5.023 Ergebnisse
2007Best.-Nr. G0470185449I4N00Wiley 2007. Paperback. Very Good. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More Spend Less.Dust jacket quality is not guaranteed. Wiley paperback
Best.-Nr. SONG0138130426Used: Good unknown
2012Over 800 pages. Very light wear. High-lighting on just a few pages. A high-quality copy. Please note that we are offering the book only - no access codes, WileyPlus or anything else is included. Book
Best.-Nr. 0471355224.Gpaperback. Good. Access codes and supplements are not guaranteed with used items. May be an ex-library book. paperback
Best.-Nr. SONG1952559758Used: Good unknown
Best.-Nr. DADAX0470605758New unknown
Best.-Nr. DADAX0470506970New unknown
1991Undergraduate Texts in Mathematics. Hardcover in very good condition. Pages are clean, and text and illustrations are clear. TH Used
Best.-Nr. DADAX0470124865New unknown
2019Best.-Nr. 2-1090717873Independently published 2019. Paperback. New. 589 pages. 11.00x8.50x1.33 inches. Independently published paperback
Best.-Nr. 33864Paris, Paul Dupont 1880, 225x145mm, 665pages, broché.
Best.-Nr. 48921aaf1922, in-8vo, carnets, feuilles.
Best.-Nr. 49767aafNeuchâtel, bureau du comité société neuchâteloise d'utilité publique. 1881, in-8vo, 215 p., non coupée, brochure originale illustrée.
Best.-Nr. 31496aafBern, Eidgenössisches Statist. AMT, 1946, in-4°, 6 S. + 60 S., (einseitig bedruckt), Hlwd. (Bibl.).
Best.-Nr. SONG0815317182Used: Good unknown
2001Best.-Nr. 256990CIPD 2001-10-22. paperback. Very Good. 25 to 30 cm tall Quarto 4to. Published by CIPD. Posted within 1 working day. 1st class tracked post to the UK Airmail tracked worldwide. Robust recyclable packaging. CIPD paperback
Best.-Nr. 1265051569-10-1McGraw Hill. 13. New. The item is brand new never used or read. It's in perfect condition and may include supplements and/or access codes or come shrink-wrapped. McGraw Hill unknown
1997Best.-Nr. 017790Geneva Switzerland: Y's Men International 1997. First Edition. Hardcover. Fine/Fine. Brown decorated cloth nice clean copy No writing in the book - not even an owners name binding tight Full refund if not satisfied. Y's Men International hardcover
1896Best.-Nr. 067792Washington 1896. First Edition. Hardcover. Very Good. First Edition. Volume 13 parts 1 and 2 in one book. Hardcover. Three quarter binding with red leather and marbled boards. Gilt lettering on spine. Marbled edges. 429 pp. Indexed. Light foxing on fly leaves. Covers and spine have some wear chipping. Hinges has a crack but book integrity is not compromised. Overall a very nice copy. Full refund if not satisfied. hardcover
2010Best.-Nr. 038994Chantilly VA: The Teaching Company 2010. DVD. Like New. How can a nation create the conditions for economic growth and prosperity And what once these conditions are achieved can it do to sustain this progress Discover the answers which may surprise you in these 24 lectures that guide you through a stimulating and above all accessible examination of what economists know and don't know about the elusive search for economic prosperity. Here you'll learn how countries as widely different as the United States and Vietnam have grown their economies; how countries like China and India were able to recover from economic reverses; and most important why the critical test of any economic policy is its ability to productively alter human behavior for everyone's ultimate benefit. By looking at economic growth as the result of incentivizing such productive behavior - "making productivity more profitable than all the alternatives" - Professor Rodriguez clears up an often-shrouded economic landscape. The result is a lecture series that brings the economic strategies chosen by nations down to street level by adding a newfound clarity to key issues: Why economies succeed or fail; how economic bubbles are created why they burst and how nations recover from them; the challenges posed by globalization; and more. By the end of the last lecture you'll understand as never before both the benefits granted and the costs extracted by the "instant economy" that technology and globalization have brought us. You'll grasp what China's expected economic dominance may soon mean. And you'll have a new appreciation of the juggling act policymakers perform as they try to heed history's latest lesson in achieving national growth and maximum human happiness.DVD and Course Guidebook. Like new. Full refund if not satisfied. The Teaching Company unknown
1988Best.-Nr. 072317New York: Weidenfeld & Nicolson 1988. Paperback. Near Fine. 9x6x1. Paperback. Uncorrected page proofs. Bibliography. Book contains oral history from workers at the Michigan Truck Plant. Clean pages with not apparent markings or creasing. 266 pp. Page fore edge has some light markings from wear. Foxing on top edge. Periwinkle paper cover with black text. Light discoloration along spine edges. Overall condition is near fine. Full refund if not satisfied. Weidenfeld & Nicolson paperback
1873Best.-Nr. 071534Washington: Government Printing Office 1873. Hardcover. Very Good. Hardcover. Black cloth with copper lettering on spine. 566 pp. Contains diagrams in black and white some fold out. Light foxing on a few pages. Covers have general wear spine has a tear and some chipping. Some dampstains on covers. Overall a very nice copy. Full refund if not satisfied. Government Printing Office hardcover
Best.-Nr. Man28Paul Chapman Publications 2000 . hbk 179pp ISBN: 0761966064 excellent as new Paul Chapman Publications, 2000, unknown
2000Best.-Nr. 91331Washington DC: United States General Accounting Office 2000. Presumed First Edition First Printing. Wraps. Very good. 30 2 pages. Footnotes. Figures. Tabular Data. Appendices. This is a "Report to Congressional Requesters". The Navy Theater Wide system is being developed to defend military and civilian assets including U.S. and allied military forces in the field against attacks by medium- and long-range ballistic missiles while they are still outside the atmosphere. The Navy is developing the system in two segments. The first segment or Block I is intended to provide an initial capability by 2010 involving the deployment of 80 interceptor missiles aboard 4 ships. For fiscal years 1997 through 1999 the Congress increased funding for the program by 150 percent--about $663 million--over the $444 million requested in the President's budgets for those years. The purpose of the increase was to enable the Navy to reduce technical risks and develop system technologies earlier than planned. The Congress expressed concern that despite the funding increases the program was viewed in 1998 by a high ranking Department of Defense official and an independent panel of experts as "high risk" because of technical challenges such as improving the system's capability to track and destroy enemy ballistic missiles. As a result Congress asked GAO to determine 1 how the additional funding provided by the Congress for the program in fiscal years 1997 through 1999 was used and 2 whether significant risks to the program remain. Within the next month we also plan to issue reports on the status of two other missile defense systems under development--the Patriot Advanced Capability-3 and National Missile Defense. GAO noted that: 1 the Navy used the $663 million in increased funding as intended to reduce technical risks and develop system technologies earlier than originally planned; 2 about 41 percent was used for system design and analysis efforts such as reducing the technical risks associated with improving the system's ability to differentiate intended targets from other objects; 3 about 20 percent of the funding was used for procuring hardware items such as rocket motors and test interceptor missiles; 4 according to program officials the additional funding also allowed the program to shift from a demonstration effort to an acquisition program in which a weapon system will be fully developed and produced; 5 although the Navy used this additional funding to reduce technical risk and develop the system sooner significant technical and schedule risks still exist; 6 technological advancement is required to differentiate the target from other objects; 7 such discrimination requires that the system's computer network can process an enormous amount of data in real time; 8 this network has not been built and its software must be integrated with the computer code that is already installed on each ship's computer system; 9 current activities include writing software examining several computer architectures for the network and building the capability to test the network; 10 technological advancement is also required in developing the capability of the interceptor missile to seek and destroy the target; 11 GAO is concerned that the program office has proposed a schedule calling for initial operational testing of the missile in 2010 even though 50 percent of the required 80 missiles would be produced and delivered by 2008 and 100 percent by 2010; 12 operational testing is designed to provide an independent evaluation of whether a system meets required performance levels prior to beginning production; 13 GAO has found that cost overruns and the deployment of substandard systems occur when the Department of Defense proceeds into production before systems are tested under operational conditions; 14 the Navy has scheduled up to 7 flight tests between July 2000 and September 2001; 15 according to testing officials test programs typically separate flight tests by about 6 months; 16 a longer interval between tests gives officials better opportunities to evaluate test results understand problems and incorporate solutions into the next test; and 17 the approved level of funding does not match the Navy program office's estimate of how much it needs to implement the program on schedule. United States General Accounting Office paperback
1996Best.-Nr. 91266Washington DC: United States General Accounting Office 1996. Presumed First Edition First Printing. Wraps. Very good. 33 3 pages. The National Aeronautics and Space Administration NASA is facing the difficult task of fulfilling its mission with significantly fewer dollars. NASA's present strategy for absorbing its most recent funding reductions through fiscal year 2000 focuses on cutting infrastructure. If NASA fails to find and implement sufficient infrastructure cost-reduction opportunities meeting its budget targets through fiscal year 2000 will require program adjustments-stretching out reducing the scope or terminating efforts and/or postponing new initiatives. GAO reviewed the status of NASA's efforts to achieve reductions and efficiencies in its infrastructure principally facilities and the challenges it faces. In the early 1990s NASA was planning an infrastructure to support a projected annual budget of more than $20 billion and a civil service workforce of about 25000 by the turn of the century. However NASA has been directed by the Administration to reduce its future years' budget levels. In FY 1994 budget request NASA's total funding for fiscal years 1994 through 2000 was reduced by 18 percent or $22 billion. In the FY 1995 budget request total funding was reduced again by an additional 13 percent. To absorb these reductions NASA focused on adjusting programs. The Space Station program was restructured and given an annual budget ceiling of $2.1 billion. The scope of the Earth Observing System program was reduced. Funding was terminated for the Space Exploration Initiative the National Launch System and the National Aerospace Plane. The Comet Rendezvous and Asteroid Flyby project was canceled. NASA's current facility closure and consolidation plans will not fully achieve the agency's goal of decreasing the current replacement value of its facilities by about 25 percent about $4 billion in 1994 dollars by the end of fiscal year 2000. More importantly these plans will not result in substantial cost reductions by that date. Also although NASA is about half way to its goal of lowering the number of its full-time equivalent employees to 17500 by fiscal year 2000 it faces major uncertainties in achieving additional workforce reductions. NASA has also had problems in evaluating some cost-reduction opportunities; environmental cleanup costs could affect future facility disposition efforts; and its efforts to share facilities with DOD have progressed slowly. NASA faces barriers to accomplishing additional consolidations and closures that to date it has not been able to overcome on its own. Closing facilities relocating activities and consolidating operations in fewer locations with fewer employees have been slowed by parochial concerns about the effects of such actions on missions personnel and local communities. These concerns have been exacerbated by perceptions of the lack of fairness and impartiality in the decision-making process. In the face of these concerns NASA must still reduce its infrastructure further. Ultimately if further progress in identifying and implementing infrastructure reductions is limited a process that uses an external independent group similar to the Defense Base Closure and Realignment Commission may be needed. To help determine the need for an independent group to facilitate closures and consolidations of NASA facilities Congress may wish to consider requiring NASA to submit a plan outlining how it intends to met its reduction goals. United States General Accounting Office paperback
