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An argument for retaining the notion of personal property in the products we “buy” in the digital marketplace. If you buy a book at the bookstore, you own it. You can take it home, scribble in the margins, put in on the shelf, lend it to a friend, sell it at a garage sale. But is the same thing true for the ebooks or other digital goods you buy? Retailers and copyright holders argue that you don't own those purchases, you merely license them. That means your ebook vendor can delete the book from your device without warning or explanation—as Amazon deleted Orwell's 1984 from the Kindles of surprised readers several years ago. These readers thought they owned their copies of 1984. Until, it turned out, they didn't. In The End of Ownership, Aaron Perzanowski and Jason Schultz explore how notions of ownership have shifted in the digital marketplace, and make an argument for the benefits of personal property. Of course, ebooks, cloud storage, streaming, and other digital goods offer users convenience and flexibility. But, Perzanowski and Schultz warn, consumers should be aware of the tradeoffs involving user constraints, permanence, and privacy. The rights of private property are clear, but few people manage to read their end user agreements. Perzanowski and Schultz argue that introducing aspects of private property and ownership into the digital marketplace would offer both legal and economic benefits. But, most important, it would affirm our sense of self-direction and autonomy. If we own our purchases, we are free to make whatever lawful use of them we please. Technology need not constrain our freedom; it can also empower us.
Very few enterprising families focus on building an owner’s mindset in family members. They are busy working and growing their enterprises (rightly so), which prioritizes and values the management role over the ownership role. Many rising generation family members do not choose the path of ownership but are simply born into it. Given these typical patterns, it is not surprising that there is little focus on valuing and building an educated owner to steward the family’s assets for future generations. This book serves as a resource and support tool to help enterprising families learn and develop thoughtful, capable ownership by investing in and nurturing an owner's mindset. This includes building “ownership literacy,” along with a genuine sense of stewardship. It offers a learning structure and approach for each stage of an owner’s development across the lifespan (from earliest years to retirement), taking into consideration the lifecycle stages of the family. The authors make clear that ownership development shouldn’t be confined to earlier ages; any owner at any age can gain ownership-related perspective and skills that can contribute to greater family harmony and business success. The book provides enterprising families and their advisors with examples and practical advice for the promotion of knowledge, skills, and capabilities that incorporate a broad range of topics spanning from personal and interpersonal, to leadership and wealth, to business, ownership, and financial.
When a man or a woman decides to enter a relationship in which he or she surrenders his or her will to another person, there is automatically the potential for exploitation and even abuse. This can actually go both ways. A major way of preventing one side from taking unfair and even dangerous advantage of the other side is to establish not just rules but also an elaborate code of behavior or protocol that specifies the exact rights of each party. This is formally done with a master-slave contract. It may seem strange that a slave has rights, but this is a voluntary enslavement, which means this person continues to be safeguarded by the Thirteenth Amendment to the US Constitution (1865), which abolished involuntary servitude.
An updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Sent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, they learned that leadership—at every level—is the most important factor in whether a team succeeds or fails. Willink and Babin returned home from deployment and instituted SEAL leadership training that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields. Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment. A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win.
Winner of the National Leather Association's 2008 Pauline Reage Novel Award. Erotic bdsm romance. The ideal D/s relationship for Anders and Maia is nothing less than total power exchange: no games, no negotiations, no safewords. When the two stumble onto each other in an on-line chat room, the fire of their offbeat sexual desires ignites and draws them together for an explosive sexual encounter. For Maia, Anders offers the kind of firm and unyielding dominant she has only dreamed of. For Anders, his new sub is as deliciously erotic as she is submissive to his will. During the first weeks of their relationship, Anders lays down rules for his new possession, while Maia gradually hands over her autonomy, slipping into the obedience that is basic to her nature. Anders explores, manipulates and experiments on both mind and body, all of which she laps up in a continuous state of terror and joy. This beautifully written story depicts a master/slave relationship that is extreme, loving, creative, steeped in imagination, but embedded in the real world. In this passionate, private sexual reality, the balance of power tips only one way.
Winner of the Los Angeles Times Book Prize in History: a bold and searing investigation into the role of white women in the American slave economy “Stunning.”—Rebecca Onion, Slate “Makes a vital contribution to our understanding of our past and present.”—Parul Sehgal, New York Times “Bracingly revisionist. . . . [A] startling corrective.”—Nicholas Guyatt, New York Review of Books Bridging women’s history, the history of the South, and African American history, this book makes a bold argument about the role of white women in American slavery. Historian Stephanie E. Jones-Rogers draws on a variety of sources to show that slave‑owning women were sophisticated economic actors who directly engaged in and benefited from the South’s slave market. Because women typically inherited more slaves than land, enslaved people were often their primary source of wealth. Not only did white women often refuse to cede ownership of their slaves to their husbands, they employed management techniques that were as effective and brutal as those used by slave‑owning men. White women actively participated in the slave market, profited from it, and used it for economic and social empowerment. By examining the economically entangled lives of enslaved people and slave‑owning women, Jones-Rogers presents a narrative that forces us to rethink the economics and social conventions of slaveholding America.
#1 NATIONAL BESTSELLER • PULTIZER PRIZE WINNER • The captivating inside story of the woman who helmed the Washington Post during one of the most turbulent periods in the history of American media: the scandals of the Pentagon Papers and Watergate In this widely acclaimed memoir ("Riveting, moving...a wonderful book" The New York Times Book Review), Katharine Graham tells her story—one that is extraordinary both for the events it encompasses and for the courage, candor, and dignity of its telling. Here is the awkward child who grew up amid material wealth and emotional isolation; the young bride who watched her brilliant, charismatic husband—a confidant to John F. Kennedy and Lyndon Johnson—plunge into the mental illness that would culminate in his suicide. And here is the widow who shook off her grief and insecurity to take on a president and a pressman’s union as she entered the profane boys’ club of the newspaper business. As timely now as ever, Personal History is an exemplary record of our history and of the woman who played such a shaping role within them, discovering her own strength and sense of self as she confronted—and mastered—the personal and professional crises of her fascinating life.
From Edward P. Jones comes one of the most acclaimed novels in recent memory—winner of the Pulitzer Prize for Fiction and the National Book Critics Circle Award for Fiction. The Known World tells the story of Henry Townsend, a black farmer and former slave who falls under the tutelage of William Robbins, the most powerful man in Manchester County, Virginia. Making certain he never circumvents the law, Townsend runs his affairs with unusual discipline. But when death takes him unexpectedly, his widow, Caldonia, can't uphold the estate's order, and chaos ensues. Edward P. Jones has woven a footnote of history into an epic that takes an unflinching look at slavery in all its moral complexities. “A masterpiece that deserves a place in the American literary canon.”—Time
The First Management Classic of the New Millennium! A bold experiment is taking place these days, as leading-edge companies turn upside down the management paradigm that has dominated corporate thinking for more than one hundred years. Southwest Airlines is perhaps the most visible practitioner, soaring through economic downturns while its competitors slash their budgets and order massive layoffs, but you can find other pioneers of the new approach in almost every industry and market niche. Their secret: a culture of ownership that allows them to tap into the most underutilized resource in business today–namely, the enthusiasm, intelligence, and creativity of working people everywhere. No one knows more about building a culture of ownership than CEO Jack Stack, who’s been working on one for the past twenty years with his colleagues at SRC Holdings Corporation (formerly Springfield ReManufacturing Corporation). Along the way, they’ve turned their company into what Business Week has called a “management Mecca,” attracting thousands of people representing hundreds of businesses to SRC’s home in Springfield, Missouri. There the visitors learn how to incorporate the ideals and values of SRC’s remarkable corporate culture into their own organizations–and then they go back and do it. Now, in A Stake in the Outcome, Stack offers a master class on creating a culture of ownership, presenting the hard-won lessons of his own twenty-year journey and explaining what it really takes to build for long-term success. The pioneer of “open-book management” (described in the best-selling classic The Great Game of Business), Stack and twelve other managers began their journey in 1982, when they purchased their factory from its struggling parent company. SRC grew 15 percent a year, while adding almost a thousand new jobs, and the company’s stock price rocketed from 10 cents to $81.60 per share. In the process, Stack discovered that long-term success required constant innovation–and that building a culture of ownership involved much more than paying bonuses, handing out stock options, or setting up an employee stock ownership plan. In a successful ownership culture, every employee had to take the fate of the company as personally as an individual owner would. Achieving that level of commitment was extraordinarily difficult, but Stack realized that the payoff would be enormous: a company that was consistently able to outperform the market. A Stake in the Outcome isn’t about theory–it’s about practice. Stack draws from his own successes and failures at SRC to show how any company can teach its employees to think and act like owners, including how to implement an effective equity-sharing program, how to promote continuous learning at every level of the organization, how to fire up employees’ competitive juices, how to broaden the concept of leadership and delegate responsibility for the business, and how to build a workforce that is fast on its feet and ready to take advantage of every opportunity. You’ll also learn about other companies that have succeeded in building cultures of ownership–and the lessons they can teach the rest of us. Written in Jack Stack’s straightforward, witty, no-beating-around-the-bush style, A Stake in the Outcome is like having a one-on-one session with a master entrepreneur and business innovator. It shows managers and executives of companies both large and small how to build a ferociously motivated workforce that is energized and committed to meeting and overcoming the most daunting challenges a company can face.