DIY

Glenn Beck , Kevin Balfe

Arguing with Idiots.How to Stop Small Minds and Big Government.

The next time your Idiot Friends tell you how gun control prevents gun violence, you'll tell them all about England's handgun ban (see page 53). When they tell you that we should copy the UK's health-care system, you'll recount the horrifying facts you read on page 244. And the next time an idiot tells you that vegetable prices will skyrocket without illegal workers, you'll stop saying "no, they won't" and you'll start saying, "actually, eliminating all illegal labor will cause us to spend just $8 a year more on produce." (See page 139.) Idiots can't be identified through voting records, they can be found only by looking for people who hide behind stereotypes, embrace partisanship, and believe that bumper sticker slogans are a substitute for common sense. If you know someone who fits the bill, then Arguing with Idiots will help you silence them once and for all with the ultimate weapon: the truth.

Mitch Albom

The Five People You Meet in Heaven.

Outline Part melodrama and part parable, Mitch Albom's The Five People You Meet in Heaven weaves together three stories, all told about the same man: 83-year-old Eddie

Henry Mintzberg

Managing.

A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. "We should be seeing managers as leaders." Mintzberg writes, "and leadership as management practiced well." This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw--the pressures, the action, the nuances, the blending--compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context. But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it? This book is vintage Mintzberg: iconoclastic, irreverent, ...