Created through a "student-tested, faculty-approved" review process with students and faculty, MKTG5 is an engaging and accessible solution to accommodate the diverse lifestyles of today's learners.

    Read this sensational and controversial account of the often dazzling business of derivatives trading, and see if you agree.No money is ever really made in financial markets. Markets merely transfer wealth. As to how to make money? Well, it is basically theft, misrepresentation, lies, cheating, deception or force. It is impossible to make the staggering amounts made in derivatives in good years honestly.Traders, Guns & Money is a wry and wickedly comic exposé of the culture, games, and pure deceptions played out every day in trading rooms around the world, usually with other people's money. Whether you move in the financial world yourself, know people who do, or have money invested in stocks, shares or derivatives, this is a fascinating read guaranteed to make you think.

    He had gambled and won, but his volatility and reluctance to pay his debts were making him enemies. He lived the high life as only a young man would, buying luxury homes, private jets, sports cars and football teams, and splurging massively to build a horseracing empire.But Tinkler’s dreams had extended beyond even his resources, and his business model worked only in a rising market. When coal prices slumped in 2012, Tinkler had no cash flow to service his massive borrowings and no allies to help him recover. Within months he was trying desperately to stave off his creditors, large and small, and fighting to save his businesses and his fortune.In this impressive biography, leading business writer Paddy Manning tells the story of Tinkler’s meteoric rise to wealth, and captures the drama of his equally rapid downfall.‘Some might see it as a handbook on how to go from broke to billionaire in a matter of years … Others might see it as a morality tale about the canker at the heart of the consumerist, aspirational politics peddled by our leaders for the past few decades.’ —Sydney Morning Herald‘Paddy Manning’s Boganaire: The Rise and Fall of Nathan Tinkler is a rollicking tale, which works on our sense of schadenfreude.’ —Chloe Hooper, the Monthly‘Boganaire is much more than a book for readers of business literature. It provides an insight into a bigger and more important subject than Nathan Tinkler: it shows how the easy prosperity from resource riches might be changing our culture and values for the worse.’ — the Australian‘The richly detailed book lays Tinkler’s life bare, from his early days working in Newcastle’s coal mines through to his triumphant deals with Macarthur Coal and Whitehaven, and his spectacular fall from grace.’ —BRWPaddy Manning is one of Australia’s most respected journalists, with fifteen years’ experience including a decade on the business desks of the Sydney Morning Herald, the Australian Financial Review and the Australian – a period in which he was highly commended in the business category of the Walkley Awards and was a three-time category winner in the prestigious Citigroup Journalism Awards for Excellence. His first book, What the Frack: everything you need to know about coal seam gas, was published in 2012.

    It captures their key beliefs, explores their backgrounds, assesses their thinking and evaluates their legacy. It explains the schools of thought named after them and clearly shows how they influence our everyday lives.

    Part 1 is about the purpose and importance of having principles in general, having nothing to do with mine. Part 2 explains my most fundamental life principles that apply to everything I do. Part 3, explains my management principles as they are being lived out at Bridgewater. Since my management principles are simply my most fundamental life principles applied to management, reading Part 2 will help you to better understand Part 3, but it’s not required—you can go directly to Part 3 to see what my management principles are and how Bridgewater has been run. One day I’d like to write a Part 4 on my investment principles. If you are looking to get the most bang for your buck (i.e., understanding for the effort), I suggest that you read Parts 1 and 2, and the beginning of Part 3 (through the Summary and Table of Principles) which will give you nearly the whole picture. It’s only about 55 pages of a normal size book. Above all else, I want you to think for yourself—to decide 1) what you want, 2) what is true and 3) what to do about it. I want you to do that in a clear-headed thoughtful way, so that you get what you want. I wrote this book to help you do that. I am going to ask only two things of you—1) that you be open-minded and 2) that you honestly answer some questions about what you want, what is true and what you want to do about it. If you do these things, I believe that you will get a lot out of this book. If you can’t do these things, you should reflect on why that is, because you probably have discovered one of your greatest impediments to getting what you want out of life.

    He reveals how Salesforce’s core values—trust, customer success, innovation, and equality—and commitment to giving back have become the company’s greatest competitive advantage and the most powerful engine of its success. Because no matter what business you’re in, Benioff says, values are the bedrock of a resilient company culture that inspires all employees, at every level, to do the best work of their lives. Along the way, he shares insights and best practices for anyone who wants to adapt the company culture to thrive in the face of the inevitable disruption ahead.None of us in the business world can afford to sit on the sidelines and ignore what’s going on outside the walls of our workplaces. In the future, profits and progress will no longer be sustainable unless they serve the greater good. Whether you run a company, lead a small team, or have just draped an ID badge around your neck for the first time, Trailblazer reveals how anyone can become an agent of change.Advance praise for Trailblazer“In Trailblazer , Benioff shares how his business  became hugely successful not in spite of his determination to do what he believed was the right thing,  but because of it. He provides a role model for talented young people in the business world, and for everyone who wants to make a positive impact during their lives.”—Jane Goodall, Primatologist and world-renowned conservationist

    People can use economics and they can use statistics and numbers to get at the truth and there is a real appetite for doing so. This is such a BBC thing to say--there’s almost a public service mission to be fulfilled in educating people about economics. When I wrote The Undercover Economist, it was all about my pure enthusiasm for the subject; the book is full of stuff I wanted to say and that is always the thing with the books: they are always such fun to write. Do you think that people these days are generally more economically literate? People are now aware of economics for various reasons. There are the problems with the economy--there is always more interest in economics when it is all going wrong. Where is the border line in your new book between economics and sociology? I don’t draw a border line, and particularly not with the new book. The Undercover Economist was basically all the cool economics I could think of and The Logic of Life was me investigating a particular part of economics. All of the references in The Logic of Life were academic economics papers that I had related--and hopefully made more fun. This new book, Adapt, is very different. I have started by asking what is wrong with the world, what needs fixing, how does it work--and if economics can tell us something about that (which it can) then I have used it. And if economics is not the tool that you need--if you need to turn to sociology or engineering or biology or psychology--I have, in fact, turned to all of them in this book. If that’s what you need, then that’s where I have gone. So I have written this book in a different way: I started with a problem and tried to figure out how to solve it. What specific subjects do you tackle? To be a bit more specific, the book is about how difficult problems get solved and I look at quick change; the banking crisis; poverty; innovation, as I think there is an innovation slow-down; and the war in Iraq. Also, I look at both problems in business and in everyday life. Those are the big problems that I look at--and my conclusion is that these sorts of problems only ever get solved by trial and error, so when they are being solved, they are being solved through experimentation, which is often a bottom-up process. When they are not being solved it is because we are not willing to experiment, or to use trial and error. Do you think companies will change to be much more experimental, with more decisions placed in the hands of employees? I don’t think that is necessarily a trend, and the reason is that the market itself is highly experimental, so if your company isn’t experimental it may just happen to have a really great, successful idea--and that’s fine; if it doesn’t, it will go bankrupt. But that said, it is very interesting to look at the range of companies who have got very into experimentation--they range from the key-cutting chain Timpson’s to Google; you can’t get more different than those two firms, but actually the language is very similar; the recruitment policies are similar; the way the employees get paid is similar. The “strap line” of the book is that “Success always starts with failure.” You are a successful author… so what was the failure that set you up for success? I was working on a book before The Undercover Economist… it was going to be a sort of Adrian Mole/Bridget Jones’ Diary-styled fictional comedy, in which the hero was this economist and through the hilarious things that happened to him, all these economic principles would be explained--which is a great idea--but the trouble is that I am not actually funny. Another example would be my first job as a management consultant… and I was a terrible management consultant. I crashed out after a few months. Much better that, than to stick with the job for two or three years-- a lot of people say you have got to do that to “show your commitment.” Taking the job was a mistake--why would I need to show my commitment to a mistake? Better to realise you made a mistake, stop and do something else, which I did. That idea that “failure breeds success” is central to most entrepreneurs. Do you think we need more of it in the UK? I think that the real problem is not failure rates in business; the problem is failure rates in politics. We need a much higher failure rate in politics. What actually happens is politicians--and this is true of all political parties--have got some project and they’ll say, “Right, we are going to do this thing,” and it is quite likely that idea is a bad idea--because most ideas fail; the world is complicated and while I don’t have the numbers for this, most ideas are, as it turns out, not good ideas. But they never collect the data, or whatever it is they need to measure, to find out where their idea is failing. So they have this bad idea, roll this bad idea out and the bad idea sticks, costs the country hundreds, millions, or billions of pounds, and then the bad idea is finally reversed by the next party on purely ideological grounds and you never find out whether it really worked or not. So we have this very, very low willingness to collect the data that would be necessary to demonstrate failure, which is the bit we actually need. To give a brief example: Ken Livingstone, as Mayor of London, came along and introduced these long, bendy buses. Boris Johnson came along and said, “If you elect me, I am going to get rid of those big bendy buses and replace them with double-decker buses.” He was elected and he did it, so… which one of them is right? I don’t know. I mean, isn’t that crazy? I know democracy is a wonderful thing and we voted for Ken Livingstone and we voted for Boris Johnson, but it would be nice to actually have the data on passenger injury rates, how quickly people can get on and off these buses, whether disabled people are using these buses… the sort of basic evidence you would want to collect. Based on that, are you a supporter of David Cameron’s “Big Society”, which in a sense favours local experimentation over central government planning? Well, I have some sympathy for the idea of local experimentation, but what worries me is that we have to have some mechanism that is going to tell you what is working and what is not--and there is no proposal for that. Cameron’s Tories seem to have the view that ‘if it is local then it will work.’ In my book, I have all kinds of interesting case studies of situations where localism really would have worked incredibly well, as in, say, the US Army in Iraq. But I have also got examples of where localism did not work well at all--such as a corruption-fighting drive in Indonesia. Is the new book, Adapt, your movement away from economic rationalist to management guru? Are you going to cast your eye over bigger problems? The two changes in Adapt are that I have tried to start with the problem, rather than saying, “I have got a hammer--I’m going to look for a nail.” I started with a nail and said, “Ok, look, I need to get this hammered in.” So I have started with the problem and then looked anywhere for solutions. And the second thing is that I have tried to do is write with more of a narrative. This is not a Malcolm Gladwell book, but I really admire the way that people like Gladwell get quite complex ideas across because they get you interested in the story; that is something that I have tried to do more of here. I am not too worried about it, because I know that I am never going to turn into Malcolm Gladwell--I am always going to be Tim Harford--but it doesn’t hurt to nudge in a certain direction. On Amazon, we recommend new book ideas to people: “If you like Tim Harford you may like…”, but what does Tim Harford also like? I read a lot of books, mostly non-fiction and in two categories: people who I think write a lot better than I do, and people who think about economics more deeply than I do. In the first category I am reading people like Michael Lewis, Kathryn Schulz (I loved her first book, Being Wrong), Malcolm Gladwell and Alain de Botton. In the second category, I read lots of technical economics books, but I enjoy Steven Landsburg, Edward Glaeser (who has a book out now which looks good), Bill Easterly… I don’t necessarily agree with all of these people! When I am not reading non-fiction, I am reading comic books or 1980s fantasy authors like Jack Vance.

    It's compelling, it's straightforward, and it can change your life. Zombie Economics is for anyone in the midst of financial uncertainty, a place where carelessness and timidity will cost you. From the creeping spread of unpaid bills to the lumbering advance of creditors, Zombie Economics confronts the biggest threats to your personal economy, takes aim, and then takes them down. Specific chapters include: A Basement Full of Ammo Saving yourself by saving money They'll Eat the Fat Ones First Using fitness as a financial asset Shooting Dad in the Head Ending your relationships with the financially infected With simple, easy-to-use techniques for identifying-and eliminating-your financial weak spots, Zombie Economics turns victims into survivors. Watch a Video"

    

    This pattern of divergence reversed after World War II, and now we are midway through a century of high and accelerating growth in the developing world and a new convergence with the advanced countries—a trend that is set to reshape the world.Michael Spence, winner of the Nobel Prize in Economic Sciences, explains what happened to cause this dramatic shift in the prospects of the five billion people who live in developing countries. The growth rates are extraordinary, and continuing them presents unprecedented challenges in governance, international coordination, and ecological sustainability. The implications for those living in the advanced countries are great but little understood. Spence clearly and boldly describes what’s at stake for all of us as he looks ahead to how the global economy will develop over the next fifty years. The Next Convergence is certain to spark a heated debate how best to move forward in the post-crisis period and reset the balance between national and international economic interests, and short-term fixes and long-term sustainability.

    We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you boost your emotional skills—and your professional success.This book will inspire you to:• Monitor and channel your moods and emotions• Make smart, empathetic people decisions• Manage conflict and regulate emotions within your team• React to tough situations with resilience• Better understand your strengths, weaknesses, needs, values, and goals• Develop emotional agility

    The same rules regulate the exchange of grooming behavior in rhesus macaques or chimpanzees. Interestingly, some of the major aspects of human nature have profound commonalities with our ape ancestors: the violence of war, the intensity of love, the need to live together. While we often assume that our behavior in everyday situations reflects our unique personalities, the choices we freely make, or the influences of our environment, we rarely consider that others behave in these situations in almost the exact the same way as we do. In Games Primates Play, primatologist Dario Maestripieri examines the curious unspoken customs that govern our behavior. These patterns and customs appear to be motivated by free will, yet they are so similar from person to person, and across species, that they reveal much more than our selected choices.Games Primates Play uncovers our evolutionary legacy: the subtle codes that govern our behavior are the result of millions of years of evolution, predating the emergence of modern humans. To understand the rules that govern primate games and our social interactions, Maestripieri arms readers with knowledge of the scientific principles that ethologists, psychologists, economists, and other behavioral scientists have discovered in their quest to unravel the complexities of behavior. As he realizes, everything from how we write emails to how we make love is determined by the legacy of our primate roots and the conditions that existed so long ago. An idiosyncratic and witty approach to our deep and complex origins, Games Primates Play reveals the ways in which our primate nature drives so much of our lives.

    The world’s political and corporate leaders are restructuring the planet’s economy and political arrangements in ways that are affecting humans and the environment more than anything since the Industrial Revolution. Global institutions such as GATT, the World Trade Organization, NAFTA, and the World Bank—created with scant public debate or scrutiny—have moved real power away from citizens and nation-states to global bureaucracies, with grave results.The Case Against the Global Economy is the first comprehensive, point-by-point analysis of the global economy, its premises, and its social and environmental implications. Represented here are forty-three leading economic, agricultural, and environmental experts who charge that free trade and economic globalization are producing exactly the opposite results from what has been promised. Contributors include William Greider, Jeremy Rifkin, Ralph Nader, Vandana Shiva, David Korten, Wendell Berry, Kirkpatrick Sale, Herman E. Daly, Richard Barnet, Helena Norberg-Hodge, and more than thirty other analysts of the global economy.

    Everything else can be made, bought or created. Our life is made up of around 600,000 hours and every second is of infinite value. We live in an attention economy where corporations are fighting for our time with the goal of monetizing our every second. The money we use loses value and devalues our time through inflation. When we work, we are exchanging our limited time for money whose quantity increases every year. It hasn’t always been this way. People used gold as money for a reason; it was also a limited resource. Now, what does the future hold?Valuing your time is the first step to improving your life. Knowing that your time is the only limited resource makes you more selective about the things you do, the people you spend your time with and the assets you choose to store your wealth in. Once you learn to appreciate your time, you will get busy doing the things you love and start making better financial choices.

    Why We Buy is based on hard data gleaned from thousands of hours of field research–in shopping malls, department stores, and supermarkets across America. With his team of sleuths tracking our every move, Paco Underhill lays bare the struggle among merchants, marketers, and increasingly knowledgeable consumers for control.