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[null,"1.","Record Nr.",null,"UNINA9910150638303321"]
[null,null,"Autore",null,"Pimsleur"]
[null,null,"Titolo",null,"Pimsleur Hebrew Level 2 Lessons 26-30 MP3 : Learn to Speak and Understand Hebrew with Pimsleur Language Programs"]
[null,null,"Pubbl/distr/stampa",null,": Pimsleur (Simon & Schuster)"]
[null,null,"ISBN",null,"1-4423-3075-9"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Musica"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Sommario/riassunto","The Pimsleur® Method: the easiest, fastest way to learn a new language. Completely portable, easily downloadable, and lots of fun. Youll be speaking and understanding in no time flat! Hebrew Phase 2, Units 2630 build on material taught in prior units. Each lesson provides 30 minutes of spoken language practice, with an introductory conversation, and new vocabulary and structures. Detailed instructions enable you to understand and participate in the conversation. Each lesson contains practice for vocabulary introduced in previous lessons. The emphasis is on pronunciation and comprehension, and on learning to speak Hebrew. Reading Lessons are included at the end of Unit 30, designed to give you practice reading Hebrew and to provide you with some insight into the culture with proverbs, common expressions, and a broad look at some of the things youll see when visiting Israel. A Reading Booklet to be used with the audio lessons is also included in PDF format."]
[null,"2.","Record Nr.",null,"UNINA9910976778403321"]
[null,null,"Autore",null,"Cole Robert"]
[null,null,"Titolo",null,"The American Automobile Industry : : Rebirth or Requiem? / / Robert E. Cole"]
[null,null,"Pubbl/distr/stampa",null,"2020"]
[{"$nulls":4},"[s.l.] : , : University of Michigan Press, , 2020"]
[null,null,"ISBN",null,"9780472902064"]
[{"$nulls":4},"0472902067"]
[{"$nulls":4},"9780939512218"]
[{"$nulls":4},"0939512211"]
[{"$nulls":4},"9780472880096"]
[{"$nulls":4},"0472880098"]
[null,null,"Descrizione fisica",null,"1 online resource"]
[null,null,"Collana",null,"Michigan Papers in Japanese Studies"]
[null,null,"Classificazione",null,"SOC000000SOC008000"]
[null,null,"Soggetti",null,"Transportation / Automotive / History"]
[{"$nulls":4},"Transportation"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Sommario/riassunto","Amid the gloom, indeed the despair, that prevailed among auto industry spokesmen during early 1981, the University of Michigan held the first U.S.-Japan Auto Conference. With all the uncertainty that accompanies a march into new territory, the conference very much resembled a call to arms as industry, union, and government officials sought to comprehend and respond to the Japanese challenge. In the subsequent two conferences in 1982 and 1983, the concerned parties displayed an impressive willingness to roll up their sleeves and get on with creating the conditions for a renewal of the industry. Yet success seemed to elude their efforts, and frustrations mounted as the national recession lengthened and deepened.It was not until the March 1984 conference that definite change in tone became apparent. By this time, it was clear that the industry was beginning to reap the fruits of its efforts. As Paul McCracken notes in his remarks, the market for new cars was manifesting its traditional high-geared response to improved business conditions, and the voluntary trade restraints were contributing to the ability of the industry to take advantage of this "]
[{"$nulls":4},"renewed prosperity. In addition, those who know the industry well knew that the major improvements in quality and productivity had been made, and many of the changes responsible for these improvements seem unlikely to be reversed. All this was much on the minds of speakers and participants during the March conference. The various speakers presented an image of people who thought that they were pretty much on the way toward addressing successfully their internal problems of productivity, quality, and marketing. All that remained was to dispose of the external factors that prevented the, from competing on that well-known if elusive \"level playing field.\""]