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This book continues the tradition of providing a concise, accessible, and generously illustrated refresher for both novice and experienced clinicians. It contains thoroughly revised chapters and dozens of new richly colored illustrations, which make it much easier to follow the technique and better appreciate the anatomy. This fifth edition now includes robotic techniques for each relevant chapter. All the existing chapters have been updated to reflect current surgical approaches and instrumentation as well as a section on anatomical complications. Three new chapters on sports hernia, ablative techniques for venous disease, and on the kidney and ureter have also been added to help surgeons learn more about these structures. The fifth edition of Surgical Anatomy and Technique: A Pocket Manual provides the gold standard in correlating clear, practical anatomy with the correct technique in the pursuit of the best possible patient outcomes and remains a "must have" for every resident and general surgeon.
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Opening the Great Depths is the story of the Trieste, its officers and sailors, and the civilians, often told in their own words, documenting for the first time the earliest years of humanity's probing into Earth's final frontier.
Bathyscaphe --- Underwater exploration --- Explorers --- History --- Piccard, Jacques. --- Trieste (Bathyscaphe) --- History.
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To understand leadership, it is necessary to understand the purpose of an organization. Organizations are hierarchies with leaders at the top. Why do we have leaders instead of an algorithm making decisions? The theory of the firm recognizes benefits to centralizing authority but these organizational benefits from hierarchy have not been clearly separated from the specific contributions of leaders. Leadership is the ability to successfully manage transaction costs of an organization. Prominent amongst organizational transaction costs are agency and coordination costs. The balance between these two types of costs depends on the purpose of the organization. We hypothesize that changing leaders is likely to have a larger effect within organizations with relatively lower scope or scale of purpose because of the way in which decision rights tend to be relatively concentrated in such organizations. We test our hypotheses with data on NFL coaches, and deans of business and law schools.
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