Tony Williams – författare

In this comprehensive portrait of horror's definitive director, Tony Williams ties George A. Romero's films to the development of literary naturalism and American culture, expanding the artist's creative footprint beyond his mastery of the "splatter movie" genre. Williams locates Romero's influences in the work of Emile Zola, the Entertainment Comics of the 1950s, and the novels of Stephen King, revealing the interdisciplinary depth of his seminal films Night of the Living Dead (1968), Creepshow (1982), Monkey Shines (1988), and The Dark Half (1992). For this second edition, Williams reads Romero's Bruiser (2000) against his more recent Land of the Dead (2005) and takes a fresh look at Diary of the Dead (2007) and Survival of the Dead (2009), two overlooked films that feature Romero's greatest achievements yet.

In this comprehensive portrait of horror's definitive director, Tony Williams ties George A. Romero's films to the development of literary naturalism and American culture, expanding the artist's creative footprint beyond his mastery of the "splatter movie" genre. Williams locates Romero's influences in the work of Emile Zola, the Entertainment Comics of the 1950s, and the novels of Stephen King, revealing the interdisciplinary depth of his seminal films Night of the Living Dead (1968), Creepshow (1982), Monkey Shines (1988), and The Dark Half (1992). For this second edition, Williams reads Romero's Bruiser (2000) against his more recent Land of the Dead (2005) and takes a fresh look at Diary of the Dead (2007) and Survival of the Dead (2009), two overlooked films that feature Romero's greatest achievements yet.

The Cinema of George A. Romero: Knight of the Living Dead is the first in-depth study in English of the career of this foremost auteur working at the margins of the Hollywood mainstream in the horror genre. In placing Romero's oeuvre in the context of literary naturalism, the book explores the relevance of the director's films within American cultural traditions and thus explains the potency of such work beyond 'splatter movie' models. The author explores the roots of naturalism in the work of Emile Zola and traces this through to the EC Comics of the 1950s and on to the work of Stephen King. In so doing, the book illuminates the importance of seminal Romero texts such as Night of the Living Dead (1968), Creepshow (1982), Monkey Shines (1988), The Dark Half (1992). This study also includes full coverage of Romero's latest feature, Bruiser (2000), as well as his screenplays and teleplays.

An efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland's experience of introducing HR shared services, providing a unique insight into the reality of this new way of working.

HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also highlight ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors seeking to define their role and future aims, for those new to the function on the challenges they will face, and for senior executives on what they should expect the added value to be from their HR function.

Now in a revised edition, this book is the only published study devoted to Larry Cohen and his significance as a great American filmmaker. The first edition is long out of print and often sought after. This edition covers all the director's films, television work and screenplays, and contains an updated interview with the director as well as interviews with his colleagues Janelle Webb Cohen, Michael Moriarty and James Dixon. The filmography and bibliography are also updated.

As global cinema becomes increasingly difficult to distinguish, characterizations of horror films from various geographical and cultural locations seem more fluid and transitional than ever before. However, this does not mean denying the existence of national features that affect and are reflected in horror films, whether from an artistic or a reception standpoint. Horror is one of the most studied genres in cinema, yet none of the many books on the subject focus on films or traditions outside the United States or the United Kingdom. While Italian, Japanese, Mexican, German, and Hong Kong horror films have received a modicum of critical recognition, the areas of Egyptian, Romanian, Belgian, Dutch, New Zealand, and Thai horror all still need - in fact, demand - some attention. Horror International seeks to rectify this by giving the global perspectives and cross-cultural dynamics of world horror cinema its due. This groundbreaking collection of eighteen original essays examine a myriad of films, showing how each draws from Hollywood horror conventions and also local cinematic traditions, local folklore, and national historical and cultural concerns. The production, marketing, and reception of various national cinemas are also addressed, demonstrating how these films are understood by different audiences worldwide. This in turn sheds new light on the original cultural production of many works and their subsequent ""translations"" and meanings in different national contexts. The diverse and highly informative essays in Horror International will engross both scholars and fans of horror films and finally illuminate the distinct multicultural factors of this exciting cinematic genre.

HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also highlight ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors seeking to define their role and future aims, for those new to the function on the challenges they will face, and for senior executives on what they should expect the added value to be from their HR function.

The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams's Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore.

An efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland's experience of introducing HR shared services, providing a unique insight into the reality of this new way of working.

HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also highlight ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors seeking to define their role and future aims, for those new to the function on the challenges they will face, and for senior executives on what they should expect the added value to be from their HR function.

HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also highlight ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors seeking to define their role and future aims, for those new to the function on the challenges they will face, and for senior executives on what they should expect the added value to be from their HR function.

An efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland''s experience of introducing HR shared services, providing a unique insight into the reality of this new way of working.

An efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland''s experience of introducing HR shared services, providing a unique insight into the reality of this new way of working.

The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams''s Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore.

The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams''s Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore.

The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams's Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore.

This fifth edition of Rugby Skills, Tactics and Rules has earned a reputation as the best book for learning the fundamental skills of rugby union.It provides an attractive, easy-to-read and straightforward discussion of the key components of the game, from player positions and tactics to different kinds of set plays, passes and moves. This great-looking book cuts through the jargon and tells coaches and players what they really need to know. Key features include:- Colour photos of top players from around the world- Sections on the tactics and strategies needed to win the game, including the basic skills of running, passing and tackling- Specially created diagrams to explain critical aspects of moves and tactics- Drill variations- A user-friendly glossaryThis is essential reading for anyone looking to get the most from their game.

The first comprehensive collection on the subject of Hong Kong neo-noir cinema, this book examines the way Hong Kong has developed its own unique and culturally specific version of the neo-noir genre, while at the same time drawing on and adapting existing international noir cinemas. With a range of contributions from established and emerging scholars, this book illuminates the origins of Hong Kong neo-noir, its styles and contemporary manifestations, and its connection to mainland China. Case studies include classics such as The Wild Wild Rose (1960) and more recent films like Full Alert (1997) and Exiled (2007), as well as an in-depth look at the careers of iconic figures like Johnnie To and Jackie Chan. By examining at its past and its contemporary development, Hong Kong Neo-Noir also points towards the genre’s possible future development.

The first comprehensive collection on the subject of Hong Kong neo-noir cinemaThe first comprehensive collection on Hong Kong neo-noir cinema, this book examines the way Hong Kong has developed its own unique version of noir since the late 1940s, while drawing upon and enriching global neo-noir cinemas. With a range of contributions from established and emerging scholars, this book illuminates the origins of Hong Kong neo-noir, its styles and contemporary manifestations, and its connection to mainland China before and after the 1997 Handover.Case studies include classics such as 'The Wild, Wild Rose' (1960) and more recent films like 'Full Alert' (1997), 'Exiled' (2007) and 'Shinjuku Incident' (2008). It provides a fresh look at the careers of iconic figures Johnnie To, Jackie Chan and Fruit Chan. By examining the films of emigre Shanghai directors, the cool women killers, the hybrids and noir cityscapes, 'Hong Kong Neo-Noir' explores the complex connections between a vibrant cinema and global noir.ContributorsAdam Bingham, Edge Hill UniversityJinhee Choi, King's College LondonDavid Desser, University of IllinoisKenneth E. Hall, East Tennessee State UniversityLaw Kar, Hong Kong Film ArchiveKwai-Cheung Lo, Hong Kong Baptist UniversityGina Marchetti, University of Hong KongLisa Odham Stokes, Seminole State College in Central FloridaJulian Stringer, University of NottinghamKristof Van den Troost, Chinese University of Hong KongTony Williams, Southern Illinois University, CarbondaleEsther C. M. Yau, University of Hong Kong

TONY WILLIAMS has successfully used thismethod of language learning in several schools and colleges.Students listen to the CD, then follow the teacher line by line, then take a role (Speaker A or B), change over, and then half the class takes a role and practises!

The award-winning, smash Broadway hit, Hamilton: An American Musical,continues to captivate sold-out audiences and has sparked unprecedented interest in its historical protagonist. In Hamilton: An American Biography, Tony Williams provides readers with a concise biography that traces the events and values that enabled Hamilton to rise from his youth as a dispossessed orphan to Revolutionary War hero and Founding Father, a life uniquely shaped by America and who, in turn, contributed to the creation of the American regime of liberty and self-government. He was one of key leaders in the American Revolution, a chief architect of America’s constitutional order of self-government, and the key figure in Washington’s administration creating the institutions that governed America. Williams expertly weaves together biography with historical events to place Hamilton as one of the most important founding fathers.For readers just discovering Hamilton for the first time or those with an insatiable appetite for books on the Founders and the American Founding, Hamilton: An American Biography will shed new light on this American icon now experiencing a remarkable second act.