouth's College Tuck School of Business, and Bruce Roberson is Vice-President of Marketing and Sales at Safety-Kleen in Texas and was a Partner at McKinsey & Co. This article was published in the July 2003-issue of Harvard Business Review.
In order to answer the question "What really works?" the authors decide to undertake a research effort, which they term the Evergreen Project. The Evergreen Project is a careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996). Although the research method is discussed in detail this article primarily discusses the findings from this project. "Our findings took us quite by surprise." The authors found that "winners" outperform excel at the four primary management practices: 1. Strategy: devise and maintain a clearly stated, focused strategy. 2. Execution: develop and maintain flawless operational execution. 3. Culture: develop and maintain a performance-oriented culture. 4. Structure: build and maintain a fast, flexible, flat organization. In addition, "winners" also master two of the four secondary management practices: (i) Talent: hold on to talented employees and find more. (ii) Innovation: make industry-transforming innovations. (iii) Leadership: find leaders who are committed to the business and its people. (iv) Mergers and acquisitions: seek growth through mergers and partnerships. "We call the winning combination the 4 +2 formula for business success." The authors point out that companies which consistently follow this formula have a 90% chance of sustaining superior business performance. Both the 4 primary and 4 secondary practices are discussed in detail. There is also a useful sidebar which explains how you can make the 4 + 2 formula work for your organization. "... we've developed a list of behaviors that support excellence in each practice." I believe that this sidebar is very useful as a checklist to remind from time to time what really works.
Yes, I do like this article. It introduces a `4 + 2 formula for business success' which highlights 4 fundamentals of business and 4 supplementary practices to the fundamentals. The formula, which is based on extensive research, is simple and easy to understand. I do believe that the "Making 4 +2 Work for You" sidebar is extremely useful and can be used as a checklist for senior management. I believe that this article, which was later followed by a book, is a useful addition to other research into high-performance organizations such as Tom Peters & Robert Waterman (In Search of Excellence, 1982), Jim Collins & Jerry Porras (Built to Last, 1994), Jim Collins (Good to Great, 2001). Recommended to all people interested in management and successful organizations.
Mixed feelings.......2004-10-10
This book does a decent job fulfilling its mission, to reveal "What Really Works." And, from my experience, the authors are right on. Winning companies all have many things in common. Mostly, this is what Collins and Porras call "clock building" in "Built to Last:" designing an organizational architecture that grows, and maintains its integral core despite the changes in internal people and external strategies. "What Really Works" talks you through some of the steps necessary to make that clock. First, listen to what the customer wants. Then make filling that need your strategic focus. Make that value offering clear. Ensure that your controls and systems are top notch, so that employees can execute the strategy. Align the culture and organizational structure so performance is rewarded, again supporting the strategy. Once these major criteria are fulfilled, you can begin to think about secondary practices, namely developing people and leaders, keeping talent and innovating.
I am truly split on this Joyce and Nohria's work. It is well written and easy to read. I also like the companies presented in case studies. These weren't your typical 3M/GM/IBM/Dell case studies, but Nordstrom, Nike, and the Limited. Sort of warms my heart not to have to read the history behind Post-It-Notes for the 5000th time. But, I also have some serious issues with the book.
A former science geek in my undergrad years, I love precision. I like the thoroughness that the authors IMPLY went into the Evergreen Project. I say IMPLY, because, unlike Collins and Porras in "Built to Last," the authors do not tell us anything about their research methods. They also claim to have combed the literature and statistically eliminated all but eight of 200+ popular management practices. What were those 200+ practices? How did the Evergreen team research companies for the presence or absence of said practices? An appendix of research practices and results would be nice.
Weaknesses aside, I recommend this book on two counts. First of all, because I truly get the impression that there is some serious research behind the premises. And, if you accept the premises, the "Further Reading" section, grouped by books relating to each of the core practices, is worth the price of the book.
Great Book.......2004-01-22
This book was well written and covered everything necassary to support it's purpose. Some of these people who wrote these bad reviews don't have a clue about bussiness success and bussiness leadership. I am glad I didn't pay attention to these idiots. Definitely read this book!
extremely disappointing.......2003-11-17
I enjoy reading business books - but this one was a waste of time and money, and a major disappointment (as a joint project between a former partner at McKinsey and 2 professors from Harvard and Dartmouth, one would expect a book worth reading!).
Aside from identifying the 4+2 factors that came out of the authors' research (you can read what those are in comments from other readers, and save yourself time and expense), the book sticks to platitudes and gives very little real insight. Does not hold a candle to such books as "from good to great" or "execution".
5 top insights of What Really Works.......2003-10-03
1. "Devise and maintain a clearly stated, focused strategy":
This is the first of four essential management practices the authors found were essential for success; firms must do all four of these, plus any two of four secondary practices (which are listed under item number five below.) What is most important, say the authors, is that you develop and communicate a strategy so that it is widely understood throughout your firm.
2. "Develop and maintain flawless operational execution":
The second practice involves consistently meeting customer expectations, while continually making your operations more efficient.
3. "Develop and maintain a performance-oriented culture":
The trick is to get employees to embrace a high performance culture. The challenge is being willing to get rid of underperformers, because such people "are quite likely to corrode your culture and weaken the performance of people around them."
4. "Build and maintain a fast, flexible, flat organization":
There is no single winning organizational structure. What really matters is whether the structure you use simplfies work and reduces bureaucracy.
5. Pick any two of these secondary management practices:
The authors say it doesn't matter which two of these four practices you pick, just that you pick two and master them: "hold on to talented employees and find more," or "keep leaders and directors committed to the business," or "make innovations that are industry transforming," or "make growth happen with mergers and partnerships."
Amazon.com
According to consultant and trainer Chip R. Bell, mentoring is a highly synergistic, two-way performance that, when properly engaged, takes on the synchronized qualities of a well-executed dance. In Managers As Mentors: Building Partnerships for Learning, he explains what mentoring is (and is not) and provides a way for readers to assess their own attributes for the practice. Subsequent information--designed to be personalized and read in any order--deals with such specifics as giving advice properly, gaining protege acceptance, lessening the fear factor, and finding time to commit to the process.
Book Description
Managers As Mentors is a rapid-fire read and a provocative guide to helping associates grow and adapt in today's tumultuous organizations. Chip Bell persuasively shows that today, mentoring means valuing creativity over control, fostering growth by facilitating learning, and helping others get smart, not just get ahead. This hands-on guide takes the mystery out of effective mentoring, teaching leaders to be the kind of confident coaches integral to learning organizations.
Managers As Mentors is about power-free facilitation of learning, about teaching through consultation and affection rather than constriction and assessment. It describes learning as an expansive, unfolding process rather than an evaluative, narrowing effort. Most importantly, it is a work book filled with ideas, suggestions, how-tos, and resources. It has been created to serve as a tool for one component of the leader's responsibility-helping another learn and grow.
This book is crafted around a view of boss as partner-specifically, leader as fellow learner, facilitator, and catalyst. Because the lion's share of a leader's time is spent one-on-one, Managers As Mentors focuses on interpersonal encounters, providing techniques for leaders to circumvent the barriers of rank and enter into learning relationships, more like older siblings than wise parents.
Practical and upbeat, chapters detail mentoring in action, from kindling kinship, giving advice, and dynamic listening, to performance coaching and counseling, handling difficult conversations, and new approaches to team meeting management and making presentations. The book also includes a self-assesment instrument, the "Mentor Scale," to help readers determine their strong-points and potential blind-spots for becoming effective mentors.
Customer Reviews:
Has applicability beyond traditional mentoring........2005-02-08
While this book is targeted primarily toward mentor - protoge relationships (which it addresses well), it has much broader applicability. Many of the ideas discussed can be used in both sales and consulting situations. In fact, it provides guidance in how to approach any relationship where learning, growth, reciprocity, and mutual respect are important. A practical and good read!
A great introduction for managers and mentors.......2002-10-12
The author of Managers as Mentors intorduces how relationships between two people can be a learning and growth experience in any environment. The topic of mentoring is a huge issue in the business environment and I have found that this book offers basic keys of advise to the executives of large organizations. Bell shares practical experiences and guidance in short easy to read chapters, while getting away from the typical referance book material.
Self-assesments, tools, and communication tatics are just a few of the practical ways that are offered in this book. Often times I found that Mr. Bell cites other authors and practices. I believe that these methods are a wonderful way to bring multiple factors to a single situation and base those experiences on resolving the matter at hand.
I recommend this guide to anyone that wishes to begin a healthy relationship of mentoring. It really brings the basics to focus and prepares you for further knowledge in this field.
Mentoring for Mentors.......2002-03-06
Chip Bell has the magic touch when advising managers. In his 2nd edition, he has provided helpful self-assessments that point the manager/mentor toward development needs for the purpose of being the best that you can be as mentor. He paints a verbal landscape that includes insightful adages from Socrates to the Little Prince. The short chapters and direct, pithy style make for quick reading episodes over time--minimum effort with maximum gain. And, last but certainly not least, his quotable language will give you turns of phrase to use in your own communications and presentations. Yet another star in Chip's gallery!
Solid, solid, solid. Absolute must read........2002-01-18
Mentoring is such a "hot" topic these days, I was concerned that this was going to be another one of those fluffy books that don't give you specific actions. How wrong I was! Each page is jammed full of pratical how-to's supported by both the concept behind the how-to and examples of it at work.
Mentoring is a popular topic because it's so valuable in today's organization and this book is an absolute must read for anyone in a leadership position. Within days of putting what I learned to work, my team started responding. I also found that the techniques work well in my volunteer work with the local humane society.
Buy this book today and read it right away.
Mentoring is the secret to effective leadership........2002-01-04
In my leadership development work with top executives around the world, I have found one thing that separates the "best of the best" from others is their dedication to growing a new generation of leaders. I have long recommended Managers as Mentors as the guide book for leaders who wish to leave a real lasting legacy, and the 2nd edition offers even more than did the first. I particularly like the new chapters that address mentoring from the perspective of the protege' because they help ensure that the relationship formed is a true partnership. While the final chapter - Arduous Alliances - begins to address the difficult task of maintaining a mentoring relationship in today's fast-paced business environment, I left hungry for more help in this area. Overall, though, Chip has another winner here and I will make the 2nd edition a "must read" for my "best of the best" leader clients.
Book Description
This digital document is an article from Foundations and Trends in Finance, published by Thomson Gale on September 1, 2005. The length of the article is 1098 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: 12020300 Executive compensation.(5: Citations)(Recommended readings)
Author: Terence Lim
Publication:
Foundations and Trends in Finance (Magazine/Journal)
Date: September 1, 2005
Publisher: Thomson Gale
Volume: 1
Issue: 5-6
Page: 508
Article Type: Recommended readings
Distributed by Thomson Gale
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