'Must the tyranny of the group rule us from cradle to grave? Absolutely not, says Todd Rose in a subversive and readable introduction to what has been called the new science of the individual ... Readers will be moved' Abigail Zuger, The New York Times 'Groundbreaking ... The man who can teach you how not to be average' Anna Hart, Daily Telegraph 'Fascinating, engaging, and practical. The End of Average will help everyone - and I mean everyone - live up to their potential' Amy Cuddy, author of Presence 'Lively and entertaining ... a cheering story of how the square pegs among us can build successful lives despite being unable or unwilling to fit into round holes' Matthew Reisz, Times Higher Education 'Heartening . . . a worthwhile read for the aspiring nonconformist' Iain Morris, Observer
Mexico Confronts the Challenges of Global Competition
Author: Diana Villiers Negroponte
Publisher: Brookings Institution Press
Category: Political Science
Today's Mexico is strongly determined to become a full player in the globalizing international economy. It has increased its manufacturing output in areas such as automobiles and electronics, and both corporate and government sectors would like to take greater strides toward being a full global player. But do the underlying institutional and cultural elements exist to support such an economic effort? In The End of Nostalgia, editor Diana Villiers Negroponte and colleagues from both sides of the Rio Grande examine the path that Mexico will likely take in the near future. It remains a land in transition, from a one-party political system steeped in a colonial Spanish past toward a modern liberal democracy with open markets. What steps are necessary for this proud nation to continue its momentum toward effective participation in a highly competitive world? Contributors: Armando Chacón is the research director at the Mexican Institute for Competitiveness. Arturo Franco has worked with Cementos de Mexico (CEMEX) and the World Bank. He was a Global Leadership fellow at the World Economic Forum on Latin America, 2008–11. Eduardo Guerrero is a partner at Lantía Consultores in Mexico City, where he works on security assessment. He joined the Secretaría de Gobernación in December 2012. Andrés Rozental holds the permanent rank of Eminent Ambassador of Mexico. He is president of Rozental & Asociados and is a nonresident senior fellow at the Brookings Institution. Christopher Wilson is an associate at the Mexico Institute of the Woodrow Wilson International Center for Scholars. Duncan Wood is a member of the Mexican National Research System and editorial adviser to Reforma newspaper. Since January 2013, he has been the director of the Mexico Institute at the Woodrow Wilson International Center for Scholars.
In a past of abundance, we had clean water to meet our demands for showers, pools, farms and rivers. Our laws and customs did not need to regulate or ration demand. Over time, our demand has grown, and scarcity has replaced abundance. We don't have as much clean water as we want. We can respond to the end of abundance with old ideas or adopt new tools specifically designed to address water scarcity. In this book, David Zetland describes the impact of scarcity on our many water uses, how the institutions of abundance fail in scarcity, and how economic ideas and tools can help us direct water to its highest and best use. Written for non-academic readers, The End of Abundance provides examples, insights and ideas to anyone interested in the management of our most precious resource.
How to save 20 to 60 percent on health insurance! The End of Employer-Provided Health Insurance is a comprehensive guide to utilizing new individual health plans to save 20 to 60 percent on health insurance. This book is written to ensure that you, your family, and your company get your fair share of the trillions of dollars the U.S. government will spend subsidizing individual health insurance plans between now and 2025. You will learn how to navigate the Affordable Care Act to save money without sacrificing coverage, and how to choose the plan that offers exactly what you, your family and your company need. Over the next 10 years, 100 million Americans will move from employer-provided to individually purchased health insurance. The purpose of The End of Employer-Provided Health Insurance is to show you how to profit from this paradigm shift while helping you, your family, and your employees get better and safer health insurance at lower cost. It will help you save thousands of dollars per person each year and protect you from the greatest threat to your financial future—our nation's broken employer-provided health insurance system. We are at the beginning of a paradigm shift in the way businesses offer employee health benefits and the way Americans get health insurance—a shift from an employer-driven defined benefit model to an individual-driven defined contribution model. This parallels a similar shift in employer-provided retirement benefits that took place two to three decades ago from defined benefit to defined contribution retirement plans. Written by a world-renowned economist and New York Times best-selling author, this insightful guide explains how individual health insurance offers more to employees than employer-provided plans. Using the techniques outlined in this book, you and your employer will save money on health insurance by migrating from employer-provided health insurance coverage to employer-funded individual plans at a total cost that is 20 percent to 60 percent lower for the same coverage. That's $4,000 to $12,000 in savings per year for a family of four for the same hospitals, same doctors, and same prescriptions.
This paper evaluates the effects on the Bangladeshi economy of phasing out textile and clothing (T&C) quotas currently maintained by industrial countries. The planned abolition of the quotas under the Agreement on Textiles and Clothing in 2005 will alter the competitiveness of various exporting countries. Bangladesh relies heavily on textile and clothing exports and is potentially very vulnerable to this change in competitiveness. Based on assessments of quota restrictiveness and export similarity, and an analysis of its supply constraints, the paper concludes that Bangladesh could face significant pressure on its balance of payments, output, and employment when the quotas are eliminated.
An Intuitive and Physical Approach (Second Edition)
Author: Morris Kline
Publisher: Courier Corporation
Application-oriented introduction relates the subject as closely as possible to science with explorations of the derivative; differentiation and integration of the powers of x; theorems on differentiation, antidifferentiation; the chain rule; trigonometric functions; more. Examples. 1967 edition.
The Impact in Studies and Personal Essays by Service Members and Veterans
Author: J Ford Huffman
Publisher: Government Printing Office
Category: Social Science
Featuring 4 reports and 25 personal essays from diverse voices—both straight and gay—representing U.S. Marine Corps, Army, Navy, and Air Force veterans and service members, this anthology examines the impact of “Don’t Ask, Don’t Tell” and its repeal on 20 September 2011 in order to benefit policy makers, historians, researchers, and general readers. Topics include lessons from foreign militaries, serving while openly gay, women at war, returning to duty, marching forward after repeal, and support for the committed same-sex partners and families of gay service members.
The End of an Era was written shortly after my retirement from Lockheed. I felt strongly about the events during the L-1011 years. The demise of the program left me without a job. I guess that in some ways I resented that. I wanted to blame the programs failure on somebody. My first draft did just that. I did point fingers. I wrote about what I felt was incompetence. Luckily, I threw my first version out. My next version began with reciting the facts, as I knew them. I had been there when decisions were made. I had been a part of the management team. Or, maybe I hadnt. Dan Haughton ran the show. He frequently shuffled people in and out of the program. In some sense, I felt like an observer. I stood to the side as this went on. Everything about Lockheed was attuned to DOD business. Lockheed was at the forefront of technical advances. We knew how to fly faster, higher, and with the largest payload. We knew little if anything about commercial business. Dont get me wrong, we knew how to design and build a commercial airplane. We just didnt know how to relate that to customers and customer satisfaction. Airlines bought the L-1011 because it was the best one out there and in spite of Lockheed. My original title was My Story of the L-1011. It wasnt until I read that first complete manuscript that I realized I was talking about the end of an era. Lockheed and corporate America were experiencing the birth of the modern manager, the MBA. The manager of the engineering division didnt need to know engineering, he had an MBA. The lack of commercial experience, the exodus of the knowledgeable manager, and the birth of the MBA, with his network, spelled nothing but disaster. I have been criticized for ignoring the engineering aspects of the L-1011. The strongest criticism is that I missed the boat. I didnt cite the RB211s failure. Rolls-Royce inability to achieve the necessary thrust was the downfall of the L-1011. Rolls-Royce failed, went bankrupt, but Lockheed management failed in being ill prepared for the event. Dan Haughton rolled the dice and put the program at risk of the Roll-Royce failure. In the early stages of the planes development Dan eliminated the ability to fly with a GE or Pratt engine. Sure, it saved money but it also put the program completely at risk of Rolls performance. The failure of Rolls-Royce wasnt the cause nor was the man who picked the engine. Rolls-Royce offered the best deal, the best engine. We could evaluate the design and engineering but we were novices at international contracting. All of the price and payment clauses went out the window. They were as real as the magicians deck of cards. We were used to being at the edge of technology. Our country doesnt have the fastest and best in the air by being timid. Whats a common thread of this effort? Delays, budget overruns, redesigns, etc. A commercial plane doesnt stretch the technical boundary, its tried and true. After everything that happened, the fault has to lie with management, not one person in management but management. At Lockheed everyone wanted a seat at the table. Those at the table were different. They looked around and connected with each other because of the ivy league school they graduated from. They were the officers and deserved special treatment. They were part of the network. Its much like school. You quickly learn that classroom performance has a big influence on your grade. It starts in the first grade and continues well into university. It was prevalent at Lockheed. The problem was that in school you had the teacher correcting and demanding proof. At Lockheed, rarely was evidence demanded. Rarely did management question the facts. As the qualified and experienced retired, senior management had little feedback. The up and comer was the one first at the meeting and with a chair at the table. No one asked for his qualifications or where were the facts. A salesman would go on and on as to how hard it was. He added up the many days he was out of the country. No one asked him to name someone at the airline that he knew. Bottom line read the book. Its a part of history and a lesson in Management 101.