McCloskey's classic work on the Supreme Court's role in constructing the U.S. Constitution has introduced generations of students to the workings of our nation's highest court. In this fourth edition, Sanford Levinson extends McCloskey's magisterial treatment to address the Court's most recent decisions, including its controversial ruling in Bush v. Gore and its expansion of sexual privacy in Lawrence v. Texas. The book's chronology of important Supreme Court decisions and itsannotated bibliographical essay have also been updated.As in previous editions, McCloskey's original text remains unchanged. He argues that the Court's strength has always been its sensitivity to the changing political scene, as well as its reluctance to stray too far from the main currents of public sentiment. Levinson's two new chapters show how McCloskey's approach continues to illuminate recent developments, such as the Court's seeming return to its pre-1937 role as "umpire" of the federal system. It is in Bush v. Gore, however, where the implications of McCloskey's interpretation stand out most clearly.The best and most concise account of the Supreme Court and its place in American politics, McCloskey's wonderfully readable book is an essential guide to its past, present, and future prospects of this institution.

    This book walks managers through every step of project oversight from start to finish. Thanks to the book's comprehensive information on everything from planning and budgeting to team building and after-project reviews, managers will master the discipline and skills they need to achieve stellar results without wasting time and money.

    What makes an operating system modern? According to author Andrew Tanenbaum, it is the awareness of high-demand computer applications--primarily in the areas of multimedia, parallel and distributed computing, and security. The development of faster and more advanced hardware has driven progress in software, including enhancements to the operating system. It is one thing to run an old operating system on current hardware, and another to effectively leverage current hardware to best serve modern software applications. If you don't believe it, install Windows 3.0 on a modern PC and try surfing the Internet or burning a CD. Readers familiar with Tanenbaum's previous text, Operating Systems, know the author is a great proponent of simple design and hands-on experimentation. His earlier book came bundled with the source code for an operating system called Minux, a simple variant of Unix and the platform used by Linus Torvalds to develop Linux. Although this book does not come with any source code, he illustrates many of his points with code fragments (C, usually with Unix system calls). The first half of Modern Operating Systems focuses on traditional operating systems concepts: processes, deadlocks, memory management, I/O, and file systems. There is nothing groundbreaking in these early chapters, but all topics are well covered, each including sections on current research and a set of student problems. It is enlightening to read Tanenbaum's explanations of the design decisions made by past operating systems gurus, including his view that additional research on the problem of deadlocks is impractical except for "keeping otherwise unemployed graph theorists off the streets." It is the second half of the book that differentiates itself from older operating systems texts. Here, each chapter describes an element of what constitutes a modern operating system--awareness of multimedia applications, multiple processors, computer networks, and a high level of security. The chapter on multimedia functionality focuses on such features as handling massive files and providing video-on-demand. Included in the discussion on multiprocessor platforms are clustered computers and distributed computing. Finally, the importance of security is discussed--a lively enumeration of the scores of ways operating systems can be vulnerable to attack, from password security to computer viruses and Internet worms. Included at the end of the book are case studies of two popular operating systems: Unix/Linux and Windows 2000. There is a bias toward the Unix/Linux approach, not surprising given the author's experience and academic bent, but this bias does not detract from Tanenbaum's analysis. Both operating systems are dissected, describing how each implements processes, file systems, memory management, and other operating system fundamentals. Tanenbaum's mantra is simple, accessible operating system design. Given that modern operating systems have extensive features, he is forced to reconcile physical size with simplicity. Toward this end, he makes frequent references to the Frederick Brooks classic The Mythical Man-Month for wisdom on managing large, complex software development projects. He finds both Windows 2000 and Unix/Linux guilty of being too complicated--with a particular skewering of Windows 2000 and its "mammoth Win32 API." A primary culprit is the attempt to make operating systems more "user-friendly," which Tanenbaum views as an excuse for bloated code. The solution is to have smart people, the smallest possible team, and well-defined interactions between various operating systems components. Future operating system design will benefit if the advice in this book is taken to heart. --Pete Ostenson

    Baye is known for its real-world examples, frontier research, inclusion of modern topics not found in other managerial books, as well as balanced coverage of traditional and modern microeconomic tools. The Seventh Edition retains all of the key signature features of previous editions and incorporates new features to enhance students' learning experiences and make it easier to teach from the book. These include updated headlines, new and updated inside business applications, and new end-of-chapter material.

    The assumptions built into business today are not accurate."-Peter DruckerFor sixteen months before his death, Elizabeth Haas Edersheim was given unprecedented access to Peter Drucker, widely regarded as the father of modern management. At Drucker's request, Edersheim, a respected management thinker in her own right, spoke with him about the development of modern business throughout his life-and how it continues to grow and change at an ever-increasing rate.The Definitive Drucker captures his visionary management concepts, applies them to the key business risks and opportunities of the coming decades, and imparts Drucker's views on current business practices, economic changes, and trends-many of which he first predicted decades ago. It also sheds light onto issues such as why so many leaders fail, the fragility of our economic systems, and the new role of the CEO. Drucker's insights are divided into five main themes that the modern organization needs to, as Drucker would say, "create tomorrow" byConnecting with customersInnovating without abandoning what worksDeveloping lasting partnershipsCreating and retaining knowledge workersEstablishing disciplined decision makingDrucker's penetrating questions, posed to those seeking his advice, helped business, corporate, and political leaders throughout the 20th century to see their work in a new perspective, and create phenomenal innovation. Edersheim's extensive interviews with some of these luminaries, including Warren Bennis, Ram Charan, Bill Gates, George Gallup, Jr. and A.G. Lafley offer compelling commentary on Drucker's vast influence.Delivering keen analysis and revealing insights into business, The Definitive Drucker is a celebration of this extraordinary man and his life's work, as well as a unique opportunity to learn from Drucker's final business lessons how to strategize, compete, and triumph in any market.

    Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today's leaders enhance organizational effectiveness. This new edition: Features the Strategy Change Cycle--a proven planning process used by a large number of organizations Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization Contains a wealth of updated examples and cases

    New material in the third edition includes: - A new chapter--complete with colorful examples from Lloyds of London and Sumitomo Metals--on how risky behavior can lead to disaster in private markets.- An evaluation of the Federal Reserves role in reining in economic growth to prevent inflation, and the debate over whether its growth targets are too low.- A look at the collapse of the Mexican peso and the burst of Japans bubble economy.- A revised discussion of the federal budget deficit, including the growing concern that Social Security and Medicare payments to retiring baby boomers will threaten the solvency of the government. Finally, in the updated concluding section, the author provides three possible scenarios for the American economy over the next decade. He warns that we live in an age of diminished expectations, in which the voting public is willing to settle for policy drift--but with the first of the baby boomers turning 65 in 2011, the U.S. economy will not be able to drift indefinitely.

    Students will receive a grounding in areas that vary from treatment to organizational and community settings. This edition also includes of new case studies, practice examples and guiding principles.

    

    By presenting basic concepts of economic theory with ideas in modern strategy literature, the book provides an economic lens for viewing the broad sweep of the strategic activities of the firm. The book begins by focusing on the boundaries of the firm and examines competitive strategy from the perspective of industrial organization (IO) economics, particularly Porter's Five Forces. It then explores strategic positioning and dynamics as well as topics associated with internal organization, including personnel economics, organization structure, and strategic fit. Features of the Fourth Edition * Chapters on human resources management, entry, positioning, dynamics, technological change, and organizational structure are substantially revised. * An updated chapter on business history covers the recent dot-com bubble. * Presents economic principles without overemphasizing the math. * Rigorous treatment of organizational topics such as structure and culture enables you to experience the full scope of strategic thinking. * The authors use Porter's Five Forces as a tool for organizing industry analysis, building on the coverage of industrial organization and game theory. The text also considers the Value Net, another tool for organizing industry analysis. * Includes coverage of make or buy decisions (Chapters 2-4) and benefit and cost advantage and sustaining advantage (Chapters 11-13). * Fascinating examples, including many new to this edition, bring the economic models to life. Many of the examples involve businesses outside of the United States.

    Each essay distills complex concepts and challenges into practical nuggets of useful advice, and the new edition now adds more value for leaders and managers of projects everywhere. Based on his nine years of experience as a program manager for Internet Explorer, and lead program manager for Windows and MSN, Berkun explains to technical and non-technical readers alike what it takes to get through a large software or web development project. Making Things Happen doesn't cite specific methods, but focuses on philosophy and strategy. Unlike other project management books, Berkun offers personal essays in a comfortable style and easy tone that emulate the relationship of a wise project manager who gives good, entertaining and passionate advice to those who ask. Topics in this new edition include:How to make things happenMaking good decisionsSpecifications and requirementsIdeas and what to do with themHow not to annoy peopleLeadership and trustThe truth about making datesWhat to do when things go wrongComplete with a new forward from the author and a discussion guide for forming reading groups/teams, Making Things Happen offers in-depth exercises to help you apply lessons from the book to your job. It is inspiring, funny, honest, and compelling, and definitely the one book that you and your team need to have within arm's reach throughout the life of your project. Coming from the rare perspective of someone who fought difficult battles on Microsoft's biggest projects and taught project design and management for MSTE, Microsoft's internal best practices group, this is valuable advice indeed. It will serve you well with your current work, and on future projects to come.

    It is a must-read for everyone who wants to stay on top in today's ultra-competitive business world.Raving Fans taught managers how to turn customers into full-fledged fans. Now, Gung Ho! brings the same magic to employees. Through the inspirational story of business leaders Peggy Sinclair and Andy Longclaw, Blanchard and Bowles reveal the secret of Gung Ho--a revolutionary technique to boost enthusiasm and performance and usher in astonishing results for any organization. The three principles of Gung Ho are:The Spirit of the SquirrelThe Way of the BeaverThe Gift of the GooseThese three cornerstones of Gung Ho are surprisingly simple and yet amazingly powerful. Whether your organization consists of one or is listed in the Fortune 500, this book ensures Gung Ho employees committed to success.Gung Ho! also includes a clear game plan with a step-by-step outline for instituting these groundbreaking ideas. Destined to become a classic, Gung Ho! is a rare and wonderful business book that is packed with invaluable information as well as a compelling, page-turning story.Management legend Ken Blanchard and master entrepreneur Sheldon Bowles are back with Gung Ho!, revealing a surefire way to boost employee enthusiasm, productivity, and performance and usher in astonishing results for any organization.Raving Fans brilliantly schooled managers on how to turn customers into raving fans. Gung Ho! now brings the same magic to employees. Here is the story of how two managers saved a failing company and turned in record profits with record productivity. The three core ideas of Gung Ho! are surprisingly simple: worthwhile work guided by goals and values; putting workers in control of their production; and cheering one another on. Their principles are so powerful that business leaders, reviewing the manuscript for Ken and Sheldon, have written to say, "Sorry. Ignored instructions. Have photocopied for everyone. I promise to buy books, but can't wait. We need now!" Like Raving Fans, Gung Ho! delivers.

    David Jobber’s clear writing style, engaging examples and comprehensive coverage of all the essential concepts combine to make this book a trusted and stimulating choice to support your course.This sixth edition is fully updated to offer a contemporary perspective on marketing, with the latest digital developments and ethical accountability emphasised throughout. You’ll find this book packed with examples of marketing practice in well-known companies, brought to life through real print, video and online advertising examples.

    Now in Get The Job You Really Want James brings his experience to bear to help everyone from recent graduates to CEOs in their hunt for their dream job, from identifying the opportunity to making yourself stand out at interview and finally closing the deal on the job offer, Since publishing the first edition James has been inundated with testimonials from real readers who have used the tricks and tools in this definitive guide to jobhunting to finally land the job that they really wanted.

    a painful, contagious, socially transmitted condition of overload, debt, anxiety, and waste resulting from the dogged pursuit of more.We tried to warn you! The 2008 economic collapse proved how resilient and dangerous affluenza can be. Now in its third edition, this book can safely be called prophetic in showing how problems ranging from loneliness, endless working hours, and family conflict to rising debt, environmental pollution, and rampant commercialism are all symptoms of this global plague.The new edition traces the role overconsumption played in the Great Recession, discusses new ways to measure social health and success (such as the Gross Domestic Happiness index), and offers policy recommendations to make our society more simplicity-friendly. The underlying message isn't to stop buying--it's to remember, always, that the best things in life aren't things.