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Books on the topic 'Successive wheat'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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1

Dunn, W. J. Wetland succession - what is the appropriate paradigm? Tampa Bay, FL: American Water Resources Association, 1989.

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2

Garnsey, Elizabeth. Taking charge: what makes CEO succession work? Cambridge: Judge Institute of Management Studies / Saxton Bampfylde International PLC., 1996.

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3

Sonnenfeld, Jeffrey A. The hero's farewell: What happens when CEOs retire. New York: Oxford University Press, 1988.

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4

Schramski, Mary L. What to keep. Don Mills, Ont: Harlequin, 2005.

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5

Penny, Halsall. What you made me. Bath: Chivers, 1988.

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6

Penny, Halsall. What you made me. Boston, Mass: G.K. Hall, 1988.

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7

The talent wave: Why succession planning fails and what to do about it. London: Kogan Page, 2012.

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8

author, Kruger Sarah, ed. The transition experience: What every Canadian family business owner should know beyond succession planning. Toronto, Ontario: BMO Financial Group, 2011.

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9

Chami, Ralph. What is different about family businesses? [Washington, D.C.]: International Monetary Fund, IMF Institute, 2001.

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10

What a woman wants. New York: Berkley Sensation, 2014.

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11

Citrin, James M. You need a leader--now what?: How to choose the best person for your organization. New York: Crown Business, 2011.

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12

The Woodhouses letters: What they revealed and where they led : studies of nineteenth century English justice. Bolton: Ross Anderson Publications, 1986.

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13

What Casanova told me: A novel. New York: Bloomsbury, 2005.

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14

Boyle, Alistair. What now, King Lear?: A Gil Yates private investigator novel. Santa Barbara, CA: Allen A. Knoll, Publishers, 2001.

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15

Swan, Susan. What Casanova told me: A novel. Toronto: A.A. Knopf Canada, 2004.

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16

What Casanova told me: A novel. Toronto: Vintage Canada, 2005.

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17

Whitehouse, Kaja. What your lawyer may not tell you about your family's will: A guide to preventing the common pitfalls that can lead to family fights. New York: Warner Books, 2006.

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18

Mwanza, Ilse. What has happened to the Inheritance Bill?: Report of a panel discussion held on 8th March, 1987 at Mulungushi Hall, Lusaka. Lusaka: Zambia Association for Research and Development, 1988.

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19

Hembrock, Daum Julie, ed. You need a leader--now what?: How to choose the best person for your organization. New York: Crown Business, 2011.

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20

Estate planning in Arizona: What you need to know : a handbook for those interested in wealth preservation, family protection, and succession planning. Tucson, Ariz: Wheatmark, 2008.

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21

H, Eccher Paul, ed. Optimizing talent: What every leader and manager needs to know to sustain the ultimate workforce. Charlotte, NC: Information Age Pub., 2011.

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22

Valles, Michael A. Your complete guide to leaving an inheritance for your children and others: What you need to know explained simply. Ocala, Fla: Atlantic Pub. Group, 2008.

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23

Price, Steven D. What to do when a loved one dies: Taking charge at a difficult time. New York, NY: Skyhorse Pub., 2009.

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24

What to do when a loved one dies: A practical guide to dealing with death on life's terms. Irvine, CA: Dickens Press, 1994.

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25

Stephens, Susan. A Spanish inheritance. Toronto, Ont: Harlequin Books, 2003.

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26

Nyberg, Anthony J., Donald J. Schepker, Ormonde R. Cragun, and Patrick M. Wright. Succession Planning. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.2.

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Creating a strong talent-development plan is essential to strengthening and sustaining the most important organizational resource, its talent. Succession planning, as part of a broad talent-management strategy, has long been considered a key tool for ensuring talent replacement. Although there is an increasing understanding of the relationship between talent and organizational performance, we still know little about the process involved in replenishing and sustaining talent. In this chapter, we lay out what we know, what we do not know, and what we speculate regarding the succession-planning process. This provides direction for academics and practitioners to think about how to maximize talent management by extending prior research and embarking toward stronger, more robust, systematic, succession-planning processes. We use a brief literature review to identify the current knowledge concerning succession research. Finally, we present findings from recent surveys on the succession-planning process.
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27

Soteriou, Matthew. Experience, Process, Continuity, and Boundary. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198777991.003.0005.

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This chapter discusses what account should be given of the ontology of perceptual accomplishments that take time (such as listening to a musical performance). The following questions are addressed. Do these perceptual accomplishments involve a succession of distinct, discrete experiences? If not, then what account should be given of the respect in which different temporal parts of the events one perceives are experienced as successively present? Are the boundaries of the experienced present the temporal boundaries of a perceptual experience, or should they be conceived of in some other way? The chapter outlines a conception of process that can help address these questions by illuminating the place and role of notions of continuity, succession, and boundary in an account of our experience over extended intervals of time. It is suggested that this account is relevant to explaining the sense one might have that the present is both fleeting and incessant.
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28

Wani, Aijaz Ashraf. What Happened to Governance in Kashmir? Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780199487608.001.0001.

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What Happened to governance in Kashmir? studies the state of Jammu and Kashmir from the perspective of an ‘exceptional state’ rather than a ‘normal state’, a periphery on the margins of the centre, and thus shifts the focus from the central grid to the local arena. It contains a mass of information on what successive governments did to manage the conflicted state of Jammu and Kashmir. It identifies the various issues and problems the state has been confronted with since the transfer of power to ‘popular’ government in 1948 to 1989. The book makes a critical study of the engagement of Indian state and its clientele governments and patronage democracies with political instability to create ‘order’ in ‘durable disorder’. With having examined the different political, military, legal, economic, social, and cultural strategies, instruments and tactics employed by the state at different times to suit changing environments, this is the first work on post 1947 Kashmir which brings together many capital dimensions of state, politics, and governance in Kashmir under one cover. While critically delineating the doings of the governments, the book does not only provide flesh and blood to some existing narratives, it also modifies and even refutes some of the long held assumptions on the basis of hitherto unexamined evidence. All in all, the book illuminates the reader about the policies of Indian state towards Kashmir and the extent the successive governments have succeeded in winning the emotional integration of Kashmiris with the Indian Union. As Sheikh Abdullah was a central figure of Kashmir politics and governance, the readers will find a refreshingly new light on his governance when he was in power, and a most influential agency to mould the public opinion when he was out of state power. Similar revealing information on the other governments are documented for the first time. Having studied each government in its own right, we find the governance characterized by change in continuity. Indeed, governance in Kashmir does not constitute one single development. In essence it is a diachronic assemblage, a composite result of different systems each with its own internal or imposed coherence moving at different speeds—some are stable, some move slowly, and some wear themselves out more quickly depending on various forces and factors. What Happened to Governance in Kashmir? is a telling tale on the state of governance in Kashmir; the policies and strategies adopted by Indian state and the successive patronage governments to grapple with the multifarious problems of the state. Kashmir is an ailing state. It is the victim of colonialism and partition, which subverted its geographical centrality with serious economic implications besides making it a permanent conflict state causing immense human and material loss. Besides being claimed by India, Pakistan, and Kashmiris, it is also a rainbow state very difficult to manage with various ethno-regional and sub-regional nationalities at cross-purposes. Added to this, it is a dependent state. This book situates governance in its total milieu and examines the governance in the framework of challenge and response continuum. It unfolds how in a conflict state like Kashmir democracy and governance is always guided and controlled. This is the first comprehensive book on the post 1947 governance in Kashmir.
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29

Halsall, Penny. What you made me. Mills & Boon, 1985.

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30

Penny, Halsall. What You Made Me. harlequin, 1985.

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31

Elliott, Andrew C. A. What are the Chances of That? Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780198869023.001.0001.

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What are the Chances of That? discusses chance and the importance of understanding how it affects our lives in its various guises such as risk, luck, and coincidence. The book goes beyond a mathematical approach to the subject, showing how our thinking about chance and uncertainty has been shaped by history and culture, and only relatively recently by the mathematical theory of probability. In considering how we think about uncertainty, five ‘dualities’ are proposed that encapsulate many of the ambiguities that arise. The book starts by tackling probability (‘Pure Chance’) and in successive sections (‘Life Chances’, ‘Happy Accidents’, ‘Taking Charge of Chance’) addresses respectively the role of chance in life, the positive face of uncertainty, and the ways in which we are able to act to mitigate and exploit chance. This is not primarily a mathematical book, but it does introduce basic concepts from the theory of probability, and some statistics. Although this book tackles serious subjects, it is written in an accessible way and is aimed at an educated and curious lay reader, to be read for pleasure and general interest. It includes graphical representations of the effects of chance, brain teasers, anecdotes, and discussion of the words we use to talk about uncertainty.
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32

Shulman, Terry Chester. Film's First Family. University Press of Kentucky, 2019. http://dx.doi.org/10.5810/kentucky/9780813178097.001.0001.

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The story of the Costellos is the story of the twentiethcentury’s second most accomplished family of actors—second only to the Barrymores, with whom they intermarried to beget a dynasty of unrivaled importance tothe stage and screen. Maurice Costello became what Photoplay called “the first recognized star in movies,” as well as the first screen heartthrob and the first truly modern screen actor. His daughter Helene was the first actress to star in an all-talking picture, The Lights of New York, in 1928. His daughter Dolores was a major star in her own right before marrying John Barrymore and bearing him a son to carry on the Barrymore name to successive generations of famous actors. The inner narrative is the story of not just what Hollywood does to actors, but what actors do to themselves. Maurice entangled himself in the movies’ first career-destroying scandal. Successive scandals continued to reduce the family fortunes, as, one by one, the Costellos’ brilliant achievements were eclipsed by their own immutable penchant for self-destruction.
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33

What the dead want. 2016.

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34

Chan, Clayton W. Business Succession and Estate Planning for the Closely Held Business: What You Need to Know. Thomson Reuters Westlaw, 2012.

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35

Dame Rosalyn, DBE, QC, Higgins, Webb Philippa, Akande Dapo, Sivakumaran Sandesh, and Sloan James. Part 2 The United Nations: What it is, 8 Membership. Oxford University Press, 2017. http://dx.doi.org/10.1093/law/9780198808312.003.0008.

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The Charter of the United Nations provides for two different means by which it is possible to become a member of the organization. Article 3 of the UN Charter relates to original members of the organization, while other members may be admitted under Article 4 of the UN Charter. The main distinction between original members and other members is that the organization is able to exercise control over whether the latter become members but had no control over the admission to membership of original members. This chapter discusses the admission to membership process; loss of membership and membership rights; readmission to membership; state succession and membership; problems of extinction and continuity; representation of members/credentials; and the position of observers.
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36

What a woman needs. 2015.

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37

What A Woman Wants. Judi Fennell, 2017.

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38

Carrying a King's Child / What a Prince Wants. Mills & Boon, 2015.

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39

Swan, Susan. What Casanova Told Me. Vintage Canada, 2005.

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40

Swan, Susan. What Casanova Told Me. Random House of Canada Ltd, 2004.

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41

Ciampa, Dan, and David L. Dotlich. Transitions at the Top: What Organizations Must Do to Make Sure New Leaders Succeed. Wiley & Sons, Incorporated, John, 2015.

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42

Ciampa, Dan, and David L. Dotlich. Transitions at the Top: What Organizations Must Do to Make Sure New Leaders Succeed. Wiley & Sons, Limited, John, 2015.

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43

Ciampa, Dan, and David L. Dotlich. Transitions at the Top: What Organizations Must Do to Make Sure New Leaders Succeed. Wiley & Sons, Incorporated, John, 2015.

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44

I, Sessa Valerie, ed. Executive selection: A research report on what works and what doesn't. Greensboro, N.C: Center for Creative Leadership, 1998.

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45

Kaiser, Robert, Jodi J. Taylor, and Richard J. Campbell. Executive Selection: A Research Report on What Works and What Doesn't. Center for Creative Leadership, 1998.

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46

Swan, Susan. What Casanova Told Me: A Novel. Bloomsbury USA, 2006.

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47

Whitehouse, Kaja. What Your Lawyer May Not Tell You about Your Family's Will: A Guide to Preventing the Common Pitfalls That Can Lead to Family Fights. Grand Central Publishing, 2009.

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48

What the Cat Dragged In: Jacques and Cleo, Cat Detectives #1. Harvest House Publishers, 2007.

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49

Roach, Lee. 2. Incorporation. Oxford University Press, 2018. http://dx.doi.org/10.1093/he/9780198815143.003.0002.

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Each Concentrate revision guide is packed with essential information, key cases, revision tips, exam Q&As, and more. Concentrates show you what to expect in a law exam, what examiners are looking for, and how to achieve extra marks. This chapter discusses the process of incorporation and the advantages and disadvantages of conducting business through a company. The three principal methods by which a company can be incorporated are: incorporation by Act of Parliament, incorporation by Royal Charter, and incorporation by registration. The advantages of incorporation include perpetual succession, asset ownership, and the ability to commence legal proceedings. The disadvantages of incorporation include increased formality, regulation, publicity, and civil liability.
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50

Roach, Lee. 3. Incorporation. Oxford University Press, 2016. http://dx.doi.org/10.1093/he/9780198759133.003.0003.

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EachConcentraterevision guide is packed with essential information, key cases, revision tips, exam Q&As, and more.Concentratesshow you what to expect in a law exam, what examiners are looking for, and how to achieve extra marks. This chapter discusses the process of incorporation and the advantages and disadvantages of conducting business through a company. The three principal methods by which a company can be incorporated are: incorporation by Act of Parliament, incorporation by Royal Charter, and incorporation by registration. The advantages of incorporation include perpetual succession, asset ownership, and the ability to commence legal proceedings. The disadvantages of incorporation include increased formality, regulation, and publicity; and civil liability.
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