The Style Guide, part one of this publication, provides guidance to Air University's community of writers. It offers a coherent, consistent stylistic base for writing and editing. The Author Guide part two of this publication, offers simple, concise instructions to writers who wish to submit a manuscript to AUPress for consideration.
From the author of House of Outrageous Fortune For seventy-five years, it’s been Manhattan’s richest apartment building, and one of the most lusted-after addresses in the world. One apartment had 37 rooms, 14 bathrooms, 43 closets, 11 working fireplaces, a private elevator, and his-and-hers saunas; another at one time had a live-in service staff of 16. To this day, it is steeped in the purest luxury, the kind most of us could only imagine, until now. The last great building to go up along New York’s Gold Coast, construction on 740 Park finished in 1930. Since then, 740 has been home to an ever-evolving cadre of our wealthiest and most powerful families, some of America’s (and the world’s) oldest money—the kind attached to names like Vanderbilt, Rockefeller, Bouvier, Chrysler, Niarchos, Houghton, and Harkness—and some whose names evoke the excesses of today’s monied elite: Kravis, Koch, Bronfman, Perelman, Steinberg, and Schwarzman. All along, the building has housed titans of industry, political power brokers, international royalty, fabulous scam-artists, and even the lowest scoundrels. The book begins with the tumultuous story of the building’s construction. Conceived in the bubbling financial, artistic, and social cauldron of 1920’s Manhattan, 740 Park rose to its dizzying heights as the stock market plunged in 1929—the building was in dire financial straits before the first apartments were sold. The builders include the architectural genius Rosario Candela, the scheming businessman James T. Lee (Jacqueline Kennedy Onassis’s grandfather), and a raft of financiers, many of whom were little more than white-collar crooks and grand-scale hustlers. Once finished, 740 became a magnet for the richest, oldest families in the country: the Brewsters, descendents of the leader of the Plymouth Colony; the socially-registered Bordens, Hoppins, Scovilles, Thornes, and Schermerhorns; and top executives of the Chase Bank, American Express, and U.S. Rubber. Outside the walls of 740 Park, these were the people shaping America culturally and economically. Within those walls, they were indulging in all of the Seven Deadly Sins. As the social climate evolved throughout the last century, so did 740 Park: after World War II, the building’s rulers eased their more restrictive policies and began allowing Jews (though not to this day African Americans) to reside within their hallowed walls. Nowadays, it is full to bursting with new money, people whose fortunes, though freshly-made, are large enough to buy their way in. At its core this book is a social history of the American rich, and how the locus of power and influence has shifted haltingly from old bloodlines to new money. But it’s also much more than that: filled with meaty, startling, often tragic stories of the people who lived behind 740’s walls, the book gives us an unprecedented access to worlds of wealth, privilege, and extraordinary folly that are usually hidden behind a scrim of money and influence. This is, truly, how the other half—or at least the other one hundredth of one percent—lives.
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The author offers a detailed comparison between the character of irregular warfare, insurgency in particular, and the principal enduring features of "the American way." He concludes that there is a serious mismatch between that "way" and the kind of behavior that is most effective in countering irregular foes. The author poses the question, Can the American way of war adapt to a strategic threat context dominated by irregular enemies? He suggests that the answer is "perhaps, but only with difficulty."
Drawing on a range of sources, from White House documents and congressional hearings to comic books and feature films, this text shows how the United States continued to wage war on Vietnam 'by other means' for another 25 years.
AN INSTANT NEW YORK TIMES BESTSELLER The “lively” (The New Yorker), “convincing” (Forbes), and “riveting pick-me-up we all need right now” (People) that proves humanity thrives in a crisis and that our innate kindness and cooperation have been the greatest factors in our long-term success as a species. If there is one belief that has united the left and the right, psychologists and philosophers, ancient thinkers and modern ones, it is the tacit assumption that humans are bad. It's a notion that drives newspaper headlines and guides the laws that shape our lives. From Machiavelli to Hobbes, Freud to Pinker, the roots of this belief have sunk deep into Western thought. Human beings, we're taught, are by nature selfish and governed primarily by self-interest. But what if it isn't true? International bestseller Rutger Bregman provides new perspective on the past 200,000 years of human history, setting out to prove that we are hardwired for kindness, geared toward cooperation rather than competition, and more inclined to trust rather than distrust one another. In fact this instinct has a firm evolutionary basis going back to the beginning of Homo sapiens. From the real-life Lord of the Flies to the solidarity in the aftermath of the Blitz, the hidden flaws in the Stanford prison experiment to the true story of twin brothers on opposite sides who helped Mandela end apartheid, Bregman shows us that believing in human generosity and collaboration isn't merely optimistic—it's realistic. Moreover, it has huge implications for how society functions. When we think the worst of people, it brings out the worst in our politics and economics. But if we believe in the reality of humanity's kindness and altruism, it will form the foundation for achieving true change in society, a case that Bregman makes convincingly with his signature wit, refreshing frankness, and memorable storytelling. "The Sapiens of 2020." —The Guardian "Humankind made me see humanity from a fresh perspective." —Yuval Noah Harari, author of the #1 bestseller Sapiens Longlisted for the 2021 Andrew Carnegie Medal for Excellence in Nonfiction One of the Washington Post's 50 Notable Nonfiction Works in 2020
A casebook approach to studying crisis communications means learning from the actions of those who have experienced crises. What did they expect? What actually happened? Were they prepared? What were their strategies? What were their challenges, pressures, and problems? Were the news media adversarial or supportive? If they had to do it again, what would they do differently? These and other questions are answered in the case studies of this second edition. Presenting organizational and individual problems that may become crises and the communication responses to these situations, this revision of Fearn-Banks' very successful text: * presents crisis communication theory, including a critique of the communications of White Star Lines after its Titanic sank on its maiden voyage; * describes ways of determining the most likely and most damaging crises that may strike an organization; * centers on causes of crisis--rumor, "gotcha" television news and the non-expert expert, and crises caused by the news media; * gets into the 21st century and cyberspace-caused crises, including mini-cases of rogue Web sites and e-mail rumors; * explains how to communicate with the news media, lawyers, internal publics or audiences, and external publics; and * includes narrated case studies illustrating how spokespersons and managers used communication in several kinds of crises. The text is supplemented by a workbook, enabling students to test their knowledge and develop their skills. Written as a primer for crisis communications, public relations, and communications management, Crisis Communications serves as an essential resource in the practice of public relations and corporate communications.
In this important and timely work, Graham and Diamond reassess the success of American universities as research institutions and the role of public funding in their developmentfrom the expansionist golden yearsof the 1950s and '60s, through the austerity measures of the 1970s and the entrepreneurial ethos of the 1980s, to the budget crises universities face in the 1990s.