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Test Number : C4090-971
Test name : IBM Enterprise Storage Technical uphold V4
Vendor name : IBM
: 55 Dumps Questions

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IBM Enterprise Storage Technical uphold V4 book

constructing the system/360 Mainframe pretty much Destroyed IBM | C4090-971 Dumps and real exam Questions with VCE rehearse Test

by James W. Cortada

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The IBM System/360 picture: ticket Richards/desktop legacy Museum IBM spent US $5 billion to construct the gadget/360, introduced in 1964. These 9-tune magnetic tape drives had been among the S/360’s 150-product line.

a brief listing of probably the most transformative items of the previous century and a half would consist of the lightbulb, Ford’s model T—and the IBM gadget/360. This mainframe sequence always modified the computer industry and revolutionized how corporations and governments labored, enhancing productivity and making countless new tasks viable.

in the years main up to its 7 April 1964 launch, youngsters, the 360 become one of the scariest dramas in American business. It took a virtually fanatical dedication in any respect levels of IBM to bring on this fantastic collection of machines and utility. while the technological improvements that went into the S/360 gain been important, how they gain been created and deployed bordered on disaster. The company skilled what science policy skilled Keith Pavitt called “tribal conflict”: americans clashing and collaborating in a abruptly becoming enterprise with unstable, and in some situations unknown, technologies, as skepticism and ambiguity dogged every bit of of the protagonists.

subsequently, IBM become great and different sufficient in skill, staffing, financing, and materiel to prevail. In an almost entrepreneurial trend, it took capabilities of emerging applied sciences, no matter number where they gain been determined in the business. In hindsight, it gave the imprint a slovenly and unwell-advised pastime, chaotic in execution and yet brilliantly a hit. They reside in an age that celebrates innovation, so examining situations of how innovation is done can only illuminate their figuring out of the system.

by the conclusion of the Fifties, computing device clients faced a reputedly intractable difficulty. Had it no longer been solved, it will gain averted computer systems from becoming common, and any thoughts of residing in an suggestions Age would were fiction.

IBM 1401 image: IBM The S/360 became designed to change IBM’s 1401 mainframe, which became regularly occurring but couldn’t live increased or upgraded.

organizations gain been acquiring computer systems in awesome numbers, automating lots of the brokendown punch card operations and doing more with facts processing. The popularity of the IBM 1401 illustrates the rapidly adoption of computing. Over 12,000 of these techniques had been offered from their introduction in 1959 to 1971, when IBM retired the road.

With the 1401 so dominating the desktop company, any complications with it gain been severe. considered one of them was that the 1401 changed into too small.

clients discovered these machines so advantageous that they saved piling greater toil on them, reaching the equipment’s ability. They then had three alternate options: stream to a bigger IBM gadget, comparable to an IBM 7000, installation a competitor’s system, or acquire more 1401s. nothing of those options changed into pleasing. To alternate to a bigger device required rewriting application, because the brokendown software would now not toil on a discrete character of computer. The can suffuse of rewriting may comfortably exceed the economic benefits of touching to a bigger computing device. Such a metamorphosis furthermore called for retraining team of workers or hiring new staff accustomed with the new system. adding extra units of the identical system become equally unattractive as a result of each and every unit required reproduction team of workers, machine, and renovation of hardware and software. consumers desired techniques that gain been “upgradable” or “appropriate,” such that as their needs grew, they might herald bigger machines however soundless bustle the equal utility and peripheral machine. in the 1950s and early Nineteen Sixties, it became a desire, and for providers an aspiration.

IBM had worse issues than its shoppers did. The 1401s gain been proving so measure that engineers in Endicott, N.Y., which had developed the gadget, resisted attempts via their counterparts in Poughkeepsie to construct better computers, resulting in growing to live contention between both agencies. As one engineer recalled, “So inordinate changed into it that occasionally it seemed to exceed the contention with external competitors.” programs made via Poughkeepsie would no longer bustle programs written for the 1400 series. valued clientele keen to circulation from the smaller 1400s to the greater Poughkeepsie machines position expanding drive on IBM to give compatibility. Senior administration had to cope with the fees of sustaining R&D for a half-dozen incompatible product strains and working towards IBMers to sell and maintain so many systems.

Consensus grew that IBM vital to procure down to one gadget to simplify construction, reduce the can suffuse of R&D, and live more competitive in opposition t a becoming array of rivals. If valued clientele needed to upgrade in the early Nineteen Sixties, they might just as comfortably tide to a competitor’s desktop, on account that they would gain to rewrite their application anyway.

The vigour of compatibility turned into confirmed in the tumble of 1960, when IBM brought the extra effective 1410 to change the 1401. application and peripheral device for the 1401 labored with the more accurate laptop. purchasers and IBM sales cherished that fact. Poughkeepsie’s engineers had been near completing toil on a set of four computers widespread as the 8000s that gain been suitable with the 7000s.

T. Vincent Learson photograph: IBM To procure the S/360 off the ground, T. Vincent Learson compelled engineering factions inside IBM to cooperate.

T. Vincent Learson—known as Vin or T.V.—was in suffuse of future product evolution as the vice president of producing and construction. A talented problem solver, he knew he needed to circulate immediately to spoil down the contention between Endicott and Poughkeepsie. IBM’s CEO at the time, Thomas J. Watson Jr., later described what happened: “He did it by means of making expend of a management approach referred to as ‘abrasive interaction.’ This aptitude forcing individuals to swap sides: taking the privilege engineer from the small-laptop division and making him boss of the most advantageous evolution team within the large-computing device division. a lot of people view this made about as a profitable deal sense as electing Khrushchev president.”

Learson replaced the Poughkeepsie supervisor in can suffuse of the 8000 mission with Bob O. Evans, who had served as the engineering manager for the 1401 and 1410. Evans liked compatibility throughout every bit of future products. After 90 days in his new function, Evans suggested that toil on the 8000s live stopped and that both websites commence working “to boost a total cohesive product line.” He additionally proposed a bold new ground technology for every bit of future programs, referred to as solid common sense know-how (SLT), to compose IBM’s machines more aggressive.

Frederick P. Brooks Jr., who led the design team for the 8000, fought again. Evans and Brooks had been ambitious opponents. both engineers both had years of savor working engineering and product structure activities at IBM, and they gain been articulate and enormously revered with the aid of their staffs and senior administration. Brooks was now not as tall rating as Evans, so Learson introduced in Jerrier A. Haddad, who had spent the outdated two years in cost of the advanced Engineering structure Division, to survey at the proposed strategies of Evans and Brooks. Haddad recommended going with Evans’s ideas, and Learson killed the 8000 venture in may furthermore 1961.

Bob Evans automatically asked Brooks to Strengthen the plot for a commandeer household of computers. Brooks was flabbergasted, but he accepted, and with that both engineering communities stopped feuding and commenced taking part. there gain been soundless opponents within the business, however no remember—the trajectory towards a measure device had been set.

From left: Bob O. Evans, Frederik P. Brooks Jr., and Jerrier A. Haddad. pictures: IBM Bob O. Evans [left] recommended killing IBM’s better 8000 mainframe in want of a brand new line of suitable computers. Frederick P. Brooks Jr. [middle], who led the 8000’s design, objected, however Jerrier A. Haddad [right] sided with Evans. Evans then asked Brooks to toil on the brand new line, which grew to live the S/360.

Learson furthermore assigned John W. Haanstra, president of the everyday products Division, which produced the 1400s, to chair an internal stint obligate referred to as unfold (for techniques Programming, research, Engineering, and building), with Evans as vice chair. Brooks later joined the project drive. In December 1961, the group introduced its technical strategies.

Their document referred to as for five suitable computers, labeled processors (defined as the desktop, its memory, and channels to hook up with peripheral equipment). The software and peripherals for one processor had been to toil with every bit of different processors. The plot known as for the usage of uninterested hardware and application interfaces between computer systems and peripherals, reminiscent of between disk drives and tape drives connecting to computer systems, in order that the peripherals did not need to live swapped out when a brand new processor became position in. The ideas grew to become the basis for the gadget/360.

as a result of so a profitable deal can live new, the processors would not live suitable with IBM’s present items. That turned into an totally critical point. customers relocating to the brand new IBM machines would should rewrite current application only once to procure on the path of the new device.

Then, IBM acquired a lucky damage. As one engineer wrote, “practically miraculously [Evans’s] imaginative and prescient of the new product line became saved via a last-minute technical accomplishment. In mid-1963, engineers within the Poughkeepsie and Endicott laboratories had begun exploring the random of adding special microcode to the control shops of computers to enhance their performance when simulating past IBM computers.” This feature would enable 1401 utility to bustle within the two smaller models of the proposed new gadget, most effective quicker. revenue obtained on board, and its executives began pressuring R&D and manufacturing administration for early introduction of the new processors.

Watson identified what become at stake, as he recalled in his memoirs:

From the dawn they confronted two risks, both of which was satisfactory to retain us conscious at evening. First there turned into the assignment of coordinating the hardware and software design toil for the new line. They had engineering teams every bit of over the position the united states and Europe working simultaneously on six new processors and dozens of accurate peripherals…but in the conclusion every bit of of this hardware would need to plug collectively. The utility was an even bigger hurdle still. in order for equipment/360 to gain a measure personality, tons of of programmers needed to write thousands and thousands of lines of laptop code. no one had ever tackled that complicated a programming job, and the engineers were below exquisite pressure to procure it performed.

A 2nd set of issues involved manufacturing the digital add-ons for the new methods. The electronics industry turned into dawn to toil on integrated circuits, and the new computers gain been going to live crammed with these new accessories. To live independent, IBM had to compose its personal. It proved to live an expensive proposition.

eventually, the company management committee, together with Watson and the board of directors, sucked in a deep breath and accredited the spread strategies. IBM became off to the races within the wildest trip of its background.

IBM couldn't cover what was happening. New personnel flocked to Endicott, Poughkeepsie, and other labs and plant life. customers heard rumors, the laptop press changed into speculating, and executives at GE, Honeywell, Sperry Univac, and somewhere else had been trying to matter on what IBM would do.

At IBM, no person seemed satisfied with evolution on the brand new system. Engineering, manufacturing, earnings, and corporate cadaver of workers had been in many situations working one hundred-hour weeks. Engineers moved cots into their workplaces. When Watson stopped in to observe how programming changed into going, an engineer yelled at him to procure out so he may work. The chairman of IBM beat a hasty retreat.

Left,  note in  grandiose Central terminal announcing train to   entangle reporters to Poughkeepsie for the 360 press event. Right, Thoma J. Watson Jr. photographs: IBM On 7 April 1964, a train from manhattan metropolis’s grandiose central Terminal shuttled journalists to Poughkeepsie, where IBM chairman Thomas J. Watson Jr. officially unveiled the equipment/360.

it every bit of grew to become public at midday jap time in the u.s. on 7 April 1964. Over a hundred,000 customers, reporters, and technologists met in one hundred sixty five U.S. cities, whereas others gathered round internationally the next few days to listen to the information. As Watson declared at a press conference in Poughkeepsie, it become “essentially the most critical product announcement in the company’s history.”

IBM 2311 disk drive photograph: ticket Richards/computing device legacy Museum among the system/360’s 44 peripherals was the 2311 disk storage power. each and every removable disk pack kept 7.25 megabytes.

On that day, IBM brought a intellect-boggling a hundred and fifty new products: 6 computer systems; 44 peripherals, including tape drives, disk drives, printers, and wield units; and a engage to deliver the software imperative to compose every thing toil collectively. the clicking packet was an inch thick, and manuals describing the entire machines, components, application, and their installation and operation filled more than 50 linear ft.

The principal office of the equipment/360 turned into, of course, its compatibility. A growing to live data core could set up a little 360 laptop and later upgrade to a larger one without rewriting application or changing peripheral machine. as soon as accustomed with the gadget, one did not gain to live trained a pretty profitable deal more to tackle an upgrade. The name 360 become chosen to imply the view of 360 degrees, covering every thing.

in the first month following the S/360 announcement, customers global ordered over a hundred,000 programs. to position that quantity in standpoint, in that equal yr within the united kingdom, every bit of of Western Europe, the united states, and Japan, there were rather more than 20,000 computers of any contour installed. the primary deliveries of the smaller machines had been promised for the third quarter of 1965, and deliveries of the bigger ones in the first quarter of 1966. The prolong between announcement and shipping date gave valued clientele time to near to a decision which models to acquire, procure them authorised and budgeted, plot on where to apartment them, coach team of workers, comprehensive software remediation, and so on. With the April announcement, IBM purchased itself two years to compose respectable on its guarantees and knock rivals again on their heels.

From 7 April to when the traffic started delivering machines to consumers, IBM entered the most dangerous, extreme, and challenging epoch of its historical past. The traffic spent US $5 billion (about $forty billion today) to strengthen the equipment/360, which on the time turned into greater than IBM made in a year, and it will eventually hire more than 70,000 new employees. every IBMer believed that failure conjectural the dying of IBM.

As Watson later recalled, “not every bit of the device on screen [on 7 April] turned into precise; some devices had been just mockups manufactured from wood. They defined that to their guests, so there turned into no deception. however become a perilous cutting of corners—no longer the manner I suppose company must live performed—and an uncomfortable reminder to me of how some distance they had to proceed earlier than they could name the application a hit.”

Watson assigned his brother, Arthur, to manage engineering and manufacturing going ahead. Learson would bustle earnings for the new gadget, “twisting the tails of their salesmen.” Tom Watson Jr. thought Learson had the greater difficult project. The possibility of valued clientele converting to someone else’s machines as opposed to to the S/360 drastically involved Watson.

Manufacturing in Poughkeepsie photograph: IBM IBM promised to start supplying the first S/360 machines in the third quarter of 1965. creation issues emerged presently.

as the variety of orders for the S/360 saved expanding, manufacturing was asked in 1965 to double production. One construction supervisor referred to it couldn't live completed and become changed. best declined. one of the digital circuits within an SLT, for example, gain been not comprehensive, so electrons could not proceed where they gain been conjectural to. by means of the conclusion of the yr, the nice control branch had impounded 25 percent of every bit of SLT modules, bringing production to a halt.

System 360 SLT held within a few fingers. image: IBM With the S/360, IBM delivered its tough common sense know-how (SLT), a precursor to built-in circuits. Doubling the production of the S/360 in 1965 ended in defects in a quarter of the SLT modules.

After the problems gain been solved, manufacturing proceeded in 1966, resulting in ninety million SLT modules convey produced, in comparison to just 36 million the outdated yr. IBM opened a new plant in East Fishkill, simply south of Poughkeepsie, which made extra semiconductor gadgets than every bit of different producers global combined. construction additionally expanded to new facilities in Burlington, Vt., and in Corbeil-Essonnes, France.

To procure to the bottom of manufacturing issues with the ferrite-core recollections, IBM installation a plant in Boulder, Colo., in 1965. however it took the craftsmanship of workers in Japan to procure the construction of reminiscences up to the mandatory quantities and pleasant.

IBM System 360 ferrite-core memory. photograph: ticket Richards/laptop background Museum The S/360’s ferrite-core reminiscence additionally proved extraordinarily difficult to fabricate. This aircraft includes 1,536 reminiscence cores.

As manufacturing grew to live a world effort, new complications arose in coordinating actions and fabricating machines. Arthur Watson had some event managing IBM’s little factories outdoor the USA but nothing with resolving engineering complications, let alone huge international complications in construction and manufacturing. He was out of his league, and his brother challenged him to resolve the problems. in the meantime, Learson and his income teams desired further improvements to the product line. family members between Learson and Arthur fully deteriorated. In October 1964, IBM announced gigantic delays in shipping items.

Tom removed Arthur from his job and grew to become over his duties to Learson, who in turn introduced in four engineering managers to punch in the course of the issues. Nicknamed the “4 horsemen,” they'd full authority worldwide for getting the S/360 manufactured and dropped at purchasers. Their assortment of complications, one of the managers illustrious later, was “an absolute nightmare,” “a gray blur of 24-hour days, seven days a week—by no means being home.” And yet, in 5 months, they'd worked out satisfactory of the problems to start assembly dawn dates. In January 1966, Learson grew to live president of IBM.

The “four horseman” were Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra. photos: IBM dealing with unacceptable production delays, Learson brought in [left to right] Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra, who sorted out manufacturing complications worldwide and acquired the S/360 lower back on course.

Arthur was shunted into the office of vice president. His career changed into damaged, and he retired in 1970. In his memoirs, Tom Watson Jr. admitted to being in a virtually eternal panic from 1964 to 1966 and deeply regretted his remedy of Arthur. “I felt nothing however shame and frustrations at the manner I’d treated him…. as it became, they remade the computer industry with the device/360, and objectively it become the most commandeer triumph of my traffic career. however every time I issue again on it, I feel about my brother I injured.”

software complications additionally slowed production of the 360. The utility structure team of workers become described as being in “disarray” as early as 1963. The operating equipment, referred to as OS/360, struggled to bustle more than one job at a time, which changed into measure to creating the S/360 quick and productive. other complications surfaced with telecommunications and with application courses. Programming capitalize grew to become one other contentious problem.

Fred Brooks volunteered to aid, and IBM introduced 1,000 people to the operating device assignment, costing the traffic greater for application in three hundred and sixty five days than had been deliberate for the complete construction of the S/360 system. however throwing greater programmers at the mission did not assist. in line with the S/360 journey, Brooks would later expand on that theme in the legendary Man-Month (Addison-Wesley, 1975), nevertheless probably the most most generally study books on computing. The software would entangle years to comprehensive, however in the cease it labored smartly sufficient to retain the transport prolong to at least one month.

Delivery of the IBM System/360 in to Tokai Bank Japan. image: IBM A device/360 arrives at Tokai bank in Japan. claim for computing grew tremendously within the years following the S/360’s launch.

regardless of the expenses and anxiousness, in 1965—the year IBM had committed to shipping the first instruments to clients—it managed “through some miracle” (Watson’s words) to convey a all lot of medium-dimension S/360s. Their first-class didn't every bit of the time match the fashioned design necessities. Shortages of components, different constituents that did not work, and software crammed with bugs unfold to many countries. pretty much each initial consumer encountered problems.

department offices gain been hiring methods engineers to assist. SEs gain been school graduates, constantly with technical levels, who knew a passage to debug application and assisted the sales obligate in promoting and aiding computer systems. The SEs heroically tackled S/360’s software problems, while box engineers, who position in machine, fastened hardware issues. Salesmen calmed their customers, while department managers labored to retain their staffs stimulated and concentrated.

And despite the many issues, “purchasers had been nonetheless ordering 360s quicker than they could build them,” Watson recalled, forcing dawn dates out as much as three years. via the conclusion of 1966, customers had taken dawn of nine fashions of the S/360, for a complete of seven,700.

IBM’s competitors responded. Burroughs, GE, Honeywell, NCR, and Sperry Rand, operating mostly in the united states, CII in France, and ICT (later ICI) in wonderful Britain delivered methods suitable with one another’s machines, however not compatible with IBM’s. A 2d, smaller neighborhood selected to manufacture machines that gain been compatible with IBM’s, together with RCA and others in Europe and Japan, counting on RCA’s licenses.

1968. Flanked by a  array console with an array of lights and switches, an operator uses a monitor to check the performance of the Model 91. This System/360 installed at NASA's Goddard Space Flight  hub in Greenbelt, Md. picture: IBM NASA bought a number of S/360s, together with this one at Goddard district Flight center. several others at mission manage in Houston gain been used to array screen Apollo eleven.

five years later, the global stock of position in IBM computers had grown to $24 billion, whereas that of competitors had reached $9 billion. In other words, IBM’s S/360 elevated uninterested claim for computing so massively that it raised every bit of boats. The trade’s annual augment within the second half of the Nineteen Sixties became in double digits yr over yr, as many lots of organizations elevated their expend of computers. claim for computing grew as a result of the technological improvements introduced forth via IBM, however additionally as a result of clients gain been gathering sufficient adventure to reckon a computer’s cost in using down costs and performing new services.

IBM furthermore grew, greater than doubling from 127,000 personnel worldwide in 1962 to 265,000 by passage of the conclusion of 1971. income rose from $three.2 billion in 1964 to $eight.2 billion in 1971.

Fisheye view of the IBM System 360 image: IBM The S/360 reinforced IBM’s domination of the global laptop business. One government, requested no matter if the company would ever tackle yet another such venture, spoke back, “Hell no, never again.”

since the S/360 become the coronary heart of an indigent lot computing with the aid of the conclusion of the 1960s, its users constituted a world of their own. lots of programmers only knew a passage to expend utility that ran on S/360s. extra hundreds of information-processing personnel had worked simplest with IBM equipment, together with keypunch machines, printers, tape drives, disk drives, and application, which in many instances took years to master. through the early Nineteen Seventies the computing district changed into generally an IBM world on either side of the Atlantic, within the rising markets in Latin the usa, and in Japan.

Years later, when asked whether IBM would ever gain interaction in such a massive assignment again, one government barked out, “Hell no, never once again.” Watson tilted toward a similar response. Commenting in 1966, he stated, “At their size, they are able to’t proceed one hundred percent with the relaxation new once again,” import anything that huge. After the 360, Watson made it a policy “by no means to publish a brand new expertise so they can require us to dedicate more than 25 percent of their creation to that know-how.”

The technology that introduced out the S/360 remained exciting within the enterprise, a different clan bonded ferociously to IBM. Careers had been made and broken, very own lives and marriages upended. IBMers didn't comprehend at the time how extensively their products would exchange the realm, but they do.

Left, IBM: The  soar and  tumble  and Reinvention of a Global Icon. Right: Author James W. Cortada.

this article is based on excerpts from IBM: the upward push and tumble and Reinvention of a global Icon (MIT Press, 2019).

James W. Cortada is a senior research fellow at the institution of Minnesota’s Charles Babbage Institute. He worked at IBM for 38 years in revenue, consulting, managerial, and analysis positions.

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Save huge amounts of cash when you buy international edition textbooks from An international edition is a textbook that has been published outside of the US and can be drastically cheaper than the US edition.

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Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
By Nigel Slack, Alistair Jones
Publisher : Pearson (Feb 2018)
ISBN10 : 129217613X
ISBN13 : 9781292176130
Our ISBN10 : 129217613X
Our ISBN13 : 9781292176130
Subject : Business & Economics
Price : $75.00
Computer Security: Principles and PracticeComputer Security: Principles and Practice
By William Stallings, Lawrie Brown
Publisher : Pearson (Aug 2017)
ISBN10 : 0134794109
ISBN13 : 9780134794105
Our ISBN10 : 1292220619
Our ISBN13 : 9781292220611
Subject : Computer Science & Technology
Price : $65.00
Urban EconomicsUrban Economics
By Arthur O’Sullivan
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 126046542X
ISBN13 : 9781260465426
Our ISBN10 : 1260084493
Our ISBN13 : 9781260084498
Subject : Business & Economics
Price : $39.00
Urban EconomicsUrban Economics
By Arthur O’Sullivan
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 0078021782
ISBN13 : 9780078021787
Our ISBN10 : 1260084493
Our ISBN13 : 9781260084498
Subject : Business & Economics
Price : $65.00
Understanding BusinessUnderstanding Business
By William G Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Feb 2018)
ISBN10 : 126021110X
ISBN13 : 9781260211108
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $75.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (May 2018)
ISBN10 : 1260682137
ISBN13 : 9781260682137
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $80.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 1260277143
ISBN13 : 9781260277142
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $77.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 1259929434
ISBN13 : 9781259929434
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $76.00
By Peter W. Cardon
Publisher : McGraw-Hill (Jan 2017)
ISBN10 : 1260128474
ISBN13 : 9781260128475
Our ISBN10 : 1259921883
Our ISBN13 : 9781259921889
Subject : Business & Economics, Communication & Media
Price : $39.00
By Peter Cardon
Publisher : McGraw-Hill (Feb 2017)
ISBN10 : 1260147150
ISBN13 : 9781260147155
Our ISBN10 : 1259921883
Our ISBN13 : 9781259921889
Subject : Business & Economics, Communication & Media
Price : $64.00
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