Thursday, December 31, 2009

Botox Treatment for maintaining a fresher, softer, refreshed, more relaxed looking faces

Many women want to maintain smooth youthful look and worried when they notice signs of aging: wrinkled face, forehead lines, graying and reducing hairline, lipstick lines, protruded belly, sagging skin, etc. We try to slow down the aging process by following combination of physical fitness, stress management, food, nutrition, healthy lifestyle, cosmetic treatment, medicine, surgery and therapy.

There are many Anti-Aging treatments, therapies and diet program with promise to renew the look and feel of the skin of the body; maintain a fresher, softer, refreshed, more relaxed looking faces; and slow down aging process. Hormone Replacement Therapy, Anti aging cream and gel, Non Surgical Treatments (Collagen replacement treatment, Dermal Fillers, Botox Cosmetic Injections) and Cosmetic Surgery (Eyelids lift, Neck lift, Forehead Lift, Anti aging Laser Skin Resurfacing, Chemical Peel) are some of the option that help to effectively reduce the effects of aging or restoring youthful appearance.

Edmonton Botox injection is on the rage today due to its simple and easy treatment ( approximately 10 minutes, no anesthesia is required), minimum side effects (Discomfort is minimal and brief -- just a bug bite sensation or slight temporary bruising), and practically instantaneous results. Botox treatment smoothes out frown lines by preventing the muscles between your eyebrows from contracting into a wrinkle. Very low doses of BOTOX are injected directly into the overactive muscles that cause lines to form. BOTOX works by blocking the transmission of nerve impulses to the injected muscles, and as a result, the muscle relaxes for up to 4 months. As the muscle relaxes, the dynamic wrinkle overlying the muscle is smoothed away. The most common areas for the use of BOTOX Cosmetic are the frown lines between the eyebrows and on the forehead. Botox must be injected very precisely, and skill and practice are necessary for good results. Therefore, make sure that you are treated by an experienced doctor, who will be able to determine the right dose and injection technique for you. The effects of BOTOX are usually confined to the injected region; it does not travel throughout the body.

Botox treatment is only effective for dynamic wrinkles. So, if you have fine wrinkles, consider micro peels or other chemical peels. Botox also needs to be used within a few days after it’s mixed. So if you aren’t getting fresh Botox, you'll get less effective and shorter lasting results. Botox needs to be mixed with sterile saline, but some unscrupulous doctors may dilute the Botox too much, which can make it less effective. Ask your plastic surgeon how much saline he or she uses to dilute the vial of Botox and how many units of Botox will be injected in each area. For effective result, you need to get an ample amount of Botox units, so it’s best to pay per unit, rather than per area.

The above is a sponsored.


Wednesday, December 30, 2009

Buying discount tickets for your entertainment or sporting events

If you love to watch Performing Arts, Ballet or Opera in Pittsburgh, Pennsylvania, United States, the Benedum Center is the right venue for Pittsburgh Opera, Pittsburgh Ballet Theatre, and Pittsburgh Civic Light Opera. If you are sports fans who love to watch NBA Basketball, AFL Football game, boxing, mixed martial arts and wrestling events, the BankAtlantic Center is the beautiful indoor arena to support Florida Pit Bulls of the NBA, Florida Panthers of the NHL or Florida Bobcats of the AFL. Where do you normally buy the best BANK ATLANTIC CENTER TICKETS or BENEDUM CENTER TICKETS deal? Try is the online professional ticket broker that give you the hottest deals on many Performing Arts, Entertainment or Sporting tickets in many USA cities, all year-round. You can find the best deal on Harlem Globetrotters tickets for your basketball tickets. If you prefer other sport events, they have discount Bank Atlantic Center Tickets. Their ability to negotiate great prices on many venue tickets allows you to reap the benefit of cheaper ticket price. have plenty ticket inventories, even for the hard-to-get box office tickets. So you will be assured on the availability of tickets and don't miss your important game/show. Buying tickets is simple and fast. You can let their friendly, professional ticket broker know about your budget, interests, and which dates you want to attend and they will help figure out which tickets will be suitable to your needs. This saves you lots of time. Your ticket can be purchased online or by telephone, and paid using Credit or Debit Card. All cards are charged only after they are able to guarantee and confirm your order. Finally, Your ticket will be delivered into your home on-time via Fedex delivery, so you won't miss your show.

So, if you are planning to attend entertainment or sporting events, don't forget to get the best deal on


Right Web Hosting Plan for your Personal and Business Need

Getting best web hosting providers that meet all of your specific web hosting requirements, can be easier with the help of independent web hosting reviews. They help you to assess suitable Web Hosting Providers based on many criteria: stability/reliability, uptime requirement, key hosting features, customer support and service, access speed, affordability and future business growth.

Alreadyhosting is a free research site that help you determine the right web hosting provider for your personal, business, ecommerce, real estate, or church web sites needs. They provide a simple, easy to follow comparison that help you quickly choose right web hosting plan, ranging from cheap web hosting, unlimited domain hosting, to large e-commerce web hosting. If you prefer Dedicated Server Hosting, you’ll benefit from increased security, greater server control and faster server response time. What I like about Alreadyhosting is the ability to quickly compare Top 10 Web Hosts that are ranked based on key hosting features and price. Many of them offer Unlimited hosting, like Unlimited Disk Space and Unlimited Bandwidth. But beware that some "unlimited" type hosts will usually have a clause in their small print which enables them to suspend or interrupt service if they consider that your site is using too much of the server resources. Typically these unlimited hosting plan draws large customers, thus creating high server contention ratio. So, it is important to choose servers have low contention ratios, that offer flexible & cost effective packages and well supported by an excellent technical support infrastructure.

In addition, you'll get useful WebHosting resources from Alreadyhosting: Free Wordpress Themes, Domain Availability Tool, Web Hosting Coupon Codes, Web Hosting Articles, or Web Hosting Directory. In summary, you'll compare and find suitable web hosting sites faster with Alreadyhosting. It guides you on making balanced decision on which web hosting service work best for you.

The above is a sponsored.


Friday, December 25, 2009

Merry Christmas 2009 and Happy New Year 2010. The year of "TAV SHIN AYIN" (5770) will be the year of UPLIFTING and growth. God's Eye Will Guide. His Hands is stretched out.

We wish you a Merry Christmas 2009 and Happy New Year 2010.
May the joy and peace from God be with you always. 

We are on the Season of Ayin ( Head of the Year 5770 ) ( starting on September 17, 2009 ) - which means: God's Eye Will Guide. His Hands is stretched out. The year of "TAV SHIN AYIN" (5770) will be the year of UPLIFTING and growth. May this year be the year that you "go up" and grow in terms of both ruchniut and gashmiut (spiritual and physical growth). This growth requires both dreaming and taking action.

Let's celebrate together the glad news of the birth of Great Saviour, Jesus Christ our Lord, who fulfill God's Divine Purpose of saving mankind from bondage of sins & give eternal life.

Praise His Marvelous Works, Holy Sacrifice, Great Loving Kindness, Mighty Power and Glory.

Give Thanks for His Wonderful Blessings, Abundant Grace, Mercy that we received throughout the year.

Renew our purpose and commitment to serve Him with faith, love and peace.


Thursday, December 24, 2009

Anti Aging Treatments to maintain a fresher, smoother and more youthful appearance and slow down aging process

Many women, just like me, are particularly worried when they notice signs of aging: graying and reducing hairline, wrinkled face, forehead lines, lipstick lines, protruded belly, sagging skin, etc. Anti Aging process involves combination of physical fitness, stress management, food, nutrition and others. We try to slow down the aging process by following combination of healthy lifestyle, behavior, treatment, medicine, surgery and therapy.

Anti-Aging treatments, therapies and diet are a rage today with promise to maintain a fresher, smoother and more youthful appearance and slow down aging process. There are many choices for renewing the look and feel of the skin of the body. Anti aging cream and gel, Hormone Replacement Therapy, Non Surgical Treatments (Collagen replacement treatment, Dermal Fillers & Cosmetic Injections) and Cosmetic Surgery (Forehead Lift, Eyelids lift, Neck lift, Anti aging Laser Skin Resurfacing, Chemical Peel) are some of the option that help to effectively reduce the effects of aging or slows down the degeneration process of aging. Anti aging products will certainly hydrate the skin and lessen the effects of the appearance of aging through a renewed outer layer of protection.

Dermal filler treatment is popular because it does not involve invasive surgery for removing wrinkles, folds and contour lines. Dermal fillers are injected into your skin for accentuating your looks, getting rid of wrinkles and fine lines, and sunken lips and cheeks. Filler injections are also commonly used to restore shape, volume and fullness to the lips, cheeks and the chin. They are effective in smoothing the texture of your skin and removing ‘crow’s feet’, lipstick lines, forehead lines and acne pits. The effect of dermal fillers gradually diminish with time and touch up treatments are required after a period of time.

Face lifts help to remove sagging skin and wrinkles permanently. Laser skin resurfacing is another popular method of treating fine lines, wrinkles and hyper pigmentation.

Treatments for Anti-Aging should be taken carefully because accurate treatment can give us a new look whereas wrong treatment can do permanent damage to us. It is important to consult anti aging doctors/physicians who can suggest you to take the right treatment.

The above is a sponsored.


Wednesday, December 16, 2009

Employee Engagement Is Energized by Intrinsic Rewards. Diagnostic Framework to Build Effective Engagement.

Employee Engagement Is Energized by Intrinsic Rewards
Today's organizations have had to coin a new phrase, "employee engagement," to address the unique motivational needs of today's workers. However, the term has been used loosely to mean many different things. Employee engagement is defined here as active self-management—the key requirement of today's work. In turn, employee engagement is powered and sustained by the intrinsic rewards generated by self-management itself—by the sense of meaningfulness, the sense of choice, the sense of competence, and the sense of progress that come from effective self-management. Research findings show the powerful effects of the intrinsic rewards—on performance, professional development, job satisfaction, retention, organizational loyalty, and reduced stress. These four intrinsic rewards, then, are the psychological vital signs of an engaged work force. They provide a relatively healthy, positive, and sustainable form of motivation

Leaders Need a Diagnostic Framework to Build Engagement
Organizations and their leaders have been trying many different tactics, in a hit-or-miss way, to try to enhance engagement. Likewise, career-counseling books have promoted different strategies to help job holders make their work more rewarding. They provide a two-step set of diagnostics to give you a more efficient way of diagnosing engagement problems and providing the conditions needed to enhance engagement. The first step involves determining the levels of the four key intrinsic rewards to see whether low engagement is due to a deficiency in meaningfulness, choice, competence, or progress—because their sources and remedies are quite different. The second step involves examining the key building blocks for each intrinsic reward, as a kind of checklist to see which building blocks for that reward may be missing. This decision tree leads to a set of actions to help create the missing building block.

It Is Important for Leaders to Learn to Manage Their Own Intrinsic Rewards
Workshops have shown that it is much easier for leaders to lead for engagement when they first learn how to manage their own intrinsic rewards. Developing this skill helps you recognize the intrinsic rewards in your employees, gives you more credibility, and—as a bonus—helps you stay more engaged and energized. So after seeing rich descriptions of the experience of being high or low in each reward, we hope you recognize and chart your own levels of the rewards and discussed sets of actions that you can take to help create the building blocks that boost each reward in your own job.

Leading for Engagement Is a Matter of Following Basic Principles
Engaging employees is not a matter of personality or charisma. There are number of general guidelines or tips that include focusing on the steps of self-management, playing a positive role, listening and enabling, providing credible evidence for the intrinsic rewards, explaining your leadership philosophy, de-emphasizing money as a motivator, and working to engage the "motivational middle." It has also provided observable signs of the four intrinsic rewards in groups to help you chart their current levels in your team and to set some priorities for deciding which intrinsic rewards need the most attention. Importantly, focus on sets of leadership actions that you can take to create the building blocks for any of the intrinsic rewards that require your attention.


Tuesday, December 15, 2009

What are 4 addictive human sins?

What are 4 addictive human sins? Gambling, Sex, Drugs and Smoking. My parents always advised me to avoid those 4 sins since I was young. Gambling is addictive and dangerous. It can ruin your wealth faster than the other 3 sins. Players are often disillusioned with high self confidence of winning. If you win, you feel the thrill and excitement, and it gives you the adrenaline rush to play again & make larger bets with this "easy money maker". If you lose, you never give up and always try to recoup your loss back by playing bigger bets. These never-ending negative spiral path to destruction will stop only when you lose your pants. Some people even resort to borrow money or commit crimes to satisfy their addictive gambling impulse.

People easily falls into the illusion of making easy money with gambling, while disregarding the true risk of gambling. Many gambling advertisement often promote the idea of social gambling. But, this 'gambling for fun' can gradually turns into 'gambling for profit' for many people. People can gamble on many areas: recreational billiards, lottery ticket, horse racing, boxing, soccer bets, cockfighting, casino, etc. From all gambling types, casino is the most lethal and the quickest path to destruction - fast route to win big or lose big. It is a fast pace game where you can play online casino within minutes per game. On any fast pace online casino games, players usually unable to retain emotional and rational control while playing. Lack of emotional and rational control, and poor money management often lead players into the losing path. Although gambling tax revenue is significant for the government budget, effective control and regulation should be increased in order to restrict excessive gambling habits into the fabric of society. It is obvious, the long term destruction of gambling surely far outweigh the short term's fun and excitement.


Saturday, December 12, 2009

Internal Communications Knowledge and Skills - Level 3 and 4. Competent Communicators Skills.

At least two to three years' communication experience.

Generic Business and Management

Financial and strategic planning.


Human resource management.


Delegation and supervision.

Managing conflict.

Influencing skills.

Managing a budget.

Facilitation skills.

Specialist — Corporate and Internal Communication

Mastery of management theory and practice relevant to sector.

Planning complex internal communication programmes.

Good practice in people management and budgeting.

Knowledge and understanding of codes of practice.

Law and how it relates to people management and communication.

Evaluation of internal communication good practice.

Organization culture and change management.

Risk and incident management — the role of internal communication.


Specifying and managing suppliers including negotiation and account management.

Maintaining internal networks.

Coaching and leading small teams.

Coaching managers on communication programmes.

Speech writing.

Improving organizational communication flow — development of e-mail guidelines, policies, etc.

Developing and delivering complex projects.

Planning and managing detailed research projects.

Facilitation skills for research and planning meetings.

Supporting change projects.

Alignment of internal and external communication programmes.

Direct experience

Developing new or existing communication channels.

Delivering complex projects.

Managing external suppliers (designers, AV, consultants).

Commissioning and reviewing qualitative and quantitative research projects.

Developing communication campaigns to meet defined objectives.

Involvement in multidisciplinary project teams.

Working in environments where a number of cultures need to be managed.

Working with colleagues from corporate communications or marketing backgrounds.

Working on projects at times of crisis or rapid change.

Planning long-term communication programme for large organization.

Experience delivering programmes concerning brands, values and behaviours, restructuring, cultural change.

At least five years operating at Band 2 or above. Leading department or consulting practice providing support to senior managers.

Generic Business and Management

Understanding key functions and issues faced (marketing, finance, human resources).

Deep sector expertise and knowledge.

Keeping abreast of current thinking and good practice in management in and out of the sector.

Business ethics.

Motivation and leadership.


Leading and inspiring a team.

Coaching individuals.

Human resource planning and management.

Advanced negotiation skills.

Advanced facilitation skills.

Specialist — Corporate and Internal Communication

Knowledge and understanding of codes of practice.

Translating complex business requirements into internal communication programmes.

Good practice in people management and budgeting.


Leading department or consulting team, including providing development and coaching for junior team members.

Managing complex relationships with suppliers.

Working with and counselling very senior leaders.

Managing in multiple cultures.

Use of advanced tools and techniques — appreciative inquiry, storytelling, etc.

Internal branding — making the links between internal and external communication.

Conducting internal communication audits.

Direct experience

Leader of organizational change programmes.

Development of internal communication strategy.

Regular exposure to senior leadership team/board.

Developing strong coalitions with other functions (marketing, human resources, finance).

The alternative competency-based model, which can also be seen as supporting the knowledge and skills-oriented model, outlines seven areas of concern:

Understanding the communication environment.

Planning and strategy.

Crafting and organizing.

Using communication channels.

Research and measurement.

Building effective working relationships.

Advising, facilitating and coaching.


Wednesday, December 9, 2009

Internal Communications Knowledge and Skills - Level 1 and 2. Knowledge and Training Internal Communicators Reference.

Knowledge and training internal communicators need to establish these levels of skills at various stages of their professional life. An individual practitioner can establish his or her own developmental needs in terms of skills, experience and knowledge and how to meet them. A department head can plot where team members fall on a skills/knowledge/experience continuum and plan their development. An employer might use either version when drawing up person and/or job specifications for recruitment, for overall team development purposes and also establishing the function in the first place.

Graduate in the process of learning core skills and gaining basic knowledge in the wider context of communication and management.

Generic Business and Management

Basics of management theory and practice relevant to sector of operation. Legal issues — health and safety legislation, etc.


Time management.

Meeting practices.

Team working.


Desk research.

Interpersonal communication.

Specialist — Corporate and Internal Communication

What is internal communication?

The politics of communication (where it sits in the organization).

Planning basics — audiences, messages, media, etc.


The basics of writing and editing (proofreading, grammar, style, plain English).

Working with clients (internal/external) and suppliers.

Photography and design basics.

Direct experience

Working as an assistant or junior team member.

BAND 2 (12 MONTHS — 2/3 YEARS)
Becoming an effective practitioner, growing skills set, deepening understanding of business/management and internal communication.

Generic Business and Management

Finance for non-financial managers.

Management agenda (quality, Investors in People, etc).

Communication and leadership — communication competencies, role of leaders, etc.


Negotiation skills.


Interpersonal skills (consulting techniques).

Presentation techniques.

Basic project management.

Budget setting and control.

Specialist — Corporate and Internal Communication

Planning simple internal communication programmes.

Role and benefits of face-to-face communication.

Awareness of wider communication disciplines (PR, marketing communication, etc).

Knowledge and understanding of relevant professional codes of practice.

Relationship between human resources, internal communication and marketing.

Role of research and measurement in internal communication practice.


Psychology in the workplace.

Selection and evaluation of different internal communication media.

How internal communication links to business strategy.


Writing and sub-editing newsletters, intranet (including news and features).

Interviewing for publication and research.

Sub-editing colleagues' work.

Planning simple programmes/campaigns (including audience segmentation).

Providing tactical advice to managers on communication practice.

Conducting limited-scope research projects.

Simple facilitation skills for research and planning meetings.

Developing personal networks.

Organizing and running events and conferences.

Visual identity and brand management.

Direct experience

Regular writing and sub-editing for variety of formats/media.

Managing range of internal communication channels (projects and continuous).

Conducting small-scale qualitative and quantitative research projects.

Developing simple campaigns to defined objectives.

Working with colleagues on human resource issues.

Working with colleagues from corporate communications and marketing background.

Organizing and running a range of events (conferences, road shows, workshops).
Supporting colleagues in the delivery of communication campaigns.

Exposure to a variety of channels and techniques.

Basic news and feature writing for a variety of channels.


Thursday, December 3, 2009

Property Rental Investment Tips for Landlords.Add value to your property.Offer Your Customers What They Want and Make them Most Valuable People (MVP).


To attract and retain good rentpaying tenants
, you must offer tenants something better than your competitors (remember the MVP goal). To achieve this objective, there are new set of features and benefits:
1. Eliminated bad tenants. Bad tenants drive out good tenants. If you don’t quickly deal with problem tenants (or the problems that tenants present), you’ll soon find that your entire property has turned into a money pit of vacancies and repairs.
2. Beefed up safety and security. It’s not just the rich who care about safety and security, all decent people want to live free of hooligans and drug dealers. Your team need to initiate safety and security measures that included a grounds patrol.
3. Improved the aesthetics. Good tenants want to live in a home that shows pride of ownership. When serving the less well off, many property owners forget this fact. You should think differently. So, you try to attend to not just big ticket maintenance issues. You also cared enough to add special homey touches such as white shutters, colonial white doors (to replace the ugly, cheap aluminum doors), and an impeccable cleaning program.

"Know your customers. You’ve got to really get into the mind of the audience you’re aiming at. I don’t like hired gun, number-crunching market researchers. I do my own surveys and research. I draw my own conclusions."

Search for Competitive Advantage (Create Your MVP)
Many owners of investment properties still think of themselves as “landlords” (with an emphasis on “m’ lord”), and they think of their residents merely as “renters” who don’t deserve customer care. But just the opposite is true. Today (and in the future), market conditions require savvy investors to treat their tenants as valued customers—not serfs.
I don’t just build to a market. I create the market. I deliver to my customers more than they expect.
To create an MVP, intelligently survey and inspect competing properties. This market knowledge helps give you the insight you need to strategically customize your properties to make them stand out from competitors. When you adopt this MVP approach, you add to your profits (and to the value of your properties) for two reasons:
1. Better Resident Relations: The residents of your properties will reward you with lower turnover, fewer problems, and higher rents.
2. Alert to Opportunities: With a customer-oriented, constant improvement attitude, you will consistently look for and come up with ideas that will add value to your property operations.

To build a great brand, be conscious of the image and the quality of the product. You should focused not only on location, but the quality of the building—the windows, floors, rooms, kitchens, the whole thing.
To create an MVP, provide people a home. As you survey a property, imagine whether the units will live well for your target market:
 Do the units offer enough square footage?
 Are the units spotlessly clean, fresh, and bright? Do they smell clean and fresh?
 Do the room counts and room sizes represent the most profitable use of space?
 Do the aesthetics of the units excite with emotional appeal?
 Does the unit bring in enough natural light?
 What views will the tenants see from inside the units looking out?
 Do the units offer generous amounts of closet and storage space?
 Are the units quiet?
 Will tenants feel safe and secure within the units?
 Do the kitchens and baths offer eye-pleasing pizzazz?
Experience proves that homes rent faster and yield lower vacancies than mere rental houses and rental apartments. Homes sell faster and command higher prices than mere houses. Offer your tenants and buyers something special. They will pay you higher rents, stay longer, and show more care for their units—because they will regard those units as their home.


Wednesday, December 2, 2009

Product Life-Cycle Analysis. Key Actions to make products more competitive and well positioned in the market.


Product Life-Cycle Analysis

Product life-cycle analysis is the process of assessing the type of life cycle which is applicable to the product, the point in the life cycle where the product is, and the reasons why it is in this position. For existing company products, the analysis provides a basis for forecasts of future sales and for deciding on recycling actions. But the analysis of the stage in the life cycle which products already marketed by other companies have reached helps in decisions on whether to develop and launch new or substitute products.

The analysis of the company's own products covers:
? trends in sales volume;
? trends in profit;
? trends in market share – rate of market penetration;
? economic trends (which may explain a growth or decline in sales);
? the pattern of sales – who buys, where they buy, to what extent they are first-time or repeat buyers;
? consumer opinions about the product derived from consumer surveys, media comment or test-marketing; and
? the features of the product compared with what is available elsewhere or is becoming available.

The analysis of competitive products also measures sales volume, market share and the pattern of sales. In addition, it assesses the reasons why the products are more or less competitive: price, advertising, promotion, sales, distribution and servicing effectiveness, product features which are uniquely attractive or increase the perceived value of the product.

The main benefit of product life-cycle analysis is that it forces the company to recognize what is happening to its product in the marketplace over time. Forecasts can be made of future trends and the likely impact of competition. The strengths and weaknesses of the company's product are identified so that the former can be exploited and the latter overcome. Life-cycle analysis is a continuous process which enables the company to review its marketing mix on the basis of a better understanding of the performance of its product.

As a result of the analysis the following are actions that can be taken to ensure that a favourable trend continues or to arrest a decline by recycling.

Introduction stage
? Increase advertising and promotional expenditure to accelerate growth.
? Adjust prices to increase penetration.
? Adjust promotional message and sales approaches in response to analysis of consumer reactions.
? Improve product features in response to initial consumer reaction.

Growth stage
? Improve quality.
? Modify product characteristics.
? Extend market into new segments.
? Develop new distribution channels.
? Reduce prices to attract the next layer of price-sensitive buyers.

Maturity stage
? Find new market segments and customers.
? Reposition brand to appeal to a larger or faster-growing segment.
? Encourage increased usage among existing customers.
? Modify product characteristics – new features, style improvements.
? Modify marketing mix, eg cut prices, advertise or promote more aggressively, move into higher-volume market channels.

Decline stage
? Maintain brand in the hope that competitors will withdraw their products.
? Harvest brand, ie maximize profits by reducing costs but keeping up sales pressure.
? Terminate and withdraw the product.


Monday, November 30, 2009

Designing and decorating your kitchen with style

For those who are interested in designing stylish kitchen, you need to combine sound architecture design principles with the kitchen design best practices. Your kitchen design should compliment your home architecture and the surrounding landscape. You should use compatible materials and incorporate subtle architectural details. For example: Cold areas (refrigeration), hot areas (grills and cooktops), wet areas (sinks) and dry areas (prep counters and storage) must all work together effectively in proper proximity, with each allocated enough space. When it comes to kitchen renovation or kitchen furnishing, it takes a lot to come up with the ideas and to implement them. When you redesign kitchen without having to change the layout or making structural changes, the less worries and heartache you will have.

When it comes to designing your kitchen, never short yourself on storage space. It does not matter if you have no present need for storing a lot of food or other items in your kitchen. Usually, you will accumulate things over time so be sure you provide enough space to store these items to prevent excess clutter in the future. Besides, a kitchen that has enough space for everything will look cleaner and far more put together. There are several specialty organizers available for your kitchen to help you to organize and avoid stacking. Pick up inexpensive Blomus Stainless Steel Kitchen Multi-Storage and Blomus ChromeBasket to store things in compact way. Blomus ChromePaper Towel Holder will be handy to organize your towels after doing kitchen works.

Good Kitchen design combine both function and form. The kitchen offers a wide range of possible improvements. You will find that things like countertops, cabinets, and flooring have the most influence on the appearance of your home. Homeowners should carefully evaluate all materials when remodeling the kitchen including cabinets, backspash accessories, countertops, appliances, flooring, and fixtures. The most popular renovation for the kitchen is the countertops. With granite or Corian countertops, you can add both distinctive taste and great utility to your kitchen. Appliance selection is second only to cabinets as a cost component of the kitchen remodel. It is important to consider the usefulness of each appliance and avoid unnecessary or impractical kitchen applicances. The location of your appliances should be well thought out to give proper ventilation.

Another important feature of the kitchen is the faucet and sinks. Selecting the right faucet is like choosing the perfect piece of jewelry to accent an outfit. The sink becomes indispensable for washing and storing dirty utensils. Look for good quality stainless steel sinks with a heavy coating of vibration damping material to the underside. Stainless steel is the most preferable material as it is resistant to corrosion and can easily withstand outdoor weather. The only disadvantage of stainless steel is that they tend to be noisier than most other materials. Stainless steel dishwashers, stoves, and fridges can make a modern twist for your home.


Sunday, November 29, 2009

The Product Life-Cycle Concept. Improve Product Performance by understanding its Product Life-cycle analysis.


The Product Life-Cycle Concept

The product life cycle is the sales pattern of growth and decline of a product over a period of time. This period may be the whole life of the product from its launch until it is withdrawn because it is no longer profitable or because it has been replaced.
Product life-cycle analysis is the process of describing and forecasting the pattern of sales for a product for a period of time or the whole of its life.

The typical cycle
Stage 1: Introduction. This is the period immediately following the launch when, if all goes according to plan, sales will grow slowly but steadily as the product is progressively introduced to the market. Profits are probably non-existent during this stage because of the costs of introducing the product; promotional costs are high in proportion to sales, and costs per unit of output are high because of low volume.

Stage 2: Growth. This is the period when market penetration increases rapidly. If the new product is successful, the rate of sales growth gains momentum as consumer/user demand expands following increased knowledge and acceptance of the product because of advertising, sales promotion and field sales effort.
This growth in customer awareness and satisfaction is exploited progressively during this period by segmentation and differentiation and by expanding into new markets. Profits increase steadily during this period.

Stage 3: Maturity. When this stage is reached, the basic product concept has gained considerable consumer acceptance. However, although the demand for it may continue to rise slightly, the rate of increase has diminished considerably and may eventually 'plateau out' or even decline. The reduced rate of growth is partly caused by increased competition from other companies either entering the market with new versions of the product or attacking the market share achieved by the product through more aggressive advertising, promotion, selling or pricing policies. The slowdown in sales growth may also be caused by the market becoming saturated for the product as it exists. During this stage profits stabilize or decline because of increased marketing outlays to defend the product against competition.

Stage 4: Decline. The sales of most product forms and brands eventually dip because of consumer shifts in tastes, increased competition, technological advances and the availability of substitute products. The market may be saturated and, unless action is taken, sales and profits will decline to zero or petrify at a low level. Purchases will tend to be of the replacement type, but brand loyalties will progressively diminish if nothing is done about it.


Friday, November 27, 2009

Stylish Interior Lighting to brighten your home

When decorating your home, stylish lighting can create more dramatic look, comfortable feeling, and makes subtle difference in how you feel about your home. Your selection of lighting fixtures, lighting techniques, layout design, to installation, requires careful planning. Your lighting fixtures and finishes must complement, rather than compete with plumbing accessories, tile, paint and wallpaper. When designing interior lighting, you need to combine fashion with function to make your lighting fixtures supply ample amounts of light. Generally, there are 3 basic types of lighting: General, Task and Accent lighting. Each has its own application in a room. Some rooms may only require general lighting, while other rooms may require all three types. For this reason each room needs to be planned independently when it comes to the lighting design.

General Lighting gives the basic ambient illumination level to your room. General Lighting allows you to express a range of moods throughout every room in your home. For areas you really need to see, such as in the kitchen and at your desk, you need to install task lighting to allow enough light to perform your tasks accurately, efficiently, and safely. Task Lighting provides supplemental illumination over tasks. Accent Lighting creates high contrast between space and objects of interest. For noticeable visual impact, accent lighting should be at least 3x as bright as a surrounding area. More dramatic accent lighting requires contrast ratios of 5:1 or greater.

Importantly, to save energy, use energy efficient compact fluorescents and LED lighting. Try installing a lighting control system that can automatically turn your lights off according to predetermined schedule. Paint your walls and ceilings with light colors to reflect as much light as possible.

The above is a sponsored.


Thursday, November 26, 2009

Sterling performance of Gold

Today, Gold price reached US$1,195 an ounce following 10 tonnes purchase of IMF gold by Sri Lanka's central bank. With inflation fears and weak US$, many central banks diversify their assets into precious metal - gold. Previously, India central bank bought 200 tonnes of gold between 19 and 30 October 2009 for US$6.7 billion and Mauritius central bank bought two tonnes of gold on 11 November 2009 for US$71.7 million. A weaker US$ makes gold cheaper for buyers using stronger currencies, which tends to boost gold demand and prices. At the same time, higher inflation fears have also pull the market higher because gold is widely regarded as a safe haven investment in times of economic uncertainty.

It is a wise to build your gold investment portfolio during rising performance of gold now. Gold investment offers security and protection during economic uncertainty. You can purchase gold bullion to protect you against the stock market fluctuation. Historically, when stock and bond markets have fallen, the price of gold and other precious metals has tended to increase.

You can build gold investment portfolio easily through the internet. GoldCoinsGain is an Aurum Advisors online resource for gold coin and gold bullion investment. They help you build gold and precious metals investment portfolio that suits your investment objectives, risk appetite, budget and other requirements. They provide expert guidance on whether to buy gold coin, buy bullion, or other precious metals.

Gold bullion coins are coins minted and guaranteed by various different governments. You can buy gold bullion coins like: Chinese Gold Panda, Gold Canadian Maple Leaf, American Buffalo, Australian Gold Nugget, Gold American Eagle, Gold South African Kruggerrand, Austrian Gold Philharmonic. Certified gold coins, as a general rule, are coins minted prior to 1933. You can choose from: $2.5 Liberty Quarter Eagle and $20 Saint Gaudens Double Eagle.
Apart from gold coins and bullion, you can choose other precious metals like silver and platinum : Canadian Platinum Maple Leaf, Silver Rounds, Canadian Silver Maple Leaf, American Silver Eagle, American Platinum Eagle.

So start investing in gold with goldcoinsgain now.


Wednesday, November 25, 2009

Key Marketing Concept for Marketing Management. The four Ps in the Marketing Mix .


Marketing Management

Marketing is 'the management process responsible for identifying, anticipating and satisfying customer requirements profitably' (Chartered Institute of Marketing).
The overall objective of marketing is to ensure that the company obtains the revenues it needs to achieve its profit targets.
As defined by Kotler,marketing management is: 'The analysis, planning, implementation, and control of programs designed to create, build, and maintain beneficial exchanges and relationships with target markets for the purpose of achieving organisational objectives.' According to Theodore Levitt: 'The purpose of a business is to get and keep a customer.' Marketing aims to decide what companies should do to achieve that purpose and then to ensure that it is done.

Key Marketing Concept

'The marketing concept holds that the key to achieving organisational goals consists in determining the needs and wants of target markets and delivering the desired satisfactions more effectively and efficiently than competitors' (Kotler). The target market is defined as the set of actual and potential buyers of a product.

Kotler distinguishes the marketing concept from the following:
 The product concept, which holds that consumers will favour those products that are available and highly affordable, and therefore management should concentrate on improving production and distribution efficiency.
 The product concept, which holds that consumers will favour those products that offer the most quality, performance and features, and therefore the organization should devote its energy to making continuous product improvements.
 The selling concept, which holds that consumers will not buy enough of the organization's products unless the organization undertakes a substantial selling and promotional effort.

The limitations of these concepts are obvious. While not dismissing the importance of production quality and product innovation, the danger of being production orientated is that products are handed over to the sales force to sell without any consideration being given to these fundamental truths:
'Consumption is the sole end purpose of all production; and the interest of the producer ought to be attended to only in so far as it may be necessary for promoting that of the consumer' (Adam Smith, The Wealth of Nations, 1776). 'The customer is the only arbiter of quality – and an improvement the customer cannot understand or doesn't want is no kind of improvement at all' (Willsmer). However desirable the merits of the product, they are never desirable at any price (Heller). The danger of being sales orientated is the pursuit of volume rather than profit. And, as Levitt wrote: 'Selling focuses on the needs of the seller: marketing on the needs of the buyer. Selling is preoccupied with the seller's need to convert his product into cash; marketing with the idea of satisfying the needs of the customer by means of the product and the whole cluster of things associated with creating, delivering and finally consuming it.

The Marketing Mix
The main elements that a company can manage to its advantage for marketing purposes comprise the 'marketing mix'. The four Ps in the marketing mix are:
 Product – what is sold.
 Place – the medium through which goods or services reach customers.
 Price – what goods or services are sold for.
 Promotion – how goods and services are promoted to customers through communication and by other means.

The other key marketing elements associated with the concept of marketing mix are:
 Target marketing – the process of aiming marketing efforts to meet more precisely the needs and wants of customers.
 Segmentation – the breakdown of customers into segments that will respond to more precisely targeted marketing mixes.
 Positioning – distinguishing a brand from its competitors so that it becomes the preferred brand in defined market segments.


Monday, November 23, 2009

Business Funding Options and Its Cost. Deciding between the use of Debt or Equity for Business Operation.



There are two types of funding options: (1) debt and (2) equity. In the case of debt, the funding is contingent on some obligation to pay interest in exchange for the use of the invested funds, which are also to be returned at the end of a stipulated period. The most pure version of debt is the long-term loan, which is usually collateralized against some group of company assets, carries a stated interest rate that may move with an underlying interest rate or pricing indicator, and must be paid back either in installments or in total on a specified date. Variations on this concept are the lease, in which the creditor may own the underlying asset, and preferred stock, in which there is no obligation to pay back the funds on a specific date, but there is an interest payment obligation.

In the case of equity, the funding is not contingent on any specified interest payment, but the holder of the underlying common stock expects either a periodic dividend payment, an appreciation in the share price on the open market, or a combination of the two. Equity has no underlying collateral, so the holder is at much greater risk of losing the invested funds, which is why the expected return is much higher for equity than for debt. Preferred stock is also a variation on equity, because it is not collateralized and there is no obligation to pay it back on a specific date. Another variation on the equity concept is stock rights, which can be issued to current shareholders, giving them the right to purchase more shares of stock. Also, warrants can be attached to various debt instruments to make them more attractive; warrants give the holder the right to buy common stock at a specific price. These are all forms of funding that fall under the general concept of equity.

It is also possible to convert debt into equity. This is called a convertible security and is sometimes used when selling bonds, so that buyers can later switch their bonds over to debt if a specific stock price point is reached at which the conversion is an attractive one. This is not a third form of funding option, however—just a hybrid form that shifts from debt to equity at the buyer's option. Preferred stock can also be considered something of a hybrid, because it contains characteristics of both debt (with a fixed interest payment) and equity (with no specified payback date for the underlying investment).


There are significant differences between the costs of the two main kinds of funding. In the case of debt, an interest payment must be paid to the lender on specified dates. If payments do not reach the lender on those dates, then penalty payments will also be charged. The interest rate charged will vary greatly, depending on the willingness of the borrowing organization to put up its assets as collateral. If it is not willing to do so or has no significant assets to use as collateral, then the risk of the lending institution is correspondingly greater, because it will have no specified assets at its disposal for liquidation purposes if the borrower is unable to pay for the borrowed funds. For this type of debt, the interest rate can be quite a few percentage points higher than the prime rate charged by local lending institutions. Also, if the borrower has a spotty earnings or debt payment record, lenders will charge the highest possible interest rates for use of their funds.

This may sound as though debt is an expensive option, but it can be extraordinarily inexpensive for those companies with a large base of available assets for use as collateral. Also, if the borrowing company is a very large one with an excellent financial credit rating, it can borrow well below the prime rate, perhaps only a fraction of a percent above the London Interbank Offer Rate (LIBOR), which is the minimum borrowing rate available. For these institutions, it makes a great deal of sense to use debt as a major financing source as much as possible.

In the case of equity, there is the surface appearance of free money, because the company receiving the equity is under no specific obligation to pay it back or to issue dividends. However, this is not the case for two reasons. First, the investments of shareholders are not secured by any form of collateral—if the company falls into financial difficulty and is liquidated, shareholders are likely to lose all their funds. Because of this increased level of risk, they want an inordinately high level of return, which they can receive either through dividend payments, stock appreciation, or a combination of the two. Second, interest payments on debt are tax deductible, whereas dividend payments are not, thereby making payments to shareholders more expensive than payments to creditors. Thus, the more expensive option is equity.

When deciding between the use of debt or equity, the management team may have a tendency to lean toward the acquisition of more debt, because it is less expensive than equity. However, there are serious risk issues associated with having an excessively leveraged company.


Sunday, November 22, 2009

Why Aren’t There More Good Managers? Manager Insight Tips.


Why Aren’t There More Good Managers?

There are five main reasons why there aren’t more good managers:
1. Most occupations require some demonstrated competence, but management doesn’t. Many occupations require certification or a license, where you have to pass a test to demonstrate a certain level of knowledge and proficiency. To become a plumber or an electrician, for example, you’ve got to be licensed. Frankly, even a dog has to be licensed. What do you need to become a manager? Nothing. Nothing at all. You just have to be in the right place at the right time. Maybe you’re the last one standing. Everyone else has quit and you’ve hung around the longest. It’s the ‘‘Poof! You’re a manager’’ process. Imagine if there were a ‘‘Poof! You’re a heart surgeon’’ process. I don’t think things would work out very well that way.

2. Most managers are thrown into the fray without training or preparation. They’re given little guidance and direction. We invest little and we get little in return. That’s the way it happened to me. It was very typical. I can still remember the day of the week and the time of day. We were finishing up our employee coffee break. It was just a normal daily coffee break. We spent the whole time complaining about management. They were fools, bureaucrats, out of touch, and cared only about themselves. The usual story. I got called into a vice president’s office at 10:15 a. m. My first thought was, ‘‘I must be in trouble. What have I done wrong?’’ The vice president told me that starting Monday, I’d be a manager. I was floored. I said, ‘‘Why me?’’ I felt I was being punished. He talked to me about how much the organization needed me. It’s not the kind of thing you can turn down. I remember asking him, ‘‘What am I supposed to do?’’ He gave me the classic response: ‘‘You’ll figure it out.’’ Well, some people do figure it out. A lot of people, unfortunately, never do.

3. Everyone is, to some extent, a reflection of who they’ve modeled themselves after. Parents, teachers, and older siblings have an obvious impact on children. Those managers we’ve worked for have had an impact on us. Some of us say, ‘‘I’ll have to remember how it feels to be treated this way. I’ll be sure not to do that when I become a manager.’’ But most say, ‘‘This is what managers are supposed to do, I guess. I’m required to be like the person I work for. That must be what the company wants.’’ So, a generation of mediocre or poor managers gives rise to a new generation of mediocre or poor managers.
The challenge in such circumstances is to stop the cycle and break the ‘‘stagnant quo.’’ Be different. Be better. Be wary, though. You may get in trouble. There will be plenty of people around with the dread disease known as ‘‘hardening of the attitudes.’’ I don’t think you can be any good if you’re afraid to get in trouble or be called crazy for wanting to change things. As Nobel prize–winning physicist Richard Feynman said, ‘‘Here’s to the crazy ones. . . . You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them, because they change things. . . . Because the people who are crazy enough to think they can change the world are the ones who do.’’

4. Even after they become managers, people continue to be rewarded for being good individual contributors. Knowing what people are rewarded for always helps you understand the way they behave. Ever read a manager’s performance review? It’s usually hard to find a single line about management performance. It’s typically about the projects the managers worked on and the problems they’ve solved. It’s about how hard they personally have worked. They’re like super employees. If that’s how we’re going to continue to reward managers, as individual contributors, that’s what they’re going to continue to focus on.

5. Truthfully, the job is hard. Most people can become programmers or accountants with some education and some work. Management requires skill that a lot of people don’t have or aren’t willing to work at. The higher you go up the pyramid, the more difficult the jobs are. That’s why the pyramid gets narrower and narrower at the top. The pyramid looks at how many people can do jobs at the different levels. It helps explain why people who make it to the top are paid perhaps 200 times what people at the bottom make. If you’re good enough to make it to the top, you should be paid 200 times what people at the bottom are paid. People at the top of every profession earn substantially more than people at the bottom. They can do things that very few people can do. That’s the way it’s always been. That’s the way it always will be. In a free market economy, people make what they are worth. If that weren’t true, the market would correct it.


Saturday, November 21, 2009

Four basic kinds of people. Be an Extraordinary Manager who make things happen.


Four basic kinds of people:

1. Those who make things happen. You can count on these people 100 percent of the time. No matter what the assignment, no matter what the obstacles to overcome, no matter what the deadline. They’re always improving themselves. Their development curve looks like a skyrocket. I’m assuming you’re this kind of person.

2. Those who watch things happen. These people are the spectators. They sit up in the stands. They second-guess and play Monday-morning quarterback. You probably say the same things to them that I do: ‘‘If you can do better, you come down on the field of play where the action is.’’ Of course, they never do. They don’t want to get their hands dirty. They don’t want to stick their necks out.

3. Those who wonder what’s happening. These are the people who are always confused. Things are never clear enough for them. They’re always waiting for something. They say things like, ‘‘I have the responsibility but not the authority.’’ They want things to be given to them. On retirement day, they’ll still be waiting for instructions and direction.

4. Those that everything happens to. These are the victims. The ‘‘Woe is me!’’ people. They claim they have such terrible luck. In truth, they make their own bad luck. You hate to even say ‘‘Hi!’’ to them. That’s the only opening they need. They’ll give you an hour’s worth of their latest problems and their latest troubles. You wish you could hold a mirror up to these people. Maybe then they’d see themselves for the way they really are. Some of them have had fifteen or sixteen different jobs. They always say, ‘‘No one understood me. No one listened to me. They made promises they didn’t keep. It wasn’t fair.’’ After that many jobs, you’d think they’d learn that their own behavior has a lot to do with their lack of success. But they just don’t want to face the truth. So they play the ‘‘blame game.’’

When the cake comes out wrong, it’s seldom the fault of the ingredients. The odds are the flour, sugar, and eggs were just fine. It’s probably the fault of the baker. Some bakers are good and others aren’t so good. Some managers are good and others aren’t so good. The best have special recipes that they’ve learned. They take ordinary ingredients and incredible things happen. You can be like that, too. I’m not saying that the ingredients don’t matter. Get good ingredients. But it takes much more than that to be a great baker.

So, why aren’t there more good managers? We’ve got many good programmers. Most programmers are very capable. There are a few bad ones, of course, but the vast majority are just fine. We’ve got many good accountants. Most accountants are very capable. There are a few bad ones, of course, but the vast majority are just fine. You get the idea. With management, it’s just the opposite. There are some good ones. But many aren’t very good at all. They cause more harm than good. They discourage, demotivate, and drive good people out of organizations. They negatively affect business results and cost companies untold amounts of money to repair the damage they cause.

Extraordinary managers make the whole greater than the sum of its parts. They add value to their organization. They get extraordinary results from ordinary people. Average managers wind up with ordinary results no matter how good their people are. There are even managers who, unfortunately, drag their groups down so that they get ordinary results from extraordinary people. The whole, then, becomes less than the sum of its parts. These managers have little, if any, value. They don’t really manage much of anything. They’re ‘‘straw bosses.’’ After the worthwhile stalks of wheat and other grains are harvested, straw is what’s left over on the ground. It’s used primarily for animal bedding. The term straw boss has come to mean a low-level manager who isn’t good for much. Such managers have very little authority. They’re leftovers. The term also connotes someone who is petty and makes things more difficult, not better, for employees.

So, be a ‘‘Make things happen’’ kind of person/Manager now!!


Wednesday, November 18, 2009

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Mechanical Engineering EBooks. Chemical Engineering EBook. Civil Engineering Book. Communication Engineering EBooks. Electrical Engineering EBook. Electronics Engineering Book. Industrial Engineering Bookshop. Manufacturing Engineering Books. Electronics. Power Engineering Book Stores. Management Engineering Books. Controls Engineering Books. Environmental Engineering Books. Safety Engineering Books. Quality Engineering Books. Aerospace Engineering Books. BioEngineering Books. Transportation Engineering Books. Marine Engineering Bookstores. Petroleum Engineering Books. Optical Engineering Books. Nuclear Engineering Books. Earthquake Engineering Book.

No Book_Title Book_Authors Publication_Year ISBN_No
== ========== =========== ============== ==============

1 GIS For Dummies Michael N. DeMers 2009 9780470236826
2 Introducing Geographic Information Systems with ArcGIS—A Workbook Approach to Learning GIS, Second Edition Michael Kennedy 2009 9780470398173
3 Long Term Evolution—3GPP LTE Radio and Cellular Technology Borko Furht and Syed A. Ahson 2009 9781420072105
4 RF and Digital Signal Processing for Software-Defined Radio—A Multi-Standard Multi-Mode Approach Tony J. Rouphael 2009 9780750682107
5 Satellite Systems Engineering in an IPv6 Environment Daniel Minoli 2009 9781420078688
6 Biomimetic Robotics—Mechanisms and Control Ranjan Vepa 2009 9780521895941
7 Circuit Analysis II with MATLAB Computing and Simulink/SimPowerSystems Modeling Steven T. Karris 2009 9781934404195
8 Complete PCB Design Using OrCAD Capture and PCB Editor Kraig Mitzner 2009 9780750689717
9 Digital Television Systems Marcelo S. Alencar 2009 9780521896023
10 Fundamentals of High-Frequency CMOS Analog Integrated Circuits Duran Leblebici and Yusuf Leblebici 2009 9780521513401
11 Introduction to Light Emitting Diode Technology and Applications Gilbert Held 2009 9781420076622
12 Digital Image Processing for Medical Applications Geoff Dougherty 2009 9780521860857
13 Model-Oriented Systems Engineering Science—A Unifying Framework for Traditional and Complex Systems Duane W. Hybertson 2009 9781420072518
14 The Method Framework for Engineering System Architectures Donald G. Firesmith et al. 2009 9781420085754
15 Fundamentals of Photonic Crystal Guiding Maksim Skorobogatiy and Jianke Yang 2009 9780521513289
16 A First Course in the Numerical Analysis of Differential Equations, Second Edition Arieh Iserles 2009 9780521734905
17 Cutting Data for Turning of Steel Edmund Isakov 2009 9780831133146
18 Secrets of 5-Axis Machining Karlo Apro 2009 9780831133757
19 Welding Metallurgy and Weldability of Stainless Steels John C. Lippold and Damian J. Kotecki 2009 9780471473794
20 Carbon Nanotube Science—Synthesis, Properties and Applications Peter J. F. Harris 2009 9780521828956
21 The Physics of Carbon Nanotube Devices Francois Leonard 2009 9780815515739
22 Air and Gas Drilling Manual—Applications for Oil and Gas Recovery Wells and Geothermal Fluids Recovery Wells, Third Edition William C. Lyons 2009 9780123708953
23 Energy Shift—Game-Changing Options for Fueling the Future Eric Spiegel, Neil McArthur and Rob Norton 2009 9780071508346
24 Real-Time Stability Assessment in Modern Power System Control Centers IEEE Press 2009 9780470233306
25 Intelligent Network Video—Understanding Modern Video Surveillance Systems Fredrik Nilsson 2009 9781420061567
26 Commercializing Successful Biomedical Technologies—Basic Principles for the Development of Drugs, Diagnostics and Devices Shreefal S. Mehta 2008 9780521870986
27 Adhesives Technology Handbook, Second Edition Sina Ebnesajjad (ed) 2008 9780815515333
28 Developments in Surface Contamination and Cleaning—Fundamentals and Applied Aspects Rajiv Kohli and Kashmiri L. Mittal (eds) 2008 9780815515555
29 Achieving Business Success with GIS Bruce Douglas 2008 9780470727249
30 Introduction to Satellite Communication, Third Edition Bruce R. Elbert 2008 9781596932104
31 Mobile Antenna Systems Handbook, Third Edition Kyohei Fujimoto (ed) 2008 9781596931268
32 Modern Radar Systems, Second Edition Hamish Meikle 2008 9781596932425
33 Principles of GNSS, Inertial, and Multisensor Integrated Navigation Systems Paul D. Groves 2008 9781580532556
34 Radar System Analysis, Design, and Simulation Eyung W. Kang 2008 9781596933477
35 The Finite Element Method for Electromagnetic Modeling Gérard Meunier (ed) 2008 9781848210301
36 Wireless Positioning Technologies and Applications Alan Bensky 2008 9781596931305
37 MSP430 Microcontroller Basics John H. Davies 2008 9780750682763
38 Advanced PIC Microcontroller Projects in C—From USB to RTOS with the PIC18F Series Dogan Ibrahim 2008 9780750686112
39 Analog Circuits—World Class Designs Robert A. Pease (ed) 2008 9780750686273
40 Circuit Design—Know it All Darren Ashby 2008 9781856175272
41 Digital Electronics and Design with VHDL Volnei A. Pedroni 2008 9780123742704
42 Digital Signal Processing—Fundamentals and Applications Li Tan 2008 9780123740908
43 Linear Circuit Design Handbook Hank Zumbahlen (ed) 2008 9780750687034
44 Power Supplies for LED Driving Steve Winder 2008 9780750683418
45 Reactive Distillation Design and Control William L. Luyben and Cheng-Ching Yu 2008 9780470226124
46 Fluorinated Ionomers Walther Grot 2008 9780815515418
47 Selection of Polymeric Materials—How to Select Design Properties from Different Standards E. Alfredo Campo 2008 9780815515517
48 Mathematics for Engineers Georges Fiche and Gérard Hébuterne 2008 9781848210554
49 Engineering Dynamics Jerry Ginsberg 2008 9780521883030
50 Mass and Heat Transfer—Analysis of Mass Contactors and Heat Exchangers T. W. Fraser Russell, Anne S. Robinson and Norman J. Wagner 2008 9780521886703
51 Metallurgy and Mechanics of Welding—Processes and Industrial Applications Régis Blondeau 2008 9781848210387
52 An Introduction to Nanoscience and Nanotechnology Alain Nouailhat 2008 9781848210073
53 Handbook of Plastics Joining—A Practical Guide, Second Edition Michael J. Troughton (ed) 2008 9780815515814
54 Introduction to Applied Statistical Signal Analysis—Guide to Biomedical and Electrical Engineering Applications, Third Edition Richard Shiavi 2007 9780120885817
55 Advanced Phase-Lock Techniques James A. Crawford 2007 9781596931404
56 Introduction to CDMA Wireless Communications Mosa Ali Abu-Rgheff 2007 9780750652520
57 System-in-Package RF Design and Applications Michael P. Gaynor 2007 9781580539050
58 Digital Design and Computer Architecture David Money Harris and Sarah L. Harris 2007 9780123704979
59 Processor Design—System-On-Chip Computing for ASICs and FPGAs Jari Nurmi (ed) 2007 9781402055294
60 Advanced Production Testing of RF, SoC, and SiP Devices Joe Kelly and Michael D. Engelhardt 2007 9781580537094
61 CMOS RFIC Design Principles Robert H. Caverly 2007 9781596931329
62 Hardware Verification with SystemVerilog—An Object-Oriented Framework Mike Mintz and Robert Ekendahl 2007 9780387717388
63 Phase-Locked Loop Engineering Handbook for Integrated Circuits Stanley Goldman 2007 9781596931541
64 Practical Electronics Handbook, Sixth Edition Ian Sinclair and John Dunton 2007 9780750680714
65 Transducers and Arrays for Underwater Sound Charles H. Sherman and John L. Butler 2007 9780387329406
66 Manufacturing Execution Systems — MES Jürgen Kletti (ed) 2007 9783540497431
67 Essential Rubber Formulary—Formulas for Practitioners Chellappa Chandrasekaran 2007 9780815515395
68 Vacuum Deposition onto Webs, Films, and Foils Charles Bishop 2007 9780815515357
69 Essential MATLAB for Engineers and Scientists, Third Edition Brian D. Hahn and Daniel T. Valentine 2007 9780750684170
70 Countersinking Handbook LaRoux K. Gillespie 2007 9780831133184
71 Creating and Maintaining a World-Class Machine Shop—A Guide to General and Titanium Machine Shop Practices Edward F. Rossman 2007 9780831132996
72 Elementary Fluid Mechanics Tsutomu Kambe 2007 9789812564160
73 Implicit Large Eddy Simulation—Computing Turbulent Fluid Dynamics Fernando F. Grinstein, Len G. Margolin and William J. Rider (ed) 2007 9780521869829
74 Metal Fatigue—What It Is, Why It Matters Les Pook 2007 9781402055966
75 Pneumatic Drives—System Design, Modelling and Control Peter Beater 2007 9783540694700
76 Pressure Vessel Design Donatello Annaratone 2007 9783540491422
77 Straightening Titanium Alloy Parts Edward F. Rossman 2007 9780831133344
78 Introduction to Plastics Recycling, Second Edition V. Goodship 2007 9781847350855
79 Frequency-Domain Characterization of Power Distribution Networks Istvan Novak and Jason R. Miller 2007 9781596932005
80 Advanced Methods and Tools for ECG Data Analysis Gari D. Clifford, Francisco Azuaje and Patrick McSharry (eds) 2006 9781580539661
81 Surface Treatment of Materials for Adhesion Bonding Sina Ebnesajjad and Cyrus Ebnesajjad 2006 9780815515234
82 ELINT—The Interception and Analysis of Radar Signals Richard G. Wiley 2006 9781580539258
83 Introduction to GPS—The Global Positioning System, Second Edition Ahmed El-Rabbany 2006 9781596930162
84 RF Power Amplifiers for Wireless Communications, Second Edition Steve C. Cripps 2006 9781596930186
85 Designing SOCs with Configured Cores—Unleashing the Tensilica Xtensa and Diamond Cores Steve Leibson 2006 9780123724984
86 Practical MMIC Design Steve Marsh 2006 9781596930360
87 Ion Implantation and Synthesis of Materials M. Nastasi and J.W. Mayer 2006 9783540236740
88 Adhesives Technology for Electronic Applications—Materials, Processes, Reliability James J. Licari and Dale W. Swanson 2005 9780815515135
89 RF System Design of Transceivers for Wireless Communications Qizheng Gu 2005 9780387241616
90 Turbo Code Applications—A Journey from a Paper to Realization Keattisak Sripimanwat (ed) 2005 9781402036866
91 Electronic Noise and Interfering Signals—Principles and Applications Gabriel Vasilescu 2005 9783540407416
92 Transaction Level Modeling with SystemC—TLM Concepts and Applications for Embedded Systems Frank Ghenassia 2005 9780387262321
93 Thin Film Materials Technology—Sputtering of Compound Materials Kiyotaka Wasa, Makoto Haber and Hideaki Adachi 2004 9780815514831
94 Machine Shop Trade Secrets—A Guide to Manufacturing Machine Shop Practices James A. Harvey 2004 9780831132279
95 Sucker-Rod Pumping Manual Gabor Takacs 2004 9780878148929
96 The Foundations of Vacuum Coating Technology D. M. Mattox 2003 9780815514954
97 Digital Video and HDTV Algorithms and Interfaces Charles Poynton 2003 9781558607927
98 Coating Materials for Electronic Applications—Polymers, Processes, Reliability, Testing James J. Licari 2003 9780815514923
99 Crystal Growth Technology Kullaiah Byrappa and T. Ohachi 2003 9780815514534
100 Ceramic Technology and Processing Alan G. King 2002 9780815514435
101 Handbook of Thin Film Deposition Processes and Techniques—Principles, Methods, Equipment and Applications, Second Edition Krishna Seshan (ed) 2002 9780815514428
102 Industrial Electronics for Engineers, Chemists, and Technicians,—With Optional Lab Experiments Daniel J. Shanefield 2001 9780815514671
103 Mechanical Alloying—For Fabrication of Advanced Engineering Materials M. Sherif El-Eskandarany 2001 9780815514626
104 Integrated Waterflood Asset Management Ganesh C. Thakur and Abdus Satter 1998 9780878146062

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140+ Business Books.Management Books.Strategy Books.Investment Books.Finance Books.Trading Books.Business Success Books.Leadership Books.

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No Book_Title Book_Authors Publication_Year ISBN_No
=== ========== =========== =============== ============

1 Surviving the War for Talent in Asia—How Innovation Can Help Christina SS Ooi 2010 9780137009510
2 Agile Career Development—Lessons and Approaches from IBM Mary Ann Bopp, Diana A. Bing and Sheila Forte-Trammell 2010 9780137153640
3 Insurance M&A Insights—2009 Industry Sourcebook Robert J. Lieblein et al. 2009 9780872188358
4 Investment Banking—Valuation, Leveraged Buyouts, and Mergers & Acquisitions Joshua Rosenbaum, Joshua Pearl and Joseph R. Perella 2009 9780470442203
5 Getting China and India Right—Strategies for Leveraging the World's Fastest Growing Economies for Global Advantage Anil K. Gupta and Haiyan Wang 2009 9780470284247
6 Poorly Made in China—An Insider's Account of the Tactics Behind China's Production Game Joanne Sujansky and Jan Ferri-Reed 2009 9780470405581
7 Emotional Fitness at Work—6 Strategic Steps to Success Using the Power of Emotion Barton Goldsmith 2009 9781601630810
8 Anytime Coaching—Unleashing Employee Performance Teresa Wedding Kloster and Wendy Sherwin Swire 2009 9781567262377
9 Emotional Intelligence Coaching—Improving Performance for Leaders, Coaches and the Individual Stephen Neale, Lisa Spencer-Arnell and Liz Wilson 2009 9780749454586
10 The Credible Company—Communicating with a Skeptical Workforce Roger D’Aprix 2009 9780470274743
11 Getting Even—The Truth About Workplace Revenge—And How to Stop It Thomas M. Tripp and Robert J. Bies 2009 9780470339671
12 Can I Have Your Attention? — How to Think Fast, Find Your Focus, and Sharpen Your Concentration Joseph Cardillo 2009 9781601630636
13 The Innovation Zone—How Great Companies Re-Innovate For Amazing Success Thomas M. Koulopoulos 2009 9780891062349
14 People Styles At Work . . . And Beyond—Making Bad Relationships Good and Good Relationships Better, Second Edition Robert Bolton and Dorothy Grover Bolton 2009 9780814413425
15 Public Speaking in an Instant—60 Ways to Stand Up and Be Heard Keith Bailey and Karen Leland 2009 9781601630186
16 Virtual Team Leadership and Collaborative Engineering Advancements—Contemporary Issues and Implications Ned Kock (ed) 2009 9781605661100
17 Celebrating Failure—The Power of Taking Risks, Making Mistakes, and Thinking Big Ralph Heath 2009 9781601630643
18 Change Your Questions, Change Your Life — 10 Powerful Tools for Life and Work, Second Edition Marilee Adams 2009 9781576756003
19 Reinvention—How to Make the Rest of Your Life the Best of Your Life Brian Tracy 2009 9780814413463
20 The Fearless Fish Out of Water—How To Succeed When You’re The Only One Like You Robin Fisher-Roffer 2009 9780470316689
21 Agenda For A New Economy—From Phantom Wealth To Real Wealth David C. Korten 2009 9781605092898
22 Bernanke’s Test—Ben Bernanke, Alan Greenspan, and the Drama of the Central Banker Johan Van Overtveldt 2009 9781932841374
23 When Bubbles Burst—Surviving the Financial Fallout John P. Calverley 2009 9781857885231
24 When Giants Fall—An Economic Roadmap for the End of the American Era Michael Panzner 2009 9780470310434
25 Accountants' Handbook—2009 Cumulative Supplement, 11th Edition Lynford Graham (ed) 2009 9780470286531
26 Accounting Control Best Practices, Second Edition Steven M. Bragg 2009 9780470405420
27 The Complete Guide to Auditing Standards and Other Professional Standards for Accountants 2009 Nick A. Dauber, Anique Ahmed Qureshi, Marc H. Levine and Joel G. Siegel 2009 9780470411520
28 Transparency in Financial Reporting—A concise comparison of IFRS and US GAAP Ruth Ann McEwen 2009 9781906659134
29 You Can Pass The CPA Exam—Get Motivated!, Third Edition Debra R . Hopkins 2009 9780470450024
30 Performance Appraisal—Expert Solutions to Everyday Challenges Harvard Business School Press 2009 9781422128831
31 Writing Performance Reviews—A Write It Well Guide Natasha Terk 2009 9780982447109
32 Employee Engagement—A Roadmap for Creating Profits, Optimizing Performance, and Increasing Loyalty Brad Federman 2009 9780470388150
33 Human Resources Management Guide—An Essential Tool for Managing Day-to-Day HR Responsibilities J.J. Keller & Associates, Inc. 2009 9781590424407
34 Keeping The Millennials—Why Companies Are Losing Billions in Turnover to This Generation‐ and What to Do About It Joanne Sujansky and Jan Ferri-Reed 2009 9780470438510
35 Strategic Learning and Leading Change—How Global Organizations are Reinventing HR Stephen John 2009 9780750682886
36 Succession—Are You Ready? Marshall Goldsmith 2009 9781422118238
37 The Handbook of Country Risk 2009–2010—A Guide to International Business and Trade Global Market Briefings 2009 9781846731723
38 High Probability Trading Strategies—Entry to Exit Tactics for the Forex, Futures, and Stock Markets Robert L. Miner 2009 9780470181669
39 Nerds on Wall Street—Math, Machines, and Wired Markets David J. Leinweber 2009 9780471369462
40 The Microstructure of Financial Markets Frank de Jong and Barbara Rindi 2009 9780521867849
41 The Bull Inside the Bear—Finding New Investment Opportunities in Today's Fast-Changing Financial Markets Robert Stein 2009 9780470402207
42 Making Telework Work —Leading People and Leveraging Technology for High-Impact Results Evan H. Offstein and Jason M. Morwick 2009 9780891062523
43 Power Surge—A Conduit for Enlightened Leadership Margaret Seidler 2009 9781599961620
44 The Practice of Adaptive Leadership—Tools and Tactics for Changing Your Organization and the World Ronald Heifetz, Alexander Grashow and Marty Linsky 2009 9781422105764
45 ADA Compliance Manual—A Practical Approach for Employers J.J. Keller & Associates, Inc. 2009 9781602874770
46 Successfully Utilizing CMMS/EAM Systems Terry Wireman 2009 9780831133689
47 Be the Hero—Three Powerful Ways to Overcome Challenges in Work and Life Noah Blumenthal 2009 9781605090009
48 Becoming the Evidence-Based Manager—Making The Science Of Management Work For You Gary P. Latham 2009 9780891062608
49 Managing Henry Mintzberg 2009 9781576753408
50 Not Everyone Gets a Trophy—How To Manage Generation Y Bruce Tulgan 2009 9780470256268
51 The Wild Idea Club—A Collaborative System to Solve Workplace Problems, Improve Efficiency, and Boost Your Bottom Line Lee Silber, Andrew Chapman and Linda Krall 2009 9781601630575
52 Y in the Workplace—Managing the “Me First” Generation Nicole A. Lipkin and April J. Perrymore 2009 9781601630711
53 Immunity to Change—How to Overcome it and Unlock Potential in Yourself and Your Organization Robert Kegan and Lisa Laskow Lahey 2009 9781422117361
54 Lean Manufacturing Implementation Strategies that Work—A Roadmap to Quick and Lasting Success John W. Davis 2009 9780831133856
55 Designing Matrix Organizations that Actually Work—How IBM, Proctor & Gamble and Others Design for Success Jay R. Galbraith 2009 9780470316313
56 Creating Passion-Driven Teams—How To Stop Micromanaging and Motivate People to Top Performance Dan Bobinski 2009 9781601630759
57 The Three Laws of Performance—Rewriting the Future of Your Organization and Your Life Steve Zaffron and Dave Logan 2009 9780470195598
58 Brand for Talent—Eight Essentials to Make Your Talent as Famous as Your Brand Libby Sartain 2009 9780470182680
59 Convergence Marketing—Combining Brand and Direct Marketing for Unprecedented Profits Richard G. Rosen 2009 9780470164938
60 Experiential Marketing—A Practical Guide To Interactive Brand Experiences Shaz Smilansky 2009 9780749452759
61 Market Rebels—How Activists Make or Break Radical Innovations Hayagreeva Rao 2009 9780691134567
62 Marketing To the Social Web—How Digital Customer Communities Build Your Business, Second Edition Larry Weber 2009 9780470410974
63 The Cool Factor—Building Your Brand's Image through Partnership Marketing Del Breckenfeld 2009 9780470371961
64 Understanding Digital Marketing—Marketing Strategies for Engaging the Digital Generation Damian Ryan and Calvin Jones 2009 9780749453893
65 World Wide Rave—Creating Triggers that Get Millions of People to Spread Your Ideas and Share Your Stories David Meerman Scott 2009 9780470395004
66 More ProActive Sales Management—Avoid the Mistakes Even Great Sales Managers Make—and Get Extraordinary Results William Miller 2009 9780814410905
67 A Short Course in International Business Culture—Building International Business Through Cultural Awareness, 3rd Edition Charles Mitchell 2009 9781607800002
68 A Short Course in International Business Ethics—Combining Ethics and Profits in Global Business, 3rd Edition Charles Mitchell 2009 9781607800019
69 The Google Way—How One Company Is Revolutionizing Management As We Know It Bernard Girard 2009 9781593271848
70 Business Insights—China—Practical Advice on Entry Strategy and Engagement Jonathan Reuvid (ed) 2008 9780749450625
71 Emotional Intelligence for Managing Results in a Diverse World—The Hard Truth About Soft Skills in the Workplace Lee Gardenswartz 2008 9780891062554
72 The Diversity Training Handbook—A Practical Guide to Understanding & Changing Attitudes, 3rd Edition Phil Clements and John Jones 2008 9780749450687
73 Presence-Based Coaching—Cultivating Self-Generative Leaders Through Mind, Body, and Heart Doug Silsbee 2008 9780470325094
74 The Executive Coach in the Corporate Forest—A Business Fable Steve Gladis 2008 9781599961309
75 50 Communications Activities, Icebreakers, and Exercises Peter R. Garber 2008 9781599961552
76 The Mouth Trap—Strategies, Tips, and Secrets to Keep Your Foot Out of Your Mouth Gary Seigel 2008 9781564149954
77 Managing Innovation, Design and Creativity, Second Edition Bettina von Stamm 2008 9780470510667
78 Technical Writing with Style, Fifth Edition Kenneth Lachnicht 2008
79 Team Leader Workbook Sara Pope and Eileen Blyth 2008 9781599961330
80 Team Metrics—Resources for Measuring and Improving Team Performance Mike Woodcock and Dave Francis 2008 9781599961293
81 Emotionomics—Leveraging Emotions for Business Success, Revised Edition Dan Hill 2008 9780749453992
82 What’s Responsible for Business Success or Failure? It’s . . . the Organization’s Culture! Bruce A. McCormick 2008 9781599961491
83 The Constant Customer—Keep Them Coming Back Again and Again and Again… Darryl S. Doane and Rose D. Sloat 2008 9781599961637
84 The Price of Everything—A Parable of Possibility and Prosperity Russell Roberts 2008 9780691135090
85 Building a Global Bank—The Transformation of Banco Santander Mauro F. Guillén and Adrian Tschoegl 2008 9780691131252
86 The Rating Agencies and Their Credit Ratings—What They Are, How They Work and Why They Are Relevant Herwig Langohr and Patricia Langohr 2008 9780470018002
87 Financial Modeling, Third Edition Simon Benninga 2008 9780262026284
88 Market Risk Analysis—Pricing, Hedging and Trading Financial Instruments, Volume III Carol Alexander 2008 9780470997895
89 Market Risk Analysis—Value-at-Risk Models, Volume IV Carol Alexander 2008 9780470997888
90 Environmental Compliance Manual—A Safety Manager’s Guide—Includes OSHA & DOT J.J. Keller & Associates, Inc. 2008 9781602870482
91 Line Supervisor Safety Handbook J.J. Keller & Associates, Inc. 2008 9781602873322
92 Workplace Safety Pro—Your A to Z Guide to a Complete Safety Program J.J. Keller & Associates, Inc. 2008 9781590422847
93 Valuing Roles—How to Establish Relative Worth Michael Armstrong and Ann Cummins 2008 9780749450779
94 Secrets Stolen, Fortunes Lost—Preventing Intellectual Property Theft and Economic Espionage in the 21st Century Christopher Burgess and Richard Power 2008 9781597492553
95 An American's Guide to Doing Business in Latin America Lawrence W. Tuller 2008 9781598692129
96 Business Knowledge for IT in Trading and Exchanges—A Complete Handbook for IT Professionals Essvale Corporation Limited 2008 9780955412486
97 Evaluating the Impact of Leadership Development Kelly Hannum and Jennifer W. Martineau 2008 9780470184103
98 Innovation Leaders Tim Jones 2008 9781904902959
99 The Leadership Code—Five Rules to Lead By Dave Ulrich, Norm Smallwood and Kate Sweetman 2008 9781422119013
100 Wave Rider—Leadership for High Performance in a Self-Organizing World Harrison Owen 2008 9781576756171
101 More Than Money—Questions Every MBA Needs to Answer Mark Albion 2008 9781576756560
102 Process Design—Making it Work—A Practical Guide to What to Do When and How for Facilitators, Consultants, Managers, and Coaches Dorothy Strachan and Paul Tomlinson 2008 9780470182703
103 The Levity—Effect—Why It Pays to Lighten Up Adrian Gostick and Scott Christopher 2008 9780470195888
104 The New Manager’s Primer—Winning with People at Work Woodrow H. Sears 2008 9781599961323
105 The Star Profile—A Management Tool to Unleash Employee Potential Jathan Janove 2008 9780891062202
106 The Truth About Middle Managers—Who They Are, How They Work, Why They Matter Paul Osterman 2008 9781422179703
107 Performance Consulting—A Practical Guide for HR and Learning Professionals, Second Edition, Revised and Updated Dana Gaines Robinson and James C. Robinson 2008 9781576754351
108 Design for Lean Six Sigma—A Holistic Approach to Design and Innovation Rajesh Jugulum and Philip Samuel 2008 9780470007518
109 At Your Own Risk!—How the Risk-Conscious Culture Meets the Challenge of Business Change Gary S. Lynch 2008 9780470259412
110 Brand Immortality—How Brands Can Live Long and Prosper Hamish Pringle and Peter Field 2008 9780749449285
111 Private Label—Turning the Retail Brand Threat into Your Biggest Opportunity Keith Lincoln and Lars Thomassen 2008 9780749450274
112 6 Steps to Free Publicity, Third Edition Marcia Yudkin 2008 9781601630278
113 Advertising and the Mind of the Consumer—What Works, What Doesn’t, and Why, Revised 3rd International Edition Max Sutherland 2008 9781741755992
114 Selling the Moment—Values, Needs, and Relationships—Turning Ordinary Sales into a Lifetime of Success Russ Crumley 2008 9781599961378
115 A Sense of Urgency John P. Kotter 2008 9781422179710
116 Uniting the Virtual Workforce—Transforming Leadership and Innovation in the Globally Integrated Enterprise Karen Sobel Lojeski and Richard R. Reilly 2008 9780470193952
117 The Opposable Mind—How Successful Leaders Win Through Integrative Thinking Roger L. Martin 2007 9781422118924
118 Chocolates on the Pillow Aren’t Enough—Reinventing the Customer Experience Jonathan M. Tisch and Karl Weber 2007 9780470404638
119 Plight of the Fortune Tellers—Why We Need to Manage Financial Risk Differently Riccardo Rebonato 2007 9780691133614
120 Leadership for Smooth Patient Flow—Improved Outcomes, Improved Service, Improved Bottom Line Kirk Jensen, Thom A. Mayer, Shari J. Welch and Carol Haraden 2007 9781567932652
121 The Healthcare Executive's Guide To Allocating Capital Jason H. Sussman 2007 9781567939569
122 Understanding the U.S. Health Services System, Third Edition Phoebe Lindsey Barton 2007 9781567932638
123 Supervisor’s Guide to Human Resources—Improving Your Employee Management Decisions J.J. Keller & Associates, Inc. 2007 9781590428290
124 The Talent Management Pocketbook Andy Cross 2007 9781903776476
125 Options Pricing Models and Volatility Using Excel-VBA Fabrice Douglas Rouah and Gregory Vainberg 2007 9780471794646
126 MRO Inventory and Purchasing—Maintenance Strategy Series, Volume 2 Terry Wireman 2007 9780831133290
127 The Lost Art Of General Management Rob Waite 2007 9780975303009
128 The New Boss—How to Survive the First 100 Days Peter Fischer 2007 9780749452704
129 Evaluating Impact—Evaluation and Continual Improvement for Performance Improvement Practitioners Ingrid Guerra-López 2007 9781599960517
130 Performance Analysis—Knowing What to Do and How Dale Brethower 2007 9781599960548
131 Modern Corporate Risk Management—A Blueprint for Positive Change and Effectiveness Glenn Koller 2007 9781932159523
132 Offshore Risk Assessment—Principles, Modelling and Applications of QRA Studies, 2nd Edition Jan Erik Vinnem 2007 9781846287169
133 Transform Your Business into a Brand—10 Rules of Branding Jacky Tai and Wilson Chew 2007 9789812613868
134 The Teambuilding Activities Pocketbook Paul Tizzard 2006 9781903776421
135 Virtual Teams Pocketbook—A Pocketful of Tips & Tools on Leading A Successful, Motivated Team of People Who Mostly Work Apart Ian Fleming 2006 9781903776414
136 Developing Performance Indicators for Managing Maintenance, Second Edition Terry Wireman 2005 9780831131845
137 How To Be A Success In Business Ida Greene 2004 9781881165033
138 The Managing Difficult Participants Pocketbook John Townsend 2004 9781903776810
139 Total Productive Maintenance Terry Wireman 2004 9780831131722
140 The Coward’s Guide to Conflict—Empowering Solutions for Those Who Would Rather Run Than Fight Timothy E. Ursiny 2003 9781402200557
141 The Icebreakers Pocketbook Paul Tizzard and Alan Evans 2003 9781903776056
142 The Tao of Coaching—Boost Your Effectiveness At Work By Inspiring And Developing Those Around You Max Landsberg 2002 9781861976505
143 Innovating at the Edge—How Organizations Evolve and Embed Innovation Capability Tim Jones 2002 9780750655194
144 Controls, Procedures and Risk David Loader 2002 9780750654869
145 Workplace Safety in Action— Accident Investigation in the Workplace, the Step-By-Step Approach for Supervisors J.J. Keller & Associates, Inc. 2000 9781579438005
146 Healing the Wounds—Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations David M. Noer 1993 9781555427085

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