In a strange way, the United States achieved its goal for the Vietnam War, but forgot why it was fighting. It was not fighting to keep South Vietnam from falling to the communists; it was fighting in Indochina to buy time for the other free nations of the region to develop economically and strengthen their respective relationships with their polities. In 1961, the region seemed weak economically. Japan was on the eve of its great expansion that turned it into the world’s second largest economy for many years; South Korea and Taiwan still depended on US economic assistance, and focused more on the perceived communist threat than improving the quality of life for their peoples. Thailand similarly watched the civil war in Laos; the Philippines needed to develop stability in government; and the Malay peoples moved from Malaya to Malaysia, to Malaysia and Singapore, all the while warily watching events in Indonesia. Trade and Security discusses how the US government sought to rally the region against the Communist threat, and in part opened the American economy to exploitation by its East Asian allies, and how those Allies used the Cold War and the perceived Chinese threat to gain greater access despite the consequent damage the American economy suffered. While US financial officials complained about the increasing damage to the domestic economy and to the worsening balance of trade and balance of payments deficits, diplomatic and military leaders remained fixated on the general superpower confrontation with the Soviet Union and the regional competition with the People’s Republic of China.

Charles M. Dobbs is a recently retired professor of history from Iowa State University; previously, he was a professor at Metropolitan State University of Denver. He taught courses in US and East Asian history, with a focus on diplomatic and military history. He authored five monographs, several dozen scholarly articles, and more than three hundred encyclopedia entries mostly focused in these areas. One of his favorite courses to teach was research methods, where he discussed how to frame the question, find appropriate materials and sources, and how to organize those sources and write up the materials in a compelling fashion. Dobbs earned his BA from the University of Connecticut and his MA and PhD degrees from Indiana University, all three in history. During his nearly four decades as a faculty member, Dobbs also spent fifteen years as assistant to the president. Duties included looking into complaints, overseeing, editing, and/or originating the president's correspondence, helping organize outreach, and interacting with various publics. Separately, Dobbs has a long history of writing letters when he was disappointed in a product or a service he received. He has always believed that companies and organizations are strengthened by logical, well-argued letters drawing attention to a problem area. From these twin experiences comes this book, How to Complain [More] Effectively. It reflects experience in complaining about situations as well as having to look into such complaints to determine if the institution was at fault; and if it was, to offer a reasonable resolution, and if it acted correctly, to explain the situation and correct the record to reflect that appropriate action.

"Nanus and Dobbs have written a seminal book about a long-neglected and key area of American life: the leadership of not-for-profits.... It's a first and should be read by all those concerned about not-for-profits: board members most especially, but volunteers, executives, benefactors, and academics as well." --Warren Bennis, University Professor, Marshall School of Business, University of Southern California, and coauthor of Organizing Genius "These authors have made a remarkable contribution to social sector nonprofit leadership. It's a valuable resource by two great authorities on a critical need." --Frances Hesselbein, chairman of the board, The Peter F. Drucker Foundation for Nonprofit Management "If there's one thing that today's nonprofit sector needs more than anything else, it's leadership.... Burt Nanus and Stephen Dobbs illustrate the qualities that do 'make a difference' by telling real-life stories of exceptional nonprofit leaders--few of them household names--and examining the lessons these men and women learned the hard way." --Dorothy S. Ridings, president and CEO, Council on Foundations There are many books on leadership, but few that focus specifically on the unique role of nonprofit executives. For the CEOs and directors of more than one million U.S. social sector organizations--as well as those who aspire to these positions--best-selling author Burt Nanus and colleague Stephen M. Dobbs have written the first comprehensive and authoritative book on nonprofit leadership. The authors show how leaders build successful nonprofit organizations by developing key relationships to improve their performance and move them toward a greater good--such as much higher levels of service to their clients and community. They describe the six key roles that effective leaders must play--Visionary, Strategist, Change Agent, Coach, Politician, and Fundraiser--and present inspiring examples of how their actions in these roles have been crucial to the success of large and small nonprofits flourishing across the nation. Leaders Who Make a Difference offers proven lessons on strategy, team building, fundraising, advocacy, board relations, and much more. Grounded in real-world practice, the book champions the potential of all nonprofit leaders to greatly improve the performance of their organizations and realize their visions of better communities.

Nuts and Bolts: A Survival Guide for Non-profit Organizations provides down-to-earth, practical advice from two veterans of the non-profit and fundraising sector to strengthen your non-profit organization, to build community support, to secure necessary funding, and to express appreciation to supporters and friends. This guide is full of examples of matters well- and badly-handled to help you improve management of your non-profit organization and make it more successful.

This book presents a coherent and systematic exposition of the mathematical theory of the problems of optimization and stability. Both of these are topics central to economic analysis since the latter is so much concerned with the optimizing behaviour of economic agents and the stability of the interaction processes to which this gives rise. The topics covered include convexity, mathematical programming, fixed point theorems, comparative static analysis and duality, the stability of dynamic systems, the calculus of variations and optimal control theory. The authors present a more detailed and wide-ranging discussion of these topics than is to be found in the few books which attempt a similar coverage. Although the text deals with fairly advanced material, the mathematical prerequisites are minimised by the inclusion of an integrated mathematical review designed to make the text self-contained and accessible to the reader with only an elementary knowledge of calculus and linear algebra. A novel feature of the book is that it provides the reader with an understanding and feel for the kinds of mathematical techniques most useful for dealing with particular economic problems. This is achieved through an extensive use of a broad range of economic examples (rather than the numerical/algebraic examples so often found). This is suitable for use in advanced undergraduate and postgraduate courses in economic analysis and should in addition prove a useful reference work for practising economists.

"This book traces the various influences on the development of Harry S. Guntrip's thought, including his personal history of family relationships, memberships in various religious organizations, and the weight of his academic professional mentors, both theological and psycoanalytic, Ronald Fairbairn and Donald Winnicott. Guntrip, both a minister and lay therapist, is shown as a fascinating example of the adversarial tension between psychology and theology, commonly known as the battle between science and religion."

This Handbook provides a practical, straightforward guide to the theory and practice of discipline-based art education. This comprehensive approach to art education has transformed the way students create and understand art; it also offers opportunities for relating art to other subjects as well as to the personal interests and abilities of young learners. This completely revised edition explains how DBAE draws content from the disciplines of art-making, art criticism, art history and aesthetics, and shows how the practice of DBAE in schools over the past several years has influenced how art is taught today.

Discipline-based art education (DBAE) is an approach to art education that draws upon four art disciplines: art production, art history, art criticism, and aesthetics. This handbook is designed to help art specialists and supervisors, classroom teachers, teacher educators, museum educators, and school administrators to understand and implement DBAE. The handbook is organized into nine sections, beginning with an introduction. Section 2 offers a general definition and rationale for the inclusion of DBAE art curricula in the general education of U.S. students. Section 3 defines the content of the four art disciplines that constitute the core of DBAE. Section 4 focuses upon the instructional materials that are used in teaching a DBAE program. Section 5 is a consideration of the roles and responsibilities of the different players in DBAE. Section 6 concerns the evaluation of curriculum and instruction. Section 7 provides a thumbnail sketch of some key issues for planning and carrying out a successful implementation of DBAE. Section 8 summarizes highlights of the literature on DBAE. The handbook concludes with section 9, which contains four appendices: three papers respectively called "The Four Art Disciplines", "Becoming Familiar with Works of Art"; and "The Getty Center for Education in the Arts"; and a selected bibliography. (DB)