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what a fun readReview Date: 2008-06-21
There should be a Nobel Prize for musical scholarship!Review Date: 2008-03-02
Ned Sublette explains why in his marvelous book. I find myself pouring over passages, rereading and underlining and making notes to myself in the back. I can't take a lot of this at one time. I'll put the book down to pick it up a week later and end up rereading what I'd already read. The prospect of getting all the way to the end of it fills me with joy and dread at the same time. It's not that it's densely written: on the contrary, it's some of the clearest, easiest to read scholarly writing I've ever run across (and that's a lot, by the way).
The book is not for everyone. You have to like music, for starters. Then, it would be good if you enjoy learning about how musical styles originate, travel, and influence other styles. Cuba has been a true melting pot for many of the world's musical traditions, and most have made their way to this country, through New Orleans, through New York, and by other means, to the point that its influence is discernible in almost every popular American genre today. Sublette has traced these influences in the most careful and understandable way, and the result is enlightenment on every single page.
Now I hear that Sublette has another book out on the musical cultures and history of New Orleans. This is wonderful news even if it means I'll spend the next five years finishing both volumes. Amazon won't let me review a book twice, so I won't be able to comment on the latter parts of Cuba and Its Music here. Maybe I'll be able to mention it when I finally report on The World that Made New Orleans: From Spanish Silver to Congo Square.
Quien sabe, sabeReview Date: 2005-06-12
El UnicoReview Date: 2006-02-28
This is particularly true when it comes to dissecting the story that most conventional Western Hemisphere histories neglect-the profound cultural influence of West Africa. As Sublette notes, "the drum...what an African would call a drum-is conspicuously missing from European music before the sixteenth century." Was it the creolized cultures of the New World that finally gave Europeans license to return to the dance floor after centuries of Church proscription? Sublette presents a convincing case for this, while simultaneously providing an explanation for those among us who are rhythmically challenged...
Readers also benefit from the full spectrum Sublette's perspective--that of a musician who migrates comfortably between the music of the concert hall and the dance hall. "Dancing," he writes, "is an intense listening state. Dancing can be complex and it can be spiritual. African music is almost always music for dancing; and so is Cuban music, which is African music's grown-up child." No armchair scholar talks like that.
Furthermore, his writing is not of that academic ilk that is afraid to offer opinions, or reveal passions. (For starters, he states that he likes Cuban music because he "has good taste.") Nor does he shy away from connecting the dots or hazarding wide-reaching theories. He is the first author I have come across to point out that the geographical origins of the African slaves-those coming to North America from the Senegambia, those to the Caribbean from the coastal areas-largely explains the differences in the musical styles (melismatic vs. polyrhythmic) between these two regions of the Western Hemisphere. Shouldn't this information be part of our cultural literacy?
The subject of this book is huge and Sublette is certainly up to the task. (Did I mention the extensive index?) I have also found, thanks to this text, that I am listening to Cuban musicians (eg. Chano Pozo, Miguelito Valdes, Arsenio Rodriguez) with new ears. That's quite a gift. Chevere que chevere!
Filling a gap that I never knewReview Date: 2007-06-25
Because I admire and particularly enjoy multidisciplinary cultural histories, Sublette's book is a feast. His explorations are ours. You will be fascinated, and you will be delighted. The book is an education. Buy it.

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Great study buddyReview Date: 2008-07-03
all nursing students need this one!Review Date: 2008-04-05
The Best Study Guide!Review Date: 2007-09-16
A Must HaveReview Date: 2007-06-23
A must have to pass the NCLEX-RN ExamReview Date: 2007-05-13

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Into TemptationReview Date: 2008-04-25
A page turner, as were the first 2 !! So well researched and written.
If you love long family stories you will love these books.
Even the ending of this, the third was just right!
A great read!
Into Temptation (Lytton Family Trilogy)Review Date: 2007-09-27
Loved this trilogy!Review Date: 2007-09-29
LinnieReview Date: 2007-08-24
Excellent! Review Date: 2007-08-17


One of the best books for children Review Date: 2008-05-13
So happy to find this bookReview Date: 2007-11-12
a classicReview Date: 2006-07-10
The book reads very fast and is incredibly emotionally touching. I reread it recently as an adult, and still found it as magical as I did when I was a child.
Beautiful, touching, and inspiringReview Date: 2006-08-17
Nobody's BoyReview Date: 2005-01-04

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A priceless collection of Drucker's most significant workReview Date: 2004-05-19
One of our leading thinkers on the practice and study of management, Drucker has sought out, identified, and examined the most important issues confronting managers, from corporate strategy to management style to social change. Through his unique lens, this volume gives us the rare opportunity to trace the evolution of the great shifts in our workplaces, and to understand more clearly the role of managers in the ongoing effort to balance change with continuity.
Now, these important articles and essays are strategically presented here to address two unifying themes: the first examines "The Manager's Responsibilities" while the second investigates "The Executive's World". Accompanied by an interview with Peter Drucker on "The Post-Capitalist Executive", as well as a thought-provoking preface by Peter Drucker himself, a complete picture of management theory and practice emerges, both as it was and as it will be.
Infused with a perspective that holds new relevance today, these essays represent Drucker at his best: direct, wise and challenging. Peter Drucker on the Profession of Management, sure to be studied, debated, and enjoyed by everyone concerned with management, everyone concerned with management, is a timely offering from one of the most respected and prolific authors to appear in the Harvard Business Review.
At 90, Peter Drucker is, by all accounts, the most enduring management thinker of our time. Born in Vienna, educated in Austria and England, he has worked since 1937 in the United States, first as an economist for a group of British banks and insurance companies, and later as a management consultant to several leading companies. Drucker has since had a distinguished career as a teacher, including more than twenty years as Professor of Management at the Graduate Business School of New York University. Since 1971 he has been Marie Rankin Clarke Professor of Social Science and Management at the Peter F. Drucker Graduate School of Management, Claremont Graduate University in California, where he still teaches in the fields of management and business policy. He is the founder of The Peter F. Drucker Foundation for Nonprofit Management, and has counseled numerous governments, public service institutions, and major corporations.
Drucker is a writer, teacher, and consultant with a long-term business perspective second to none. His twenty-nine previous books have been published in more than twenty languages and span sixty years of modern history beginning with The End of Economic Man (1939) and Managing in a Time of Great Change; Management: Tasks, Responsibilities, Practices; Innovation and Entrepreneurship; The Effective Executive; Managing for Results and The Practice of Management. Nan Stone is the editor of the Harvard Business Review.
A must have for managersReview Date: 2006-01-27
Drucker outlines the five essential management principles:
1. Management is about human beings. Your task as a manager is to make people capable of working together.
2. Management is embedded in culture. You must be able to use parts of your history, tradition and culture as building blocks for a common corporate culture.
3. Management is responsible for growing an organization. Integrate training and development into your organization at all levels.
4. Use yardsticks like market standing, innovation, productivity, human development, quality and financial results to measure and improve performance.
5. Look for results outside of your company, in the products and services you deliver, not relative to internal processes within the company.
Drucker also outlines six steps to guide decision-making:
1. Classify the problem. Is the problem unique to your company, or the beginning of a more general problem?
2. Define the problem. Make sure the definition explains all the observable facts.
3. Define the boundary conditions, like objectives or goals, that your decision must satisfy. When the conditions change, your decision must change with them.
4. Decide. Usually you will have to compromise eventually. Decide what is right.
5. Take action. Make sure your employees know what the decision involves, and who is expected to do what.
6. Get feedback. Gather information on the effectiveness of your decision. Make sure your decision is still relevant to current conditions.
Thought Provoking with Startling ConclusionsReview Date: 2002-09-10
The theory of business is what Drucker, defines as "what a company gets paid for." Drucker states when big companies get in trouble they blame "complacency, arrogance, mammoth bureacracies", as a plausible explanations. However, the problem's root causes are rarely identified and the prevously stated explanations are rarely right. Most companies fail, to perform well, at what they get paid for.
Drucker defines the parts of the business environment, as: environment (society and its structure and the market), mission (customer ), (core competencies) and technology. Why is this important? The assumptions about environment, mission, and core competencies must fit together. Drucker drives home the point by contrasting the sucess of non-profit organizations with profit organizations, stating we can learn from the success of non-profit organizations, namely: well define mission, lack of deep management hierarchy, individual responsiblity, a deep understand of individual roles and purposes, and cohension between expectations and results. Secondly, the theory of business must be known and understood through out the business. Drucker stresses the importance of learning from the non-customer. And Lastly, the theory of business must be tested constantly.
The Effective Decision process involves the follow sequence of steps: 1. Classify the problem 2. Define the problem 3. Specify the answer to the problem 4. Decide what is right rather than what is acceptable 5. Build into the decision the action to carry it out 6. and test the validity and effectiviness of the decision against the actual course of events. This is an high level sketch outlining a model for effective decision.
Drucker provides two methods, to help make, people decisions. The two creative approaches are: determine if the right people has right qualifications, perceptions, and talents; and make sure the individual understands the job. The first approaches advocates careful selection of the individual, by determining, how well the candidate fits the job assignment. The second approach measures the new manager's understanding of the job. The process requests, the new manager to write on paper, what they think will make them sucessful, in their job. Senior management reads the paper to determine, if the manager has grasped an understanding, of the job, and revalidates their decison about the individual being the right person, for the job.
The discipline of innovation encourages managers to separate the reasons for successful management, into two groups: systematic and non-systematic innovation. Both systematic and Non-systematic opportunies exist within an company or industry because of unexpected occurences, incongruties, process needs, and industry and market changes. Systematic innovation begins by analyizing the sources of opportunity. Innovation is perceptual and conceptual by definition and innovators must go out look, ask, and listen. Effective innovations start small. Small Innovations can lead to large implementations. Without innovation the company will go out of business. Innovation keeps a company competitive in the market and capable of meeting customer needs.
Technology has created a great diversity of information. In order for a manager, to be effective, managers need to identify the information they need to effective perform their jobs.
The world is moving to a society of organizations. Companies are moving to global economies of scale. People interact with various organizations to achieve results. Because of this new organization theory, outsourcing is preferred when no direct management hierarchy exists to a Vice President. Outsourcing provides high skill specialist, management, and senior management. Companies are achieving better results organizationally by outsourcing business process where possible.
Management is responsible for creating the knowledge worker. Historically, significant increasing in productivity were the result of a management core build established. Management is responsible for building the skilled worker. Organizations are made up of individuals, who have a high degree of technical skill and knowledge. Information must be convert into knowledge and manager's communication ability dictates the level of effectiviness in using the skilled worker's knowledge. Organizations represent a network of specialists, rather than a strong command and control heirarchy. However, technology of itself does not increase productivity.
How do managers increase productivity? Managers increase productive by helping the knowledge worker to work smarter - not harder. Management creates the knowledge worker by empower them with specialized skills and knowledge. Productivity gaps are closed through training. Management must decide who gets trained. Training the right people increase the worker's capability, compensation, and productivity. Performance can only be achieved by the worker working smarter not harder. Only ten percent of the work is effectively and producing ninety percent of the productivity and profit. Thus, over ninety percent of the work is ineffective. It is management's responsibility to reduce this inefficiency. Drucker will later introduce his activity oriented decision model to help managers reduce the amount of inefficiency.
Managers are responsible for creating and maintaining their carreer path. Receiving a higher education degree and employment, in a large company does not guarentee retirement, with the company. Managers are responsible for designing and maintaining their career. Fragmentation of purpose and thought must be overcome to reduce confusion and losses. Knowledge workers must learn how to produce. This requires the knowledge work to remain current, with changes, in the business environment. Their contribution in large part depends on the knowledge workers ability to adapt and learn smarter ways to produce.
Activity Oriented Decision model prevents loses and failures. Activity Oriented decisions combine value analysis, risk analysis, quality analysis, and process analysis, into one. Decisions resulting from managers who follow the activity oriented decision model don't risk losing capital. The combination of the various information sources, associated with the activity oriented decision helps the manager understand the potential value of the venture, the potential value, the risks of failure, and the cost of modifying or implement new processes, and the long term affects on quality in the organization.
The activity oriented decision model is a conceptually definition and the practical discipline proposed exciting possiblities. Activies are analyzed, defined, and sequenced. Resources are allocated to the activity. The activity outcomes are measured to determine, if they are meeting requirements. Managers weight the risks by asking "what are the benefits of the activity?","What are the fallout impacts for failure to implement the activity?", and "what are the impacts to the organization long term by implementing the activity?"
Analysis of the process, results in time and budget allocation estimates. Schedules provide time lines and sequences linked to a resources. Managers must coordination various organizations to gain access to a resource. A resource represents a individual in a specialize field of knowledge. Communication and coordination are necessary to effectively manage various resources, so each individual understands, what is expected and what to produce. Budgets and time provide the boundary of the activity problem. Its possible to have a budget or schedule which exceeds the boundary of the problem, making the activity unfeasible. To avoid this problem, the manager must provide clear objectives to be developed and maintained. The objectives scope must stay within a predefined problem boundary.
The Master of Management on the profession of managementReview Date: 2001-02-07
In the preface Drucker shows why he has become so famous. He shows his strength of recognising trends and how these trends will affect business, people, and society. This preface is followed by a short introduction from the editor.
The book consists of two Parts, The Manager's Responsibilities and The Executive's World, with each consisting of 6 Harvard Business Review-articles (out of 32 articles and growing). The book also includes an interesting preface, an introduction by Harvard Business Review-editor Nan Stone, and an interview with Peter Drucker.
In Part I - The Manager's Responsibilities, the articles discuss the managerial responsibilities of the manager, although Drucker prefers the term "executive". The articles discuss general management such as the decision-making process, effective management, strategic management, and innovation.
Part II - The Executive's World, Drucker discusses the history of management, the transformation from the traditional command-and-control model to knowledge-based organizations, information technology, and non-profit management.
The book concludes with an interview with Peter Drucker, which is based on his 1995-book 'Post-Capitalist Society'.
The book deserves the five-star rating since each article is fantastic. Perhaps some of them overlap, but it is amazing that some of the articles written in the 1960s are still very valid today. Drucker's writing style is simple US-English.
A textbook for M.B.A. students.Review Date: 2005-02-07

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Seminal work for gen-x b-movie buffsReview Date: 2007-11-17
The term the author coined, "Psychotronic," became inclusive of not just horror movies, but also biker, blaxploitation, juvenile delinquency, drug, scare, softcore, and any other type of offbeat movie the author happened to fancy.
It was published at the very cusp of the VHS boom, when not only were video shops sprouting up all over the place, but electronic shops, supermarkets, and even convenience stores had huge video rental operations. Michael Weldon's movie guide gave an entire generation of b-movie buffs who did not live in NYC a glimpse into what was out there. This book became a bible to us given that it was first time in our lives that these movies were available to us thanks to the proliferation of VHS rental tapes.
The book is now 25 years out of date and younger audiences might not find it quite so useful (it doesn't list The Evil Dead-that's how old it is!), but on the plus side, there are many listings for movies from the early 80s and before that have disappeared, so it's difficult to write it off as irrelevant even now.
If it's out there, it's in here!Review Date: 2002-07-15
We're all here because we're not all thereReview Date: 2002-12-10
Perhaps my only objection is that the guide makes no pretense at being authoritative. For example, When a Stranger Calls is reivewed (favorably), but its sequel, When a Stranger Calls back, does not appear at all (and is arguably the better movie). There is also a smattering of "legitimate" film, such as Pursuit of the Graf Spee, and Polyester. No matter, all the films reviewed are, at the least, quirky, and there is a pretty good chance, at any rate, that the film you seek is reviewed. If not, you will have great fun just looking for it.
My only grief is that the concordance is limited to an index. After all, what more important thing could there be than a filmography of Barbara Steele, the geratest actress that ever lived?
These things aside, I recommend this without hesitation. There are other books listing gore/sleeze/exploitation films, but you will find none better.
Utterly delightful and essentialReview Date: 2000-05-27
Useful in its time, but made obsolete by the internetReview Date: 2004-11-24
Each movie has a plot summary and many have publicity stills or small news articles about the film culled from Weldons home collection. The introduction includes a section on the psychotronic film zine which Weldon ran. The zine included a listing of which weird movies were on that week and included plot summaries of said movies. What I found entertaining about this section was Weldons description of the difficulties getting his girlfriend to xerox the copies on the office copy machine when no one was looking. This book grew out of that zine.
When it was published in the early 80's this book would have been a great idea for any fans of bad movies. It is still a good source for info about bad movies up through the 70's. (I checked it out of the library and kept it for a semester during which I investigated such classics as Doctor Goldboots and the Go-go Girls and found that it was pretty thorough in the bad movies department.) As Weldon points out it was very difficult to find information about the kinds of films covered here at the time when this was published. However with the internet and sites like badmovies.org and the ever handy Internet Movie Database it is possible to get the information elsewhere.
If you have an internet connection then don't bother with The Psychotronic Encyclodedia. If you like bad movies and don't have internet access then this is a very useful reference for plot summaries and information on bad movies made prior to around 1980 and would be worth buying.

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Very readable but...Review Date: 2008-04-10
Best debut novel by an author in yearsReview Date: 2007-09-17
Kenyon refuses to play the complacency gameReview Date: 2007-11-15
One word for this book: riveting. No, two words: riveting, compelling...actually, Rabid would take more words than I even know to use, and I'm a wordsmyth myself. I could not put it down.
T.K. Kenyon's Rabid is an amazing story. Masterfully woven plotlines and an absolute commitment to truth and utter refusal to play the complacency game left me feeling as if I had gone on an "explore" with the author. Kenyon has the gift of pulling the reader in to the world of her characters. She manages to make an untouchable character like Leila a sympathetic one.
I look forward to Kenyon's next novel. Can't wait.
Highly readable yet surprisingly deepReview Date: 2007-12-06
Kenyon does an impressive job of juggling the four intertwined characters, and I was happy with three of the four endings. One of the character's endings just seemed abrupt and unfinished based on everything that had happened, but this didn't make me enjoy the book any less. This is an amazing and inspiring first effort. Kenyon skillfully teeters on the edge of absurdity with several of the elements in her plot; one almost expects her to take this plunge that many first-time novelists would indulge in, but she keeps the story firmly on the rails despite navigating amongst disparate settings.
If you're weary of a lot of the overwrought and unnecessarily obscure fiction that's been on the market lately and want a read that is unashamedly enjoyable yet thought-provoking, you won't go wrong picking up "Rabid."
A great thrillerReview Date: 2008-04-27

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Two for the Price of One: More Than an Artist's Bio--A Detailed Historial Portrait of 19th C. FranceReview Date: 2007-09-16
Beginning at Louis-Philippe's "July Monarchy" (1830-1848)-- generally seen as a period during which the haute bourgeoisie was dominant and the 1840's which saw financial crisises and bad harvests with an ensuing economic depression--we are reminded of the general and specific trends vis-à-vis how they affected the Renoir family's world. Curiously descriptive, this was a world of street oil lamps and chamber pots; anesthesia was not yet invented (nor any antiseptics); butchers slaughtered the animals on site in the back of the shop; great debates about the inferior railroad system and the overall safety of locomotives were waged (could a pregnant woman harm her unborn child by moving a such great speeds? Did the smoke and soot emitted hinder crops in nearby fields from growing). Adding to the vivid and graphic storytelling of French life are vignettes of the senior Renoir's dealings with fellow Impressionists and art dealers as well as his painting process behind some of his masterpieces. Family life, the defining touchstone of the artist as a man, is shared in humorous and matter-of-fact style ("My mother brought a great deal to my father: peace of mind, children whom he could paint; and a good excuse not to have to go out in the evening.") This book, which was first published in the mid-1950's, affords the reader a complete picture of the life of a great artist during a time of vicissitude and excitement in all facets of French society.
An affectionate rememberance!Review Date: 2006-04-22
Renoir considered himself an artisan rather than an artist, disliked anything artificial, from margarine to ready-to-wear clothes, had among his friends artists, and musicians who are household names today. "It is when you have lost your teeth that you can buy the best beefsteak" he would say, and considering that he became more infirm with age, this truism affected him no less than the rest of us.
BeautifulReview Date: 2002-02-19
As we get to know Renoir we get to know his contemporaries, too. Jean Renoir writes about Monet, Cezanne, Manet, Sisley and many other great artists. We learn many "little known" facts, such as Monet's penchant for lace and his "artful" way with the ladies.
Paris really comes alive in this book. Many of the places Renoir writes about still exist and can be visited today. This book makes any art lover's trip to Paris more meaningful whether he's a Renoir fan or not.
When reading this book, one must remember that this is not a "run of the mill" biography. This is a son writing about the father he adored. The portrait we are given is very intimate, detailed and loving. It's obvious that Jean Renoir adored his father, just as Auguste Renoir adored his family.
Ultimately, this book is a beautiful tribute from a loving son to a father who was one of history's consummate artists. If you have any interest at all in art, this is one book you simply must not pass up. The last page alone will break your heart.
A Vivid PortaitReview Date: 2000-05-04
TherapyReview Date: 2003-12-27
The book might take a bit of getting used to: Jean has his own pace and his own way of telling his story. We did it in small doses and I'm not certain yet that I quite catch the rhythm. None of the rough edges have been smoothed off which, come to think of it, is just as Claude would have wanted: Jean speaks with his own voice. You have to listen well, but you know that the voice is nobody else's.
I suppose it helps to know a bit about the Impressionists to enjoy it all, but I can't say I know all that much, and I didn't feel impaired. Anyway, God bless Google: more than once, when Jean talked about a painting or a subject, I key-clicked my way to an image and completed (as it were) the picture.
Kudos also to NYRB (this time) for producing what it does not always produce: a finished physical specimen The paper feels like quality; the binding is sturdy, and there is a small but satisfying selection of pictures, both colored and black-and-white. There is even an index of sorts (I assume from the original translator) but it is patchy and incomplete. That last is a shortcoming, but forgivable in light of the book's other virtues. In the NYRB firmament, this is surely a star.

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A DIE HARD FANS BOOKReview Date: 2008-07-12
Hilarious and insightfulReview Date: 2008-05-07
Sox Rule!Review Date: 2007-04-04
Passionate White Sox fan's view of recent Sox history, through 2005Review Date: 2007-11-18
Roeper deftly interweaves three main storylines in "Sox and the City": the highlights of the past 40 years of Sox history; Roeper's own personal experiences as a fan attending more than 1000 Sox games; and the highlights of the 2005 season and World Series run. Along the way Roeper provides a personal, often humorous view of the main topics in Sox history: the different Sox teams that have been assembled over the years; what it means to be a Sox fan in what will always (unless the demographics of Chicago change radically) be a Cubs town, including especially the Sox/Cubs rivalry among the fans (which, because of geography is more passionate - at least on the Sox side - than any other intercity major league rivalry); Harry Caray's move from the Sox to the Cubs; Bill Veeck's attempts to generate excitement (and bring in paying fans) on the southside; Disco Demolition Night; the move from Comiskey to the Cell; and much more.
There is so much White Sox history that it is impossible to capture it all in a single volume, but Roeper hits all the highlights. His prose is very accessible, humorous, and direct. "Sox and the City" is likely to become the definitive guide to what it means to be a White Sox fan in the present day.
Why only four stars? Roeper's done an admirable job in all areas of the book except two: explaining precisely what made the 2005 team different than all other White Sox teams, and capturing the excitement and impact of the Sox's 2005 World Series victory on the city of Chicago. Perhaps the latter is an impossible task to translate into words - you had to be there.
All literate White Sox fans should read this book.
A True Sox Fan's BookReview Date: 2007-02-01
"Sox and the City" will most interest Chicagosns, of course. But all baseball fans might enjoy it. After all, being a White Sox fan in a city with more than one team, and an ancient generational rivalry (I won't name that OTHER team) is an experience few living baseball fans still know. the annual highs and lows (and finally triumph) that made the suffering all worth it. Only perhaps New Yorkers share the experience (and even the New York Mets are stand-ins for the old Yankees-Dodgers-Giants rivalry).
If you love baseball, pick this one up!

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Good Introduction to Important Cases That Shape Our LivesReview Date: 2008-07-11
Excellent!Review Date: 2008-05-06
Great overviewReview Date: 2008-04-18
Well researced, sufficiently deep, and very readableReview Date: 2007-10-24
I've been talking to everyone I know about this little gem, because it is so darn readable, and so relevant. Yesterday my local paper ran a story about filtering software the local library may soon install. And this morning I finished the book after reading about the cases that are directly tied to this course of action. So I can speak more intelligently about this issue, and I can read the paper with a more informed perspective.
Many of the cases are introduced by discussing a logical framework that parallels the facts of the case. The case is then introduced, and the arguments and reasoning that drove the court are discussed. Wow, that makes it sound really boring. But on the contrary, its a fun read and each chapter is short and encapsulated. Highly recommended.
Things I should have learned in high schoolReview Date: 2007-11-11
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