Fullmetal Alchemist, Vol. 3

商家名称	信用等级	购买信息	订购本书
		Fullmetal Alchemist, Vol. 3
		Fullmetal Alchemist, Vol. 3

基本信息·出版社：VIZ Media LLC
·页码：192 页
·出版日期：2005年09月
·ISBN：1591169259
·条形码：9781591169253
·装帧：平装
·正文语种：英语
·外文书名：钢之炼金术师3

内容简介 Accompanied by their bodyguard, Alex Louis Armstrong, our heroes seek out their closest childhood friend, Winry Rockbell, to fix their battered "auto-mail" bodyparts. Soon their quest for the Philosopher's Stone takes them to the great central library, where the Stone's formula may be hidden...if the mysterious figure named Lust doesn't get there first! But the secret of the Philosopher's Stone may be even more frightening than the beings who guard it...
媒体推荐 "...an easy-to-ready and easy-to-follow handbook that no doubt will become a classic for anybody entering a new position." -- The Globe and Mail, November 12, 2003

"Those who take the time to complete Watkins' steps will likely reap rewards..." -- USA Today, November 17, 2003

"Watkins offers a do-it-yourself road map for executives, whether ... moving into start-ups, leading turnarounds, orchestrating changes or sustaining high-performance companies." -- Financial Times, October 9, 2003

"Watkins provides enough statistics, charts, and checklists to help any newly minted boss roam the halls with confidence." -- Fortune, November 10, 2003

"Watkins' book is packed with tested real-world advice designed to help the new executive make a strong first impression..." -- ExecuNet, October 27, 2003

It is meant for, and should be useful to, anyone about to make a change. -- The Economist, December 19, 2003

The book is an excellent contribution to creating successful leadership as well as effective organization... Highly recommended. -- Gerry Stern, The Future Organization
专业书评 This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way." Watkins's penchant for cut-and-dried schematizations sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices (novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensions" gets boiled down to a three-ring Venn diagram). But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep their wits about them.
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