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Formerly a top operational manager with multinational organizations, John Harte applies his hands-on knowledge of the business world to provide a realistic examination of workplace and marketplace conditions. In place of reasoned management and disciplined organization, Harte depicts daily distractions, disorder, vagueness, and confusion. Instead of the logical processes described in classroom case histories with rational solutions, he provides tales of an abundance of irrational judgments, personal foibles, and business follies. Harte has witnessed the demise of many companies--some of which, in his opinion, could have been saved. With over thirty years' experience to draw on, he analyzes why so many businesses and products fail, when others succeed. He examines the amazing progress of Japan and other Pacific Asian countries; explains the decline of German, Canadian, British, and French management practices; and provides strategies for top management and the marketplace. The business sectors described in this all-encompassing book include: high-technology; fast-moving packaged consumer goods; manufacturing and retailing consumer durables soft goods; fashion products; service sector industries; manufacturing, wholesaling, and retail trade; and a whole range of new service industries. His unusually tough-minded view will benefit business entrepreneurs, managers, and executives, as well as those interested in the study of business and marketing.

Portrait of a Lady Secret Agent -- The Arab Bureau -- Gertrude Bell's Team -- A Hairy, Hardy Adventurer -- A Man with a Mission -- In the Hands of the British Raj -- Journey to Fame -- A Back Door to Europe -- The Official Mind -- Gertrude's Thirst for Knowledge -- The Arab Rising -- An Unlimited Liability -- Two Sides of Philby's Head -- A Lone Wolf -- Trusting Philby -- Turkey's Lifeline -- The Attack on Wejh -- The Art of War -- The Hejaz Railway -- Turkish Folly -- Lawrence's Odyssey -- The Door to Syria -- The Aqaba Expedition -- Arrival of an Unknown General -- A Race Against Time -- General Allenby's Breakthrough -- Treachery -- The Cut-Throats -- Yesterday's Man -- Mechanized Warfare -- The Final Stroke -- Philby's Future -- Gertrude Bell's Balancing Factor -- The Value of Oil -- Lawrence's New Partner -- Philby's -- Dilemma -- The Seven Pillars of Wisdom -- Caliph of Islam -- Philby's Fortunes -- Reduced to Poverty --A Public Nuisance -- The Opportunist -- Philby's Astuteness -- Philby's Ride to Fame -- The Oil Business -- The Great Game -- Gertrude's Passion.

"Audacious, brilliant, chameleon. All these words could be used to describe the man that became Britain's greatest spy, a man known by several names and who came from many places, depending on who was asking and when. Was he from Poland? Or was he the son of an Irish clergyman? Many believe he was born in Odessa, Ukraine, a place hot in today's headlines. He certainly had the ability to be convincing to anyone he met, including the head of Britain's intelligence services. Sidney Reilly, one of many names he was known by, was the most successful spy in history. His adventures first came to light during the Russian Revolution in 1917 when he was tasked by Britain's Secret Service with overthrowing the Bolsheviks after they had formed a new government. He had already succeeded in stealing the plans of the Kaiser's new and modern fleet of battleships from Krupp, to help Britain and her allies win World War I, and was awarded the Military Cross in 1919. In 1953, novelist Ian Fleming used Reilly's secret Admiralty Intelligence file to write his novels about a fictional secret agent he called James Bond 007. But Reilly's true exploits were even more thrilling and fantastic than those of the fictional James Bond. Reilly was Britain's best spy - but was he also a Soviet double-agent? Author John Harte retells Reilly's story as it really was, in fast-moving prose with an eye for telling detail - and provides a twist: He tells us what really happened to Reilly after he vanished in Soviet Russia in 1925 and was assumed to have been murdered by Stalin's secret police. Apparently not!"--

Introduction -- Taking stock - a reality-check -- Untapped potential -- Strategic management -- Integrated marketing and its enemies -- Managing, leadership and entrepreneurship -- Advertising and communications -- How words sell billions of goods and services -- Pictures that sell goods and services -- The value of branding and marketing -- Removing uncertainty and ambiguity -- Creative thinking and reasoning -- Motivation and its antithesis -- Influencing sales and perpetrating frauds -- Selling is a psychological process -- Knowing and understanding -- Facts and figures -- The law of unintended consequences -- Acknowledgments -- Index -- Notes & bibliography

AbstractPhenology studies are a critical tool for identifying the ways that changing climate affects species and ecosystems. Here, a phenological framework was used to assess the sensitivity of human behavior to temperature and hydroclimate variables that are likely to change as temperatures warm under twenty-first-century climate change. The timing of visitation to wilderness areas of the Sierra Nevada was used as a case study. Visitation timing was assessed using a backcountry permit database and data collected from weblogs or blogs. Mean, earliest, and latest visitation dates were regressed against temperature, streamflow, and snowpack variables: seasonally averaged air temperatures, snow water equivalent (SWE) in spring months, center of timing (CT), and total annual flow. Mean visitation was sensitive to CT, total annual flow, April and May SWE, and spring and summer temperatures, with visitors advancing 0.20–0.28 days for each day advance in CT and 3.7 to 5.7 days for each degree Celsius increase in summer temperatures. Visitors appear to be partially sensitive to both hydroclimate and temperature, suggesting that visitation may occur earlier as spring snow decreases, but also that because of this partial sensitivity, visitors may interact with ecosystems in a different phenological stage as the climate warms. Managers of these areas should plan for changing timing of visitation and should also consider ways that visitors interacting with different hydroclimatic and ecosystem conditions may influence management strategies.