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• 1:64 Scale Premier Die-Cast Metal NASCAR Replica
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Superstars Billy Crystal, Whoopi Goldberg, and Bette Midler are just some of the big names who laugh it up in this richly funny behind-the-scenes look at the art of creating comedy! When celebrities need a hilarious punchline, they GET BRUCE! -- Bruce Vilanch, the comic writer behind Hollywood's biggest events! As the writer of the Oscars(R), the Emmys, and the Grammys award shows, laugh master Bruce is not only Hollywood's most wanted man, but he's been its best-kept secret ... until now! Featuring outrageous on-screen moments with Roseanne, Lily Tomlin, Paul Reiser, and many more, this fun film is your all-access pass t! o Tinseltown's most glittering nights ... with the man who keeps everyone looking like a star!This book will frame Generation Y (children born between 1978-1991) for corporate leaders and managers at time when the corporate world is desperate to recruit and retain worked in this age group. It will debunk dozen! s of myths, including that young employees have no sense of lo! yalty, w on't do grunt work, won't take direction, want to interact only with computers, and are only about money.

This book will make a unique contribution in four key ways:

It will disprove the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more "fun." To the contrary, Tulgan argues that the key to winning the respect of this generation, and getting the best effort out of them, is to carefully manage their expectations by never downplaying any negative aspect of a job.

He will show managers how this Generation thinks transactionally in all negotiations. For them it's about what they will do for you today and what you will do for them today, not tomorrow, not five years from today, but today.

He will explain why they have no interest in tying their futures to your corporation. But he will also make clear that they do have a well thought-out plan for themselves, one that requires th! at every job they take build up their skill sets, so they become more valuable employees for someone else--if and when you do not fulfill your end of the bargain, or drag your feet in doing so.

But most of all, it will explain to corporate leaders that for this generation their personal life comes first, so that each job they take must accommodate itself to some need defined by their personal life. Tulgan argues that until you know the personal need the job can satisfy for a potential employee, you and the applicant may be talking past each other. Those needs are so beyond the imagination of most bosses that Tulgan devotes a third of the book to explaining how they affect the job decisions of this generation.This book will frame Generation Y (children born between 1978-1991) for corporate leaders and managers at time when the corporate world is desperate to recruit and retain worked in this age group. It will debunk dozens of myths, including that young employees! have no sense of loyalty, won't do grunt work, won't take dir! ection, want to interact only with computers, and are only about money.

This book will make a unique contribution in four key ways:

It will disprove the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more "fun." To the contrary, Tulgan argues that the key to winning the respect of this generation, and getting the best effort out of them, is to carefully manage their expectations by never downplaying any negative aspect of a job.

He will show managers how this Generation thinks transactionally in all negotiations. For them it's about what they will do for you today and what you will do for them today, not tomorrow, not five years from today, but today.

He will explain why they have no interest in tying their futures to your corporation. But he will also make clear that they do have a well thought-out plan for themselves, one that requires that every job they take build up their skill sets, so they ! become more valuable employees for someone else--if and when you do not fulfill your end of the bargain, or drag your feet in doing so.

But most of all, it will explain to corporate leaders that for this generation their personal life comes first, so that each job they take must accommodate itself to some need defined by their personal life. Tulgan argues that until you know the personal need the job can satisfy for a potential employee, you and the applicant may be talking past each other. Those needs are so beyond the imagination of most bosses that Tulgan devotes a third of the book to explaining how they affect the job decisions of this generation.Each exciting car has real rubber tires, detailed interior, and a custom crafted, die cut collector card.

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