Download Ebook MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice)

Download Ebook MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice)

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MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice)

Download Ebook MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice)

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About the Author

Bryan Schnedeker is Next Step Test Prep’s Vice President for Content. He manages all of our MCAT instructors nationally and counsels hundreds of MCAT students when they begin our tutoring process. He has over a decade of MCAT teaching and tutoring experience (starting at one of the big prep course companies before joining our team). He has attended both medical school and law school and has scored a 525 on the MCAT. Bryan has worked with thousands of MCAT students over the years and specializes in helping students looking to achieve elite scores.

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Product details

Series: More MCAT Practice

Paperback: 606 pages

Publisher: Next Step Test Preparation Publishing; Third Edition, Third edition edition (September 1, 2016)

Language: English

ISBN-10: 1944935053

ISBN-13: 978-1944935054

Product Dimensions:

8.5 x 1.4 x 11 inches

Shipping Weight: 3.6 pounds (View shipping rates and policies)

Average Customer Review:

3.1 out of 5 stars

12 customer reviews

Amazon Best Sellers Rank:

#472,863 in Books (See Top 100 in Books)

The book seems highlyrushed. It has many mistakes, particularly in the answers/explanations. It is extremely comprehensive, but a little editing goes a long way-- particularly in making a company more reliable. Some mistakes can call into question the integrity of the entire book. However, I will say, for 37$, 2000 questions is very fair, and if you are weak in any particular section and require extra practice, then it is worth (especially if you're low on MCAT funds). The book does seem to cover all of the potential topic (perhaps to the point where it covers extraneous info-- but sometimes more is actually better). All in all, its OKAY, if you need practice in certain areas, and want tons of decent problems. Seriously-- to the editor, a little goes a long way.

Ultimately, this is a good book. It covers a lot and provides useful application for the concepts one needs to know for the MCAT. Additionally, this book gives thorough explanations for most questions, and usually goes over why the right answer is correct and the wrong answers incorrect.This book, however, is not without some flaws (i.e., some answer choices are incorrect despite what the "Answers" section says), so I had to critically assess nearly every answer explanation simply to be safe. If you engage in a thorough review of MCAT concepts prior to using this book, you may find yourself confused if some of the answers or explanations are incorrect, or if there is a typo here and there on units (e.g., answer choices expressed in in^3 when they were meant to be expressed in m^3, or "mg" is written where "mol" is meant). I would give this a three-star review, but ironically, because some answers and units were wrong, to name only a couple things, I found myself thinking critically through my entire review of this book, which is a necessary skill given you will have to evaluate all information you're given on the MCAT and beyond.

Only gave this one less star because the chemistry section is labeled as physiology instead! I thought I was missing a whole part of the book!

Book contains many errors in answers/explanations, especially in the gen chem section. Which is not good for someone who actually needs the help in getting to the correct answer. Makes me question the worth of all next step products.

I like the questions, I read them when am tired of reading and doing passages. Also I think this question book will be most helpful as a pre-MCAT review material. Something to study before you really start studying for the MCAT.

The questions seemed great at first but as everyone else has said, there are typos and mistakes throughout. My biggest complaint is that I have over 40 pages missing from my book. Page numbers jumped and then the same group of pages was duplicated. I haven't seen any other complaints similar so maybe I just got a faulty book?

I am utilizing this book as an addition to my MCAT Prep for additional questions and I love Next Step. I also use their Chemistry and Physics timed question review as well and the questions are very helpful.

good questions but has no passages, only good for review not practice for MCAT

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MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice) PDF

MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice) PDF

MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice) PDF

MCAT QBook: Over 2,000 Questions Covering Every MCAT Science Topic (More MCAT Practice) PDF

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Free Ebook , by Kenny Okutani

Free Ebook , by Kenny Okutani

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Product details

File Size: 1563 KB

Print Length: 21 pages

Publisher: 6000 Miles Inc (October 15, 2011)

Publication Date: October 15, 2011

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B005W7BM30

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Ebook Execution: The Discipline of Getting Things Done, by Larry Bossidy Ram Charan

Ebook Execution: The Discipline of Getting Things Done, by Larry Bossidy Ram Charan

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Execution: The Discipline of Getting Things Done, by Larry Bossidy Ram Charan

Ebook Execution: The Discipline of Getting Things Done, by Larry Bossidy Ram Charan

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Amazon.com Review

Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute. Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum

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From Library Journal

Bossidy, an award-winning executive at General Electric and Allied Signal, came out of retirement to tend to Honeywell (and bring it back to prominence) after it failed to merge with General Electric. Charan has taught at Harvard and Kellogg Business Schools. Collaborating with editor and writer Burck, they present the viewpoint that execution (that is, linking a company's people, strategy, and operations) is what will determine success in today's business world. Bossidy and Charan aver that execution is a discipline integral to strategy, that it is the major job of any business leader hoping not just to be a success but to dominate a market, and that it is a core element of corporate culture. Details of both successful and unsuccessful executions at corporations such as Dell, Johnson & Johnson, and Xerox, to name a few, support not only their how-to method for bringing execution to the forefront but also the need for it. Each author addresses specific topics in paragraphs that begin with either "Larry" or "Ram," and this easy style adds to the appeal of a very readable book. Recommended for academic and public libraries.Steven J. Mayover, PhiladelphiaCopyright 2002 Reed Business Information, Inc.

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Product details

Series: later printing-no edition stated

Hardcover: 288 pages

Publisher: Crown Business; 1 edition (June 4, 2002)

ISBN-10: 0609610570

ASIN: B0026IBWYW

Product Dimensions:

5.8 x 1 x 9.5 inches

Shipping Weight: 1 pounds (View shipping rates and policies)

Average Customer Review:

4.2 out of 5 stars

422 customer reviews

Amazon Best Sellers Rank:

#250,720 in Books (See Top 100 in Books)

I try to be very fair to business books, but I didn't even finish reading this one because it was so elementary and ridiculous. I almost vomited after reading the words "execute" and "execution" a hundred times in the first chapter.This is one of many books written by formerly successful business people who feel the need (for posterity and/or outright arrogance) to take a five-page concept and spread it out over a few hundred pages.If you can master this simple principle, you don't need to read this book: Once you have a great plan or idea, you need to implement it effectively. To not effectively implement your great plan or idea, is a waste of a good plan or idea.That's it folks. The rest of this book is double-talk and business "war stories". The rest of the book is so pointless, you'd be better off spending the time with your family, or reading a different book.

This is severely dated at this point, and their knowledge of how IBM was run under Sam Palmisano is woefully incorrect. If you can ignore the first 3rd of the book, the other two thirds focusing on strategy and people processes are great. They all have to be in sync to move forward, but gone are the days of the line manager being pushed down from above to make all the decisions, instead it is up to the players to make the decisions.

For the Christmas Holidays, as we were packing the ski stuff from the basement before we left to VT, I chanced upon some books lying there, and noticed the one titled 'Execution,' by Larry Bossidy and Ram Charan which I had bought almost 8 years ago but never got around to reading it. On a whim, I decided to take it with me and ended up reading it through these holidays.A quick caveat to put aside. I do wish folks would not use company names as examples in books. The original one of these, "In Search of Excellence" by Tom Peters did that. So did Jim Collins in "Good to Great". And this book does it too. What happens is that the authors use some company as an example to cite either a good or a bad practice. And a decade has passed and things have changed (perhaps 180 degrees). And that induces a chuckle in addition to both dating the book and casting doubt on the claim.However, at least for this book, 'Execution', the above is only a caveat, since I found the book quite meaningful. The reason I perhaps did not read it when I first bought it many years ago is that it felt genuinely elementary. I was at the peak of my strategy work and when you are working on projects that are either reshaping a company or positioning oneself in new markets, the discipline of execution seems not only boring, but downright waste of time (not the importance of it mind you, but rather spending time thinking or reading about it).However, now that I have moved on from the strategy function myself and am in a line management role with accountability for business results and accountability for a team and partner-relationships to deliver those results, I view this book in an entirely new light!To share a personal reaction as I read this book ( a feeling I have not had since when I sat for my twelfth grade board examination!) - when I thought about implementing the ideas that Larry and Ram were talking about in their book on Tuesday morning Jan 2nd when I return to work, my stomach tightens into a knot! The level of sustained focus, discipline, follow through, attention to detail they expect in execution is non-trivial to say the least. Again, conceptually easy to grasp; but quite daunting if one thinks about putting them into real practice on a sustained basis throughout an organization!Very briefly, they touch upon the strategic, people and operational processes as three core processes that are building blocks for execution and show how the three are related to each other. And through their experience and examples demonstrate how to implement each of these effectively. One particular insight that I liked that Larry made in particular was, 'just because an executive is good in her current job, does not mean she is ready or capable for the next'. Which is similar to what our Chairman says, "do the job you have been assigned, not your previous one."Of course with a background in engineering (and manufacturing to boot), this whole notion of execution and organizing to execute is not alien to me at all. And in reality, my immersion for a long time in strategic work was what I needed to be more lithe in my thinking. However executing by one self or with a small team in a localized way on a specific deterministic engineering problem is one challenge. But to do the same with large revenues and large teams at stake and working through your teams through other teams with high week-to-week dependence on market conditions is another challenge.This timely book was very worthwhile spending time with. Dated examples notwithstanding, one of the more immediately useful and relevant books in the business genre that I have read in a long time.

Bossidy and Charan dive into the critical gap of getting things done in this management classic. Focused on execution, the authors discuss the critical components for leadership within an execution/get stuff done environment. Pointing out the failures of hands off management, ivory tower thinking and micromanagement, the emphasis is on those critical elements that combine the what needs to be done and who needs to do it to execute on a business strategy or operational plan.The critical linking of strategy, operations and people is the role of the business leader, and in order to accomplish that critical mission, the leader must be meaningfully involved in those three elements - not micromanaging them, but leading them to efficient execution. The leader's most important job is the selection and appraising of the people in the organization, and this element should consume the bulk of their efforts and should never be delegated. The leader must embrace this role and thrive in it to ensure proper execution of the strategy and operations.The combination of people and strategy lead to an operating plan, in which the execution takes place. This plan needs to be realistic, ambitious, resourced, specific and accountable. The authors note that this piece is often the art that falls short - where the operating plan is divorced from the strategy and people - and the execution suffers.The book has critical questions and suggestions for the leader, and provides a platform for thought that is focused on getting things done rather than just the what and who theory of planning. An important read.

Projects fail on execution.Execution is the difference between success and just trying.Typically, companies and individuals don't know how to execute.A well-executed book about execution. Loved it.

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