Meetings are the bane of many a work life. They’re boring, unfocused, too long, and just plain ineffective. But all of this can be cured. It just takes some organization, technique, and common sense. In fact, meetings can be turned into incredible engines for results and morale. Here’s how it’s done.

Meetings are the bane of many a work life. They’re boring, unfocused, too long, and just plain ineffective. But all of this can be cured. It just takes some organization, technique, and common sense. In fact, meetings can be turned into incredible engines for results and morale. Here’s how it’s done.

Inappropriate attire, lateness, sexually offensive behavior, not to mention productivity and communication issues...these are just a few of the uncomfortable topics bosses must sometimes discuss with their employees. "101 Tough Conversations to Have with Employees" offers realistic sample dialogues managers can use to facilitate clear, direct interactions with their employees, helping them sidestep potential awkwardness and meet issues head-on. This practical, solution-oriented book walks readers through some of the most common as well as the most serious employee problems they are likely to encounter. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps managers treat their people with dignity, focusing not just on what to say but how to say it. This helpful book provides proven techniques managers can use to protect themselves and their organizations...and get the very best from their people.

This book was converted from its physical edition to the digital format by a community of volunteers. You may find it for free on the web. Purchase of the Kindle edition includes wireless delivery.

This book was converted from its physical edition to the digital format by a community of volunteers. You may find it for free on the web. Purchase of the Kindle edition includes wireless delivery.

This stage play presents a dialogue of enlightenment between four people - two men and two women - who make up four generations of wisdom. Their conversation takes place when they meet within a House of Mirrors during a raging thunderstorm.

Their karmic conversation tackles faith, hope, love, serendipity, intervention, divine synchronicity and people who alter our lives forever after our encounter with them.

This 4 person dialogue was inspired by the book "The Celestine Prophecy," and it is about tackles the illumination of spiritual enlightenment.

This stage play presents a dialogue of enlightenment between four people - two men and two women - who make up four generations of wisdom. Their conversation takes place when they meet within a House of Mirrors during a raging thunderstorm.

Their karmic conversation tackles faith, hope, love, serendipity, intervention, divine synchronicity and people who alter our lives forever after our encounter with them.

This 4 person dialogue was inspired by the book "The Celestine Prophecy," and it is about tackles the illumination of spiritual enlightenment.

This book is a replica of the original from the collections of The New York Public Library; it was produced from digital images created by The New York Public Library and its partners as part of their preservation efforts. To enhance your reading pleasure, the aging and scanning artifacts have been removed using patented page cleaning technology. We hope you enjoy the result.

Fans of H.G. Wells's famous, genre-spawning science fiction novels may be startled to read his less-remembered but once bestselling The History of Mr. Polly. Its comically romping narrative voice is worlds away from the stern, melancholy tone of The Time Machine. Wells won fame for his apocalyptic, preachy books about the history of the future, but this history is strictly, as Mr. Polly would put it in his creatively cracked version of English, a series of "little accidentulous misadventures."

Mr. Alfred Polly is a dyspeptic, miserably married shopkeeper in what he terms that "Beastly Silly Wheeze of a hole!"--Fishbourne, England. He is inclined to spark arguments and slapstick calamity wherever he goes. Education was lost on him: when he left school at 14, "his mind was in much the same state that you would be in, dear reader, if you were operated upon for appendicitis by a well-meaning, boldly enterprising, but rather overworked and underpaid butcher boy, who was superseded towards the climax of the operation by a left-handed clerk of high principles but intemperate habits… the operators had left, so to speak, all their sponges and ligatures in the mangled confusion." Still, Polly's mind burns with eccentric genius, and his thwarted romantic heart beats him senseless. His despair results in the most amusing suicide attempt this side of Lisa Alther's novel Kinflicks. We won't spoil the surprise by saying precisely how his scheme misfires--and beware: the introduction gives it away. Note that you can't expect Polly to do anything right, and of course he'll become an inadvertent hero to the whole town. Then he promptly vanishes for further misadventure.

Many critics compare Mr. Polly's broad social satire to Dickens, but it smacks of Mark Twain and the dialect humor of Finley Peter Dunne's Mr. Dooley too. "I think it is one of my good books," Wells opined. What makes it so is Polly's heroic incompetence, his subversion of Edwardian propriety, and his bewildered unawareness that he is a revolutionary. --Tim Appelo

Meetings. They're a fact of life. You'd be hard pressed to find a businessperson that doesn't attend at least one meeting a week. And most spend a good deal of their time in meetings. Just the act of working in a team implies there will be meetings to attend.

Using a conservative estimate of 10 hours of meetings per week, you will spend over 15,000 hours of your professional life in meetings! Ugh. That's too much time to waste.

Have you ever watched how some people respond when you announce it's time for a meeting? Rolling eyes and frowning faces are all too common. Or comments such as, "But I have real work to do!"

It doesn't have to be that way. Some up front planning can make your next team meeting a big success. It's simple. Determine an objective for the meeting. Create an agenda. Invite the right people. Share the agenda in advance of the meeting. Start your meeting on time and end the meeting on time. Piece of cake - right?

Actually, it's not all that difficult. A few tweaks to the process can make all the difference for you and your teammates. And the results that can be achieved from a successful meeting are incredible. In this short step-by-step guide, you'll learn how to make your meetings productive so you can stop wasting time you don't have.

Meetings. They're a fact of life. You'd be hard pressed to find a businessperson that doesn't attend at least one meeting a week. And most spend a good deal of their time in meetings. Just the act of working in a team implies there will be meetings to attend.

Using a conservative estimate of 10 hours of meetings per week, you will spend over 15,000 hours of your professional life in meetings! Ugh. That's too much time to waste.

Have you ever watched how some people respond when you announce it's time for a meeting? Rolling eyes and frowning faces are all too common. Or comments such as, "But I have real work to do!"

It doesn't have to be that way. Some up front planning can make your next team meeting a big success. It's simple. Determine an objective for the meeting. Create an agenda. Invite the right people. Share the agenda in advance of the meeting. Start your meeting on time and end the meeting on time. Piece of cake - right?

Actually, it's not all that difficult. A few tweaks to the process can make all the difference for you and your teammates. And the results that can be achieved from a successful meeting are incredible. In this short step-by-step guide, you'll learn how to make your meetings productive so you can stop wasting time you don't have.

The scientific research enterprise is built on a foundation of trust. Scientists trust that the results reported by others are valid. Society trusts that the results of research reflect an honest attempt by scientists to describe the world accurately and without bias. But this trust will endure only if the scientific community devotes itself to exemplifying and transmitting the values associated with ethical scientific conduct. On Being a Scientist was designed to supplement the informal lessons in ethics provided by research supervisors and mentors. The book describes the ethical foundations of scientific practices and some of the personal and professional issues that researchers encounter in their work. It applies to all forms of research — whether in academic, industrial, or governmental settings — and to all scientific disciplines. This third edition of On Being a Scientist reflects developments since the publication of the original edition in 1989 and a second edition in 1995. A continuing feature of this edition is the inclusion of a number of hypothetical scenarios offering guidance in thinking about and discussing certain situations. On Being a Scientist is aimed primarily at graduate students and beginning researchers, but its lessons apply to all scientists at different stages of their scientific careers. Committee on Science, Engineering, and Public Policy National Academy of Sciences, National Academy of Engineering, and Institute of Medicine

9 to 5

Behaving badly…

Harriet attended the company's New Year's Eve party in all innocence. It wasn't her fault that the punch she'd been drinking was stronger than expected—so that she'd ended up confiding in a gorgeous stranger about her broken engagement. How was she to know she'd been pouring her heart out to the chairman himself, Marcus Fox?

…at the office party!

Now Harriet has to work with Marcus. Luckily, she's since changed her image, dyed her hair blond and is a model secretary. Unluckily, Marcus still recognizes her—and seems determined to punish Harriet for her reckless conduct!

"Susan Napier is a whizz at stirring up both breathtaking sensuality and emotional tension."—Romantic Times

Ethics and the Conduct of Business, 6/e is a comprehensive and up-to-date discussion of the most prominent issues in the field of business ethics and the major positions and arguments on these issues.  Numerous real-life examples and case studies are used throughout the book to increase understanding of issues, stimulate class discussion, and show the discussion's relevance to real-life business practice.

The focus of Ethics and the Conduct of Business is primarily on ethical issues that corporate decision makers face in developing policies about employees, customers, and the general public. The positions on these issues and the arguments for them are taken from a wide variety of sources, including economics and the law.