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Selasa, 20 Oktober 2015

Ebook Download , by Henrik Ibsen Thornton Wilder

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Product details

File Size: 818 KB

Print Length: 91 pages

Page Numbers Source ISBN: 1595477489

Publisher: AmazonClassics (February 27, 2018)

Publication Date: February 27, 2018

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B0769Q8M8K

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Amazon Best Sellers Rank:

#34,782 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

Obviously many people still want to keep the classics in their library, and most of the books have been transferred to ebooks. The problem with these are that a lot of stuff doesn't get in like a cover or description. With these Wisehouse Classics you get it all, including original drawings (only in select books) that were in the original books giving the book personality. If I want to read something I always go for the description to decide. There are so many books from the greatest authors that get passed over daily. I hope they do even more because I would get them all.

I was going to be seeing the play “A Doll’s House 2” and wanted to learn and read about the first novel! The origin story. It was so controversial for the time and you were in suspense as to what would happen! Quite exciting a read! I immediately bought a ticket to see “A Doll’s House”play next month. The message was important for the time and still remains important today even though there have been some societal changes. A worthy read and then the follow up volume. Applause!

This play was a high school reading assignment lo' those many years ago, and as with some other similar assignments, I've undertaken an initiative to re-read them, and consider how the book (as well as I) might have aged in the intervening decades. If fussy memory serves me correctly, I appreciated this play the first time around, and hopefully incorporated some of its messages into my thinking.Henrik Ibsen was the leading Norwegian playwright of the 19th century. This play was first produced in 1879. It is still one of the most popular, and performed plays in the world today. Certainly tame by today's "shock" standards, purportedly it did shock many in the audience when it was first produced, due to its scathing portrait of the staid bourgeois views of the role of women in society and marriage. In brief, not just subordinate, but rather a mere appendage to their father's, at first, beliefs and actions, which would later prepare them for the same role serving their husband. Scandinavia was, and often remains, in the forefront in terms of progressive social ideas and legislation. As one of my Swedish friends would quip: "Sweden is a moral superpower."The two principal characters are Torvald Helmer and his wife, Nora. There are several supporting characters, including Dr. Rank, a family doctor who is ill, Mrs. Linde an old school friend of Nora's, and Nils Krogstad, a bank employee, who is also much else. Money, and the lack thereof, is the catalyst for much of the action. Just when Torvald's promotion to bank manager seems to resolve the money issue, the "sins of the past" revisit the Helmer's with a vengence.Ibsen's portrait of Torvald is one of a man who is insufferably pompous, with very fixed ideas on propriety, and his wife's role as a helpless, not to bright, child. This is no marriage of "soul mates," as the expression has it, for marriages of more recent vintage. Torvald views Nora as a "doll," hence the title. He is also utterly selfish, viewing events only from his perspective, and not how they might have impacted his wife. The audience plays the part of the ancient Greek chorus, realizing how much Nora has actually done for Torvald, without his knowledge. I still remember this portrait from my high school read, and the vow not to turn out the same way.A few decades after this play was first produced, Virginia Woolf wrote her famous A Room of One's Own which had very similar themes. Ibsen though was the first, and the play's denouement, with Nora proclaiming to Torvald that she "needs a life of her own" and must determine who she really is, continues to resonate, almost a century and a half later. The play remains a 5-star read.

Five stars for the story. However, I have to rate the Chios edition with one star to encourage readers to seek out a better edition.The public domain edition (green cover, free download) uses italics when describing the scene or naming the character who is speaking. Only the dialogue is in unitalicized text, making it easier to read. The Wisehouse Classics edition, while containing a few minor typos, has even better formatting, using both indentation and italics to make it easy on the eyes. The Wisehouse edition was also free when I downloaded it.You can click the preview option for each Kindle edition to compare. This edition (Chios) is not well-formatted. No need to pay for it when better editions are available for free download.

Well, modern classic or classic modern. Anyway, I hadn't read this for many, many years. I can't believe how riveted I became as the play progressed.In spite of all that has changed in the world, Ibsen brilliantly evokes the humanity, the search, that is timeless.Beautiful, painful play.

This play is great and is a classic for good reason. The “illustrated” version is pointless. There are a couple of old pictures in the back of the book. You’d be better served googling “images from a dolls house Henrik Ibsen”. This version wasn’t bad in anyway, but it is not what I would consider illustrated.

We see Nora, this perfect little doll, song bird, as her husband says. But underneath we see an aggressive human being, stepping in secretly to obtain a loan to help her husbands health. We see her slow change from this pretty china doll into a real human being. The ending of the play I will leave for the reader to discover. I have see Clara Bloom perform this role with huge success. The play is 100 years ahead of it time

Chosen by my 100 year old English Professor for English Comp 161 (first level required English for college, highest beginner course, everyone must take it). I read the title and assumed it would be a 'chic' book, although it has some feminist overtones, it is not that by any means, and was written by a man - a controversial (at the time) author who revolutionized drama. This play was so popular at the time it first came out, its accurate to say that everyone in the world who was a fan of the theatre would have seen it. With its 'power to women' ideals, some patriarchal societies have been slow in allowing the play to be seen in their countries, or have even changed the story to be more according to their beliefs. A must read for any English student or English history buff.

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Senin, 19 Oktober 2015

Ebook The Next Peace Congress and the Polish Question: Poles, Ruthenians and Lithuanians, With Ethnographical Map of the Slav Race (Classic Reprint)

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The Next Peace Congress and the Polish Question: Poles, Ruthenians and Lithuanians, With Ethnographical Map of the Slav Race (Classic Reprint)


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The Next Peace Congress and the Polish Question: Poles, Ruthenians and Lithuanians, With Ethnographical Map of the Slav Race (Classic Reprint)

Product details

Paperback: 112 pages

Publisher: Forgotten Books (December 4, 2017)

Language: English

ISBN-10: 1332271855

ISBN-13: 978-1332271856

Product Dimensions:

6 x 0.2 x 9 inches

Shipping Weight: 5.8 ounces (View shipping rates and policies)

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Amazon Best Sellers Rank:

#12,199,681 in Books (See Top 100 in Books)

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Minggu, 11 Oktober 2015

Download , by Neela Paniz

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Product details

File Size: 16890 KB

Print Length: 144 pages

Publisher: Ten Speed Press; Reprint edition (September 2, 2014)

Publication Date: September 2, 2014

Sold by: Random House LLC

Language: English

ASIN: B00IWTTQ24

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Amazon Best Sellers Rank:

#408,003 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

Despite its title at least 25% of the book is a regular Indian cookbook presenting ordinary Indian recipes cooked in ordinary ways. The remaining 75% is suggestions for simmering curries and other dishes in a slow cooker instead of on the stove top. If you are like me and tend to make many different dishes when preparing an Indian meal, adding another heat source to the ones on your stove is good, but for the experienced cook, simmering on the stove and simmering in the slow cooker are very similar. The book does not present anything revolutionary.I received a review copy of The New Indian Slow Cooker: Recipes for Curries, Dals, Chutneys, Masalas, Biryani, and More by Neela Paniz (Ten Speed Press) through NetGalley.com.

I love Indian food, but, beyond the basic curry, haven't explored preparing my own at home much before, so I was excited to receive a copy of The New Indian Slow Cooker. Especially since I own three slow cookers, and would rather give up my stove top than my slow cookers! However, I was disappointed by the actual number of slow cooker recipes in the book. And many of the ones that are technically cooked in the slow cooker, require precooking on the stove top, etc. beforehand. That being said, it is a gorgeous cookbook, with photos of many of the recipes, and features a wide variety of common Indian foods such as yogurt, Naan, butter chicken, as well as some more obscure recipes. I love the dictionary of ingredients, spices, etc. and found it to be very helpful. If the cookbook had a different title, my expectations wouldn't have been a "slow cooker cookbook" and I probably would have rated the cookbook higher.

Oh my goodness!!!!!!! This is by far the BEST Indian cookbook I have ever purchased!! I am Indian and most recipe books have very elaborate preps and I eventually end up staring at the pictures and heading to an Indian restaurant to satisfy my cravings! This book customizes the most popular Indian recipes (from North to South to Western India) for the slow cooker,thus adding the element of practicality. It lists all the spices etc up ahead, so you can make one trip to your nearest Indian grocery store, purchase in bulk and then you are good to go for pretty much all the recipes!! A must buy!!!!

Using this book ever since I got it for my husband who is enchanted with Indian cooking, but I've always been the slow cooker person in the house. Soups and stews stretch food dollars and so do Indian foods--that is, after you get through the kitchen set up with all those dishes, spices, leaves, etc. with which an American housewife like me is not too familiar. (So there's an investment to make, if you want a little more spice in your life.) We've only made a beginning in testing these out, but the results in all cases were good, although I think many Indians born would like these dishes to be several notches hotter.We cook a lot of beans and so it's been particularly fun to put a new ethnic twist on an old po' folks' favorite. We also made several of the vegetable dishes which were successful and tasty, as well as a well-received Pork Vindaloo, that universal favorite of Indian restaurants everywhere. The heart of this style of cookery seems to be in the creation of the Masala--and I'm looking forward to tinkering with these recipes and turn up or down various spices as I understand more. There's lot to learn, but a good teacher makes for good kitchen fun.

Indian food and Thai food are comfort foods, at our house. I have loved both for decades, and although my wife's first introduction to Indian food (at a restaurant in her hometown) wasn't auspicious, we have since had spectacular food, and she is a convert. I've tried to learn solid techniques for some of our favorite dishes, but good Indian cookbooks are somewhat rare. Good Kindle cookbooks are just as rare, in my opinion. Most Kindle cookbooks make poor use of photography (though it is incredibly easy to insert a chart or picture in an electronic file!), are poorly organized, and rarely have consistent links to other recipes in the cookbook. I am a very experienced cook. I worked my way through college as a cook, sous chef, and head of kitchen at several restaurants, and I continue to work in the food industry, more than two decades later. If I buy a cookbook, I expect it to have a thorough description of the cooking techniques, excellent recipes, interesting design, and a series of great illustrations (maybe not every recipe, but at least every few recipes). Most Kindle cookbooks I've seen fall FAR short of every one of these expectations.This cookbook was substantially better, on all counts. It starts with a solid explanation of the spices, cooking techniques, and general overview of Indian food and how it's served, before diving into a series of excellent recipes. I wish there were a few more pictures, but it averages somewhere around one for every three or four recipes, and the ones that are included are gorgeous. Plus, the text is heavily linked throughout the cookbook. I can't understand why other authors don't do this more. It's one of the biggest advantages of the e-book format!In the end, this cookbook succeeds in terms of offering great instruction in learning to cook Indian food, and it's also a very good example of what a Kindle cookbook should be. Highly recommended.

I don't understand some of the reviews claiming this has nothing to do with a slow cooker. Almost all of the recipes involve a slow cooker and provide tremendous flavors. If you're a lazy slow cooker because you think that's what slow cookers are for, then this book may not be for you. If you look at a slow cooker as a means of control and love indian cuisine and not just "indian food" then this is a great resource.

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Posted by wingrfam on Oktober 11, 2015 in    No comments »

Rabu, 07 Oktober 2015

Download PDF Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

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Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

Product details

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Audible Audiobook

Listening Length: 11 hours and 26 minutes

Program Type: Audiobook

Version: Unabridged

Publisher: Hachette Audio

Audible.com Release Date: April 7, 2015

Language: English, English

ASIN: B00TUDIWR6

Amazon Best Sellers Rank:

While Eric Schmidt's book "How Google Works" is better, Work Rules adds considerable depth on Google's People Operations practices. Here are my key takeaways:- Operate on the belief that people are fundamentally good- Use groups of peers or independent teams for: hiring, promotions, salary increases, awards, and firing (often excluding the direct manager)- Managers exist to: (a) make tie-breaking decisions (b) coach/train to develop employees (c) care about people's well-being (d) set vision/strategy (e) provide technical advice (f) empower by clearing roadblocks- Conduct 2x-per-year performance reviews on a 5-point scale and then calibrate (which are separate from continuous feedback); get 360 feedback on ‘do more of’ and ‘do differently’ 1x per year- Make all goals (objectives and key results) public- Design physical spaces to encourage interaction across departments- Help employees meet the people they are helping- Ensure transparency (in all matters unless unlawful)- Only hire people who are better than you, who will be successful in the context of your organization, and who will make everyone around them more successful- Referrals from existing employees are the best source of candidates- Couple assessments of cognitive/problem-solving/learning ability, conscientiousness, and emergent leadership/fit with structured interviews that are job related: (a) Tell me about a time..? (b) What would you do if…? Note: 4 interviews are sufficient- Eliminate status symbols- Pay bonuses based on the median salary of all people in a job- Have people who are the best at something train everyone else (share principles, role-play, discuss, review video of role-play)- Make pay commensurate with contribution (following a power law rather than a normal distribution)- Provide experiential rewards (as a complement to monetary awards)- Celebrate accomplishment with public recognition- Reward smart failure and make sure to conduct “what did we learn?” post-mortem sessions- Provide nudges to influence, not dictate, choice- Uphold the obligation to dissent (a McKinsey core value)- Treasure the weird- Put more wood behind fewer arrows- Building a great culture requires constant experimentation and renewalVarious programs and processes:- TGIF: weekly all company meeting to share updates plus 30 minutes of Q&A- Dogfooding: Have employees test new products and provide feedback before piloting with customer- Bureaucracy Busters: annual program to identify and fix biggest frustrations- Upward Feedback Survey: 2x per year survey about manager quality- 20 Percent time: time for people to engage in side-projects (often 120% time)- Googlegeist: Annual survey focused heavily on innovation, execution, and retention- Tech Advisor: network of experienced leaders offering confidential, one-on-one office hours- Random Lunches: set people up with others they don’t yet know- Tech Talks: Employees sharing work (and non-work) expertise- Talks at Google: Outsider (ex: authors, business leaders, entertainers, etc.) sharing their wisdom

Most books about business aren't worth reading because they're either a selective collection of anecdotes with unknown biases and completeness (eg. Malcolm Gladwell), a summary of the practices of a company that's often a 'flash-in-the pan' (eg. Baldrige Award winners), or the writings of some obscure PhD focusing on some relatively secondary point (eg. employee morale, while ignoring strategy and the competitive environment). Fortunately, this book is an exception - summarizing H.R. practices employed at Google, along with (in some cases) their evolution.A key point made immediately - Google managers cannot unilaterally decide whom to hir or fire, how someone's performance is rated or rewarded, when software code is of sufficient quality to be incorporated into working systems, final product design and/or launch date, or who is promoted. Instead, each of those decisions is made by a group of peers, a committee, or a dedicated and independent team. Outcomes are thus calibrated across groups, and managers instead focus on clearing roadblocks and inspiring their teams. Google contends that giving non-managerial individuals and teams decision-making authority, providing learning opportunity outside what is needed to do one's job, and increasing reliance on teams works best. (See Kamal Birdi for related academic research.)Block tells readers that Google relies on three cornerstones in its H.R. practices. The first is its Mission Statement - cornerstone of its culture, intended to convey a mission that matters, a moral rather than business goal. Why? Nothing is a more powerful motivator than knowing you are making a difference in the world. The second is transparency. Weekly, Larry and Sergey host the entire company (live and Internet video) for updates from the prior week, product demonstrations, welcoming new hires, and fielding 30-minutes of questions from anyone on any topic. (Staffers submit questions, discuss, and vote on their priority - 'Hangout On Air Q&A' is the software utilized for this; also utilized by Obama to handle and prioritize questions from audience members when he speaks.) Transparency is valued because it promotes information-sharing, encourages improvement (eg. New York's posting CABG mortality rates for each hospital brought an overall death rate reduction of 41%). Bridgewater Associates (world's largest hedge fund) goes further - recording every meeting and making the available to employees - shows how decisions are made, encourages more precise thinking and communications, reduces politicking/backstabbing, stops the 'I never said that.' Complaints about someone within an email are forwarded to that individual. The third is employee voice. Google has an annual Bureaucracy Busters program where staffers identify their greatest frustrations, vote on them, and initiate actions.Bock believes that most assessments of potential hies occurs in the first 3 - 5 minutes, if not sooner. Further, most interviews are subconsciously biased towards people like the interviewer. Finally, most interview techniques are worthless. (These assertions are backed by research cited in the end-notes.) In addition, other research has concluded that about 90% of training doesn't bring sustained performance improvement or behavior change. Thus, Google spends considerably more on recruiting than the average firm, with less emphasis on training.Even the best-intentioned managers compromise their standards as searches drag on.Side Notes: 1)As late as 2010, most new Googlers took significant salary cuts when joining - some as much as 50% or more. Hints at the value of adding Google to one's resume. 2)Google now prefers to take a bright, hardworking student who graduated at the top of his class at a state school over an average or above-average Ivy League graduate. It also looks for humility and conscientiousness. Google only hires about 0.25% of those considered. 3)As of 2008, Google continuously crawls the Web and reprocesses its findings several times/day.Continuing, Bock states that only 10% of an organization's applicants (at best) will be top performers - this creates a need for more interviews. Moreover, most top performers aren't currently looking for work. Two teams of senior leaders (one for product management and engineering roles, another for sales, finance, and all else), plus a final reviewer (Larry Page) enforce Google's high hiring standards. A major rationale - this avoids declining standards over time, as well as hiring preference for friends. 3)Google no longer uses case interviews and brainteasers - researchers have found them useless.Google analyses have found that academic performance didn't predict job performance beyond the first 2 - 3 years after college, so they've stopped requiring grades and transcripts - except from recent graduates. At one point, over half of new hires came from employee referrals, and then dropped off. The reason - they'd exhausted their networks. Google helps boost recollection by having events at which staffers go through their Facebook, LinkedIn, etc. networks, with H.R. individuals standing by. Another reason - Google was taking too long to contact those referred and not providing feedback to the referrer. That too has changed - an initial call is made within 48 hours and the referring Googler is given weekly updates. Since so many of the best potential applicants don't apply, Google has developed an in-house recruiting staff (using 'gHire') that now brings in over half of its new hires. It stopped using job boards (eg. Monster.com) in 2012.Researchers Schmidt/Hunter in published (1998) a meta-analysis of 85 years of research on how well assessments predict performance. Unstructured job interviews 'explained' 14% of performance variation, reference checks - 7%, experience (3%). Work-sample tests (29%) were best (Google uses); general cognitive ability (26%), when combined with assessment of conscientiousness brought the level to 36%.Google now uses 'qDroid' - one chooses the attributes they want to test for and supply the job needing to be filled - the system provides questions appropriate for the interview. Bock also commends the sample questions available on the U.S. Dept. of V.A. website.In 2007, Google started looking for themes across the 10,000 or so individuals it had hired, and the millions it had not hired. Four predictive attributes were identified - 1)General Cognitive Ability, 2)(Emergent) Leadership, 3)'Googleyness' - enjoying fun, having humility, conscientiousness, comfortable with ambiguity, and 4)Role-Related Knowledge. The latter was least important, and Bock sort of waffles around about it. Google now requires all interview feedback to comment on each attribute. Subsequent reviewers may disagree with the conclusions reached by those previously involved, and the system rates interviewers on their longer-term accuracy.Google became infamous for its long, drawn-out hiring and interview processes. Analysis found that four interviews were enough (provided 86% confidence), and that each additional interview beyond those four only added another 1% confidence in the decisions made. Acting upon this information has cut the median hire time to 47 days, down from 90 - 180. The process begins with resume screening by someone familiar with all Google jobs (Bock omitted the initial computer screening and key words/phrases utilized), a phone or Google+ 'Hangout' interview to assess general cognitive ability, then in-person interviews with hiring manager, peers, subordinates, and a cross-functional representative, followed by summarization of the formal structured prior interviews, along with 'backdoor references' (eg. information from current Googlers who knew the individual before, perhaps in college), an interview with a senior leader, then the CEO. The average Googler spent 1.5 hours each week on hiring in 2013.Google tries to reduce 'distance' between layers - no executive dining rooms, parking spots, or pensions. Decision-making is based on data, as much as possible. ('Don't politic, use data.') H.R. practices are tested via surveys, test data, and sometimes double-blind experiments. Rejected candidates are sometimes hied to see how they perform. Purported biases are taken seriously and checked out via data - do those reporting to upper managers get more promotions and better ratings, what about those on the more important projects? (Analyses were conducted and the results posted. When the analyses uncover or bear out a problem, Google tries changes.) Engineers are allowed to spend 20% of their time on non-work-related projects (presumably related somehow to bettering Google - some projects have to do with H.R. changes), and a sizable proportion do so.Sidebar: Bock states that part of the reason women are paid less than men is that they negotiate less - he backs this up with data. Google disseminates this finding to staffers in an effort to encourage them to be more assertive in requesting raises and promotions.All supervisors receive structured feedback from their subordinates; those with 100 or more subordinates have summaries of that feedback posted for all to see. (These results are not factored into their performance ratings or pay decisions.) Google also regularly uses five questions that predict whether employees are likely to quit - action is triggered if favorable responses fall below 70%.Google board member John Doerr introduced Intel's goal-setting practices (Objectives and Key Results - OKR) to Google in the early 2000s. Results must be specific, measurable, and verifiable. (Bock suggests having both quality and efficiency measures, and cites Edwin Locke and Gary Latham as guiding authorities.) The firm deliberately sets ambitious goals, believing that if they achieve all of them, the goals are not aggressive enough. ('If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable' - Larry Page) Larry sets OKRs for Google at the start of each quarter. Everyone's OKRs are visible on Google's internal website. Since research has shown that hours spent cascading goals up and down a firm doesn't improve performance, and those grossly out of alignment are quickly obvious, Google spends little time on that.Google stopped doing quarterly ratings in 2013 (now every six months) and went to a 5 point scale (from 41). Managers assign a draft rating to each of their employees and then sit with about 5 other managers and review the outcomes to help standardize/calibrate them. This is seen as reducing the incentive/pressure to inflate ratings, and improving fairness. Prior to beginning the sessions (last about 3 hours), the group reviews the seven types of likely bias (eg. recency, central tendency). Not every individual is discussed, but they do look at the various ratings distributions.Google separates the 'how you did' conversation from the 'how to do better' discussion by about a month. Managers are assisted in this by Google-provided guides.Google believes that some individuals in technical jobs are worth far more than others at the same level - even after accounting for differences in project impact. Bock cites Bill Gates: 'A great writer of software code is worth 10,000 the price of an average software writer.' (When I wrote software the generally-accepted figure was a much more modest 20X - still quite impressive.) Unfortunately, this runs afoul of typical rewards systems. Google tries to account for these differences with varying stock grants, though these are infrequent (usually generate resentment); public recognition and less dramatic rewards (eg. trip to Hawaii) are more frequent.Typical reward systems assume a normal-curve distribution of talent/contributions. Bock contends a 'power' (exponential) curve is more appropriate - if for no other reason than the fact that the worst performers don't get hired or, are fired if they were hired. He then documents that power-curve distribution of talent in a number of areas (academic publishing, professional sports, musicians, etc.) using data from O'Boyle/Aguinis and their study of 633,263 individuals. (Also why median incomes in the U.S. almost invariably are lower than mean incomes.) Those falling in the bottom 5% at Google are provided training, sometimes given a new position (usually they rise to average), or fired. The range of rewards within a level at Google can easily vary 300 - 500%; a consequence is that average performance is rewarded with less than average compensation. As for failures - they too are rewarded if seen as thoughtful and well-attempted.Bock/Google are relatively dismissive of training - Bock references research concluding that most is a waste, primarily because of a lack of evaluation. Google tries to use fellow-workers as trainers (more credible and knowledgeable) and to assess behavior/practice/performance changes that result.Bock ends by reporting that while Google does offer an excellent menu of benefits, many are free are very low cost to the company. Examples include allowing onsite provision of services for employees that help simplify their busy lives - cleaning, bicycle repair, etc. Employees pay for the services, though sometimes Google is also able to negotiate lower rates.Overall - an excellent description of how Google recruits, retains, and motivates its staff.

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Fodor's Montreal & Quebec City 2011 (Full-color Travel Guide)

Fodor's Montreal & Quebec City 2011 (Full-color Travel Guide)


Fodor's Montreal & Quebec City 2011 (Full-color Travel Guide)


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Tips from Fodor's Montreal & Quebec City 2011 Click on the photos below to download printable guides from the travel experts at Fodor's [PDF]. Like a Local [PDF] Great Itineraries [PDF] Top Attractions [PDF] Top Experiences [PDF]

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Series: Full-color Travel Guide

Paperback: 356 pages

Publisher: Fodor's; Fol Pap/Ma edition (February 1, 2011)

Language: English

ISBN-10: 1400005108

ISBN-13: 978-1400005109

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5.2 x 0.6 x 8 inches

Shipping Weight: 15.2 ounces (View shipping rates and policies)

Average Customer Review:

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#3,714,510 in Books (See Top 100 in Books)

Fodor's travel guides are really good for giving you a visual sense of the place you are visiting. The pictures are beautiful and the writing is very descriptive. There are a couple of shortcomings with the Fodor series, in my opinion: 1) They tend to emphasize touristy and popular (aka expensive) places. 2) There are not a lot of free/inexpensive/offbeat activities listed. 3) I think they tend to overemphasize the positive, and ignore negative aspects of a place. These are issues associated with a lot of travel guides, though. I will continue to purchase Fodor's guides because they are visual, descriptive and well-organized.

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