Senin, 28 November 2011

Ebook Download Trapped in Kuwait: Countdown to Armageddon

Ebook Download Trapped in Kuwait: Countdown to Armageddon

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Trapped in Kuwait: Countdown to Armageddon

Trapped in Kuwait: Countdown to Armageddon


Trapped in Kuwait: Countdown to Armageddon


Ebook Download Trapped in Kuwait: Countdown to Armageddon

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Trapped in Kuwait: Countdown to Armageddon

Trapped In Kuwait is the true story of Jack and Roberta Hogan, Westerners living in Kuwait during the Iraqi invasion of August 2, 1990. In their daily journals we see firsthand the rape and pillage of this beautiful, little country as seen through the eyes of this American couple

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Product details

Paperback: 158 pages

Publisher: Charles Franklin Pr (March 1, 1991)

Language: English

ISBN-10: 0932091156

ISBN-13: 978-0932091154

Product Dimensions:

5.3 x 0.5 x 8.3 inches

Shipping Weight: 8 ounces

Average Customer Review:

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Amazon Best Sellers Rank:

#4,130,183 in Books (See Top 100 in Books)

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Sabtu, 26 November 2011

Ebook , by Heather Burch

Ebook , by Heather Burch

, By Heather Burch. Change your habit to hang or throw away the time to only chat with your buddies. It is done by your everyday, don't you really feel burnt out? Now, we will reveal you the brand-new practice that, really it's an older practice to do that could make your life more qualified. When really feeling burnt out of always talking with your close friends all downtime, you can find guide qualify , By Heather Burch and afterwards read it.

, by Heather Burch

, by Heather Burch


, by Heather Burch


Ebook , by Heather Burch

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Product details

File Size: 3437 KB

Print Length: 304 pages

Publisher: Montlake Romance (June 16, 2015)

Publication Date: June 16, 2015

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B00R1XJ8QQ

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Amazon Best Sellers Rank:

#8,096 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

Heather Burch's Along the Broken Road sticks with you. It is a beautifully written story about love. There is romantic love between Ian Carlisle and Charlee McKinley that has just enough spice to keep it realistic. Their feelings seemed real, but the romantic scenes were clean.Another part of the story is the love Charlee's father reveals to her through a journal he kept through the years.Finally, we see the love between the people who through friendship become just like family.The characters were all well-developed. I cared about what happened to them. I especially loved Ian because he struggled with demons from his past and yet had learned how to be a strong, caring man. He is definitely BBF worthy.Burch has proven again you can write a realistic and beautiful story that has no objectionable language or sex scenes.

The feel of the story at the opening grabbed me and wouldn't let go. There was so much love and "family" going on between the characters. Ian was perfectly cast as the wake-up call Charlee needed in her life.The emotional connection between them was as beautiful to watch grow on the page as the imagery of the surrounding woods and the artist compound. The journal entries were so touching and so believable because I don't think her father could have said them to her face to face and she really needed to hear them in order to heal and grow. Their shared pain over the loss of her mother would have made them keep those emotional truths locked away forever.But his words in the journal and her special place in the woods were strong connections that allowed them to reach each other despite the war or even death.And Ian was broken and trying to find where he belonged in the world after all the fighting and the deep loss of his mentor, Charlee's dad, that Charlee couldn't help herself in wanting to 'save' him like she does everyone else. But Ian saw the pain she kept hidden and wanted to help her break free from it.The descriptions of their surroundings were so vivid and clear, it was as if I was sitting on the stump at her favorite place seeing the bright blue of the water and the majesty of the mountains just beyond.Beautifully written and very heartfelt. +warning+ you may need a few tissues at about halfway in and all the way to the end. But it's so rich and powerful, you won't be able to not tear up.I received an Advanced Reader Copy in exchange for an honest review. AND I LOVED THE STORY SO MUCH, I BOUGHT MY OWN SO I'D HAVE ONE WITH THE RELEASE COVER. Brava Ms. Burch, brava.

A great bit of storytelling without being preachy. It is a out love, forgiveness and faith. It's a very well-written story that have you turning the pages because you can't wait to find out what happens in their lives. Heather Burch is now one of my go to authors. I can recommend this book to any one who likes a good story with substance.

I was really disappointed in this book. It was mostly about their physical attraction, almost like a typical romance novel. It needed much more story and much less abs, legs, muscles, etc. Threw it in the trash half way through.

I really enjoyed reading Along the Broken Road. What a great story that dealt with loss and love and friendship. I'm going to start reading book 2 in the series later today I hope it is as good as this book was

Great story with well developed characters. Soldier Ian Carlisle's mission is to find his commanding officer's daughter to deliver a journal. The daughter, Charlee McKinley has a love/hate relationship with the memories of her deceased father. Key points to the story are; do we really know the person that we think we do, and can/will we forgive that person for his/her faults. Of course this all turns into a love story.

I love flawed characters who slowly work their way through their problem. When everyone is sweet and perfect it doesn’t feel real to me.Not too many books bring me to tears anymore but this one did. Plus it made me laugh. The teasing banter that went on between the 2 lead characters was great, never stilted.I recommend this to anyone who wants a great novel. Wish it could have gone on longer.

Ms. Burch is a master story teller.A gifted wordsmith, she paints beautiful pictures of each setting and intricately builds each character, revealing motivations and emotions exquisitely, so that we, too, see and understand the significance of the cover picture and the title, but not too soon.... She truly placed the reader in the setting as well as the hearts and minds of each character. This reader was sorry to finish, and looks forward to her sequel.

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Senin, 14 November 2011

PDF Ebook The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan David P. Norton

PDF Ebook The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan David P. Norton

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The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan David P. Norton

The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan David P. Norton


The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan David P. Norton


PDF Ebook The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan David P. Norton

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The Balanced Scorecard: Translating Strategy into Action, by Robert S. Kaplan David P. Norton

From Publishers Weekly

As running a corporate?or government or not-for-profit?enterprise becomes increasingly complicated, more sophisticated approaches are needed to implement strategy and measure performance. Purely financial evaluations of performance, for example, no longer suffice in a world where intangible assets?relationships and capabilities?increasingly determine the prospects for success. Kaplan, a Harvard Business School professor of accounting, and Norton, president of Renaissance Solutions, make a key contribution by describing and illustrating the balanced scorecard, a multidimensional approach to measuring corporate performance that incorporates both financial and non-financial factors. The concept of a balanced scorecard originated in a study group of 12 companies that met throughout 1990; since then, the authors have worked with several companies, including FMC Corporation, Brown & Root Energy Services, Mobil and CIGNA, to create scorecards and use them as a systematic means to implement new organizational strategy. Though still in the preliminary stages of development, balanced scorecards could represent the emergence of a new era of management sophistication, in which both the hard and soft variables of work life are taken into account in a rigorous, testable fashion. Kaplan and Norton provide an excellent, though dry, introduction to a new methodology of management. Copyright 1996 Reed Business Information, Inc.

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From Library Journal

Kaplan (accounting, Harvard) and Norton, president of Renaissance Solutions Inc., created the "balanced scorecard" to assist businesses in moving from ideas to action, achieving long-term goals, and obtaining feedback about strategy. The balanced scorecard consists of four sections: clarifying and translating vision and strategy; communicating and linking strategic objectives and measures; planning, setting targets, and aligning strategic initiatives; and enhancing strategic feedback and learning. Because the writing is technically oriented and somewhat detailed, this work is geared toward scholars and high-level business planners. However, its clear organization makes reading and understanding the concepts much easier. Recommended for upper-level and graduate business students and senior practitioners in the strategic-planning field.?Randy Abbott, Univ. of Evansville Libs., Ind.Copyright 1996 Reed Business Information, Inc.

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Product details

Hardcover: 336 pages

Publisher: Harvard Business Review Press; 1 edition (September 1, 1996)

Language: English

ISBN-10: 9780875846514

ISBN-13: 978-0875846514

ASIN: 0875846513

Product Dimensions:

6.8 x 1.2 x 9.8 inches

Shipping Weight: 1.5 pounds (View shipping rates and policies)

Average Customer Review:

4.3 out of 5 stars

81 customer reviews

Amazon Best Sellers Rank:

#84,623 in Books (See Top 100 in Books)

As the title indicates, this book introduces the concept of the Balanced Scorecard: "The Balanced Scorecard (BSC) provides managers with the instrumentation they need to navigate to future competitive success. Today, organizations are competing in complex environments so that an accurate understanding of their goals and the methods for attaining those goals is vital. The Balanced Scorecard translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management systems. The Balanced Scorecard retains an emphasis on achieving financial objectives, but also includes the performance drivers of these financial objectives. The scorecard measures organizational performance across four balanced perspectives: financial, customers, internal business processes, and learning and growth. The BSC enables companies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they need for future growth."The authors then go on to presenting each of the four perspectives in details and discuss how the Balanced Scorecard measures link to the strategy. In the subsequent section, the authors focus on how the Scorecard is used to manage business strategy. The framework presented revives the traditional thinking around strategy and how it is implemented in a very pragmatic manner - balancing both strategy and its associated execution. What I particularly enjoyed are the numerous case studies and examples presented that help anchor the concepts.A classic must read in the area of Corporate Strategy!Below are key excerpts from the book that I found particularly insightful:1- "The Balanced Scorecard emphasizes that financial and nonfinancial measures must be part of the information system for employees at all levels of the organization."2- "As more and more companies work with the Balance Scorecard, they see how it can be used to:-clarify and gain consensus about strategy,-communicate strategy throughout the organization,-align departmental and personal goalts to the strategy,-link strategic objectives to long-term targets and annual budgets,-identify and align strategic initiatives,-perform periodic and systematic strategic review, and obtain feedback to learn about and improve strategy."3- "A strategy is a set of hypotheses about cause and effect. The measurement system should make the relationships (hypotheses) among objectives (and measures) in the various perspectives explicit that they can be managed and validated."4- "The financial objectives serve as the focus for the objectives and measures in all the other scorecard perspectives. Every measure selected should be part of a link of cause-and-effect relationships that culminate in improving financial performance."5- "The scorecard should tell the story of the strategy, starting with the long-run financial objectives, linking these to the sequence of actions that must be taken with financial processes, customers, internal processes, and finally employees and systems to deliver long-term economic performance."6- "In the internal-business process perspective, managers identify the critical processes at which they must excel if they are to meet the objectives of shareholders and of targeted customer segments...One recent development has been to incorporate the innovation process as a vital component of the internal-business-process perspective."7- "While not the same as measurement, and not a long-term substitute for measurement, the text is a marker that serves many of the same objectives as a formal measurement system."8- "Balanced Scorecard of no more than two dozen measures can be sufficient for measuring their operations. They are, of course, correct in a narrow sense, but they fail to distinguish between diagnostic measures - those measures that monitor whether the business remains in control and can signal when unusual events are occurring that require immediate attention - and strategic measures - those that define a strategy designed for competitive excellence."9- "The Balanced Scorecard is not a replacement for an organization's day-to-day measurement system. The scorecard measures are chosen to drive the attention of managers and employees to those factors expected to lead to competitive breakthroughs for an organization."10- "The disconnect between strategy formulation and strategy implementation is caused by barriers erected by traditional management systems - the systems organizations use to:-establish and communicate strategy and directions;-allocate resources;-define departmental, team, and individual goals and directions; and-provide feedback."11- "The scorecard provides a common framework for organizing the planning process of corporate support departments. It enables these departments to understand the strategies of the entire corporation and the individual SBUs so that the support departments can develop and deliver better services that help the operating units and corporation achieve their strategic objectives."12- "Strategic planning and operational budgeting processes are too important to be treated as independent processes. Strategic planning must be linked to operational budgeting if action is to be tied to vision."13- "Mintzberg and Simons identify key aspects of this newer or emergent view of strategy:-Strategies are incremental and emerge over time-Intended strategies can be superseded-Strategy formulation and implementation are intertwined-Strategic ideas can arise throughout the organization-A strategy is a process"14- "...the measurement framework in the Balanced Scorecard should be deployed to develop a new management system. The distinction between a measurement and a management system is subtle but crucial. The measurement system should be only a means to achieve an even more important goal - a strategic management system that helps executives implement and gain feedback about their strategy."15- "Most companies introduce the scorecard to drive single pieces of the management process: Obtain clarity and consensus about strategy, achieve focus, leadership development, strategic intervention, educate the organization, set strategic targets, align programs and investments, build a feedback system."

Many organizations are in the process of implementing the `Balanced Scorecard', yet some are struggling. Either they fail to implement the measures, or the measures fail to have the expected impact.Organizations execute four 'mission critical' activities, for a scorecard to succeed. Each is more difficult than might appear and must be performed by a different part of the organization.1. Articulating the strategy: Top management must articulate and disseminate the strategy. More than measuring success, a performance system communicates a strategy. Without a strategy, the performance measures become an `anything goes' exercise. `Anything goes in theory' means that `everything stays in practice'.2. Designing the measures: A core task team must design the measures to avoid uneconomic behavior. Poorly thought out measures create counter productive activity.3. Operationalizing the measures: Once measures are defined, programmers operationalize and automate them.Even revenue can be complicated in practice: When is it recorded, and what does it include. The task team may well find themselves getting what they asked for, and not what they wanted.4. Getting the buy-in: Change management skills are needed to align the changes and create buy in. Dilbert cynically states that there are two steps to a great performance measurement system. 1) Gather information and 2) ignore it. For performance measurement to work, the system must be accepted, understood, and aligned to the reward.The book, `The Balanced Scorecard' by Kaplan and Norton has become compulsory reading for middle management. It is very good, with the one weakness that it makes performance measurement look deceptively simple.

The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.

Kaplan and Norton team never disappoints. For someone like me who has never been exposed to Balance Scorecard, this provides a step-by-step guide to this strategy implementation tool.

Once I received the kindle edition, I realize that the book doesn't come with the hard copy original images.Very disappointed.

Boring!

This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.

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