Offices and Professionals Books

This is an excellent topic and a book that you should read if you are working at home and have children.

If you work at home it can be challenging. This book gives great advice on how to overcome many of the home office challenges.

I've been working at home for 5 years and read my share of books on how to do it efficiently and happily. This is the best book yet on explaining the emotional issues that come up and how to cope with them. It was very, very helpful to me; I've modified the way I structure my day in response to suggestions in the book and now I frequently get more done AND feel less stressed.

I have come to like the "Running Microsoft..." series because these books are written and edited very well. Everything is explained clearly, making learning the software easy and effortless. Too many other books (esp. the "Bible" series from IDG) are rushed and written by people who do not understand proper English. The "Running" series sets a high standard for software training books.

That said, this particular volume allows the reader to use the mammoth software package efficiently and also to find answers to questions a typical user may have in the course of a typical day. Each application is given the right amount of coverage -- note that if you want detailed info on a specific application, like Word or Access or Excel, get the "Running..." book for that app. After reading it, I felt much more comfortable navigating the Office suite and also felt much more confident using some of the more powerful features that I had always dreaded in the past.

Highly recommended to every Office 2000 Professional user.

i liked the book, its really step-by-step and its easy to understand, but iwanted the access part to be a littel larger.

Excellent book. The easy stuff is there, for those that need it, but the detail and in depth info is also addressed. Typical of the Microsoft books in that the quality seemed a notch above the others. I also ordered the Dummies and Simplified books and sent them back. I don't think you could use either one of these without having to buy another book with additional info. A fact that is actually suggested in the Dummies book.

Zarate has written an first-rate review of this excellent book but may unintentionally suggest that the value of the book will be greatest for "mature" organizations when, in fact, small-to-midsize organizations also have an urgent need to "design and implement scorecards" by which to obtain accurate measurements of various kinds. My own opinion is that their need is indeed greater because they have fewer resources available and narrower margins for error. Therefore, organizational waste and incompetence can have much greater impact. Aphorisms which endure express an essential truth. For example, "You can't manage what you can't measure." There may be some exceptions but not many. What Brown accomplishes in this book is to provide and then explain a cohesive, comprehensive, and cost-effective system which accommodates most organizations' needs for operational metrics and plans, for strategic metrics and plans, and then for implementation of the "scoreboard" after it has been devised. He identifies ten "Mistakes" which create barriers to addressing these separate but related needs:

1. Tracking output/outcome metrics that cannot be influenced or controlled

2. Gathering data that tells you what you already know

3. Gathering data for its own sake

NOTE: Brown and I apparently disagree about "data" which I consider a plural.

4. Relying heavily [too heavily] on customer satisfaction surveys

5. Executives focusing on detailed metrics

6. Measures that are not linked to the strategic plan

NOTE: Kaplan and Norton have much of great value to said about this in their most recent book, The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment

7. Failing to define Practical Correlations between [and among] key metrics

8. Reporting data that is difficult to read and analyze

9. "Superstitious" process metrics

10. Measures that drive the wrong performance

Brown explains how and why such "Mistakes" are made, how to correct them, and also how to avoid repeating them. For purposes of illustration, let's say your organization needs to improve performance in these three areas: Cycle Time, First Pass Yield, and On-Time Delivery. Although separate, they are also interdependent. Obviously there are problems which need to be solved. More often than not, a corrective action responds to symptoms rather than to root causes. We all know that many (most?) of those involved in any organizational process (regardless of nature and extent) fear change, resent what they perceive to be criticism of their performance, and will therefore resist (perhaps sabotage) efforts to transform the status quo. Hence the importance of formulating the correct metrics, applying them where they will generate the data needed, and -- meanwhile -- ensuring that the "score" kept is appropriate to whatever "game" is being played.

Mark Graham Brown has produced another useful, direct, and informative business book. I found the checklists and interview questions especially helpful in my executive coaching and consulting practice.

A couple of clients dampened my enthusiasm with concerns over terminology and level of sophistication for implementation, but the material actually helped me to pinpoint their concerns and address their questions. If you're doing Scorecards, get this book.

This book goes a long way towards helping organizations actually implement balanced scorecards instead of giving them lip service. It also shows what to measure and why, and gives a list of measurement mistakes that render many company's balanced scorecard efforts meaningless.

Unlike Kaplan's and Norton's seminal (and decade old) book, "The Balanced Scorecard", this book is short on theory and heavy on practical applications. This is not a criticism of "The Balanced Scorecard" - just recognition of the fact that in the ensuing decade since that book was first published there have been lesson's learned about what does and does not work. The author distills these lesson's learned into this slim, content-filled book.

What I like most is the author clearly links metrics to vision, mission and strategy. This is what a balanced scorecard is supposed to be about, but this is not always so in practice. He also sorts out the difference between basic business indicators and critical success factors, which is augmented by an outstanding discussion (throughout the book) on top measurement mistakes, and a liberal sprinkling of tips throughout the book.

Probably the most valuable parts of the book are Part 3, where step-by-step procedures are given to implement an *effective* scorecard, and the appendices which contain case studies drawn from real organizations and actual scorecards. The examples given are worth their weight in gold and elevate this book from the theoretical to realistic and practical. My highest recommendation and 5 solid stars.

My client and friend, Rory Fatt, sent me a book as part of his regular Gold Inner Circle membership program for restaurant owners ([...].) The book is called Your Management Sucks by Mark Stevens.

This is a terrific manual for small business owners and I encourage you to buy it and read it immediately. This book helped me eliminate excuses for me holding myself back.

Among the greatest lessons was in chapter 6, "Your greatest skill is a double-edged sword: it empowers and limits your company simultaneously.

Mark explains this with an analogy of a golf-cart; he says too many business owners have a golf-cart company. This means that the moment the business owner takes his foot off the pedal, the golf cart stops. He says this is no better than a guy with a lemonade stand.

"Guy gets a cold. Guy goes to bed. No lemonade today. No money. The other people in the business--whole job it is to grind what [the business owner] mines--are administrative and secretarial staff that may do their jobs well but cannot generate revenue from new clients or through the organic grown of existing clients."

Mark mentions that graduating from a golf-cart company to a real business is a momentous transition. However, every business owner must go through it. This is what it takes to liberate yourself from your company and achieve growth. Otherwise, you take your foot off the pedal and the business slows to a stop.

Throughout the book Mark provides a lot of advice on how business owners can break away from a golf-cart company. A lot of it is in the form of hard work and tough decisions. According to Mark too many business owners are concerned about what others think; employees, vendors and even competitors. How crazy is that? A business owner who is worried about what his competition thinks. However, it's true. Humans have a strong urge to be part of a group. Getting criticized by peers can be scary.

Throughout this book Mark will step on your toes and challenge your conventional thinking. In fact, this is something of a mantra that he weaves throughout the text. Business owners should constantly challenge their beliefs, break apart and rebuild their businesses and provide a "360 degree experience" to their customers.

Mark gives you insight into business complacency. I was lucky to learn early in my business career from a client the quote, "Just because you're paranoid doesn't mean they aren't after you" from the movie, Catch-22. I've built my business being paranoid. I expect vendor, employee and client defections. Therefore, since I know they are inevitable, I do what I can to minimize their occurrence and their impact. Mark Stevens provides a lot of advice about rebuilding successful companies to create massively successful fast-growing companies.

This book is well worth your investment of time and money. Add Mark to your advisor team right away.

The title's quite blunt--and so are the messages. I found that page after page contains extremely accurate assessments and advice of the business, management, leadership, and people situations I face in my organization. It's a brutal "look in the mirror" as to what we need to start doing, stop doing, and continue doing.

Wanting to keep ahead of the curve in my career, it seems I'm always reading a business book or two. This one didn't waste my time, try too hard to impress me with MBA-speak, or tell me what I already know. What I liked most about Your Management Sucks is that the author tells it like it is. If I had a mentor, one that told me what I really needed to hear to get ahead, one that would kick my [...] to take next steps when I needed confirmation or direction, then I found one in this author. I think I will re-read many sections of this book as a refresher when I ask for a raise, take on a conference room of naysayers or need to push myself to take a few risks at the office.

If you are uncertain what your next steps should be with your boss, concerned that voicing your opinion will make your colleagues think less of you, or want to know how to improve your own management skills and techniques, then this should be the next book you read. It's practical, full of "ah-ha" insights, and really gets your adrenaline pumping.

Good and comprehensive. I have no problem with the substantive value, however, the finish of the pages was raged and not trimmed properly. One part was extended way beyond the cover. Is this because Amazon gives a discount? Not something I appreciate in a book I will keep in my library for life. The prior issue was a better-quality product.

This book was my primary source when I was preparing for the CLA exam. Coherent, organized and thoughtful, it is a "must buy" for CLA candidates. Until my book was borrowed (and not returned) by another legal assistant, the manual served as a handy reference manual in my practice.

I owned one of these from a previous version and loved it. When I couldn't find this in the stores, I purchased a "for Dummies" version, and was SO disappointed. I was very pleased to find this on Amazon. It really is the best resource on the market. It covers all of the basics and some intermediate skills with screen shots, and written instructions. It doesn't get any easier than this.

"Microsoft Office 2000 Professional At A Glance" is a book that should benefit any (potential) user of the software, who lacks the appropriate time needed for extensive study. The book makes learning interesting. It truly saves time with its visual directives. Short and easy-to-follow tutorials were used throughout. Every component of the Office-suite was touched. It is a sound beginner's quick guide; just as it is a valuable mini-reference for experts.
It covered every Application that featured in Office 2000 Professional suite, (including Internet Explorer 5).
This is a nice book, which simplified most Office 2000 tasks. But, its at-a-glance design ensured that very few troubleshooting tips were accommodated.

I use this book daily (and I have the same book for Front Page 97). I appreciate the easy-to-follow style. My only disappointment is that it does not cover all facets equally - because it was one of the first books available after the official release? Some aspects about which I need to know much more, are dealt with in a less thorough fashion but it is still a great book. The tips and cautions alone are worth the price of the book!

I've been a Technical Writer for 8 years, and used Word/Office since '95. This is the greatest single souce reference book for Office that I've seen. It's not a tutorial, and the CD is basically useless, but the book is like an encyclopedia, with clear, well written explanations, and straightforward examples of virtually everything Office can do. A "must buy" for anyone who uses Office.

With a more reality-like setup example that uses several dll:s, perhaps on a machine with a policy that prohibits new code to run this would have been a perfect book!

Carter and Lippert demonstrate one of the key reasons for Microsoft's continued success over almost 30 years. From its inception, Microsoft was a tool developer, writing and selling compilers and other programming aids to programmers. In similar wise, developers who wish to extend Microsoft Office applications will be pleased by the depth of detail shown in the book. Visual Studio is the IDE that gives you a comfortable and powerful platform.

The book is rather lengthy. Few readers will likely scan it end to end. But the main reason for the heft is the number of applications within the Office suite. Excel gets 4 chapters, and so does Word. While Outlook has 3 chapters and InfoPath has one. Of these applications, it is perhaps Excel that is the most likely to be extended by third party developers. A spreadsheet is something that inherently lends itself to the idea that someone would write more intricate relations. Given that the default mode is for a user to associate cells in some formulaic fashion.

It should also be said that there are several other chapters, mostly concerned with the overall aspects of programming within VSTO. Speaking of which, there is a nice passage showing how to tie an Excel spreadsheet back to a SQL database, through the use of Binding Sources. This takes what is essentially the UI coding of the MS Office applications to a deeper level.

What else could it be? It will be full of people like the ones around you today.

It will be full of managers who pull everyone out of work to all-day meetings to determine why productivity is low. It will be full of financial planners who couldn't make their living with their own money, so ask for a percentage of yours (about which they care somewhat less). It will be full of people who decide to work for those bosses and hire those financial planners. You know, the people we have now. Only more of them.

Or we could murder them all. Then we'd live in a future full of murderers. Was that supposed to be an improvement?

If you're the cash crop in a cube farm, Dilbert is your biopic in daily installments. (Call it a "comic" around other people or they'll look at you funny.) Adams's warped sense of absolutely literal reality has no equal on the bookshelves today.

It can become tiresome in large doses, though, and the reader might wish for more of the pictures and less of the text, especially in the last chapter. That's sort of like a warm, fuzzy, spiritual kind of thing, but without the spiritualism, warmth, or fuzziness.

I had to round up to give four stars, but Adams is the spokesman for my generation. Wherever people spend more time looking at computer screens than at other people, you'll find Dilbert taped to the wall. Loyalty counts for something - except where you make your living.

-- wiredweird

I'm even being generous by giving this 2 stars. Scott Adams is very talented but he should just stick to Dilbert Comics.

Hmmm...not exactly the future I was expecting. Clearly this book was written with tongue firmly planted in cheek, it has to be read with the same mindset. This probably would have been much more effective if Adams had focused on his strengths, namely the world of work. The sections dealing with the worlds of work and business are by far the most effective sections of this book. While the convoluted logic used in the other sections are amusing, it often feels like Adams is trying too hard to be funny.

In the final chapter ("A New View of the Future") Adams steps out of his role as a humorist and provides some serious food for thought. I found this to be the most effective part of the book. His argument that finding alternative ways to perceive the universe can be empowering is actually quite persuasive, and his examples of such alternative perceptions are intiguing. If nothing else, it is helpful to be reminded that our current understanding of our world could prove to be just as inaccurate as earlier views of the universe. I read this expecting little more than some light entertainment, but I've come away with some serious food for thought...

I've had this book for a while, and I would like to say that for the most part, half of Scott's predictions became true. For instance, after a terrorist attack, we have sacrificed a bunch of civil liberties in exchange for saftey. In addition, with the advent of the internet, every other yahoo is posting the news, or providing news content for free. He predicted that as well. Buy this book just to read all the predictions that came true. PEACE!

Scott Adams is a cartoonist. He is not a stand-up comedian nor is he Dave Barry, though this book makes it quite clear that he really wants to be. Still, there is a reason he tells jokes in three-panel comic strips instead of 30-minute monologues. Here he addresses various aspects of life and makes tongue-in-cheek predictions, interspersed with Dilbert cartoons. It was obviously written in sections rather than as a whole, and the entire time all I could think about was how much more fitting these musings would be in somebody's blog than a hardbound tome published by Harper Business, especially since so many of the predictions have gone out of date since its publication (such as his erroneous predictions for the futures of the cable modem and ISDN). There were some vaguely amusing parts but nothing was anywhere near laugh-out-loud funny, and I had to yawn a bit at the tired "women really rule the world" section - that idea was beaten to death decades ago and hasn't gotten any funnier in the meantime. Frankly, the most humorous parts were the cartoons, and if I wanted to read those I could have just picked up a collection.

The final chapter, "A New View of the Future," was inappropriate in this context. For this section Adams "turned the humor mode off" and discussed his personal philosophies. They were interesting but did not fit whatsoever with the rest of the book. His ideas on perception and cause and effect would also have been much more compelling had he bothered to actually research any of the theories and experiments he mentioned. I understand that the goal of this section was nothing more than to make the reader think about the universe a little differently, but it would have been much more effective had he spent an hour at the library finding a couple of references to cite. Saying things like "I'll simplify the explanation, probably getting the details wrong in the process, but you'll get the general idea" does not instill in me a desire to take him very seriously.

Despite the incongruity of the chapter, I still enjoyed it about as much as I did the rest of the book, but for different reasons (the first part was vaguely amusing, the second vaguely intriguing). Ultimately this felt like a Dilbert collection trying to be a Dave Barry book. I think I'll stick with the comic strips from now on.

In these days of constant email, anything that helps educate about good email use and etiquette is a good idea in my book.

We immediately implemented some of the suggestions made in this book. But as with anything, rules are meant to be broken, so take it for what it's worth.

This was so hot in my office that it made all the rounds - and I never got it back! It's a good, quick read and very actionable.

... perhaps itself a bit like an email! I personally prefer email for most of my communications, and I think my kind don't get a totally fair shake in this book. Email can have its advantages in charged situations. Like a letter, you have time to think about exactly what you want to say, and if necessary, you have time to calm down. If you're struggling with strong emotions, your face and/or voice will probably show them; if necessary, you can keep these to yourself in an email.

Email also has the advantage of keeping a record of a long-past agreement. There's a reason most contracts aren't verbal. If you're like me and need to establish complex agreements with large groups of people, email is invaluable. When that pesky IT guy comes back and swears that we promised him 100 hours of free service, we can say sweetly, no, if you look at the meeting notes we sent last month, there's no mention of it. And, unfortunately, here's another email indicating that you signed off.

However, I give this book four stars, because it offered up some surprise insights, even for a hardened emailer like me. Most people have had at least one experience of unintentionally offending (or taking offense to) their fellow emailers. My approach has always been to take extra care when writing about a potentially difficult subject. However, this book explains the fundmental cause of such difficulties. It's not that email is a bad medium; it's a medium with no underlying context, which means even a neutral email serves as a screen onto which the reader projects his or her own anxieties. I believe that's why most of us try hard to make our messages friendly, and I, unlike the book, have no trouble with judicious use of smilies. A message can't be mean if it's got a smiley! (-:

I do have a specific contradiction to one piece of advice in this book: if you send a message you didn't intend to, do NOT use Outlook's message recall service. (1) All your recipients will receive the message anyway; (2) If they make the mistake of clicking on your recall message, it will tie up the host email program; (3) it will leave the original message in its place, just waiting to do damage, and (4) you have now called special attention to it with your futile attempts undo your mistake. Treat it like it's US mail. Once the message is out of your inbox, you ain't never taking it back.

My office keeps a copy in the bathrooms, because we're uncultured that way. I must admit, this is a perfect book to dip into during a visit to the office loo.

This breezy tome will do an excellent job of making a savvy writer from even the most oblivious Luddite. It is to internet communication what The Elements of Style is to the written word: clear, concise instruction that elaborates not only on what should be done, but explains why.

Email was thrust upon an unsuspecting populace years ago; unlike English grammar and composition, the proper use of email in not learned in most classrooms, and this witty book feels a much needed gap. If--like FEMA director Michael Brown--you have learned the hard way that sarcasm and humor often don't translate into email, this book is for you. If you've inadvertently cringed exactly one second after you clicked send, then you are the target audience for this book. IF YOU SEND EMAILS IN ALL CAPS AND DON'T REALIZE YOU ARE SCREAMING, BUY THE BOOK NOW.

From subject lines to salutations, flames to bcc's, Send should be required reading at any company that provides email to its employees: It should be given to all employees at orientation, along with their timecard and name badge. The easy guidelines in this book--kindly illustrated with laugh-out-loud examples--might well save businesses hours of time and trouble that are often caused when emails are misdirected or misinterpreted.

"Do you know someone who drives you crazy with their email? Then rush out and buy this book immediately. Give them a copy of Send, which should be required reading for anyone who uses email."

The Party of the First Part: The Curious World of LegaleseFor some reason people turn off their brain when sending emails -- this book is an lively guide to being smart about email. Email - like legalese - is omnipresent these days. That doesn't mean it has to be tedious; it can be as pointed and elegant as any other form of communication, provided we go easy on the emoticons. Back in August, William Safire recommended this book and a book about legalese (Party of the First Part) for logophiles. I have to agree: both books bring their subjects to life.