Most Popular Books by Scott Stewart

These best-selling texts differ from CALCULUS, FOURTH EDITION in that the exponential and logarithmic functions are covered earlier. In the Fourth Edition CALCULUS, EARLY TRANSCENDENTALS these functions are introduced in the first chapter and their limits and derivatives are found in Chapters 2 and 3 at the same time as polynomials and other elementary functions. In this Fourth Edition, Stewart retains the focus on problem solving, the meticulous accuracy, the patient explanations, and the carefully graded problems that have made these texts word so well for a wide range of students. All new and unique features in CALCULUS, FOURTH EDITION have been incorporated into these revisions also.

The complete solutions manual provides worked-out solutions to all of the problems in the text.

Second edition of the leading text on growing orchids from seed.

Running Money: Professional Portfolio Management 1e focuses on the business investment decision-making from the perspective of the portfolio manager. The authors combined professional experience managing multi-billion-dollar mandates, working with real clients, and solving real investment problems is reflected throughout the text. Their goal is to expose students to what it is really like to "run money" professionally by providing the necessary tools. This new text is most effectively used in conjunction with cases, projects, and real-time portfolios requiring "hands on" application of the.

Contains strategies for solving and provides completely worked-out solutions to all odd-numbered exercises within the text, the review sections, the True-False Quizzes, the Problem Solving sections, and to all the exercises in the Concept Checks, giving students a way to check their answers and ensure that they took the correct steps to arrive at the answer. This is the most popular supplement for students.

This thesis introduces looking glass identity value as an extension to current identity value theory, arguing that consumers use the brand outgroup as a reflexive entity to reflect back to them their own beliefs and feelings regarding a brand. This brand outgroup consists of individuals who do not consume a given brand, yet are perceived to make assumptions about those who do. The consumers of the brand then use these perceived assumptions, which are in fact manifestations of their own opinions, to determine what the brand communicates to others. The study uses in-depth interviews as well as supplementary netnography to research consumers of Apple to better understand their consumption experiences with the brand. It is found that these individuals use a looking glass process to determine the brand's identity value, while exhibiting traits of a dependent relationship with the brand. The combination of this looking glass identity value and dependent relationship on the brand manifests in identity value management strategies by the consumers, which are used to manipulate their personal evaluations of the brand and avoid abandonment.

Contains multiple-choice and short-answer test items that key directly to the text. (This includes Single Variable and Multivariable Content).

Abstract Concern for the importance of employee engagement amongst organizational leadership has been recognizable, albeit unevenly, wherever work processes require the enthusiasm, skill and judgement of employees in order to be successful. It is increasingly clear that engagement is linked to positive outcomes, both for individuals and for organizations. An increased interest in the engagement level of employees has highlighted the positive effects of employee engagement on organizational performance (Harter, Schmidt Hayes, 2002; Kahn, 1992; Shuck, Rocco Albornoz, 2011); however, I found in my literature review that relatively little is known about the impact of organizational policy creation and implementation on employee engagement. This research study was undertaken to extend and clarify an understanding of employee engagement rooted in an elaboration of concepts offered originally in Kahn's influential 'Engagement Model' (1990). This approach argued by Kahn and his colleagues represents a key point of departure within the field of Human Resource Development (HRD) (Shuck Reio, 2011; Shuck, Reio Rocco, 2011; Shuck Rose, 2013; Shuck Wollard, 2010) by focusing on the employee experience. With this study, I aimed to fill an important void in the HRD literature (McGoldrick, Stewart Watson, 2002). Specifically, the objective of this study was to generate an exploratory and descriptive account of how professional development policy-making influences the engagement of full-time faculty at Durham College (Ontario, Canada). This research examines the effect that the implementation of a professional development policy had on the employee engagement of full-time faculty employees. This research presents a new framework for assisting college leaders to increase employee engagement and contributes to the HRD literature by illuminating theory-based strategies for faculty employee involvement in the creation and implementation of professional development policies.