"The Franklin's Tale" (Middle English: The Frankeleyns Tale) is one of The Canterbury Tales by Geoffrey Chaucer. It focuses on issues of providence, truth, generosity and gentillesse in human relationships.
Chaucer now seems to provide a mid course between what the Wife of Bath advocated, where a woman has complete sovereignty over a man, and the Clerk’s Tale where a woman should be completely subservient. Unlike these two tales, the Franklin’s Tale has a thread of nobility running through it and all the characters portrayed.
Banking on the Future: The Fall and Rise of Central Banking
The crash of 2008 revealed that the world's central banks had failed to offset the financial imbalances that led to the crisis, and lacked the tools to respond effectively. What lessons should central banks learn from the experience, and how, in a global financial system, should cooperation between them be enhanced? Banking on the Future provides a fascinating insider's look into how central banks have evolved and why they are critical to the functioning of market economies.
97 Things Every Project Manager Should Know: Collective Wisdom from the Experts
Have you ever been responsible for a big project? Did it go as smoothly as you'd hoped? This illuminating book contains 97 short and extremely practical tips from some of the world's most experienced project managers. You'll learn how these professionals have dealt with everything from budgets and purchasing to personnel problems and runaway meetings. 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained the hard way from years of experience.
Cost Reduction Analysis: Tools and Strategies ( Corporate F&A)
Discover the tools for knowing the costs your company should cut, without impacting its ability to deliver goods and services New from Steve Bragg, this book pres the tools for determining which costs a company should cut, without impacting its ability to deliver goods and services. It explains how to use throughput analysis in order to locate bottleneck operations in a company, which in turn dictates where capital investments should (and should not) be made.
Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making
In making decisions, when should we go with our gut and when should we try to analyze every option? When should we use our intuition and when should we rely on logic and statistics? Most of us would probably agree that for important decisions, we should follow certain guidelines - gather as much information as possible, compare the options, pin down the goals before getting started. But in practice we make some of our best decisions by adapting to circumstances rather than blindly following procedures.
