by Aneel Bhangu, Caroline Lee, Keith Porter (2009)
"Trauma can affect any person of any age, at any time, and in almost any circumstance. Most doctors in some form will deal with trauma; some day-to-day, some as a passer-by, but most at some stage as a junior doctor. The management of such patients is difficult, challenging and time-pressured. This book provides the on-call junior doctor with a rapid reference pocket guide to the management of the key trauma topics. This book is essentially split into two halves. The first half deals with the management of general trauma topics, which are primarily the life-threatening issues. These are dealt with in a didactic, systematic approach, including which procedures to perform to preserve life and limb, and also when to contact senior help. The second half of the book is dedicated to the recognition and management of the common fractures and emergency orthopaedic conditions which are encountered in day-to-day practice. There is didactic detail on how to immobilise fractures, and guidance on who can be sent home and who needs to be admitted"--Provided by publisher.
Priscilla Y. Huff
If you're an entrepreneur, or you're just thinking of starting a business, start with this smart, practical guide to small business success. It shows you how to maintain healthy growth and profits--no matter what kind of business you own--and helps you get the most out of your limited resources. Grow your business and get on the fast track to success.
Constance E. Bagley
This paper explores the value of actively managing the legal dimensions of business. It draws on the dynamic capabilities approach and postulates that "legal astuteness" defined here as the ability of the top management team to communicate effectively with counsel and to work together to solve complex problems is a valuable dynamic capability. This paper posits that law and the tools it offers are an enabling force legally astute management teams can use to manage the firm more effectively. In particular, it proposes that legally astute management teams can, inter alia, use formal contracts as complements to relational governance to define and strengthen relationships and reduce transaction costs; create options; protect and enhance the realizable value of knowledge assets and certain other resources - and convert regulatory constraints into opportunities.
Boye Lafayette De Mente
Minding your manners is an acquired skill, but what serves you well elsewhere could trip you up in Japan. Save yourself possible embarrassment with *Etiquette Guide to Japan*. An inside look at Japanese social graces, it answers all the questions of the thoughtful traveler. Extensive, specific information on Japanese business etiquette assists readers traveling to Japan for business.\ \ Although often overshadowed by a modern facade, long–standing traditional aspects of Japan's culture still influence the country and almost everyone in it. Concrete evidence of this traditional culture can be seen everywhere—in the ancient arts and crafts that are still important parts of everyday life, in the many shrines and temples that dot the nation, and in the modern comeback of traditional fashions such as kimono and yakata robes.\ \ To many Western visitors, however, the most obvious example of this traditional culture's strength is the unique etiquette of the Japanese. Like many nations, Japan has experienced vast political, social, and economic change over the past century. But enough of Japan's traditional etiquette remains to set the Japanese apart socially and psychologically and to make success in socializing and doing business with them a special challenge for Westerners.
Linda Abraham and Judy Gruen
"Going for an MBA? Show your managemen smarts by following this straigt-talking advice that will direct you through the MBa admissions maze. Written by two leading experts in MBA admissions consulting, this book will help you find hte right school for you. MBA Admissions for Smarties reveals vital, yet often-neglected steps to success that will save you from the needless disappointmnet of applying at the wrong time, for the wrong reasons, or to the wrong programs" -- p. [4] of cover.