Reviews for Principles of Taxation for Business Investment Planning, 2001

The average rating for Principles of Taxation for Business Investment Planning, 2001 based on 2 reviews is 2.5 stars.

Review # 1 was written on 2017-01-08 00:00:00 Troy Rittner Good introduction to the topic Very educations / academic in style, i.e. loads of examples and case studies, but also loads of blurp. Good if you are a student, I think, while, I needed this as a refresher, and would have liked it to be more concise and to the point. But as I said a solid introduction / refresher. Where I think this fall short is - as many books it doesn't always get the balance right: so there is a first chapter explaining to us the basic rules of algrebra, and that a+b = b+a, and what x in y=xm means. The next chapter talks about NPV and IRR. Really? Something is a bit off there... This can be found all over the book, and in fact many books have this issue: It is just easier to write about simple things than complex things, so writer whaffle about the basics, and they: hey, here we go, there is the complex stuff. And you as the reader wonder whether you have missed the point or are just not bright enough to understand the transition from simple to complex. - one of the worst layouts / designs I have seen in a long time, in best tradition of many academic books - a bit patronising in tone - I personally found the mix of chapters in the book, case studies and examples in the book, digtial / online resources in addition tedious. Come on, let's not overdue it, please? I get the impression that most of what I am criticising above is endemic regarding academic books, and that Universities like books with educational 'features' (there is an entire chapter in this book talkign about its 'features' I did you know). And only those that tick the box will make it on their reading lists, independent on whether they are actually written well...

Review # 2 was written on 2015-01-16 00:00:00 Garrett Stauffer First published in 1999, this book remains remarkably relevant to the ever-expanding global business world that has since developed. In it, Ulrich, Zenger, and Smallwood explain how to connect leadership attributes to results. In this context, I am reminded of what Jeffrey Pfeffer and Robert Sutton have to say about what they characterize as a “knowing-doing gap.” They assert (and I agree) that many executives know what must be done but, for whatever reasons, are unable to achieve the desired results. Hence the importance of the material in the first chapter. Four key points: Effective leaders produce results, one of the most important results is the development of other leaders, (e.g. Jeff Immelt, CEO of General Electric, commits at least 20% of his time to mentoring GE’s middle managers), all organizations need a process, indeed a continuously improved system in place that produces such leaders, and leaders are needed at all levels and within all areas of the given enterprise. Then in Chapters 2-8, the co-authors respond to questions such as these: How to define desired results? How to achieve desired employee results by investing in human capital? How achieve organization results by creating capabilities? How to achieve customer results by building firm equity? How to achieve investor results by building shareholder value? How to become a results-based leader? How do results-based leaders build others who are also results-based? Ulrich, Zenger, and Smallwood make brilliant use of various reader-friendly devices that include hundreds of checklists, graphic figures, bold face, and real-world examples. Obviously, these devices focus the reader’s attention on key points but also facilitate, indeed accelerate periodic reviews of those points later. I also commend them on the “Notes” section that includes a number of enlightening annotations that accompany many of the citations. Just as Edison correctly reminds us that “vision without execution is hallucination,” Dave Ulrich, Jack Zenger, and Norm Small remind us that that one result – if not THE most important result – of great leadership is that it produces other great leaders. Then and only then can desired results involving associates, customers, and investors be achieved and then sustained.