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Ebook Free Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround

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Ebook Free Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround

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Who Says Elephants Can't Dance?: Inside IBM's Historic Turnaround

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From Publishers Weekly

Gerstner quarterbacked one of history's most dramatic corporate turnarounds. For those who follow business stories like football games, his tale of the rise, fall and rise of IBM might be the ultimate slow-motion replay. He became IBM's CEO in 1993, when the gargantuan company was near collapse. The book's opening section snappily reports Gerstner's decisions in his first 18 months on the job-the critical "sprint" that moved IBM away from the brink of destruction. The following sections describe the marathon fight to make IBM once again "a company that mattered." Gerstner writes most vividly about the company's culture. On his arrival, "there was a kind of hothouse quality to the place. It was like an isolated tropical ecosystem that had been cut off from the world for too long. As a result, it had spawned some fairly exotic life-forms that were to be found nowhere else." One of Gerstner's first tasks was to redirect the company's attention to the outside world, where a marketplace was quickly changing and customers felt largely ignored. He succeeded mightily. Upon his retirement this year, IBM was undeniably "a company that mattered." Gerstner's writing occasionally is myopic. For example, he makes much of his own openness to input from all levels of the company, only to mock an earnest (and overlong) employee e-mail (reprinted in its entirety) that was critical of his performance. Also, he includes a bafflingly long and dull appendix of his collected communications to IBM employees. Still, the book is a well-rendered self-portrait of a CEO who made spectacular change on the strength of personal leadership. Copyright 2002 Reed Business Information, Inc.

Review

“[Gerstner] entertains as he educates.” (New York Times Book Review)“A well-rendered self-portrait of a CEO who made spectacular change on the strength of personal leadership.” (Publishers Weekly)“Effective, to the point...Louis V. Gerstner Jr deserves his place in the management hall of fame.” (Financial Times)“The best business book I’ve ever read.” (Imus in the Morning)“[Lou Gerstner] has the substance of a genuine and ... interesting story.” (Wall Street Journal)

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Product details

Hardcover: 384 pages

Publisher: HarperBusiness; First Edition edition (November 12, 2002)

Language: English

ISBN-10: 0060523794

ISBN-13: 978-0060523794

Product Dimensions:

6 x 1.2 x 9 inches

Shipping Weight: 1.2 pounds (View shipping rates and policies)

Average Customer Review:

4.3 out of 5 stars

179 customer reviews

Amazon Best Sellers Rank:

#135,546 in Books (See Top 100 in Books)

Though written more than a decade ago, this is hands-down one of the best business books on the planet and is relevant to leaders of both large and small organizations.Here is how Lou Gerstner (LG) Saved IBM:1. Overarching strategy: At the time LG arrived, IBM was proprietary hardware- (mainframe) and software-led. However, an explosion of niche competitors were undercutting IBMâ€™s pricing in its most profitable segments. The prior leadership and Board of Directors were planning to break the company up to make it more nimble, but LG chose instead to tightly integrate the company by making it the services-led, network-centric, open-source, integrator of choice.2. Product breadth: When LG arrived, IBM tried to be all things to all people. LG divested underperforming areas (ex: most application software) and focused on leading/emerging areas (ex: middleware).3. Customer focus: When LG arrived, IBM pushed product to serve IBMâ€™s financial interest. LG shifted to serving customersâ€™ interests and business processes.4. Culture: IBM was founded on strong values including: hard work, decent working conditions, fairness, honesty, respect, impeccable customer service, jobs for life. However, when LG arrived, many of these had been taken to the extreme with an obsession for perfection. In addition, morale was in the dumps and employees felt defeated. LG revitalized many attributes and removed the promise of jobs-for-life.5. Organization: At the time LG arrived, IBM was controlled by autonomous geographic (country) leaders who presided from on-high by organizing work and delegating problem solving. LG centralized strategic planning, budgeting, marketing, competitive analysis, and sales operations. LG shifted to global industry team leaders who engaged in problem solving and dug into details by constantly meeting with customers, suppliers, and employees. He retained decentralized decision making for innovation (once funded) and for engagement of customers, suppliers, and business partners.6. Business performance measurement: When LG arrived, IBM was overly focused on the income statement. LG shifted the focus to shareholder value creation by means of increasing free-cash-flow and improving customer satisfaction.7. Cost structure: Prior to LGâ€™s arrive, IBM had made a series of modest cuts to protect its people and its income statement. LG decided to right-size quickly and completely to become best-in-class based on competitive benchmarks.8. Execution: When LG arrived, IBM was have on strategy and contemplation. LG called for bold, precise action plans deeply inspected month by month.9. Collaboration: When LG arrived, IBM was rampant with in-fighting; businesses would even bid against each other for customer orders. LG fostered collaboration through strategy and organization as well as identifying shared outside enemies.10. Leadership development: When LG arrived, high-potential leaders learned by watching. LG ensured they learned by doing. He maintained IBMâ€™s strong practice of promoting experienced leaders from within.11. Compensation: When LG arrived, compensation was based on tenured entitlement with little stock-ownership and little pay variation for top- and bottom-performers. LG switched to a performance-based meritocracy and aligned incentives with the core strategy and desired culture.12. Mergers, acquisitions, and alliances: When LG arrived, IBM acquired and partnered with a bewildering number of companies for purposes of diversification. LG limited activity to focus on acceleration of the core strategy.13. Branding & Advertising: When LG arrived, IBM had a fractured and stogy brand image. LG centralized marketing and focused the companyâ€™s considerable resources on defining e-business.14. Technical Excellence: LG retained IBMâ€™s commitment to technical excellence.

Below are key excerpts that I found particularly insightful in this book, detailing the turnaround that Louis Gerstner engineered at IBM in the 1990s:1- "Thus began a lifelong process of trying to build organizations that allows for hierarchy but at he same time bring people together for problem solving, regardless of where they are positioned within the organization."2- "I went on to summarize my management philosophy and practice: I manage by principle, not procedure. The marketplace dictates everything we should do. I'm a big believer in quality, strong competitive strategies and plans, teamwork, payoff for performance, and ethical responsibility. I look for people who work to solve problems and help colleagues. I sack politicians. I am heavily involved in strategy; the rest is yours to implement. Just keep me informed in an informal way. Don't hide bad information--1 hate surprises. Don't try to blow things by me. Solve problems laterally; don't keep bringing them up the line. Move fast. If we make mistakes, let them be because we are too fast rather than too slow. Hierarchy means very little to me. Let's put together in meetings the people who can help solve a problem, regardless of position. Reduce committees and meetings to a minimum. No committee decision making. Let's have lots of candid, straightforward communications. I don't completely understand the technology. I'll need to learn it. but don't expect me to master it. The unit leaders must be the translators into business terms for me."3- "After all the customer and employee and industry meetings, as well as weekend and air travel reflection, I was indeed ready to make four critical decisions: Keep the company together. Change our fundamental economic model. Reengineer how we did business. Sell underproductive assets in order to raise cash."4- "I've had a lot of experience turning around troubled companies, and one of the first things I learned was that whatever hard or painful things you have to do, do them quickly and make sure everyone knows what you are doing and why."5- "The sine qua non of any successful corporate transformation is public acknowledgment of the existence of a crisis. If e So there must be a crisis, and it is the job of the CEO to define and communicate that crisis, its magnitude, its severity, and its impact. Just as important, the CEO must also be able to communicate how to end the crisis--the new strategy, the new company model, the new culture. All of this takes enormous commitment from the CEO to communicate, communicate, and communicate some more."6- "What drives IBM's unique complexity is twofold. First, every institution and almost every individual is an actual or potential customer of IBM. In The second complexity factor is the rate and pace of the underlying technology."7- "All of our efforts to save IBM--through right-sizing i and reengineering and creating strategy and boosting morale and all the rest--would have been for naught if, while we were hard at work on the other things, the IBM brand fell apart. I have always believed a successful company must have a customer/market*lace orientation and a strong marketing organization. That's why my second step in creating a global enterprise had to be to fix and focus IBM's marketing efforts."8- "We made four major changes to our compensation system...This was all about pay for performance, not loyalty or tenure. It was all about differentiation: Differentiate our overall pay based on the marketplace; differentiate our increases based on individual performance and pay in the marketplace; differentiate our bonuses based business performance and individual contributions; and differentiate our stock-option awards based on the critical skills of the individual and our risk of loss to competition."9- "I wanted IBMers to think and act like long-term shareholders to feel the pressure from the marketplace to deploy assets and forge strategies that create competitive advantage. The market, over time, represents a brutally honest evaluator of relative performance, and what I needed was a strong incentive for IBMers to look at their company from the outside in."10- "The skills required in managing services processes are very different from those that drive successful product companies. We had no experience building a labor-based business inside an asset-intensive company. We were expert at managing factories and developing technologies. We understood cost of goods and inventory turns and manufacturing. But a human-intensive services business is entirely different. In services you don't make a product and then sell it. You sell a capability. You sell knowledge. You create it at the same time you deliver it. The business model is different. The economics are entirely different."11- "My point is that all of the assets that the company needed to succeed were in place. But in every case--hardware, technology, software, even services--all of these capabilities were part of a business model that had fallen wildly out of step with marketplace realities...The implications of this kind of leap to a company's economic model can be devastating. In IBM's case it meant the collapse of gross profit margins and the attendant changes we had to engineer to lower our cost structure without compromising our effectiveness. Yet the hardest part of these decisions was neither the technological nor economic transformations required. It was changing the culture--the mindset and instincts of hundreds of thousands of people who had grown up in an undeniably successful company, but one that had tor decades been immune to normal competitive and economic forces. The challenge was making that workforce live, compete, and win in the real world. It was like taking a lion raised for all of its life in captivity and suddenly teaching it to survive in the jungle."12- "You've probably found, as I have, that most companies say their cultures are about the same things--outstanding customer service. excellence, teamwork, shareholder value, responsible corporate behavior, and integrity. But, of course, these kinds of values don't necessarily translate into the same kind of behavior in all companies--how people actually go about their work, how they interact with one another, what motivates them. That's because, as with national cultures. most of the really important rules aren't written down anywhere."13- "In comparison, changing the attitude and behavior of hundreds of thousands of people is very, very hard to accomplish. Business schools don't teach you how to do it. You can't lead the revolution from the splendid isolation of corporate headquarters. You can't simply give a couple of speeches or write a new credo for the company and declare that the new culture has taken hold. You can't mandate it, :an't engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn't change culture. Management invites the workforce itself to change the culture."14- "Thee work-a-day world of business isn't about fads or miracles. There are fundamentals that characterize successful enterprises anc successful executives. They are focused. They are superb at execution. They abound with personal leadership."15- "At the end of the day a successful, focused enterprise is one that has developed a deep understanding of its customers' needs, its competitive environment, and its economic realities. This comprehensive analysis must then form the basis for specific strategies :hat are translated into day-to-day execution."16- "Earlier in this section I mentioned that in every industry it is possible to identify the five or six key success factors that drive leadership performance. The best companies in an industry build processes that allow them to outperform their competitors vis-a-vis these success factors."17- "This next generation of leaders--in both the public and private sectors--will have to expand its thinking around a set of economic, political, and social considerations. These leaders will be: Much more able to deal with the relentless, discontinuous change that this technology is creating. Much more global in outlook and practice. Much more able to strike an appropriate balance between the instinct for cultural preservation and the promise of regional or global cooperation. Much more able to embrace the fact that the world is moving to a model in which the "default" in every endeavor will be openness and integration, not isolation."

I asked a friend for business book recommendations and this was one of them. Even though it doesn't go into painstaking detail, Lou Gerstner gives you a pretty good idea what the function and role of a CEO is.It gives you a broad overview of how he managed to change IBM's culture and strategy and the rationale for doing so. Some of the company restructuring he discusses are: changing and implementing strategy, image and brand revival, strengthening customer relationships, the buying and selling of key business segments, how to change a company's culture, operational changes and managing top level executives.From reading the 1-star reviews on Amazon it is my understanding that he is unpopular with some former IBMers because he laid off a good chunk of its employees which he only gives terse recognition towards the beginning of the book. And when he does mention it he uses the clever euphemism "right-sizing" possibly as a defense mechanism to absolve himself of guilt from initiating mass layoffs. But as painful as they may be, layoffs are needed for struggling companies otherwise the entire company will be wiped-out.So if you're looking for an introductory overview of a CEO's duties and responsibilities I would recommend this book. But don't expect any detailed explanation beyond that.

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Free Download , by William Kennedy

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Free Download , by William Kennedy

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, by William Kennedy

Free Download , by William Kennedy

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Product details

File Size: 985 KB

Print Length: 207 pages

Publisher: Open Road Media (January 3, 2017)

Publication Date: January 3, 2017

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B01N48I1WF

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#248,257 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

Kennedy's Albany Cycle of novels is a remarkable acheivement by any standard. This, his first novel, is not part of the Albany Cycle of novels, and it's not remarkable, either.The book is the story of the late stages of a newspaper strike from the point of view of Bailey, a striking writer. As the strike unravels, so does Bailey. As his actions become increasingly disconnected from reality, the reality he experiences becomes increasingly surreal.One can see the future, mature Kennedy at work here, but the book is ultimately unsatisfying. I guess that's no real surprise; after all, every writer-- even great writers-- has to go through a first novel on his or her way to greatness. It's not realistic or even fair to expect a first novel to be great. This one isn't.

This is Kennedy's first novel, differing from his sequels in skirting around Albany's past and lacking the dark depths he revels in when describing the seamy underbelly of his native tone. However, in his surreal description of a heroically futile and increasingly surreal newspaper strike, he more than compensates for his reduced complexity by an emphasis instead on zany humor, absurd plot twists and a wide range of outlandish characters. Highly recommended to Kennedy aficionados who are interested in savoring a lighter touch.

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Ebook Beyond the Dream Syndicate: Tony Conrad and the Arts After Cage (Zone Books)

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Ebook Beyond the Dream Syndicate: Tony Conrad and the Arts After Cage (Zone Books)

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Beyond the Dream Syndicate: Tony Conrad and the Arts After Cage (Zone Books)

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Review

Beyond the Dream Syndicate is a tour de force of both interpretative and historiographic acuity.â€•Art Bulletin[A] major contribution to our thinking about this period. An immensely engagingâ€•and importantâ€•book.â€•Modern PaintersJoseph moves across and between disciplinary genres of scholarship, and thereby challenges the reader's capacity to think outside familiar categories. This study sits at the fringes of several academic disciplines and, to its credit, fits squarely within none.â€•Stephen Petersen, Leonardo ReviewsNecessary and timely. Joseph has succeeded in substantially altering our notion of the so-called expanded field of art and film. With its meticulous research and precise mode of argumentation, Beyond the Dream Syndicate sets an important standard for future scholars.â€•Texte zur KunstA superb book.â€•Daniel Birnbaum, Artforum[A] meticulous and imaginative study.... a vital argument for recasting in unlikely, counterintuitive or even absurd ways the cultural histories we think we know best.... a compelling and exemplary history.â€•Art ReviewBranden W. Joseph's new book Beyond the Dream Syndicate:Tony Conrad and the Arts After Cage is a necessary and timely one. In sum, Joseph has succeeded in substantially altering our notion of the so-called expanded field of art and film. With its meticulous research and precise mode of argumentation, Beyond the Dream Syndicate sets an important standard for future scholars...â€•Texte zur KunstBranden W. Joseph's new book, Beyond the Dream Syndicate, is a major contribution to our thinking about this period.... an immensely engagingâ€•and importantâ€•book.â€•Modern PaintersJoseph writes powerfully... and with a brio most academic writers can only dream about.... a major bookâ€•The Wire

Review

Pivoting on Tony Conrad's seminal role as artist and theorist, this groundbreaking book reexamines the post-Cagean milieu of early sixties New York where visual art, music, film, and performance increasingly overlapped and hybridized. Richly detailed, scrupulously researched, Joseph's brilliant analysis deploys a Foucauldian model to reformulate crucial questions of artistic authorship, tease out the political and social implications of Conrad's prescient production and interactions with his peers, and reconfigure a broad swathe of American vanguard culture so that the imbrication of these artists' practices in structures of power stands newly revealed.â€•Lynne Cooke, curator, Dia Art FoundationBranden Joseph has emerged as one of our most accomplished and significant cultural historians. Ranging across film, music, and art, his new book focuses on the myriad accomplishments of Tony Conrad. The combination of its detailed scholarship across a very wide cultural field, the incisiveness of its analyses, and its ease in moving dialectically from the most precise formal details of works of art to their general social and political implications is remarkable. Overall his demonstration of the interrelatedness of different cultural spheres presents a radical challenge to the hermeticism of orthodox art history and to the simple-minded high/low binaries of affirmative cultural studies. It's hard to imagine, let alone find, a work in sixties' cultural historiography of comparably broad insight and originality.â€•David E. James, author of The Most Typical Avant-Garde: History and Geography of Minor Cinemas in Los AngelesBeyond the Dream Syndicate is Branden W. Joseph's admirable step outside the art historian's typically crisp disciplinary boundaries. Joseph's gambit is to use the brilliant, improbable Tony Conrad as his guide through one generation's challenge to make art after John Cage. In the course of this expedition, we encounter rigorous meditations on minimalist music and visual art, Henry Flynt's Concept Art, daily life with Jack Smith, the hilarious head-on collisions that resulted in the Primitives and the Velvet Underground, and the stroboscopic consequences of Conrad"s 1966 film The Flicker. This is a highly original, rewarding book, and one that will catch people by surprise. I imagine that this is a book for which many people have unconsciously been waiting.â€•David Grubbs, Drag City recording artistIn the avant-garde, Conrad knows no peers. He is so fundamentalist that his only rival in the whole of the Universal music scene could be Sky Saxon of the Seeds.â€•Julian Cope, Krautrocksampler

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Product details

Series: Zone Books

Paperback: 480 pages

Publisher: Zone Books (July 29, 2011)

Language: English

ISBN-10: 1890951870

ISBN-13: 978-1890951870

Product Dimensions:

6 x 1.4 x 9 inches

Shipping Weight: 1.6 pounds (View shipping rates and policies)

Average Customer Review:

4.5 out of 5 stars

2 customer reviews

Amazon Best Sellers Rank:

#1,075,054 in Books (See Top 100 in Books)

Beyond the Dream Sydicate is more than a history of Tony Conrad and the arts; post-modern, Deleuzian perspectives abound. It's a tough read, but then Conrad is a "minor" tough artist to pin down. Don't even try. If you are looking for straight forward history, this is a toughie. It borders on philosophy, and if you like reading Foucault, this might be for you. Beyond the Dream Syndicate: Tony Conrad and the Arts after Cage

This book sheds great light onto the early to mid-60's work of Conrad, Henry Flynt, Jack Smith, and other New York artists with whom they were in contact. Valuable for the reader not yet familiar with these artists & their ideas, and valuable for its analysis and incorporation of documents for the reader who knows this scene well. Hopefully a sign of more scholarly work to come in this area!

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PDF Ebook , by Paul VII

Posted by marylynchetbenignat

PDF Ebook , by Paul VII

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, by Paul VII

PDF Ebook , by Paul VII

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Product details

File Size: 2178 KB

Print Length: 86 pages

Publisher: Pashun Consulting Ltd. (October 19, 2016)

Publication Date: October 19, 2016

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B01M66QBFM

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Amazon Best Sellers Rank:

#324,153 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

I really liked this book. It is short, sweet, and to the point. It tells you all you need to know about Kanban. I also liked that the author included information on using SCRUM with Kanban. This was the first I heard of that.

I was very disappointed when I received this book. I consider this nothing more than a presentation slide-deck printed in book form! You will first notice the book is barely a quarter inch thick; there are no page numbers and the spacing between lines looks to be triple-spaced. At the back of the book, there are hyperlinks referencing the author's other books...Bad investment.....

Too basic. I can find more detailed info online.

Superficial, both at the Kanban and the Scrum modules.

This is a 10 page book stretched artificially to 77 pages. It is a ripoff. Save your $10 and download any free article on Kanban.

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Download Ebook Rod Serling's Night Gallery: An After-Hours Tour (Television and Popular Culture), by Scott Skelton

Posted by marylynchetbenignat

Download Ebook Rod Serling's Night Gallery: An After-Hours Tour (Television and Popular Culture), by Scott Skelton

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Rod Serling's Night Gallery: An After-Hours Tour (Television and Popular Culture), by Scott Skelton

Download Ebook Rod Serling's Night Gallery: An After-Hours Tour (Television and Popular Culture), by Scott Skelton

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Product details

Series: Television and Popular Culture

Paperback: 356 pages

Publisher: Syracuse University Press; 1st edition (December 1, 1998)

Language: English

ISBN-10: 0815605358

ISBN-13: 978-0815605355

Product Dimensions:

6.9 x 1.2 x 9.9 inches

Shipping Weight: 1.6 pounds (View shipping rates and policies)

Average Customer Review:

4.8 out of 5 stars

31 customer reviews

Amazon Best Sellers Rank:

#568,804 in Books (See Top 100 in Books)

... for this excellent book looking at the history behind "Night Gallery". It is clear from having read it that this book was a labor of love for the two of you to put together. I had been wanting to get this for the longest time and finally had the chance after I got an Amazon gift card for Christmas. It was a no brainer for me what I was going to use it to buy. It was pure joy to read with a lot of interesting facts and insights for me behind my second all time television program ("Twilight Zone" being the first). I didn't really so much read this but rather devoured it from cover to cover. And now when I watch my "Night Gallery" DVDs I most likely will view them in a little bit different light knowing all the inside stories and trivia facts behind the filming of each episode.For those of you art patrons out there who fans of NG who don't have this book I ask "What are you waiting for"? This is a well thought out well written tome that will please and inform anyone who watched and loved Rod Serling's other TV series. It is an in depth look at the entire history behind the show from the beginning stages of coming up with and creating the series. From there it tells about trying to sell the concept of the show to the networks and getting the go ahead to make the pilot movie made for TV. With good rating for the pilot NBC in 1970 gave the green light to NG and it would become part of the networks 4 in 1 series rotating "Night Gallery" along with "McCloud", "SFX (San Francisco International Airport)" and "The Psychiatrist". "Night Gallery" would then go on to be renewed for a second season with decent ratings but would barely get renewed for a third. At that point the book goes on to tell changes the network wanted done to change the series that in the end would doom the show to cancellation. "After-Hours" concludes with looking at the aftermath of the cancellation and what became of some of the people who took part in creating and making the series.For anyone who is familiar with the book "The Twilight Zone Companion" by Marc Scott Zicree the layout of "Night Gallery" is similar to that book. It breaks down all three seasons episode by episode and story by story giving a synopsis of what each story is about, who starred in it and directed and wrote it. Scott and Jim then give a brief review and their opinions of what they thought of them. Their assessment of each episode is fair as well as informative. I can't say I agree 100% with every review of theirs. For example while I agree the third season is a disappointment it is not as bad I think as Scott and Jim feel the season was. As I mentioned earlier in this review by the Third season the network wanted changes done to the series that in the end killed the whole mood of what the series was about. Compared to the first two seasons there is no doubt that season three is a let down. Even so during the last season NG managed to have some good episodes that was of the same quality as some of the best from the first two seasons. Yeah there were some clunker episodes during NG run. But then not every episode of "Twilight Zone" was first rate quality either. In fact TZ would have a few clunkers of their own. But as I have mentioned in writing about "Twilight Zone" in the past a really bad TZ episode is still far superior to a lot of the garbage that is on TV today. The same can be said for the worst episodes NG produced during their run.All in all however this is an excellent read. Only a fan of this series will enjoy this book. But if you are a fan of NG then you owe it to yourself to get this. If there is any complaints I may have towards this book is that it would have been nice I think with each breakdown of each episode if they included the painting that was created for that particular episode. Still that is the only complaint I have. Not having those paintings included in the book doesn't take away from just how good this effort by Scott and Jim. If you do get this book I promise you it will be hard to put down until you finish it.

This book is the perfect analysis of Nigh Gallery, a show that produced some of the best (and worst) of 70s television. The book goes step-by-step through each episode, offering commentary, factoids, and detailed summaries. Because this is one of my all-time favorite TV shows, I tore through this book in hours. I've since gone back and reread whole sections, and it feels like watching the episode again. For those who have never seen the show before, it gives a pretty good idea of what the viewing experience is like... But this is mostly for the fans.

If you love Night Gallery, this is indispensable. Packed with insights from nearly everyone that worked on the show, an overall history and lots of gossip, this is everything you need.

If you are a fan of Rod Serling, then this book is absolutely essential (along with the book "The Twilight Zone Companion" by Marc Scott Zicree)!Similar in style to "The Twilight Zone Companion," this book talks about the behind the scenes history of Night Gallery from its start, to production, and then to demise. It seems that Night Gallery did not run as smoothly as Rod's first outing, The Twilight Zone. Unlike the Zone, Rod did not have creative control and continuously fought with producer Jack Laird (who DID have creative control) over the direction of the show. Rod wanted more in depth, heartfelt stories while Jack wanted more horror and comedy. A kind of sad history about how Hollywood pushed aside one of its greatest writers.In addition to the history, this book (again similar to "The Twilight Zone Companion") goes episode by episode (or should I say story by story, as an episode contained between one to four stories) along with their credits, air date, and author ratings. Each essay starts off with Serling's introduction (if there was one). It is then followed by a summary of the story and then a commentary and history. This is an easy, reader-friendly way of explaining the background of each and every 3-Season episode.This is by far, the best book on Rod Serling's Night Gallery. It is even recommended by the (un?)official website nightgallery.net.So grab this piece of history, along with Marc Scott Zicree's "The Twilight Zone Companion," and venture into The Night Gallery via The Twilight Zone!

THIS was a gift and yes the recipient was very pleased.

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Get Free Ebook Grounds for Dreaming: Mexican Americans, Mexican Immigrants, and the California Farmworker Movement (The Lamar Series in Western History)

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Get Free Ebook Grounds for Dreaming: Mexican Americans, Mexican Immigrants, and the California Farmworker Movement (The Lamar Series in Western History)

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Grounds for Dreaming: Mexican Americans, Mexican Immigrants, and the California Farmworker Movement (The Lamar Series in Western History)

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Review

"This well-researched book suggests that farmworkers have reasons—grounds—for hoping for better working conditions."—Choice“Grounds for Dreaming is a masterfully written and sophisticated piece of historical scholarship that makes significant contributions to many fields of history.”—American Historical Review“Flores has produced a community study that is built on the struggles of Mexicans and Mexican Americans in the Salinas Valley but that also engages with broader historiographical concerns.”—Labor“A critical volume for any scholar interested in labor organizing or farmworker movements in the late twentieth century.”—Agricultural History“This well-researched, well-conceived, and well-written text broadens the conversation by expanding its geographic boundaries and by elevating the work of activists in the Salinas Valley.”—Pacific Historical Review“An accessible, thought-provoking social history.”—Western Historical Quarterly“Thanks to Lori A. Flores, we now have a historical account that gives us a deeper understanding of this bountiful and contested place.”—Journal of American HistoryWon an Honorable Mention from the Western Association of Women Historians', Gita Chaudhuri Book Award.Winner of the 2016 International Latino Book Awards in the Best History Book category.Won the Immigration and Ethnic History Society Best First Book Award 2017.Won the 2017 Martin Ridge Award from the Historical Society of Southern California, which honors the best book on California history that emphasizes the twentieth century onward.“The place long celebrated as America’s salad bowl reveals itself in Lori Flores’s eloquent and deeply researched account to be an unusually potent vantage point from which to assess not only the forces behind much of our food production but also the making of American ideas of race and community, and our capacity for reform and social justice. Grounds for Dreaming represents the debut of an important new voice in American history."—Karl Jacoby, Columbia University"A beautifully crafted community history that underscores the significance of rural lives, especially Mexican lives, to California and the nation. With a vibrant grace, Flores chronicles the people and events that made Salinas a crucible for farm labor relations."—Vicki L. Ruiz, University of California, Irvine"This terrific study of California's all-important Salinas Valley is the first to capture that region’s history from the 1930s into the 1990s. Beautifully written and researched, it will be indispensable for general readers and for scholars interested in Western agriculture, civil rights movements, and Latino history."—Stephen Pitti, Yale University

About the Author

Lori A. Flores is associate professor of history at the State University of New York at Stony Brook.

Product details

Series: The Lamar Series in Western History

Paperback: 304 pages

Publisher: Yale University Press; Reprint edition (May 29, 2018)

Language: English

ISBN-10: 0300240147

ISBN-13: 978-0300240146

Product Dimensions:

6.1 x 1 x 9.2 inches

Shipping Weight: 15.5 ounces (View shipping rates and policies)

Average Customer Review:

5.0 out of 5 stars

3 customer reviews

Amazon Best Sellers Rank:

#245,498 in Books (See Top 100 in Books)

This is a must-read for anyone interested in the history Latinos in the U.S. It is a thoughtful and compassionate look at the realities of hard-working yet marginalized migrant farm workers. I will be looking for Dr. Flores' next book.

Love the book, it's a keeper.

Labor Unionism in American agricultural has been destroyed by the corporate farm interests and the state governments. This book chronicles Mexican Americans in their attempt at organization.

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