Encyclopedia of Business and Finance

Covering accounting, management, marketing, law, finance, and economics, this set aims "to summarize the body of knowledge that we know as business in a single place and in language accessible to the layperson." Special emphasis is placed on careers and ethics in various areas of business, such as "Careers in Finance" and "Ethics in Finance." The 300-plus alphabetically arranged entries do more than simply define a term; for example, the entry for accounting also describes its history, principles, and agencies, shows how students can enter the profession, and provides cross references to related topics such as "Generally Accepted Accounting Principles." All the entries are in fact cross-referenced and include bibliographies offering print resources and web sites. In addition to business terms, legislation such as "Foreign Corrupt Practices Act of 1977" and agencies, including the "General Accounting Office," have featured entries. An alphabetical index is included, with numbers in bold face indicating main entries. Many of the entries are illustrated with photographs, tables, and figures. Designed for a wide audience ranging from high school students to lay readers to practitioners, this work is highly recommended for school, academic, and public libraries. Lucy Heckman St. John's Univ. Lib., Jamaica, NY

VOLUME 1

http://rapidshare.de/files/12659861/0028650662_Encyclopedia_of_Business_and_Finance._Vol._1.pdf

VOLUME 2

http://rapidshare.de/files/12659799/0028650670_Encyclopedia_of_Business_and_Finance._Vol._2.pdf

STATISTICS Video Lectures - Indiana University

Lecture 01, Data and Statistics
Lecture 02, Descriptive Statistics- Tabular and Graphical Me
Lecture 03, Descriptive Statistics- Tabular and Graphical Me
Lecture 04, Descriptive Statistics- Numerical Methods I
Lecture 05, Descriptive Statistics- Numerical Methods II
Lecture 06, Introduction to Probability I
Lecture 07, Introduction to Probability II
Lecture 08, Discrete Probability Distributions I
Lecture 09, Discrete Probability Distributions II
Lecture 10, Continuous Probability Distributions I
Lecture 11, Continuous Probability Distributions II
Lecture 13, Sampling & Sampling Distributions I
Lecture 14, Sampling & Sampling Distributions II
Lecture 15, Interval Estimation I
Lecture 16, Interval Estimation II
Lecture 17, Hypothesis Testing I
Lecture 18, Hypothesis Testing II
Lecture 19, Hypothesis Testing III
Lecture 20, Comparisons Involving Means I
Lecture 21, Comparisons Involving Means II
Lecture 22, Comparisons Involving Proportions I
Lecture 23, Comparisons Involving Proportions II
Lecture 25, Regression Analysis I
Lecture 26, Regression Analysis II
Lecture 27, Regression Analysis III
Lecture 28, Forecasting I
Lecture 29, Forecasting II

http://rapidshare.com/users/C0Y2JY

MOCK CET paper

Question paper

http://rapidshare.com/files/7848136/Preliminary_question.pdf

answer paper:-

http://rapidshare.com/files/7848794/answer.pdf

Article frm a CET Topper!!

A lot of MBA aspirants taking CET are primarily CAT aspirants. So before discussing how to crack CET, it is important to understand difference between the two tests. CAT is a test designed to select only top 1-2 percent from a large pool of students. As a result, it is a conceptual test, which is a good mix of moderate to difficult questions and where selection of questions is crucial. On the contrary, CET is a test to have uniform distribution on both sides of normal curve. As a result, CET is designed as a speed-based test, which consists of easy to moderate questions. So attempting all of 200 questions in 150 minutes is a definitely achievable task, if not easy. Again, in CAT one has to perform across all sections covering various areas of expertise while in CET there is no sectional cut-offs. Randomly distributed questions make things difficult if you want to attempt your preferred area of expertise across the test.

* You should start taking practice tests (around 3 weeks before actual CET) only after you have learned most areas of testing. Realize that there is no selection of questions involved in CET.
* Visual reasoning is truly CET special: not only for its unique appearance in CET but also for making difference in the merit list. These 30-35 questions provide a perfect level playing ground to all candidates irrespective of their areas of expertise due to educational background. An engineer or a commerce/arts graduate has equal chance to excel.
* Unlike CAT, there is no selection of questions involved in CET. You are there to attempt all questions. If you get stuck with some questions, don't spend extra time on them; work by method of elimination; if you still don't arrive to one unique answer, mark one of the possible options and go ahead. You won't be coming back to such questions unless it is a set of questions.
* To avoid it, select 3-4 areas such that your flow of attempting questions on those sections is more or less same. Understand that though these areas are totally unrelated (e.g., group of verbal, quantitative and logical reasoning), difficulty level of questions is not high enough to warrant a lot of concentration.
* The next test should be taken only after you have analyzed your last test thoroughly. There should be some value addition after each test.
* The above process is repeated not more than 2-3 times. Avoid solving the same problem with other elements just to confirm your answer.

Target Setting

* Such a group covers around 120 questions, which should be solved not more than 80-85 minutes. Needless to say, time consuming and weaker sections are to be attempted last.
* Successes always follow high targets set by individuals for themselves. There are a few numbers of good institutes one can reach through CET. But the ultimate goal should be to get premier institutes through CET.
* Speed of attempting questions is bound to vary depending upon your areas of strengths. So first step towards it is to know your areas of expertise very well on the basis of accuracy as well as time.
* Solving 30-35 questions in 40 minutes with 80% accuracy is a good target setting.
* Selection of such groups varies according to your potential. For example, if a person reads slowly, then selecting RC in the group won't be appropriate, as it will cut the flow. Or a person who is not very good at math should keep it out as generally math questions are single and demand different approach for each question.
* Practice tests taken should be of appropriate difficulty: neither too simple nor too difficult. It should not happen that nobody taking the test is able to finish all questions. Practice tests are mean to give you the realistic feel for the test.
* One should try to solve VR questions by method of elimination rather than by deriving a proper solution.
* One can also form such groups on the basis whether questions are in sets of five questions or individual. Typically in set questions (especially logical reasoning), once you get the logic for one the rest can be done in almost no time.
* Normally if you look for questions on a particular area (e.g. verbal) in a test like CET, you lose on time and more importantly it breaks your flow too frequently to concentrate to your highest level.

Important before taking practice tests for CET

* If you are able to arrive at two (or rarely three) possible options by using above procedure, mark one of them and go ahead without spending any extra time on it. Anyways, you will not get the right answer on solving it again as in most of such cases you work with different logic than the examiner.

I am sure most of you know what the CET is about. For the uninitiated: the CET is the Common Entrance Test for Management Institutes in Maharashtra. There are a lot of CET exams but we will be only dealing with the CET mentioned earlier. This examination is an aptitude test held either in May or Feb. It comprises 200 questions covered across various areas like verbal ability/logic, reading comprehension, quantitative ability, data interpretation, logical reasoning and last but definitely not the least visual reasoning. The test is for 150 minutes has multiple options (exactly five) and no negative marking.

How to Crack CET

Now that the CAT percentiles and calls are out, you must have an idea by now as to how you have done and what are your target institutes. You would have also decided on other exams like XAT. So this is the time for state level common entrance test (CET) as well.

* Concentrate on the movement of only one element or movement at only one corner at a time and then eliminate options.

CET Special: Visual Reasoning

CET aspirants just can't forget the fact that CET is a speed-based test. So flow of attempting questions is the most important thing in CET and reasonable speed needs to be maintained.

CAT Vs. CET

But definitely VR demands a balance between time and accuracy. Generally solving a visual reasoning question is tedious job and may take around 3 minutes per question. Multiple logics involved for different elements of the same element make job difficult and a little uncertain. And this makes CET a little difficult to crack.

All the best!!! Get cracking!!!

Games People Play: Game Theory In Life, Business, And Beyond

Games People Play: Game Theory in Life, Business, and Beyond
Course No. 1426 (24 lectures, 30 minutes/lecture)
Taught by Scott P. Stevens
James Madison University
Ph.D., The Pennsylvania State University

Ever since modern game theory—the scientific study of interactive, rational decision making—achieved prominence in the mid-20th century, it has proven instrumental in helping us understand how and why we make decisions.

Game theory plays a crucial role in our lives and provides startling insights into all endeavors in which humans cooperate or compete, including biology, computer science, politics, agriculture, and, most importantly, economics.

For example, game theory

* has become an invaluable tool for economists, underpinning the theories of five Nobel Prize winners in economics;
* helps corporate decision makers through the alternatives of complex negotiations where thousands of jobs and billions of dollars may be at stake;
* plays a crucial role in international diplomacy and military strategy, influencing the fates of nations even when that influence may well be invisible to the uninitiated; and
* provides insights into the origins of human behaviors, not only for psychologists seeking to understand why we act as we do, but also for evolutionary biologists asking how those patterns of actions—as human strategies—were handed down.

You can even see game theory at work in the interactions you engage in every day, such as an obvious "game," like buying a car, or a less obvious one, like trying to decide where to go on a Saturday night or how you ought to dress.

A basic working knowledge of this profoundly important tool can help us cut through an often confusing clutter of information—allowing us to make better decisions in our own lives or better understand the decisions facing other players in games. In Games People Play: Game Theory in Life, Business, and Beyond, award-winning Professor Scott P. Stevens of James Madison University has designed a course meant for anyone looking to gain that knowledge. In 24 insightful lectures, he presents you with the fundamentals of game theory in a manner that is both engaging and easy to understand.

Learn the Basic Games on which More Complex Interactions Are Built

Any game can be described as an interaction involving two or more players who share a common knowledge about the game's structure and make rational decisions about the strategies that will best achieve the maximum possible payoff.

But along the pathways that lead from that basic description to the far more complex games that can be built from it—from billion-dollar negotiations to nuclear confrontations—you find a fascinating collection of questions. Are decisions being made simultaneously, with players not knowing what others are doing? Or are they made sequentially, with each player's decision following another's? Are binding agreements between players possible? Is the element of chance involved? Do all players have the same information? As these questions are answered, games can take different forms, and planning a strategy requires basic analytical tools.

Professor Stevens introduces you to those tools by exploring several classic games, each involving two players who can make one of two choices. Translating them into everyday examples, Professor Stevens shows how these games occur everywhere, from casual life to business to international diplomacy:

* Chicken, derived from the game in which two drivers race toward each other to see who will swerve first. This game is one in which neither player wants to yield to the other—even when a "collision" is the worst possible outcome. In science fields such as biology, this game is known as the Hawk-Dove game.
* Stag Hunt, also know as the assurance game. This game involves making a choice between individual safety and risky cooperation. The idea behind this game—involving two hunters who must decide whether to hunt a hare alone or a stag together—was developed by the philosopher Jean-Jacques Rousseau.
* Prisoner's Dilemma, a famous situation and perhaps the most important in all of game theory. This game involves two prisoners being separately interrogated for their common crime. Each must decide whether to confess or remain silent, knowing his partner has the same choice.

If neither confesses, they each get a one-year sentence. If both confess, each gets three years. And if only one confesses, he goes free, but sends his partner away for five years.

This perplexing game, in which logic points to a strategy for each prisoner that is clearly best, yet nevertheless provides a worse outcome, surfaces repeatedly in the course, as it does in real life.

But as these lectures make clear, that isn't unusual. For the ideas that underlie game theory are everywhere, their practical applications appearing repeatedly:

* You see game theory at work in business, explaining the moves in the billion-dollar chess game between Boeing and Airbus over control of the market for medium-sized, medium-range jets.
* And you see it used in war, exploring the choices that faced U.S. and Japanese commanders as each side decided how best to deploy its weapons: the waiting force of U.S. bombers and the Japanese convoy that knew it was the bombers' target.

Meet Game Theory's Most Important Minds

Just as these lectures introduce you to game theory's most important ideas, they also introduce you to many of its most important minds:

* John von Neumann, whose 1944 book Theory of Games and Economic behavior, written with Oscar Morgenstern, made him arguably the founding father of modern game theory
* John Nash, whose story was told in the film A Beautiful Mind and whose achievements have helped make him one of the best-known game theorists
* Kenneth Arrow, whose famous "impossibility theory" proved that designing a fundamentally unflawed voting system is essentially impossible
* Barry Nalebuff and Adam Brandenberger, whose 1996 book on Co-Opetition offered modern business an innovative rethinking of the competitiveess.

Focus on Game Theory's Basic Ideas

While game theory is rooted in mathematics, this course requires nothing more than a basic understanding of how numbers operate and interact. Each lecture in Games People Play features visually rich graphics that help you grasp the simple mathematical ideas underlying this fascinating field of study. Despite the apparent complexity of game theory, Professor Stevens always makes the subject matter accessible and easy to understand.

Taught with relish and wit by a teacher as amiable and easy to understand as he is knowledgeable, Games People Play instills a new awareness of the games hidden at the core of the most complex arenas of corporate negotiations and foreign policy, as well as the most basic encounters of our daily lives.

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John Maxwell - Learning The 21 Irrefutable Laws Of Leadership -3 Dvds Complete Set

Soar beyond the mundane. You can become a better leader. You can help your team members become better leaders. The result is more motivated, better equipped, more productive, and more efficient players within your organization. Developing leaders is the main component for long-term success and growth in business today. Only with capable leadership do organizations achieve their potential.

John C. Maxwell understands the need for strong capable leaders. With Learning the 21 Irrefutable Laws of Leadership John helps you to train you and your team on how to become better, more productive leaders. Participants will discover the 21 laws that make leadership work succesfully and learn valuable techniques that will help you to improve your ability in that area.

By incorporating these laws into your life, you are certain to transform the quality of your leadership immeasurably. As you develop your people in the area of leadership, you will begin to see a positive impact on your whole organization.

* Learning the 21 Irrefutable Laws of Leadership includes: 3 DVD's - (10-15 minutes per law) containing live footage of Dr. John C. Maxwell teaching the 21 Irrefutable Laws of Leadership
* Participant Guide - includes study questions ro help your understanding of each law
* Facilitator Guide - includes helpful tools for facilitating the training sessions and questions for group discussion

DVD 1

http://rapidshare.com/files/262653970/dsfds.part01.rar
http://rapidshare.com/files/262654093/dsfds.part02.rar
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DVD 2

http://rapidshare.com/files/263382466/asbkfjgbasdf.part1.rar
http://rapidshare.com/files/263393467/asbkfjgbasdf.part2.rar
http://rapidshare.com/files/263403177/asbkfjgbasdf.part3.rar
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DVD 3

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http://rapidshare.com/files/263778300/sdafhjsadfsjdfajsdfjd.part2.rar
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Brian Tracy - Sales Techniques

Brian Tracy - Sales Techniques | 1.9 GB

1. Success is a Journey
In this inspirational tale of vision, courage and determination, you learn timeless truths and universal lessons to help you on your own personal journey.

2. Building Customer Relationships
Make more money by building and maintaining good relationships with your customers.

Successful salespeople are far better at building and maintaining high-quality relationships with their prospects and customers than average salespeople. People are 100% emotional. They decide emotionally and then justify logically. How the customer feels about you as a person will have more of an influence on what the customer decides than any other factor.

In this DVD training program you'll learn the important steps to building good relationships with your customers and others.

3. Influencing Customer behavior
Why is it that people buy or refuse to buy? Why is it that some people buy quickly, and some people take forever to buy, or never buy at all?

The more you know about how and why people do the things they do, the faster and easier it will be for you to turn prospects into customers and then to get the referrals and resales that will make you a top producer in your field.

In this session you will learn one of the most powerful influence strategies and techniques ever discovered in professional selling.

4. Negotiating the Sale
Negotiate your way to becoming the top sales professional in your field!

All of life is a negotiation. Much of your happiness and success in life is determined by how well you negotiate for what you want.

Are YOU good at it? If not, this DVD will show you essential skills and techniques to winning in all negotiations!

5. Personal Sales Planning
What is YOUR plan for accomplishing your sales goals?

Action without planning is the cause of every failure. Successful salespeople are better thinkers than average salespeople. The more accurate you are in thinking about your sales goals and the activities necessary to accomplish them, the more successful you will be.

6. The New Model of Selling
Apply a New Model of Selling that has revolutionized and transformed the careers of thousands of salespeople worldwide!

Top sales professionals are those who have changed, adjusted and adapted to the new world of selling. They treat customers differently and they see themselves differently. They recognize that sales success requires very different approaches to the customer and the market.

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