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Medical-eBooks
Product Details Book Publisher: Vintage (29 March, 1994) ISBN: 0679753346 Book author: Michel Foucault Amazon Rating: 5.0 Book Description: In the eighteenth century, medicine underwent a mutation. For the first time, medical knowledge took on a precision that had formerly belonged only to mathematics. The body became something that could be mapped. Disease became subject to new rules of
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Beating Diabetes - The First Program Clinically Proven:
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What does it take to turn ideas into action? What are the elements of a perfect pitch? How do you win the war for talent? How do you establish a brand without bucks? These are some of the issues everyone faces when starting or revitalizing any undertaking, and Guy Kawasaki, former marketing maven of Apple Computer, provides the answers.
The Art of the Start will give you the essential steps to launch great products, services, and companies-whether you are dreaming of starting the next Microsoft or a not-for-profit that's going to change the world. It also shows managers how to unleash entrepreneurial thinking at established companies, helping them foster the pluck and creativity that their businesses need to stay ahead of the pack. Kawasaki provides readers with GIST-Great Ideas for Starting Things-including his field-tested insider's techniques for bootstrapping, branding, networking, recruiting, pitching, rainmaking, and, most important in this fickle consumer climate, building buzz.
At Apple, Kawasaki helped turn ordinary customers into fanatics. As founder and CEO of Garage Technology Ventures, he has tested his iconoclastic ideas on real- world start- ups. And as an irrepressible columnist for Forbes, he has honed his best thinking about The Art of the Start.
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Beyond the Barriers: The Book of Worlds (Mage: The Ascension)
This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way." Watkins's penchant for cut-and-dried schematizations sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices (novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensions" gets boiled down to a three-ring Venn diagram). But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep their wits about them.
J.R. Dobbs, The SubGenius Foundation, Rev. Ivan Stang “The Book of the SubGenius : The Sacred Teachings of J.R. 'Bob' Dobbs"
Fireside | 1987-05-15 | ISBN:0671638106 | PDF | 192 pages | 18 Mb
The Story of the Mongols Whom We Call the Tartars
Branden Books | ISBN:0828320179 | 1996 | PDF | 70 [double pages] | 6.45 MB
Thirteen century Europeans knew all too well the ravages left behind by Attila the Hun. This new scourge by the Mongols, who had already laid to waste a great part of Central Europe, were again knocking at the doors of mainland Italy. Except for their complete ruthlessness, little else was known about them. The Pope, whose predecessor had received credit for having saved Europe from Attila, was
faced with a similar dilemma. But, how could he fight against an enemy about whom he and the Europeans had little if any updated information? Thus, the mission to the Tartars, and Carpini's first account available to Europe. And, now, for the first time, translated and published in English.
The Skeptic's Guide to the Paranormal
Thunder's Mouth Press | ISBN 1560257113 | 2005 | PDF | 270 p. | 1.7MB
| “ | Can a human being really spontaneously burst into flames? Just how deadly is the Bermuda Triangle? And what’s the real story behind all those alien abductions? The answers to these and many other questions lie within the covers of The Skeptic’s Guide to the Paranormal. Guaranteed to liven up any dinner party, this delightful, highly readable book offers color photographs and scientific case-by-case explanations for twenty-seven phenomena that appear to defy known science, including ghosts and poltergeists, the predictions of Nostradamus, and yogic levitation, among many others. Speaking directly to the reader, and always with respect for those who believe, Kelly gives us a bite-size, nonacademic approach to debunking hugely popular superstitions and mysteries. Did you know that you, too, can bend spoons and read minds? This book will show you how. | ” |
This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way." Watkins's penchant for cut-and-dried schematizations sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices (novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensions" gets boiled down to a three-ring Venn diagram). But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep their wits about them.
This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way." Watkins's penchant for cut-and-dried schematizations sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices (novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensions" gets boiled down to a three-ring Venn diagram). But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep their wits about them.
