[X474.Ebook] Download PDF Understanding Organizational Behavior, by Debra L. Nelson, James Campbell Quick

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Study the scholarly foundations upon which the science of organizational behavior is built. Open a window that allows you to closely examine the realities of contemporary life in organizations today. See how to transform business challenges into personal opportunities and organizational advantages. Discover all of this and more with the insights found in Nelson/Quick's UNDERSTANDING ORGANIZATIONAL BEHAVIOR, 3E. This well-respected text builds upon a powerful theme of change to clearly demonstrate how change not only affects attitudes and behaviors within an organization, but also offers new opportunities and experiences for those who can learn how to profit from its potential. This edition addresses timeless organizational behavior topics, such as motivation, leadership, teamwork and communication, as well as some of the emerging issues shaping the field of organizational behavior today. Supporting themes focus on the challenges and opportunities within globalization, diversity, and ethics today. You learn not only the concepts and theories that help enhance the management of human behavior at work, but also learn how to practice these skills. Numerous intriguing examples--including four new focus companies presented at the beginning and end of each chapter--demonstrate, in depth, how theories and research apply and translate into practical skills. New Discussion and Communication Questions and Ethical Dilemmas bring issues of ethics, personal integrity, and character to the forefront. You learn how to answer today's demands on the individual to learn, grow, and adjust as this book equips you for success within today's changing world of work.

• Sales Rank: #1206256 in Books
• Published on: 2007-11-05
• Original language: English
• Number of items: 1
• Dimensions: .75" h x 8.05" w x 9.93" l, 1.95 pounds
• Binding: Paperback
• 504 pages

Review
"The book is extremely well organized going through key organizational behavior concepts dealing with a person, team, and organization unit of analysis. Well-written text and concise discussions highlight each chapter so that follow-up student questions are limited. I teach many types of students from business, nursing, engineering, and so on that reflect any organization. The book gives good examples for students to compare and contrast their expectations and experiences and this adds to the material I present in class."

"I've adopted this text because it provides students with an excellent comprehensive, yet easy to read, overview of the critical OB topics. Students become engaged with the material and they arrive to class ready to discuss and apply it. They always have clarifying questions for me which indicates that not only are they reading the material, but they are thinking about what the issues mean for them as future leaders. What more can I ask from a textbook? Through reading the text, students gain a wonderful foundation from which I can build during our class. I never have to spend time re-teaching confusing concepts. Instead, because the text is clear, concise and thorough, I get the fabulous opportunity to use class time to make the material come alive."

"In general, I like this book, and think it covers a lot of ground in a very succinct and easy-to-read manner. I'd highly recommend this book to instructors who teach introductory-level OB courses."

"The topics (chapters) covered are appropriate for the title of the text, Understanding Organizational Behavior. I especially like how the first chapter introduces the subject and the other chapters that follow. The chapters are written in an interesting and easy to read manner allowing for the different levels of understanding among students. The graphics and examples used in each chapter add to the understanding and effectiveness of each chapter."

About the Author
Dr. Debra L. Nelson is the Spears School of Business Associates' Professor of Business Administration and Professor of Management at Oklahoma State University. She received her Ph.D. from the University of Texas at Arlington, where she was the recipient of the R. D. Irwin Dissertation Fellowship Award. Dr. Nelson is the author of over 90 journal articles focusing on organizational stress management, gender at work, and leadership. Her research has been published in the ACADEMY OF MANAGEMENT EXECUTIVE, ACADEMY OF MANAGEMENT JOURNAL, ACADEMY OF MANAGEMENT REVIEW, MIS QUARTERLY, ORGANIZATIONAL DYNAMICS, JOURNAL OF ORGANIZATIONAL BEHAVIOR, and other journals. In addition, she is coauthor/coeditor of several books, including ORGANIZATIONAL BEHAVIOR: SCIENCE, THE REAL WORLD, AND YOU; POSITIVE ORGANIZATIONAL BEHAVIOR (Sage, 2007); ORGANIZATIONAL LEADERSHIP (South-Western, Cengage Learning, 2004); GENDER, WORK STRESS, AND HEALTH (American Psychological Association, 2002); ADVANCING WOMEN IN MANAGEMENT (Blackwell, 2002); and PREVENTIVE STRESS MANAGEMENT IN ORGANIZATIONS (American Psychological Association, 1997). Dr. Nelson has also served as a consultant to several organizations including AT&T, American Fidelity Assurance, Sonic, State Farm Insurance, and Southwestern Bell. She has presented leadership and preventive stress management seminars for a host of organizations, including Blue Cross/Blue Shield, Conoco/Phillips, Oklahoma Gas and Electric, Oklahoma Natural Gas, and the Federal Aviation Administration. She has been honored with the Greiner Graduate Teaching Award, the Chandler-Frates and Reitz Graduate Teaching Award, the Regents' Distinguished Teaching Award, the Regents' Distinguished Research Award, and the Burlington Northern Faculty Achievement Award at OSU. Dr. Nelson also serves on the editorial review boards of the JOURNAL OF ORGANIZATIONAL BEHAVIOR, JOURNAL OF LEADERSHIP AND ORGANIZATIONAL STUDIES, and LEADERSHIP.

Dr. James Campbell (Jim) Quick is John and Judy Goolsby Distinguished Professor in the Goolsby Leadership Academy, Distinguished Professor in the Academy of Distinguished Teachers, and Professor of Organizational Behavior in the Department of Management, College of Business at The University of Texas at Arlington. He earned an A.B. with Honors from Colgate University. He earned an M.B.A. and a Ph.D. at the University of Houston. He completed postgraduate courses in behavioral medicine (Harvard Medical School) and combat stress (University of Texas Health Science Center at San Antonio). Dr. Quick is a Fellow of the Society for Industrial and Organizational Psychology, the American Psychological Association, and the American Institute of Stress. Dr. Quick's and his brother's signature theory is preventive stress management, now in the APA Dictionary of Psychology (2007). Dr. Quick has over 100 books, book chapters, journal articles, and clinical monographs in 10 languages. Dr. Quick's awards and recognitions include Beta Gamma Sigma and Phi Beta Delta honor societies membership; The Maroon Citation (Colgate University Alumni Corporation, 1993); 2002 Harry and Miriam Levinson Award (American Psychological Foundation); and a Presidential Citation (American Psychological Association, 2001). Quick won the 2007-2008 Honors College Outstanding Faculty Award and 2009 Award for Distinguished Record of Research at UT Arlington. Colonel Quick, United States Air Force Reserve (Ret.) was Distinguished Visiting Professor of Psychology, 59th Medical Wing (1999) and Visiting Scholar, United States Military Academy at West Point (2007). His awards and decorations include the Legion of Merit, Meritorious Service Medal, and National Defense Service Medal with Bronze Star. He currently serves by appointment from Secretary of Defense Robert Gates on the Defense Health Board's Psychological Health External Advisory Subcommittee.

Most helpful customer reviews

0 of 0 people found the following review helpful.
Four Stars
By Tracie H West
Great value.

2 of 2 people found the following review helpful.
Great Book
By Z. Chen
This is a great book for starting to unravel the puzzle of organizational behavior. The class was great and based on trust. Before you can trust someone or thing, you have to know what to expect. This book gives that background knoweldge. There are also sections devoted to motovation. Team members will not be motovated as much if they don't trust you.

0 of 0 people found the following review helpful.
Great text
By T. Carr
This is a great book and should be a key text for any major and really anyone who has ever or will ever have a job. This puts words to what we've all experienced in the workplace and has great insight into how to navigate co-workers and bosses. [...] was a great seller and there service exceeded my expectations when they took care of an issue that was USPS's fault.

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[Y141.Ebook] PDF Ebook Risk Management in Project Organisations, by Peter Edwards, Paul Bowen

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This book enhances the reader's understanding of the nature and presence of risk by raising the organisation's awareness of the risks it faces, and formalising the systems needed to deal with and learn from those risks.

While based on the experience of the construction industry, the book also acts as a broader project management text, meeting the needs of project managers and students in many disciplines and professions from architecture and construction through engineering and commerce to IT, finance and banking.

Essential for anyone studying or involved in organisational decision-making for projects, this book will help readers to develop confidence in dealing with risk in a systmatic manner.

• Sales Rank: #6787773 in Books
• Published on: 2005-04-06
• Released on: 2004-12-24
• Original language: English
• Number of items: 1
• Dimensions: 9.21" h x .45" w x 6.50" l, .75 pounds
• Binding: Paperback
• 198 pages

Review
"Good coverage..." - Lecturer, University of Leeds, UK

About the Author
Peter J. Edwards is an associate professor in the School of Property, Construction and Project Management at RMIT University in Melbourne, Australia. Paul A. Bowen is professor and head of the Department of Construction Economics and Management at the University of Cape Town in South Africa.

Most helpful customer reviews

1 of 1 people found the following review helpful.
A very practical approach to project risk management
By aserbley
This is a very straightforward book, that addresses project risk management from a very practical point of view. The book is short but clear and provides a very good synthesis of this important subject. Easy to read and understand.

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[F991.Ebook] Ebook The Apartment (Faber Classic Screenplays), by I.A.L. Diamond

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Billy Wilder won two Oscars - as co-screenwriter and director - for this mordant comedy about getting ahead in the corporate world. Jack Lemmon played the 'schnook' who lends out his apartment for his boss's sexual trysts, only to fall in love with the boss's girl - played by Shirley MacLaine. The Apartment is a beautifully judged piece of writing saved from cynicism by Wilder and Diamond's tenderness towards their central characters.

• Sales Rank: #2205695 in Books
• Published on: 1998-03-08
• Original language: English
• Number of items: 1
• Dimensions: 8.50" h x .44" w x 5.25" l, .56 pounds
• Binding: Paperback
• 192 pages

Most helpful customer reviews

5 of 7 people found the following review helpful.
One of the funniest films of all time
By bjpartridge@hotmail.com
Wilder is one of the best screenwriter/directors that there has ever been. His partnership with Diamond reached its creschendo with this magnificent screenplay. Winner of the best screenplay in 1960 The Apartment is one of the funniest films that has ever been made. It is the best example of how to weave drama and comedy into a seamless whole. After this Billy Wilders career never reached the same heights. Which is unfortunate because while you are reading The Apartment you realise just how truly great he was. The film was named in the AFI 100, just read the screenplay and wish you could write anything half this good.

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[E212.Ebook] PDF Download The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, by Dietrich Dorner

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Why do we make mistakes? Are there certain errors common to failure, whether in a complex enterprise or daily life? In this truly indispensable book, Dietrich Dörner identifies what he calls the “logic of failure”—certain tendencies in our patterns of thought that, while appropriate to an older, simpler world, prove disastrous for the complex world we live in now. Working with imaginative and often hilarious computer simulations, he analyzes the roots of catastrophe, showing city planners in the very act of creating gridlock and disaster, or public health authorities setting the scene for starvation. The Logic of Failure is a compass for intelligent planning and decision-making that can sharpen the skills of managers, policymakers and everyone involved in the daily challenge of getting from point A to point B.

• Sales Rank: #67912 in Books
• Published on: 1997-08-04
• Original language: English
• Number of items: 1
• Dimensions: 9.25" h x 6.25" w x .75" l, .75 pounds
• Binding: Paperback
• 240 pages

From Publishers Weekly
The Chernobyl atomic-plant explosion, observes Dorner, was entirely due to human error involving the breaking of safety rules by a team of experts who reinforced one another's puffed-up sense of competence. This German psychology professor believes people court failure through sloppy or ingrained mental habits, whether the mistakes involve cleaning dead fish out of a garden pool, adding rooms to a schoolhouse, launching economic development programs in Africa or forecasting oil prices or the scope of the AIDS epidemic. Things go wrong, according to Dorner, because we focus on just one element in a system complicated by interrelationships; we apply corrective measures too aggressively or too timidly; we ignore basic premises, overgeneralize, follow blind alleys, overlook potential side effects and narrowly extrapolate from the moment, basing our predictions of the future on those aspects of the present that bother or delight us the most. This ingenious manual will assist problem-solvers in all fields.
Copyright 1996 Reed Business Information, Inc.

From Library Journal
Things going wrong is an all-too-common modern management experience. Pressed for time, an administrator makes a hasty decision that remedies the problem but creates myriad new problems for someone else. Dorner (psychology, Univ. of Baumberg, Germany), an authority on cognitive behavior, questions whether or not our habits of thought measure up to the systemic demands of profound problems such as environmental degradation, nuclear weapons build-up, terrorism, and overpopulation. Using computer-simulated "real world" scenarios, he measured his test subjects's problem-solving performances over time, and, not surprisingly, discovered that people court failure in predictable patterns?from simple confusion and misperception to short attention spans and unwillingness to change tactics. All is not lost, however, for Dorner suggests that despite the repeated failure, we can learn to recognize defective management behaviors and correct them. Dorner's "only the facts" approach is refreshing; he offers clear arguments, convincing evidence, and well-reasoned conclusions. One of the best management titles of the year, this is a necessary addition to both psychology and management collections of all types.?David R. Johnson, Fayetteville P.L., Ark.
Copyright 1996 Reed Business Information, Inc.

From Kirkus Reviews
A challenging, though preliminary, look at the difficulties of decision making, exploring how and why bad decisions are made. From G”del's incompleteness theorem to chaos and quantum theory, much of 20th-century thought has focused on underscoring the inextricable complexities of the universe and, thus, the inevitable inadequacies of knowledge. Now D”rner (Psychology/Univ. of Bamberg). a winner of Germany's highest science prize, the Leibnitz Award, makes his own contribution to the study of complexity by demonstrating just how difficult and problematic decision making can be. Happily, his methodology is both elegant and revealing. He has constructed a series of computer simulations in which the test subject might take on the role of mayor of a small town or district commissioner in charge of an arid region in Africa. Carte blanche is given to the subject struggling to deal with problems arising from such matters as population, resources, unemployment, and crop yields. Some people fail spectacularly, and some do a pretty good job, and the reasons are nearly always the same and surprisingly simple, at least in the abstract: ``What matters is not, I think, development of exotic mental capabilities . . . There is only one thing that does in fact matter, and that is the development of our common sense.'' D”rner adds that we must also learn to think in terms of time (both forwards and backwards) and the complex interrelationships within systems. Of course, models are always suspect because they tend to be reductive. But if D”rner is right, the implications here are substantial, for he has created a basic blueprint for testing decision making skills and a broad model for improving them. The corporate types who quest perpetually after the latest management techniques will almost certainly seize upon D”rner's work. But this is not so much a ``how-to'' guide as a provocative and important road map for years of future scientific experiment and investigation. (88 b&w illustrations) -- Copyright ©1996, Kirkus Associates, LP. All rights reserved.

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122 of 127 people found the following review helpful.
What makes people poor problem solvers?
By Ronald Scheer
Dietrich Dörner is an authority on cognitive behavior and a psychology professor at the University of Bamberg, Germany. His research shows that our habits as problem solvers are typically counterproductive.

Probably our main shortcoming is that we like to oversimplify problems. Dörner offers a long list of self-defeating behaviors, but common to all of them is our reluctance to see any problem is part of a whole system of interacting factors. Any problem is much more complex than we like to believe. And failure doesn't have to come from incompetence. The operators of the Chernobyl reactor, as Dörner points out, were "experts." And as experts, they ignored safety standards because they "knew what they were doing."

Dörner identifies four habits of mind and characteristics of thought that account for the frequency of our failures:
1. The slowness of our thinking-We streamline the process of problem solving to save time and energy.
2. Our wish to feel confident and competent in our problem solving abilities-We try to repeat past successes.
3. Our inability to absorb quickly and retain large amounts of information-We prefer unmoving mental models, which cannot capture a dynamic, ever-changing process.
4. Our tendency to focus on immediately pressing problems-We ignore the problems our solutions will create.

Successful problem solving is so complex that there are no hard-and-fast rules that work all the time. The best take-away from the book (and this is my favorite quote): "An individual's reality model can be right or wrong, complete or incomplete. As a rule it will be both incomplete and wrong, and one would do well to keep that probability in mind." The book is 199 easy-to-read pages, and Dörner gives lots of interesting examples from lab tests illustrating people's actual behavior in problem-solving situations.
It's a thought-provoking book for anyone whose job is to tackle complex problems. In one way or another that includes anyone in just about any profession.

38 of 38 people found the following review helpful.
"On S'engage Et Puis On Voit!"
By Robert I. Hedges
Napoleon said "On s'engage et puis on voit!" Loosely translated that means "One jumps into the fray, then figures out what to do next," a common human approach to planning. This discussion (page 161) takes on the adaptability of thought and cautions decision makers about the risks of overplanning in a dynamic, multivariate system. Using examples from Napoleon as well as more concrete examples such as the quotation about soccer strategy (also on page 161,) Dietrich Dörner, the brilliant German behavioral psychologist (University of Bamberg) has created a masterwork on decision making skills in complex systems; I find it to be highly complimentary to Perrow's work and also highly recommend his equally brilliant "Normal Accidents."

A strength of this work is that Dörner takes examples from so many areas including his own computer simulations which show the near-universal applicability of his concepts. One of Dörner's main themes is the failure to think in temporal configurations (page 198): in other words, humans are good at dealing with problems they currently have, but avoid dealing with and tend to ignore problems they don't have (page 189): potential outcomes of decisions are not foreseen, sometimes with tragic consequences. In one computer simulation (page 18) Dörner had a group of hypereducated academics attempt to manage farmland in Africa: they failed miserably. In this experiment Dörner made observations about the decision makers which revealed that they had: "acted without prior analysis of the situation; failed to anticipate side effects and long-term repercussions; assumed the absence of immediately negative effects meant that correct measures had been taken; and let overinvolvement in 'projects' blind them to emerging needs and changes in the situation." (How many governmental bodies the world over does this remind you of?)

I am a safety professional, and am especially interested in time-critical decision making skills. Dörner's treatment of the Chernobyl accident is the most insightful summation I have seen. He makes the point that the entire accident was due to human failings, and points out the lack of risk analysis (and managerial pressure) and fundamental lack of appreciation for the reactivity instability at low power levels (and more importantly how operators grossly underestimated the danger that changes in production levels made, page 30.) Dörner's grasp here meshes the psychology and engineering disciplines (engineers like stasis; any change in reactivity increases hazards.) Another vital point Dörner makes is that the Chernobyl operators knowingly violated safety regulations, but that violations are normally positively reinforced (i.e. you normally "get away with it," page 31.) The discussion about operating techniques on pages 33 and 34 is insightful: the operators were operating the Chernobyl Four reactor intuitively and not analytically. While there is room for experiential decision making in complex systems, analysis of future potential problems is vital.

In most complex situations the nature of the problems are intransparent (page 37): not all information we would like to see is available. Dörner's explanation of the interactions between complexity, intransparence, internal dynamics (and developmental tendencies,) and incomplete (or incorrect) understanding of the system involved shows many potential pitfalls in dynamic decision making skills. One of the most important of all decision making criteria Dörner discusses is the importance of setting well defined goals. He is especially critical of negative goal setting (intention to avoid something) and has chosen a perfect illustrative quote from Georg Christoph Lichtenberg on page 50: "Whether things will be better if they are different I do not know, but that they will have to be different if they are to become better, that I do know." A bigger problem regarding goals occurs when "we don't even know that we don't understand," a situation that is alarmingly common in upper management charged with supervising technical matters (page 60.)

Fortunately Dörner does have some practical solutions to these problems, most in chapter six, "Planning." One of the basics (page 154) is the three step model in any planning decision (condition element, action element, and result element) and how they fit into large, dynamic systems. This is extremely well formulated and should be required reading for every politician and engineer. These concepts are discussed in conjunction with "reverse planning" (page 155) in which plans are contrived backwards from the goal. I have always found this a very useful method of planning or design, but Dörner finds that is rare. Dörner argues that in extremely complex systems (Apollo 13 is a perfect example) that intermediate goals are sometimes required as decision trees are enormous. This sometimes relies on history and analogies (what has happened in similar situations before) but it may be required to stabilize a situation to enable further critical actions. This leads back to the quote that titles this review: 'adaptability of thought' (my term) is vital to actions taken in extremely complex situations. Rigid operating procedures and historical problems may not always work: a full understanding of the choices being made is vital, although no one person is likely to have this understanding; for this reason Dörner recommends there be a "redundancy of potential command" (page 161) which is to say a group of highly trained leaders able to carry out leadership tasks within their areas of specialty (again, NASA during Apollo 13) reportable in a clear leadership structure which values their input. Dörner then points out that nonexperts may hold key answers (page 168); though notes that experts should be in charge as they best understand the thought processes applicable in a given scenario (pages 190-193.) This ultimately argues for more oversight by technicians and less by politicians: I believe (and I am guessing Dörner would concur) that we need more inter- and intra-industry safety monitoring, and fewer congressional investigations and grandstanding.

This is a superb book; I recommend it highly to any safety professional as mandatory reading, and to the general public for an interesting discussion of decision making skills.

51 of 54 people found the following review helpful.
Over-promised and under-delivered
By Dr. Bill
The book got my juices flowing in the first chapter, especially with the reference to human interaction with dynamic systems and the tendency to "oversteer". I wrote my doctoral dissertation over 30 years ago on just such a phenomenon as applied to the broiler industry (yes, chickens), which behaves as an underdamped servomechanism. (I'm an engineer).

However the early promise of the book didn't bloom as I'd hoped. Rather than use real world examples, all of the author's principles are drawn from simulated experiments. As a doctoral student I was subjected to many simulated business game situations, and while they can be made complex to third and fourth generation consequences, life is more complex than that (think The Tipping Point and Jim Burke's The Pinball Effect).

The effort to draw principles in the last chapter suffered two defects: there are too many of them and they are shallowly explained in terms of real-world usefulness.

While I think the book is worth reading, it over-promised and under-delivered. I'd recommend speed reading it for high level content and avoid getting bogged down in the simulations. I highlight as I read, and the highlighting became less and less as the book wore on. That's the best evidence I have on the value of a book to me when I finish reading it and review my highlighting and notes.

A much more practical book (for me) was Managing the Unexpected by Karl Weick and Kathleen Sutcliffe.

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With the advent of HTML5, front-end MVC, and Node.js, JavaScript is ubiquitous--and still messy. This book will give you a solid foundation for managing async tasks without losing your sanity in a tangle of callbacks. It's a fast-paced guide to the most essential techniques for dealing with async behavior, including PubSub, evented models, and Promises. With these tricks up your sleeve, you'll be better prepared to manage the complexity of large web apps and deliver responsive code.

With Async JavaScript, you'll develop a deeper understanding of the JavaScript language. You'll start with a ground-up primer on the JavaScript event model--key to avoiding many of the most common mistakes JavaScripters make. From there you'll see tools and design patterns for turning that conceptual understanding into practical code.

The concepts in the book are illustrated with runnable examples drawn from both the browser and the Node.js server framework, incorporating complementary libraries including jQuery, Backbone.js, and Async.js. You'll learn how to create dynamic web pages and highly concurrent servers by mastering the art of distributing events to where they need to be handled, rather than nesting callbacks within callbacks within callbacks.

Async JavaScript will get you up and running with real web development quickly. By the time you've finished the Promises chapter, you'll be parallelizing Ajax requests or running animations in sequence. By the end of the book, you'll even know how to leverage Web Workers and AMD for JavaScript applications with cutting-edge performance. Most importantly, you'll have the knowledge you need to write async code with confidence.

What You Need:

Basic knowledge of JavaScript is recommended. If you feel that you're not up to speed, see the "Resources for Learning JavaScript" section in the preface.

• Sales Rank: #689612 in eBooks
• Published on: 2012-11-28
• Released on: 2012-12-07
• Format: Kindle eBook

About the Author
Trevor Burnham is a web developer and tech evangelist for HubSpot in Cambridge, MA. He's the author of two books: CoffeeScript: Accelerated JavaScript Development and Async JavaScript: Build More Responsive Apps with Less Code. Both are published by PragProg.

Most helpful customer reviews

13 of 14 people found the following review helpful.
best CS book I've read this year
By R. Mark Volkmann
This is the book all JavaScript developers should read right after they read "JavaScript: The Good Parts" and get a little experience writing JavaScript code. It is a very well-written book and very insightful!

As for the reviewer that gave this one star and complained that you will not learn Ajax or JavaScript from this book, that is true. However, that's not the point of this book. We have to have some books that are not for absolute beginners and this is one of them. So get some experience with JavaScript first and then read this book.

5 of 5 people found the following review helpful.
Highly recommended
By Darrin
JavaScript is not my primary development language at work so I've been at the intermediate level for a few years. I had a solid understanding of how to use jQuery but hadn't taken advantage of deferreds. This book has helped me move to the next level as a JavaScript developer. The chapter on promises/deferreds is worth the price of the book alone. The author's writing style is excellent - clear and to the point. If you want to move beyond basic jQuery usage and fully leverage the async aspects of the language this is the book to get. The examples are good and a few have links to jsFiddles with the examples ready to run.

7 of 8 people found the following review helpful.
Great book about a specific topic.
By Kevin Golding
First and foremost, I just want to point out that Ed Z (the 'one star' guy) completely misses the point about this book.

It is not "Javascript for dummies"
nor is it "Teach yourself Javascript in x units of time"
nor is it "Javascript the definitive reference"
nor is it "1000 pages of boilerplate javascript you can mindlessly copy and paste to make generic cookie-cutter javascript webpages".

It deals with one specific topic that is a requirement for moving beyond simple javascript programming to using javascript in more of a systems programming type of application.

The clue is the word 'Async' in the title. The fact is that asynchronous operations are hard, in any language, on any platform, and they require a thorough understanding of the underlying technology in order to get right. You are expected to already know javascript pretty well. And you are probably expected to already know about concepts like signals, multi-threading, interrupts and call-backs from developing in other environments. And yes, you have to actually think about the example code presented rather than having it spelt out line by line. I guess that's to make sure that you actually understand what's going on by yourself rather than simply 'following the bouncing ball'.

I'm still pretty new to Javascript, and I'm reading this book in conjuction with some other javascript books (the rhino book and an ajax book). Whilst much of what I have read in this book is still going over my head, but there have already been quite a few 'a-ha' moments that helped me to understand some of the things the other books kind of swept under the carpet.

I appreciate the authors descriptive conversational style which helps to present a complicated topic in a fairly straight forward way, and helps to understand the 'why' and not just the 'what'.

Is it a short book? Well I guess it is (I bought the ebook so I have no concept of physical dimensions), but the fact that it addresses one specific topic in such a succinct way is a good thing and not a reason to write it off as a 'pamphlet'.

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[B735.Ebook] Fee Download Sutherland's Handbook for Bicycle Mechanics, by Howard Sutherland

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• Sales Rank: #5743583 in Books
• Published on: 1995-05
• Original language: English
• Dimensions: 12.50" h x 12.00" w x 3.25" l,
• Binding: Ring-bound
• 613 pages

Most helpful customer reviews

55 of 56 people found the following review helpful.
Sutherland's is The Standard!
By A Customer
Most bike shops have a copy of Sutherland's -- and with good reason: it contains a huge amount of useful information. The scope is mostly reference tables, diagnostics, gotchas, and hints. For example, Sutherland's lists bolt circle diameters and subtle variations for most brands of cranks and chainrings; it also describes how to diagnose various problems with poor shifting, skipping, and so on. Sutherland's is not a how-to manual, nor an engineering guide like "Bicycles and Tricycles" or "The Bicycle Wheel". Nor will it substitute for one of them. However, there is nothing that will substitute for Sutherland's! If you work on bicycles a lot, you will find lots of information to help you do it right and do it quickly. If you work on custom bikes (mixed parts), unusual bikes (parts with odd construction or dimensions) or old bikes (hard-to-find and unfamiliar) parts, you will find it especially useful. You will also enjoy this book if you simply enjoy bike part trivia -- a Swiss bottom bracket has the same thread pitch and diameter as a French bottom bracket, but with the right cup thread reversed. True or false? The answer is in Sutherland's, and is easy to find. Sutherland's contains 25 years of specifications, experience and hints, collected from many sources ranging from manufacturers to folks who service bikes every day. It has lots of time-tested tips on "how to deal with hard problems", frame damage, compatibility, part substitutions, and so on. Each new edition has lots of updates for recent changes in the bike biz. Sutherland's is both authoratative and practical. Sutherland's is well-thought-out right down to the construction -- a binder so it opens flat, you can spread out the pages you need right now, and the pages are heavy paper coated to make them grease-resistant. Sutherland's does not compete with any other book or guide, it is alone. Sutherland's _is_ the standard.

9 of 10 people found the following review helpful.
Lacking updates
By Guitar Nut
Being a senior rider and have built countless bikes, this book was required reading. I had purchased my own copy (3D Edition) years ago and the only thing that bothers me is that this well written, spiral-bound text wasn't planned out well enough to allow shops and mechanics to simply order the yearly up-dates as new mechanical systems are are added to our bicycles. No one really needs 10 copies with a 90% redundancy. If you're new to bike building this book is a must with all the exploded views and tolerances. Just realize you will need another one every few years as technology advances.

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