Industrial Hygiene Essay Example | Topics and Well Written Essays - 500 words

Industrial Hygiene - Essay Example An exposure to the level above the limit is a violation of the law and can lead to the company’s closure or fine. However, it has been noted that an employee may be exposed to a hazardous materials at a level of about 2/3 of the allowable limit, but still show symptoms consistent with the exposure to the material. This paper explores this issue in terms of exposure limits, absorbed dose, sampling, analysis, and other individual factors. As earlier stated, the OSHA did establish an Occupational Exposure Limit (OEL) to ensure that workers are not exposed to too much chemicals that may be dangerous for their health. OEL refers to an allowable intensity of hazardous chemicals at the workplace over a given period of time. The limit of exposure is expressed on a time-weighted average (TWA) of 8 hours. It can also be expressed on a short-term average limit (STEL) of 15 or 30 minutes of exposure, which is the concentration level to which an employee can be exposed to the chemicals without showing any signs of the hazardous chemicals (Nims, 1999). Therefore, an employee exposed to hazardous chemicals of about 2/3 of the allowable limit implies an exposure to the chemicals for a period within the limit permitted by the OSHA. Despite the exposure being within the allowable limit, an employee can still show signs consistent with the exposure to the hazardous materials when the dosage absorbed within the limit is high. This is because there are certain chemicals that are very poisonous and any slight contact with such materials will manifest itself on the employee either through irritation, swellings, breathing problems just to name but a few. In addition, an employee may still show the symptoms of exposure to the materials despite not exceeding the allowable limits when the exposure to the dosage of the chemical has been gradual thereby resulting into high accumulation of the hazardous chemicals in the body. When such occurs, definitely the worker will

Thinking Styles and Decision Making Essay Example for Free

Thinking Styles and Decision Making Essay Levels of thinking differed from one person to another. Each thinking style is influenced by our mainstream society, how we think and develop perception on the material things happening in the surroundings. There are a lot of thinking styles that came into being since the time of old ancestors to the recent modern developers of our age. There are twenty six thinking styles that was developed but we will concentrate our discussion on the three sub-divided types namely the Sensory focus, People focus, and Task focus. Other thinking styles are used in psychological workshops and research such as analyst thinking style, realist thinking style, idealist, synthesist, pragmatist and spiritually-guided thinking style (An Introduction to Thinking Styles,).   In 1995, original concept for the thinking styles was formulated by Fiona Beddoes-Jones to enhance professional and personal development (Thinking Styles,).   Thinking styles can help in dealing with different types of problems in the workplace, academe, family and relationships. The Three Different Thinking Styles   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Before we proceed it is necessary to define the three levels of thinking styles. Sensory Focus examines things by receiving information through the senses and used the senses to perceive actual events. It is manifested in the visual, auditory, kinaesthetic and digital thinking. Watching, observing and looking pictures, diagrams, and visual imagery are the simple ways of expressing visual thinking while auditory requires the use of words and language, listening and conversing things. Kinaesthetic thinking is expressed through feelings, intuition, emotions, and physical movement and exercise as digital thinking entails the use of data, facts and statistics and the degree of data rationality. On the other hand, People Focus is how people perceived to relate with other people on their direct environment. It is focused on different levels of thinking such as internal and external thinking, self-referenced, altruistic, conforming, challenging, collaborative and competitive thinking. Internal thinking depends on own judgments and decisions and only consider self-knowledge as right and disregards feedback from other people. Some other people tend to dislike their own ideas and are not confident to explore many possible views and usually rely on other people or groups of people to give feedback on certain issues and problems. These people are external thinkers. Moreover, self referenced thinking is an approach of putting their own needs first and disregards the needs of others. In contrast, altruistic thinking involves responding to the needs of others and is willing to extend their help to other people. Conforming thinkers tends to keep away from confrontations and will certainly take a non-challenging methods, in contrast to challenging thinkers who definitely wanted to take confrontations, debates and experiments. Competitive thinkers would like to aspire for competitions and wants to gain victory from their own performance. Persons who wanted duties defined and detailed-oriented are Task Focus thinkers. They are conscious of the details especially in workplace where information is being transmitted through detailed facts and information. The Task Focus thinkers are strategic, creative, logical, options, procedural, towards, troubleshooting, proactive, reactive, simplicity, complexity, sameness, and different thinkers (Ltd., 2005). These thinking styles are distinct from each other but may sometimes closely connected together. Different patterns of these styles are being used as understanding and communicating with other people in surviving the daily response to work and life system. The amount of understanding different types of problems requires thinking styles that may influence critical thinking process. Such mentioned types of styles are good considerations in problem solving and decision making process. Sensory thinking style can help improve relationship with other people in the workplace, school, organizations, friends, and even families. Non-verbal communication somehow helps in understanding different personalities and the way you can approach them when facing a contradiction. Senses can transmit information and analyze things just by looking, observing, listening, feeling, intuitions, and physical movements. By looking at a critical situation using this kind of style, one can already define and identify the drawbacks. Most persons who don’t want confrontations tends to choose sensory focus in delivering and receiving information towards a given situation or crisis within a workplace. While others opted to choose interaction and personal touch to listen and confront problems this is somehow difficult in relating to contradictions with other people. However, it is very effective in most groups of people who are open-minded and problems can be solved instantaneously. Alternatively, task focus is a better way of coping up things since it is focused on goals and targets, detailed information, possibilities and alternatives in solving problems. These type of styles are distinct to each other and generally have an effect on critical thinking process and can possibly help the outcome of the decision making process. The positive upshot makes life more constructive by knowing which style you are most confident and at ease or difficult to cope up with in acknowledging, appreciating, expressing or solving things and difficulties. It brings people together and means more efficiency in duties, constancy in having good health, development of self-being, and gaining more friends and social groups. Reference An Introduction to Thinking Styles [Electronic Version]. Retrieved June 2, 2007 from http://www.earthtym.net/s-general.html. Ltd., T. C. F. C. (2005). Thnking Styles [Electronic Version]. Retrieved June 2, 2007 from http://www.consultingtools.com/media/thinkingstyles.pdf. Thinking Styles [Electronic Version]. Retrieved June 2, 2007 from http://www.cognitivefitness.co.uk/.

Reverend Hale Essay -- essays research papers

Reverend Hale The Crucible written by Arthur Miller is a play that takes place in the sixteen nineties during the famous but tragic witch trials. Reverend Hale who is a minister and an expert of the demonic arts and witchcraft is sent from East Hanover to Salem where there is a spreading fear of witchcraft. When Hale arrives in Salem he finds the entire town in total chaos. At the beginning Hale is adamant in believing that they’re where witches and that nothing but good could come of his being there. Near the end when the truth has been exposed, Hale with so much blood on his head pleads : ‘‘ I come to do the Devil’s work. I come to counsel Christians they should belie themselves. There is blood on my head! Can you not see the blood on my head!’’ (Miller,131). For Reverend Hale the witch hunt in Salem is the scene of a moral journey as he eventually makes a complete turn around in thoughts and beliefs as he is forced to see certain realities. At the start of Reverend Hale’s metamorphosis he is so sure of himself and of his belief, in witches, that he even inadvertently eases their lying. At this point when he meets Parris and the girls who have been ‘‘ bewitched’’ he encourages them to talk about their being bewitched, and puts some words into their mouths, but he only does this because he really believes in witches, and believes the girls’ stories. This back fires however, and helps the girls with their lies. Soon after the trials begin Hale begins to have doubts in the...

Different Approaches To Management

Management was influenced by various disciplines like sociology, economics, political science, anthropology, psychology, and even literature. Due to such multidisciplinary influences, even authors like Harold Koontz (1961) referred to management as a ‘jungle’. Even then, differences exist in the classification of approaches. Although one of the ways to classify management approaches is from the analysis of John G.Hutchinson (1971), which considers the development of management from five different perspectives, the history of management can be broadly classified into three groups: (1) the classical approach, (2) the neo-classical approach, and (3) the modern approach. The classical approach has conventionally implied traditionally accepted views. This approach emphasizes organizational efficiency to increase organizational success. It believes in functional interrelationships, following of certain principles based on experience, a bureaucratic structure, and a reward-puni shment nexus.The classical school of thought developed in three different directions: the scientific management approach, the administrative approach, and the bureaucratic approach, which also falls under the administrative school of thought. The bureaucratic approach was pioneered by Weber (1920), the scientific management approach by Taylor (1903), and the concept of administrative theory by Fayol (1949). The neo-classical approach /Behavioral approach emphasized human relations, the importance of the person behind the machine, individual as well as group relationships, and social aspects.This approach was pioneered by Mayo and his associates (1933). It was further extended to the behavioral sciences approach, pioneered by Abraham Maslow (1968, 1971), Chris Argyris (1957), Douglas McGregor (1960), and Rensis Likert (1961). The quantitative approach (which developed during World War II and believes in economic effectiveness to solve business problems) and the contingency approach ( which discards the concept of universality and determines managerial decisions by considering situational factors) also form a part of the neo-classical approach.Modern management thought combines concepts of the classical school with social and natural sciences. It basically emerged from systems analysis. Even though most discussions on the evolution of management thought start with the classical approach, a brief acknowledgement of the contributions of the pre-classical theorists is useful to appreciate the process of development in management thought. A list of the contributions by pre-classical theorists has been provided in Table 1. 1. Table 1. 1 Contributions of Pre-classical Theorists Contributor Pioneering ideas Robert Owen (1771–1858)He is considered to be a pioneer of the human resource management process. He advocated the necessity of concern for the welfare of workers. Charles Babbage (1792–1871) As an inventor and a management scientist, he built the pract ical mechanical calculator, which is considered to be the basis of the modern computer. He also advocated the idea of specialization of mental work and suggested the necessity of profit sharing. Andrew Ure and Charles Duplin (1778–1857) They emphasized the necessity of management education, which further paved the way to professionalize management functions.Henry Robinson Towne (1844–1924) He emphasized the significance of skills in running a business. Reviewing the contributions of the pre-classical theorists, it is clear that their focus was more on developing some specific techniques to solve some identified problems. Due to their obvious technical background, they could not think of management as a separate field. By and large, they integrated management with their respective areas of specialization. Andrew Ure, Charles Duplin, and Henry Robinson Towne largely laid the foundation of management theory, which has ultimately shaped modern management thought.Classical School of Thought This school of thought is divided into two approaches—the scientific school and the administrative school. The theorists of this school laid down the foundation of managing an organization in accordance with certain principles. In Table 1. 2, the contributions of each theorist have been highlighted. Scientific management Scientific management is a classical approach that emphasizes the Scientific study of work methods to improve efficiency of workers. Among all the contributors to this school of thought, the contribution of Taylor is thought to be the most important.Regarded as the father of Scientific management, Taylor developed specific principles for this field in 1911. He started his experiments with the concept of Scientific management in 1878 at Midvale Steel Co. During his days at Midvale, he saw that employees were ‘soldiering’, that is, deliberately working at a pace slower than one's capabilities. He concluded that workers indulged in ‘soldiering’ primarily for three reasons: (1) fear of losing their jobs if they increase their output, (2) faulty wage systems, and (3) outdated methods of working. Table 1. 2 Contributions of Classical Theorists Scientific managementFrederick W. Taylor (1856–1915) Development of Scientific management Frank B. and Lillian M. Gilbreth (1868–1972) Time and motion studies Henry L. Gantt (1861–1919) The Gantt chart Administrative theory Henri Fayol (1841–1925) General theory of management Max Weber (1864–1920) Rules of management For eliminating this problem, Taylor developed the principles of Scientific management, emphasizing five important issues: 1. Emphasize organized knowledge rather than rely on rule of thumb 2. Obtain harmony in group action 3. Achieve cooperation 4. Work for maximum output rather than restricted output 5.Develop the potential of the workers both for their self-development and organizational prosperity In essence, Taylor emphasized the following points to achieve organizational efficiency: Develop a Scientific way of performing jobs Train and develop the potential of the workers to perform the job Establish harmonious relations between management and workers In order to ensure that such objectives are achieved, Taylor suggested two important managerial practices: the piece-rate incentive system and time and motion study. The piece-rate incentive system rewards the worker who produces maximum output.Such an incentive system will motivate workers to work more to maximize their earnings. This system requires workers to perform at some pre-decided standard rate to earn their base wages. Standards are decided using time and motion study. If workers are able to produce more, then in addition to their base rate they get incentives on the number of excess units produced over and above the standard units. This serves the interest of workers as well as management—workers feel motivated to maxim ize their earnings, while management gets the benefit of increased productivity.Time and motion study, as already pointed out, facilitates the determination of the standard time required for performing a job. Time study helps in the determination of time required, duly defining the art of recording, analyzing, and synthesizing the time elements of each operation. Motion study, on the other hand, involves study of movements in doing a job in parts. It eliminates wasteful movements and retains only the necessary ones. Thus, it makes a job simple, easier, and better. Taylor developed the time and motion study concepts in association with Frank and Lillian Gilbreth.Like Taylor, Frank Gilbreth is also known as the father of motion study. Lillian Gilbreth conducted research on motion studies. Both of them explored ways of reducing fatigue. They had classified seventeen basic hand motions including search, select, position, and hold, which they called ‘therbligs’ (Gilbreth spe lled backward with ‘th’ treated as one letter). Their approach helps us to analyze the exact elements of a worker's hand movements. A simple modification of a brick-laying approach, following the Gilbreths’ studies, helped to increase hourly output from 120 bricks to 350.Henry Laurence Gantt also worked as a close associate of Taylor at Midvale and subsequently at Bethlehem Steel. His contributions to the Scientific management school of thought are the task and bonus system and a chart commonly known as the Gantt chart, developed in the years 1910–1915. As per his incentive plan, workers receive their day wages even when they do not perform their complete job. On the other hand, they get a bonus when they take less than the normal standard time to complete the work. It was further recommended that there be payment of bonus to foremen as well, based on the incremental performance of workers.The Gantt chart is used for production planning to compare actual a nd planned performances. It is a visual device for production control, indicating progress of production in terms of time rather than quantity. In fact, the programme evaluation and review technique (PERT) concept was subsequently developed based on the Gantt chart. In Chapter 7, the Gantt chart has been illustrated in detail. Some of the drawbacks of scientific management are: The basic principles of scientific management revolve around operations problems and do not focus on managerial issues, essential for managing an organization.That is why it is often said that it is more focused on engineering than on management. The assumptions of this theory about people in general are that they are rational and primarily driven by their desire to fulfill material gains. Only the economic and physical needs of people are emphasized, to the exclusion of their social needs. This theory also ignores the human desire for job satisfaction. Administrative theory Administrative theory, another par t of the classical school of thought, focuses on principles to coordinate the internal activities in an organization.General theory of management The French industrialist Fayol, through his pioneering work General and Industrial Management published in English in 1949, explained that satisfactory results can be achieved with scientific forecasting and proper methods of management. At the outset, Fayol classified the business operations of an organization into six activities and then outlined 14 principles of management. The six activities are: 1. Technical: It is concerned with production and manufacturing. 2. Commercial: It includes all activities related to buying, selling, and exchange. 3. Financial: It ensures optimal use of capital.4. Security: It ensures the protection of employees and property. 5. Accounting: It is concerned with costs, profits and liabilities, maintaining balance sheets, and compiling statistics. 6. Managerial: It is a functional approach to management and i s concerned with planning, organizing, commanding, coordinating, and controlling. After detailing all these activities, Fayol primarily focused on the managerial activities and outlined 14 principles to achieve efficiency. These 14 principles are as follows: 1. Division of labor: If people are specialized at their work, they can perform their task better.This principle recommends grouping of people as per their area of specialization. The modern assembly-line concept is an outcome of division of labor. 2. Authority: Managers must have authority to get things done. Yet, formal authority alone may not help to compel obedience from subordinates; managers must have the expertise to exert personal authority. 3. Discipline: People working in an organization need to comply with rules and agreements that govern the organization. Without discipline, results cannot be achieved. Strong discipline and leadership are inter-connected and these can together create an environment of positive work c ulture.4. Unity of command: Members in an organization must receive instructions from only one person. Conflict will arise when one receives orders and instructions from multiple managers. Therefore, the reporting relationship of one subordinate should be with one superior. 5. Unity of direction: All operations in an organization need to be directed towards one objective. Without this, achievement of goals cannot be ensured. 6. Subordination of individual interest to the common good: The interests of an individual employee should not take precedence over the interests of the organization as a whole. 7.Remuneration: It should be fair to both employees and employers. 8. Centralization: Centralization reduces the role of the subordinates in decision making, while decentralization enhances it. Managers should retain responsibility through centralization but at the same time give their subordinates enough authority to do their jobs properly. 9. Hierarchy: There should be a line of author ity, illustrated in the form of an organization chart clearly showing the structure of authority from the top management to employees down the line. 10. Order: People and materials should be in the right place at the right time.Job allocation to people should be made in a way that suits them. 11. Equity: Managers should be fair to their subordinates. 12. Stability of staff: Employee turnover should be less to ensure efficiency of an organization. 13. Initiative: Subordinates should have the freedom to conceive new ideas and do their task, even though they may commit mistakes. 14. Esprit de corps: Team spirit should be promoted to develop a culture of unity in the organization. Use of verbal communication instead of formal written communication, wherever possible, may help in developing the team spirit in an organization.Bureaucratic theory The bureaucratic theory pioneered by Weber (1920), which falls under the administrative school of thought, emphasizes authority structures and de scription of an organization based on the authority relations. According to Weber, ‘a bureaucracy is highly structured, formalized, and impersonal organization’. In fact, he has advocated the necessity of a formal organization structure with set rules and regulations. The characteristics of a bureaucratic organization as described by Weber are shown in Table 1. 3.Bureaucracy is often misunderstood as being a web of red tape and too many rules. However, Weber's concept is intended to remove ambiguity, inefficiencies, and patronage. Criticism of the classical school of thought Behavioral theorists criticized the classical theorists on a number of grounds. First of all, management principles are not universally applicable in today's complex business situation. Some principles of Fayol are also contradictory, for example, the principle of specialization contradicts the principle of unity of command.Similarly, Weber's bureaucracy also takes away the individual's creativity a nd flexibility, and dissuades them from responding to a complex situation in a global environment. Further, classical theorists also ignored the important aspects of organizational behaviour. These theories do not deal with the problems of leadership, motivation, power, or informal relations. They also fail to consider the internal and external environmental forces affecting an organization. These stress the necessity of achieving productivity, more than anything else. Neo-classical School of ThoughtThis school of thought, which was a transitional phase, basically emphasized human relations. Table 1. 3 Characteristics of Bureaucratic Theory Characteristics Description Specialization of labor Jobs are broken down into routine, well-defined tasks so that members of the organization know what is expected from them and they can become competent enough to do a particular subset of tasks. Formal rules and procedures Written rules and procedures should specify the desired behaviors from me mbers of the organization, facilitate coordination, and ensure uniformity. ImpersonalityRules, procedures, and sanctions should be applied uniformly regardless of individuals. Well-defined hierarchy Multiple levels of positions must be designed carefully keeping in mind the reporting relationships among levels. This should provide for supervision, handling of exceptions, and ability to establish accountability of actions. Career advancement based on merit Selection and promotions should be based on the qualifications and performance of members. Behavioral theories The behavioral school of management emphasizes the human element in an organization, duly recognizing its importance.It puts more stress on individual attitudes and behaviors and on group processes. The major contributors to this school of thought are named inTable 1. 4. Mary Parker Follet was the pioneer of the behavioural approach to management. She recognized the significance of the human element and attributed greater significance to the functioning of groups in the workplace. According to Follet, the critical role of managers should be to bring constructive change in the organization, following the principle of ‘power with’ rather than ‘power over’.She clarified that power should not be based on hierarchical levels but should be collectively developed, fostering a cooperative concept, involving superiors and subordinates, and finally working together as a team. Hence, the need is for more power sharing. Organizations need to become democratic to accommodate employees and managers. People will work harder when the organization recognizes the individual's motivating desires. Table 1. 4 Major Contributors to the Behavioral School Contributors Contributions Mary Parker Follet (1868–1933)Elton Mayo (1880–1949) Abraham Maslow (1808–1970) Douglas McGregor (1906–64) Group influences in the workplace Effect of human motivation on productivity and outp ut Relates human motivation to a hierarchy of needs Emphasizes human characteristics—theory X and theory Y—and the corresponding style of leadership Chris Argyris (1923–present) Human and organizational development—model I and model II While Follet was the pioneer of the behavioural approach to management, it is Elton Mayo who is recognized as the father of the human relations approach.Mayo and his associates conducted their study at Western Electric's Hawthorne Plant between 1927 and 1932, to evaluate the attitudes and psychological reactions of workers in on-the-job situations. Their experiments were carried out in four phases: (1) illumination experiments (2) relay assembly test room experiments, (3) interview phase, and (4) bank wiring observation room experiment. Illumination experiments These experiments took place initially between 1924 and 1927, in Hawthorne Plant of Western Electric Company and involved industrial engineers of the same company.Th e experiments involved manipulation of illumination for one group of workers (test group) and comparing their performance and productivity with another group for whom illumination was not manipulated (control group). In the first spell of experiment, for the test group (for whom the illumination was manipulated) performance and productivity improved. However, this did not last long. In fact, the control group's performance also rose in between with the alteration in lighting conditions for the test group, even though for the control group there was no change in the lighting conditions.With such contradictory results, researchers concluded that intensity of illumination was not related to productivity of workers. There had to be something besides illumination which influenced the performance of workers in Western Electric Company. Elton Mayo and his associates from Harvard University were involved at this point in conducting the subsequent phase of experiments. Relay assembly test ro om experiments This set of experiments was conducted under the guidance of Elton Mayo between 1927 and 1933. At this stage too, researchers were concerned about factors like working hours, working conditions, refreshments, and temperatures.To start with, the researchers selected six women employees of the relay assembly test room. Their jobs were to assemble relay (a small device) using thirty-five spare parts. Selected women employees (samples) were put in a separate room and briefed about the experiments. In the test room, a number of variables were altered, for example, increased wages and rest period, shortened workday and workweek, etc. In addition, the sample workers were given the freedom to leave their workstation without permission and were also given special attention. Productivity increased over the study period.Such results led the researchers to believe that better treatment of subordinates made them more productive. They highlighted the significance of social relations . Finally, the researchers were convinced that workers would perform better if management looked after their welfare and supervisors paid special attention to them. This condition was later labelled as the Hawthorne effect. Interview phase In this phase of the experiments, about 21,000 people were interviewed over three years between 1928 and 1930. The purpose of the interviews was to explore the attitudes of workers in depth.The conclusions that emerged were: A complaint is not necessarily an objective recital of facts; it may also reflect personal disturbance, the cause of which may be deep-rooted. All objects, persons, and events carry some social meaning. They relate to employees’ satisfaction or dissatisfaction. Workers’ personal situations are results of configurations of relationships, involving sentiments, desires, and interests. Such relational variables, when related to the worker's own past and present interpersonal relations, result in their personal situat ion.Workers assign meaning to their status in the organization and give value to events, objects, and specific features of their environment (hours of work, wages, etc. ). Workers derive satisfaction or dissatisfaction from the social status of an organization. This means that they also look for social rewards, associating them with an organization. Workers’ social demands are influenced by social experiences in groups, both inside and outside the workplace. Bank wiring observation room experiment This part of the Hawthorne experiments was conducted to test some of the ideas that the researchers formed during the interview phase.It was conducted between 1931 and 1932. In this experiment, there were fourteen participants (samples) including wire-men, solder men, and inspectors. There was no change in the physical working conditions. Sample workers were paid based on an incentive pay plan, relating their pay to output. They had the opportunity to earn more by increasing the out put. However, as the researchers observed, the output was constant at a certain level. Analysis of the results showed that the group encourages neither too much nor too little work. They enforce ‘a fair day's work’ on their own.Group norms, therefore, are more important to the worker than money. The study, thus, provided some insights into informal social relations within groups. The Hawthorne experiments, by focusing on the importance of human relations, contributed immensely to management theory. In the behavioural school of thought, other contributors like Abraham Maslow, Douglas McGregor, and Chris Argyris also left a significant impact. While Maslow focused on the importance of human needs, which are major driving forces for human motivation, McGregor made certain assumptions about people, categorizing them under theory X and theory Y.Theory X essentially represents a negative view about people, that is, people are lazy by nature, have little ambition, dislike work , avoid responsibility, and require direction to work. Theory Y, on the contrary, assumes that people are more positive, capable of self-control, innovative and creative, and they do not inherently dislike work. These theories have been further discussed in detail in Chapter 5. Chris Argyris's contributions to the behavioral school of thought are extremely important.His contributions comprise the maturity–immaturity theory, the integration of individual and organizational goals, and the patterns of model I and model II. According to the maturity–immaturity theory, people progress from a stage of immaturity and dependence to a state of maturity and independence. If organizations keep their employees in a dependent state, they allow them to remain immature and thereby prevent them from achieving their potential. Argyris further contended that a formal organization develops a rigid structure, compelling people to behave in an immature way. This leads to incongruencebetwee n the individual and organizational goals, hinders organizational development, leads to failure, and fosters frustration and conflict. People end up showing their aggression, regression, and suppression in various ways. Model I and model II patterns are two different assumptions. Workers in the model I type of organization are motivated by the desire to manipulate others and protect themselves from others. Workers in the model II type of organization are less manipulative and more willing to learn and take risks. Argyris, therefore, suggested that managers try to create a model II type of organization.Likert and Drucker have also contributed significantly to this school of thought. Likert attributes low productivity and poor morale of employees to a typical job-centred supervision technique. He has suggested some typical leadership styles to ensure better productivity and improved morale of workers. These have been discussed in detail in Chapter 6. Drucker, on the other hand, pionee red several modern management concepts in the fields of innovation, creativity, problem solving, organization design, and management by objectives (MBO).All his principles have been acknowledged and are referred to throughout this book. Criticism of the neo-classical school of thought Despite the brilliant contributions by the behavioral school of thought to the theories of management, it was criticized on the following grounds: It is believed that the procedures and analysis of the findings and the conclusions drawn thereon have little relevance. In fact, the conclusions are not supported by adequate evidence.The relationship between satisfaction of workers and productivity was established with simplistic assumptions, while in reality the situation is more complex due to behavioral phenomena. Further, all these studies failed to focus on the attitudes of workers, although attitudes play a crucial role in influencing workers’ performance and productivity. Modern Approaches So me modern approaches have played a significant role in the evolution of management theories, such as the quantitative school, the systems theory, and the contingency theory. The quantitative school of thought emerged during World War II.During the war, managers, government officials, and scientists were brought together to help the army to effectively utilize resources. These experts, using some earlier mathematical approaches to the concepts advocated by Taylor and Gantt, solved many logistic problems in the war. Subsequent to the war, such techniques were applied by many organizations to solve their business problems. This school of thought extensively utilizes statistics, optimization models, information models, and computer simulations for decision making and economic effectiveness to solve business problems.It has various branches, such as management science, operations management, and management information systems. The management science approach visualizes management as a lo gical entity, expressing management in terms of mathematical symbols, relationships, and measurement data. Also known as the operations research approach, it is applied in areas like capital budgeting and cash-flow management, production scheduling, product strategy development, human resource planning, and inventory management.Various mathematical tools like queuing theory, linear programming, PERT, CPM, decision theory, simulation, replacement, probability theory and sampling, time-series analysis, and index numbers are used to minimize the error in management decisions. The operations management approach is primarily concerned with production management and its related areas. In fact, it is difficult to draw a line between management science and operations management. Most of the mathematical tools mentioned earlier are used in operations management.Moreover, this approach also helps in decision making in other functional areas like finance, marketing, and human resource manageme nt. The management information systems approach focuses on designing and implementing computer-based information systems for use by management. It converts raw data into information inputs, which are subsequently used by management for decision making. Modern management information systems help in enterprise-wide decision making, integrating all functions of management.Enterprise-wide decision support systems (such as human resource information systems) are used for critical or strategically important decisions, as these provide valuable information inputs. An extension of the quantitative school of thought is the systems theory approach. This approach considers the organization as a whole because of the interdependent nature of activities, requiring the organization to interact with external environmental factors. In this competitive scenario,organizations cannot function in isolation. It has to operate in open systems, interacting with the environment.Whether it is new-product dev elopment or employee selection, the organization has to consider them as open systems, as its decisions are interrelated and interdependent with the environmental situation. Synergy is the phenomenon of open systems of management by which the total system is more than a simple sum of its parts. It means that if a manager effectively coordinates the efforts of related sub-systems, the result will be greater than the sum total of such independent efforts, that is, 2 + 2 will be greater than 4. The systems approach to management is also important because it helps in avoiding entropy.Entropy is a syndrome wherein systems and processes eventually decay. By relating the organization to the environment, following a systems approach, such a situation can be averted. The contingency theory approach discards the concept of universality in management principles and determines managerial decisions considering situational factors. The task of a manager, as per this theory, is to identify which t echniques will—in a particular situation, under particular circumstances, at a particular point of time—best contribute to achieving organizational goals.The theory contends that organizational phenomena exist in a logical pattern, which managers can understand gradually by interpreting various situations. They can thereby frame their managerial styles, which vary from situation to situation. The contingency theory and the systems theory are together classified as the integrative school of management thought because these two theories integrate the classical, behavioral, and quantitative theories into a framework that uses only the best of each approach in a given situation.

Iron Crowned Chapter 17

We learned more about the full extent of Imanuelle's ability as Kiyo and I made our way with her on horseback to the Rowan Land. Her illusions were every bit as good as she'd demonstrated the first day, and I watched with grudging awe as she transformed Kiyo into Girard, Shaya, and – ack – Dorian. The illusions were perfect – and dangerous. I began to fully understand why she was such a good assassin. She really could be whomever she wanted, slipping into high security places without anyone knowing. I was a bit shocked when some part of my brain skipped right past employing her to detaining her. That part of my brain said getting rid of her would be safer for me in the future, and I immediately chastised myself for the idea. Imprisoning potential enemies was something Storm King would have done. â€Å"It's not all-powerful,† she said at one point. I think she was just making idle conversation now, having no clue of my concerns. We'd crossed into the Rowan Land now, and she'd dropped her tricks with Kiyo, settling on illusions of bedraggled peasants for all of us. â€Å"Doing it for three people takes more power. And even for myself, I can't hold up disguises forever.† She made a small face. â€Å"If I could, I'd be a spy instead. A lot less messy.† I said nothing but exchanged brief glances with Kiyo behind her back. He too had to have analyzed the implications of her abilities. I was also thinking that when we'd first tried to rescue Jasmine from Aeson, our plan had failed because a spy had betrayed us. There was every possibility now that Imanuelle could do the same, and I wondered if I'd been too quick to trust such an unknown quantity. I could only hope love for her brother would keep her loyal to his employer. Despite its name, the Rowan Land was dominated by cherry trees. Well, at least that was my impression whenever I crossed through it while journeying to other kingdoms. As we traveled further along roads that delved deeper into Katrice's kingdom, the cherry trees gave way to other plants and trees – including rowans. They were smaller than I'd expected and laden with berries of their own. This land was really quite nice, temperate and pleasantly warm, with beautiful green landscapes. It would be a shame if I did have to raze it to the ground. We saw signs of Katrice's castle long before the castle itself. Other travelers joined us on the road, those whose towns had been caught in the crossfire of war and now sought out food and shelter from their monarch. Most were on foot, and we passed them quickly, for which I was glad. I needed no guilt on this journey. We also began seeing soldiers, undoubtedly part of the increased security that Rurik had predicted. Some were traveling to and from the castle. Some were stationed along the way, carefully watching those of us who passed. I held my breath each time, waiting for Imanuelle's illusions to fail us. Along with acknowledging her power limits, she'd also told us some gentry were sensitive to her type of magic and could see through her spells. She'd told us this halfway through the journey. It was information that kind of would have been useful before setting out. But, although we were scrutinized, the soldiers allowed us to pass, and before long, the castle itself came into view. I paused a moment, admiring it in spite of myself. Dorian and I both had dark, blocky stone castles, like Norman strongholds left on barren English countryside. Maiwenn's home was elegant and fanciful, always reminding me of a Disney movie. Katrice's castle, however, could have been straight out of a postcard from Bavaria. It had strong, straight rectangular lines, its sides white and covered with windows. That sturdy boxiness was offset by graceful turrets rising from the center, almost delicate-looking with their pointed black roofs. The land had been rising as we traveled, so it wasn't a surprise to see the castle was situated high on one of the foothills leading off into pretty, snowcapped mountains. It had a sweeping view of the area we were approaching from, and a sturdy wall surrounded its immediate grounds. Here we came to a stop along with the others seeking admission. We formed a long, clustered line, making me nervous. â€Å"Why the backup? Are they refusing people?† I asked softly. â€Å"We don't usually have this many at our gates.† Kiyo peered ahead, his sharp eyes seeing what we couldn't. â€Å"No, they're letting them in, just doing a fair amount of questioning, which is slowing things down. And you're right – you never have this many because your lands haven't been attacked as much.† Good and bad, I thought. I'd kept my own people safe, but the war I was waging was devastating homes. It occurred to me I might not have to worry about Katrice. If these people discovered who was among them, I might very well be taken down by an angry mob. â€Å"Easy,† murmured Imanuelle. â€Å"Don't look nervous. I can't hide your expressions.† I schooled myself to neutrality, hoping I looked blank and exhausted. After almost an hour of restless waiting, our turn came. Four guards interrogated us, and we were quick with answers. For our cover story, we'd chosen a village that had been near a battle Dorian's armies had fought with Katrice's. Most of the residents had cleared out before the fighting, but a large part of the village had been destroyed. â€Å"Our house was burned to the ground,† Imanuelle said. She didn't even need the illusion of an older, rag-clad woman to be pathetic. Her demeanor and voice were filled with perfect, convincing despair. â€Å"Our crops were wiped out.† After a bit more questioning, they let us in, sending us toward what was essentially a gentry breadline. The inner grounds of Katrice's castle were packed with people – most soldiers – and we had to shoulder our way through the crowd to reach the corner where the poor and huddled masses were situated. Many appeared to have made this courtyard their temporary home. It looked like a well-used campground. Nonetheless, food was on hand, and I was relieved that these victims of war were being cared for. We hovered near the food line so as not to raise suspicion, all the while assessing the area. In particular, our attention rested on the main gates to the castle itself. It was the most heavily guarded spot of all, and I knew then that an outright assault would have indeed been long and bloody. Other soldiers moved through the door with little questioning, which was what we'd hoped for. Finding a relatively obscured corner between a tall tent and the wall, we ducked out of sight and let Imanuelle work her next spell. She closed her eyes and took a deep breath. A tingle ran over me, and the world blurred. When I could focus on my companions again, I saw myself looking at the guards who had admitted us. â€Å"Whoa, wait,† I said, assuming I probably looked like one of the gate soldiers as well. â€Å"Don't you think we might have a few problems if we run into our clones? Why didn't you make us look like random unknowns?† â€Å"Because if the other guards don't recognize us, we'll get questioned more,† Imanuelle explained. She studied her hands critically, a small smile showing pride in her work. â€Å"I don't think the ones at the gate are leaving their posts anytime soon. We shouldn't run into them.† She spoke confidently, but I had a feeling she was secretly thinking I hope. Everyone was too concerned with his or her own affairs to realize that three peasants had ducked away, and three soldiers had emerged. When the refugees saw us, though, they stepped quickly out of our way. No pushing this time. None of us needed lessons on how to behave. Whereas our initial entry had been weak and bedraggled, we now walked with the confidence and strength of those who ran this place. We barely hesitated as we moved to the castle's entrance, and those on guard stepped aside without comment. Being inside proved a bit more confusing. We'd received some information on the castle's layout, but we didn't know exactly where Jasmine was being held. We couldn't pause to deliberate, though. We had to keep moving like we had purpose or else attract attention. Soldiers and servants hurried around us, and we fell in step with some down a random hall. Kiyo, always fast-thinking, stopped a lone, young soldier. â€Å"Hey,† said Kiyo brusquely. â€Å"We've had reports that someone might try to rescue the Thorn Queen's sister.† The soldier's blue eyes widened. â€Å"What? We should alert – â€Å" â€Å"No, no,† Kiyo interrupted. â€Å"Keep it to yourself. We don't want to raise suspicion. The outside guard already knows and is on watch. We need to know if she's been moved or not. There were rumors that she had been.† I tried not to bite my lip. Kiyo sounded like he knew what he was talking about, but this was a dangerous moment. As I'd worried before, Jasmine might not even be held here. There was also a chance that this guard didn't know her location, and we'd have to keep playing this game with others. The more people we talked to, the riskier our mission became. â€Å"Not that I've heard,† said the soldier. â€Å"She's still in the dungeon.† I breathed a sigh of relief. I'd half-expected him to say she was in Cassius's bedroom. The dungeons weren't great either, but well †¦ it was no different than how I'd initially treated her. I waited for Kiyo to demand more details – how many guards were on her, where the dungeons were, et cetera. Instead he gave the soldier a curt nod and again warned him to be on alert but not to share his knowledge. â€Å"We needed more info,† I hissed to Kiyo as we continued walking down the hall. Whatever her faults, Katrice had good interior design sense. Floral paintings hung on the walls, and elaborate plants spilled out of vases. The beauty was lost on me, though. â€Å"Why'd you let him go?† â€Å"Because real guards would already know anything else we wanted to ask,† he replied. â€Å"Asking where the dungeons are would definitely be a tipoff that something was up.† â€Å"And I already know where they are,† said Imanuelle. Both Kiyo and I looked at her in surprise. â€Å"Downstairs,† she added. â€Å"Dungeons are always downstairs,† I pointed out. â€Å"Have you been to them?† asked Kiyo. She nodded and crooked us a grin. â€Å"Powerful leaders aren't the only ones with prices on their heads. Sometimes important prisoners need to disappear too.† I grimaced at her amusement but was grateful when she got us turned around. With a clear purpose, I grew more and more tense. This was it. What would we find? No one was giving us a second glance up here, but in the dungeons, we'd attract attention – especially when we busted out one of their prisoners. Our castle faà §ades might have been different, but Katrice and I possessed similar dungeons. Dark. Gloomy. Gray stone walls and torches. It was such a stereotype, but I supposed it helped dampen the hopes of any prisoners. Imanuelle led us confidently down flights of stairs and into a long, wide corridor. Jasmine's cell was easy to spot because six guards stood outside it – again, reminiscent of her earlier conditions at my place. â€Å"Good luck,† said Imanuelle, falling behind us. She was apparently holding true to her word that this was all on us now. The guards on duty were sharp-eyed and naturally noticed our approach, but none of them reacted with wariness or alarm. A couple displayed curiosity, wondering perhaps if orders had changed, but that was it. Kiyo and I had discussed several strategies on our journey and finally decided swift and surprising force would be the way to go. When we were still several feet away, I sent my magic out, pulling in the air like a deep breath and throwing it back at the guards in the form of a gale-worthy wind. It ruffled our hair and brushed our skin, but the blast literally threw the guards off their feet. There were cries of shock, and two went down right then and there from the impact of slamming against the corridor's end. The other four were up on their feet, three drawing copper swords. Fire appeared in the hands of the fourth. I should have expected Katrice would put magic-users on Jasmine, along with brute force. There was no other time to ponder that, though, because the guy suddenly hurled a fireball at us. I instinctually drew on the surrounding air again, along with its moisture, disintegrating the fire with little effort. Kiyo surged forward then, attacking one of the guards. I ran forward as well, my attention focused on another guard as I created a vacuum around him, pulling all air away from him. His eyes widened as he gasped and clutched his throat, trying to draw an impossible breath. I held the magic as one of his colleagues tried to attack me. I dodged the sword, largely because the iron dagger in my hand was making him keep his distance. The guy in the thralls of my magic finally passed out from the lack of oxygen, and I released him, letting him collapse unconscious to the floor. Before I could even deal with the other soldier by me, Kiyo leapt out and tackled him to the floor. I took this to mean Kiyo's first opponent was out of commission, leaving me with the magic user. Not having learned anything the first time, he hurled another fireball at me. I admired his control; too much would have incinerated everyone in the hall. But with my magic, swatting the fire away was an afterthought for me. He had no weapon out, and I stepped forward, pushing my athame to his throat. He cried out at the sting of the iron, offering no fight as I began drawing away his oxygen too. A realization glinted in his eyes. Illusion or no, he must have figured out who would wield air and water so easily – and hold onto iron. â€Å"Thorn Queen †¦Ã¢â‚¬  he gasped out, as the last of his air left him. I saw unconsciousness seizing him, but just before it did, he managed a weak flutter of his hand. No fire came, but I felt an intense wave of heat spread out. It didn't hurt me, but there was a physical power within it, one that rippled the air and made the walls tremble slightly just before he too collapsed to the floor. Kiyo and I stood there among the bodies – dead or alive, I didn't know – and glanced at each other and our surroundings carefully. Imanuelle still stood back but looked impressed. â€Å"What the hell was that?† I asked. â€Å"I'm guessing an alarm,† she said. â€Å"Fuck.† I turned toward Jasmine's cell and saw her huddled in the farthest corner, regarding me with large, wary eyes. Water was her true specialty; she had only slight control over air. Nonetheless, she would have felt the strength of the magic I'd used. Like the guard, she knew there were few who could do what I'd done – but her vision told her it wasn't me standing there. I was still under Imanuelle's illusion. Kiyo was already searching bodies and soon found a key. We opened the cell, but Jasmine didn't move. She didn't look too worse for the wear, but I knew some of the most terrible behaviors rarely left a mark. There was a small tear in her dress and a bruise on her arm that looked like the signs of a struggle, probably during her initial capture. I also noticed they'd left the fine iron chains on her that Girard had created to stunt her magic. My own safeguard had undoubtedly been useful for her captors. I gestured to the door, uneasy about what Imanuelle had said about an alarm. â€Å"Jasmine, come on. It's us. Me and Kiyo.† â€Å"And by me,† said Kiyo, pointing in my direction, â€Å"she means Eugenie.† Jasmine hesitated, looking between our faces. â€Å"How is that possible?† Imanuelle, who'd been watching the hall's entrance, turned hastily toward the cell. â€Å"How do you think? With magic. Look at yourself.† Jasmine's features rippled, and soon, we were staring at another Rowan soldier. Jasmine studied her hands in astonishment. The illusion showed no chains, but she would still be able to feel them. â€Å"Your iPod's playlist sucks,† I said when she continued to hesitate. â€Å"Would a gentry guard say that?† â€Å"Come on,† urged Imanuelle. She'd been confident she could get herself out of any danger here, but those odds were better if she wasn't in a hall that could easily be blocked off if a regiment came tearing toward the entrance. Jasmine must have decided this new development could be no worse than her present fate. She jumped up and left the cell, following as the rest of us made for the stairs. We reached the main floor without opposition, but once there, all was chaos. Soldiers were running in the direction we'd come from, and I wondered how long it'd take them to realize we were the only ones not going toward the dungeons. Except †¦ it turned out that wasn't the case. In the confusion, no one stopped us from exiting the front door, but the inner grounds were packed with soldiers. They were cramming terrified refugees into one well-guarded section, and the gates in the outer walls had been shut. â€Å"Fuck,† I said again. It still seemed like the only adequate way to sum up this situation. â€Å"We could jump to the human world,† said Kiyo. â€Å"Imanuelle can get out on her own.† I considered this. It was true. Imanuelle could change into a peasant or whatever and escape detection until an opportunity for escape popped up. Kiyo's abilities allowed him to transition with relative ease through the worlds without a gate. I could do it – but not without difficulty. And I needed to use an anchor to draw me back. I had a couple back in my home, but Jasmine had nothing like that. She probably couldn't jump at random from the Otherworld. I wasn't even sure if she could with an anchor – and the iron chains made it worse. We could both end up doing serious damage to ourselves. â€Å"We can't,† I said. â€Å"We've just got to hide out.† I turned to Imanuelle. â€Å"How are you doing? Can you turn us all to peasants again?† She nodded. â€Å"We've got to get out of sight, though.† Her confidence was a small blessing, at least. Imanuelle was keeping up four illusions now, and her strength had been a concern in all this, that and someone who would be able to see through – â€Å"It's her! It's the Thorn Queen!† The shrieking voice that suddenly drew all eyes to us didn't come from the soldiers. It came from an old woman among the huddled refugees. She reminded me of Masthera, with white hair and wild eyes. She was pointing at us, and there was something in her gaze †¦ some piercing quality that made me believe she could see straight through the illusions to us. â€Å"Damn,† said Imanuelle. There was both fear and hurt pride in her voice. Although this had been a possibility, I knew she'd secretly felt her powers were too strong for detection. Maybe the four of us had stretched her magic thin. Honestly, I wouldn't have thought that one shout would be enough to pull attention to us, not in the chaos out there. Yet, the woman's voice brought silence to those nearby. They turned to stare at us, and soon, others who hadn't heard her noticed the reactions and fell quiet as well. â€Å"Hush,† snapped a guard, finally breaking the confused silence. He was one of the ones keeping the civilians out of the way. â€Å"We have no time for this.† The old woman shook her head adamantly. â€Å"Can't you see? Can't you see them? It's the Thorn Queen and her sister! They're right there!† The guard's face darkened. â€Å"I told you, we – â€Å" His jaw dropped because that was when the guards who'd been on gate duty earlier approached. They came to a standstill, staring at us in complete shock. If we hadn't panicked over the alarm, one of us probably would have thought to change the illusion so we looked like the unconscious soldiers, not the ones we would have to pass by again. It was a bad, bad oversight, and now everyone could see us and our mirror images. The guard yelling at the old woman might not know what was going on, but he knew something was going on. â€Å"Seize them,† he said. He glanced uneasily at his true colleagues and decided to cover his bases. â€Å"Seize them too.† Other soldiers moved toward us unquestioningly. I sized up the numbers. We were good, but I didn't think Kiyo and I could take that many in melee. Jasmine came to that same conclusion. â€Å"Blow them up,† she said. â€Å"We can blow our way out of here.† By ‘we,' she meant ‘me,' and I knew she was talking about storms, not explosions. Some part of me had already known that was the answer. Barely even realizing it, I summoned all my magic, making the beautiful, sunny day in the Rowan Land quickly fade. Black and purple clouds tumbled across the sky at impossible speeds, lightning flashing so close to us that the ground trembled. Humidity and ozone filled the air, wind rising and falling. It had come about in a matter of seconds, and the approaching soldiers halted. The old woman's crazy claim was no longer so crazy in light of that magic. They were all realizing that no matter what their eyes said, the possibility was now very good that Eugenie Markham truly stood before them. And I might be a wartime enemy, one they needed to capture, but I was also Storm King's daughter, and that was not a title taken lightly. They knew what I could do, and it was enough to freeze up years of training. â€Å"Let us pass,† I said. I began slowly moving toward the gate, my three companions following a moment later. â€Å"Let us pass, or I'll let this storm explode in here. It's already on the edge. One breath, and I can let it go.† Thunder and lightning crackled above us, driving home my point. There were small screams from some of the crowd. â€Å"Do you know what that kind of storm will do in an area this small? To all of you?† â€Å"It will kill them,† a voice suddenly said. â€Å"Horribly.† I looked over toward the castle's entrance and saw Katrice herself standing there. Guards hurried to flank her, but she held up a hand to halt them. It had been a long time since I'd seen her. All of our antagonistic contact had been through messenger and letter. She looked like she had at our last meeting, black hair laced with silver and dark eyes that scrutinized everything around her. She was in full regal mode too, in silver-gray satin and a small jeweled tiara. But no †¦ as I studied her, I saw a slight difference. She looked older than the last time we'd been together. Leith's death and this war had taken their toll. I stared her straight in the eye, my adversary, the cause of so much recent grief in my life. I needed no storm around me because one was breaking out within, winds of fury and anger swirling around and around inside me. â€Å"Drop the spell,† I said to Imanuelle, without looking at her. I wanted to be face-to-face with Katrice, and honestly, it wasn't like my identity was a secret anymore. I felt another tingle, and a few gasps told me I wore my own form now. A small, tight smile crossed Katrice's lips. â€Å"Yes,† she continued, â€Å"you could unleash a storm here. You could destroy a large part of this wall, this castle. You could most certainly destroy all these people – which is what you're good at, right? You put on this lofty pose about protecting lives, yet somehow, death always follows you. You leave it in your wake, just as Tirigan did. But at least he had no delusions about what he was doing.† The comparison to my father increased the anger in me. The weather mirrored my reaction, the sky growing darker and the air pressure intensifying. â€Å"Go ahead,† said Katrice. â€Å"Show me your storm.† â€Å"You don't have to kill them,† said Jasmine beside me, voice low. â€Å"Just her.† Was she right? Was that all it would take? I could kill Katrice, no question. One unexpected bolt of lightning, and she'd be gone. If memory served, her magic was similar to Shaya's: a connection and control with plant-life. As a queen, someone with the ability to conquer a land, Katrice possessed that power to levels that dwarfed Shaya's. It was probably why the trees and plants here were so beautiful. It was also probably why we hadn't been attacked yet. This inner courtyard around the castle was cleared land, hard-packed dirt that facilitated travel for guards, merchants, and other visitors. If we'd been outside the walls, I would have likely had a forest marching on me by now. â€Å"You can do that too,† said Katrice, still trying to bait me. I couldn't tell if she was simply attempting to prolong her life or trying to catch me off guard for some other attack. â€Å"Kill me in cold blood. Just like you did my son. It's in your nature.† â€Å"It's not cold blood in wartime,† I growled. â€Å"And your son deserved it. He was a weak, cowardly bastard who had to lie and drug women to get what he wanted.† This made her flinch slightly, but she didn't hesitate to return the arrow. â€Å"But he did get what he wanted. He got you. He couldn't have been that weak.† Those words stung, but before I could respond, a young man slipped into place beside her. His resemblance was so strong to her and Leith that there could be no question of his identity: Cassius, her nephew. The rage within me doubled. Seeing him reminded me of what he'd most likely done to Jasmine. My reason was slipping, replaced by pure fury. â€Å"You should have let this go,† I told Katrice, my voice perfectly level. â€Å"You should have accepted Leith's death as punishment for what he did. An even slate. Lives have been lost because of you. More will be now.† One bolt. One bolt, and she was dead. Hell, I could probably take out Cassius with it too. â€Å"Eugenie,† said Kiyo. â€Å"Don't. Don't do it.† â€Å"What else am I supposed to do?† I breathed, out of the others' earshot. â€Å"I warned you before there would be consequences. Please listen to me this time,† he begged. â€Å"There will be again.† â€Å"What do you expect me to do?† My voice was louder. I didn't care who heard. â€Å"This is wartime. I kill their leader. I win. Otherwise, I let hell loose in here, and these people die. Which do you want, Kiyo? Pick – or else find another way.† He didn't respond, but Katrice's tight smile grew at seeing dissent within my ranks. â€Å"No options but death. You are Tirigan's daughter. I'm glad now that Leith didn't get you with child. His plan seemed wise at first, but it's better my exalted bloodline isn't mingled with yours – though the gods know how much Leith tried. He told me about it. Often. Ah, well. I suppose we'll know soon how Cassius fared †¦Ã¢â‚¬  Her gaze lingered slightly on Jasmine beside me. Imanuelle had dropped all our disguises. â€Å"Eugenie – † Jasmine tried to speak, but I didn't want to listen. â€Å"Are you trying to get yourself killed?† I demanded of Katrice. Each word was harsh, almost impossible to get out. I was changing my mind about the lightning. I was remembering how I'd killed Aeson, literally blowing him apart by ripping the water from his body. There were so many ways to kill her, so many ways to bring about humiliation. Katrice gave a small shrug, and despite that smug attitude, I saw a pang of regret in her eyes. â€Å"I have a feeling I'll die one way or another today. I just want everyone to know the truth about you before I do.† I froze. I'd told Kiyo to give me another option, and he'd had none. But there was one other. â€Å"The truth,† I said slowly, reaching toward my backpack, â€Å"is that you aren't going to die today. But you'll wish you had.† I can only assume what happened next was born out of pure emotion, out of the anger and despair her words about me and Jasmine had evoked. Situational adrenaline probably played a role too, and †¦ well, maybe there was something in my genes after all. I pulled the Iron Crown from my backpack. Katrice turned white, all cockiness gone. Those who recognized the crown displayed similar fear, audible and visible. Others just stared curiously. â€Å"No,† she gasped. â€Å"No. Please don't.† I think until that moment, she hadn't truly believed I had the crown. I also think that had I demanded it, she would've named whatever terms of surrender I wanted. But I didn't want simple surrender. I wanted suffering. I wanted her to suffer, just as I had. So many ways to bring about humiliation †¦ I placed the crown on my head, and somehow – maybe it was part of its magic – I knew exactly what to do. The iron athame was still in my hand, and I crouched down with it. Katrice dropped to her knees too, but it was in supplication. â€Å"Please,† she begged again, tears in her eyes. â€Å"Anything. I'll do anything you want.† â€Å"You're right,† I said. â€Å"You will.† I slammed the blade down – and pierced the land's heart.

“Silence” by Shusaku Endo Essays

â€Å"Silence† by Shusaku Endo Essays â€Å"Silence† by Shusaku Endo Essay â€Å"Silence† by Shusaku Endo Essay â€Å"Silence† by Shusaku Ebdo provides detailed overview of life and adventures of Portuguese missionary priest. The author shows that the priest was responsible for administering Christian community in Japan. However, the author raises the themes of religious intolerance and discrimination showing that main hero suffered from religious prosecution by Japanese authorities. Also the author explores eternal themes of despair, apostasy, faith, martyrdom, redemption and religious sin. The book, thus, can be considered profound exploration of Incarnation logic. Actually, the author tends to show that God’s journey from Heaven isn’t paid proper attention and God’s omnipotence is contradicted. One more theme is hero’s personal struggle as Christian in Japan meaning that the author explores the paradox of a crucified God. Speaking about interesting moment it is necessary to explain the meaning of the book’s title – Silence. Endo assumes that Silence symbolizes strangeness of Christ’s death and incarnation. The author shows that Rodriguez is rather concerned with God’s silence. He can’t understand why God prefers to keep silence when seeing human agony and suffering. Firstly the hero thinks the God is simply sitting and doing nothing: his arms are folded. Rodriguez claims that God remains indifferent when simple and innocent people in God’s name. Nevertheless, the author shows that Rodriguez in such a way is tempted to apostatize with the purpose to save peasant because he asserts that God won’t help and save them. Finally, God’s silence leads to the fact that the pres loses faith in God. Nonetheless, the author points out that sometime Rodriguez hears that God breaks the silence. It is suggested that it is merely Rodriguez imagination. He imagine s that Christ speaks to him from the fumie: â€Å"Trample! It was to be trampled on by men that I was born into this world. It was to share mens pain that I carried my cross†. In such a way God has responded to the misery and suffering of humans by giving the Word. Endo, Shusaku. (2006). Silence. UK, London: Peter Owen Publishers.

Free Essays on A Successful Relationship

There are three main stages in a relationship. The first key element in a relationship is to begin by dating the person you feel the most attraction for; this is the easy part. After this, the next fork in the road entails taking the relationship to the next level, and marrying your soul mate. Finally, your hardest challenge arrives. This challenge, of course, includes the biggest day in your life: the birth of your children. In a nutshell, this is how a relationship evolves and remains successful and alive. Dating a person is the most important part of a relationship. This is how you know if you are compatible and if the relationship will last. There must first be sparks between the two of you. Whether you meet in school, work, or between mutual friends, you must be somewhat attracted to this person. It does not necessarily have to be a physical attraction, but it can also be a mental fixation. Now that you have the attraction, you must now get up the courage to ask this person out on a first date, also known as â€Å"Gettin’ up the gusto.† You have gotten over the hard part, asked the girl out, and she has said yes. Now comes preparation for the first date. You want it to be amazingly perfect, and a night that she will never forget. Now you must do a little bit of research to find out more about her and what she likes. You may just come out and ask her to get to know her better, or ask her friends what she is interested in. This includes anything from what sports, if any, she is into, her favorite color, flower, or food; what kind of movies she likes, and what she does to have fun. For instance, if her favorite flower was daisies, and her favorite food was Italian food the perfect date would be to go and hand pick a bunch of daisies for her, and then proceed to the best Italian restaurant in the city. It would be the most thoughtful and ... Free Essays on A Successful Relationship Free Essays on A Successful Relationship There are three main stages in a relationship. The first key element in a relationship is to begin by dating the person you feel the most attraction for; this is the easy part. After this, the next fork in the road entails taking the relationship to the next level, and marrying your soul mate. Finally, your hardest challenge arrives. This challenge, of course, includes the biggest day in your life: the birth of your children. In a nutshell, this is how a relationship evolves and remains successful and alive. Dating a person is the most important part of a relationship. This is how you know if you are compatible and if the relationship will last. There must first be sparks between the two of you. Whether you meet in school, work, or between mutual friends, you must be somewhat attracted to this person. It does not necessarily have to be a physical attraction, but it can also be a mental fixation. Now that you have the attraction, you must now get up the courage to ask this person out on a first date, also known as â€Å"Gettin’ up the gusto.† You have gotten over the hard part, asked the girl out, and she has said yes. Now comes preparation for the first date. You want it to be amazingly perfect, and a night that she will never forget. Now you must do a little bit of research to find out more about her and what she likes. You may just come out and ask her to get to know her better, or ask her friends what she is interested in. This includes anything from what sports, if any, she is into, her favorite color, flower, or food; what kind of movies she likes, and what she does to have fun. For instance, if her favorite flower was daisies, and her favorite food was Italian food the perfect date would be to go and hand pick a bunch of daisies for her, and then proceed to the best Italian restaurant in the city. It would be the most thoughtful and ...

Consumers Warned of Online Payday Loan Sites

Consumers Warned of Online Payday Loan Sites As you look at the automated ads that surround this article, keep in mind that the Consumer Federation of America (CFA) has long advised consumers to exercise extreme caution when using internet payday loan web sites, where loans due by the next payday, can cost up to $30 per $100 borrowed and borrowers typically face annual interest rates (APRs) of 650%. According to a CFA survey of one hundred Internet payday loan sites, small loans involving electronic access to consumers checking accounts pose high risks to consumers who borrow money by transmitting personal financial information via the internet. Automatically Zapping Your Bank Account Internet payday loans cost up to $30 per $100 borrowed and must be repaid or refinanced by the borrowers next payday, said Jean Ann Fox, CFAs director of consumer protection. If payday is in two weeks, a $500 loan costs $150, and $650 will be electronically withdrawn from the borrowers checking account. Many surveyed lenders automatically renew loans by electronically withdrawing the finance charge from the consumers checking account every payday. If consumers fail to have enough money on deposit to cover the finance charge or repayment, both the payday lender and the bank will impose insufficient funds fees. Where Payday Loans Lurk Online payday loans are marketed through e-mail, online search, paid ads, and referrals. Typically, a consumer fills out an online application form or faxes a completed application that requests personal information, bank account numbers, Social Security Numbers and employer information. Borrowers fax copies of a check, a recent bank statement, and signed paperwork. The loan is direct deposited into the consumers checking account and loan payment or the finance charge is electronically withdrawn on the borrowers next payday. High Cost, High Risk Internet payday loans are dangerous for cash-strapped consumers, stated Ms. Fox. They combine the high costs and collection risks of check-based payday loans with security risks of sending bank account numbers and Social Security Numbers over web links to unknown lenders. CFAs survey of 100 Internet payday loan sites showed that loans from $200 to $2,500 were available, with $500 the most frequently offered. Finance charges ranged from $10 per $100 up to $30 per $100 borrowed. The most frequent rate was $25 per $100, or 650% annual interest rate (APR) if the loan is repaid in two weeks. Typically loans are due on the borrowers next payday which can be a shorter term. Only 38 sites disclosed the annual interest rates for loans prior to customers completing the application process, while 57 sites quoted the finance charge. The most frequently posted APR was 652%, followed by 780%. Although loans are due on the borrowers next payday, many surveyed sites automatically renew the loan, withdrawing the finance charge from the borrowers bank account and extending the loan for another pay cycle. Sixty-five of the surveyed sites permit loan renewals with no reduction in principal. At some lenders, consumers have to take additional steps to actually repay the loan. After several renewals, some lenders require borrowers to reduce the loan principal with each renewal. Contracts from Internet payday lenders include a range of one-sided terms, such as mandatory arbitration clauses, agreements not to participate in class action lawsuits, and agreements not to file for bankruptcy. Some lenders require applicants to agree to keep their bank accounts open until loans are repaid. Others ask for voluntary wage assignments even in states where wage assignments are not legal. CFA advises consumers not to borrow money based on giving a post-dated paper check or electronic access to a bank account as security. Payday loans are too expensive and too hard to repay on the next payday. CFA advises consumers never to transmit bank account numbers, Social Security numbers or other personal financial information via the Internet or by fax to unknown companies. Consumers should shop for lower cost credit, comparing both the dollar finance charge and the APR to get the lowest cost credit available. For help with financial problems, CFA urges consumers to seek credit counseling help or legal assistance.

Learning style inventory paper Essay Example | Topics and Well Written Essays - 750 words

Learning style inventory paper - Essay Example The assessment of learning style in this assessment has used multi-intelligence theory, and as evident from the analysis, I although have different forms of intelligence, my predominant intelligence is intrapersonal. I have scored positive points in each of the questions posed in section 4, and according to this theory my intelligence is intrapersonal. This means I have ability of self-analysis and reflection. I can quietly contemplate my accomplishments. I often examine my own feelings and behaviour. I set goals for myself through examination of my abilities and through plans. In a nutshell, I have capacity to know myself. It also indicates I would benefit from learning myself with my own effort with preference for belonging to my own private world through independent and introspective learning. Since in most of the cases I focused on my thoughts and concentrated on my feelings I would say that my learning style is intrapersonal. The learning style is an important parameter for development of an educational programme. The learning style, as indicated by Dureva and Tuparov (2006), reflect the method of processing and accepting information by the learners. Therefore, while designing an educational programme, awareness of student learning styles would be very important (Dureva and Tuparov, 2006). Evans and Waring (2006) indicated in their study that although many of the differences of learning achievements between different cognitive styles were not apparent, at least the interpersonal and intrapersonal characteristics of the wholists and the analytics were perceived to be important in designing a program of education. They are known to considerably impact the delivery and planning in the classroom. It has been concluded that if a truly inclusive educational program is intended to be designed, due consideration to the learning styles of the students must be paid (Evans and Waring, 2006). Applying Hoerr (2000) p rinciples, the

Creative writing Essay Example | Topics and Well Written Essays - 750 words

Creative writing - Essay Example I tried to muff my laughter but the sound was already obvious to him, He continued his hobby while turning his back on me. "Sixteen seventeen eighteen nineteen twenty." I already knew he was through with his play. "So, there were only twenty stars tonight" I said sarcastically. "No," came the mechanical remark. "There are more than twenty. There are millions out there, my mother told me so," he said. This would have been the end of our repetitious nightly conversation, being irritated I chose to say something more. "Why then did you stop" I retorted. "I can only count up to twenty you know, my mother died before she could teach me the next number," the boy said in a sad way. I was taken aback by his frankness. I had been sitting with this boy for the past ten sunsets on the aged breakwater, all I knew before was he enjoyed counting stars, just that guilt laden, I tried to make up for my rude attitude by being kinder. "Why are you here every night, don't you have a family or someone to take care of you" He kept silent for a while. "Hey, Are you mad at me" I said with further guilt. "No, I am used to being laughed at by people when I count stars, about a family, my mother was my only family." He looked up and pretended to count the stars again just as he did this a tear rolled down his cheek, which he quickly wiped with his shirt. I wanted to say something but my tongue got numb a t the sight of the little boy. "Bit your tongue, Mister" the boy asked. I could not answer him for a couple of minutes. "You seem to enjoy yourself when you count stars here in the breakwater." I heard myself mutter. The boy spoke in a sadder tone, "They're the only one's I've got and I have no other place to go." I knew then that I had been a trespasser to his home starting the night I comfortably took a big portion of his spot. "Don't you have a family of your own" the boy asked me eagerly. I felt awkward and refused to answer. "Hey! Are you mad at me" the boy said chuckling. I felt my lips grin at his action, the first smile in a week's time. "I have no use for one," I lied. "I wish you have one because it really feels good to have people who care for you," I heard him say this as he got close to my side. " When my mother was alive we were a happy family, just the two of us," he added, as he threw a stone at the calm ocean. "Why do count stars" I asked him, trying to think of a better way to change the subject about families. He replied, "Because they're beautiful." He pointed at a star with the most lustrous ray, "That star is my mother!" he said happily. "How did you know" I said puzzled. "Because my heart says so, " he answered in utmost certainty. "Why count the others then" I said in a further puzzlement. He sighed, "For them not to be lonely." I looked at the sky and told him, "How can they be lonely There are a million of them out there!" The boy earnestly looked at my face and studied it carefully. He stood up, took a heavy breath and said, "Stars do not know each other, a star can only see the light of another. The distance between them is too great to let their lights warm each other's loneliness." "Do you think you can make them all happy You cannot count all of them, you know," I said truthfully. He

Organizational Leadership and Community Engagement Thesis Proposal

Organizational Leadership and Community Engagement - Thesis Proposal Example According to Lamb and McKee (2004), this idea distinct leadership from authority organizational leadership is not about an individual affair. The concept of organizational leadership defines the features of self organizations in groups, their behaviors, and agreements on ways to handle their affairs effectively. The conflict that affects organizational leadership is the rationale of the owners of organizations not wanting to leave the fate of their investments to the concept of self organization. These owners will always tend to put an authority over the naturally self directing leadership to have control over it. Many people would take the senior authority in an organization to be leadership which is not true; it is a mere command that validates what the seniors have to say over their juniors in the functions of an organization On the other hand, community engagement defines involvement of individuals or groups in organizational functions either temporarily or permanent with the aim of benefiting the community. This activity enables an organization help progress a community from certain stagnancy (Cavaye, 2001). Community engagement has come to be as a result of the idea of community benefit which gives that for any ideal to be workable in the society then it must benefit the community it operates in one way or the other (Chatter for Community Engagement, 2001). According to Lloyd (2009) community engagement concerns a sincere built relationship with the society for its sake rather than so to profit making. It has some main aspects such as resource development, establishment of friendships, impact planning towards the community, the welfare of the organization, programs the resources shared among others which are mainly meant for the benefit of the community (Gottlieb & Hildy, 2007). 1.2 Background Study The purpose of concept of organizational leadership and community engagement is to promote the ideals of the concerned organization and benefiting the community in which it operates at the same time. (George, 2000). Considering the relationships in water management in Victoria Australia we make a study of one major case. There have been many programs for water

Political Theory Essay Example | Topics and Well Written Essays - 1750 words

Political Theory - Essay Example These leaders assume their respective positions in government for a specified period of time after which they return to their normal work never to serve the people again. During their tenure in the government, leaders in a republic should serve the interests of the people who elected them at the expense of their personal interests. In any state, republicanism emphasizes on several significant concepts that include dedication to serving the people, advantages of universal political participation, the negative effects of corruption, strict adherence to the rule of law, and the necessity to separate powers. From these concepts, the most significant value that stands apart in republicanism is political liberty. In this case, political liberty transcends the lack of government interference in private affairs to incorporate self-reliance and self-discipline as key determinants of societal wellbeing. Political liberty keeps off the government and its leadership from the private lives of its citizens. The government’s interference with the private lives of its citizens only happens when individual activities threaten the wellbeing of the entire republic. As such, the role of the government in a republic is to protect the entire republic (Duff, 2011). ... Particularly, the essay explores the extent to which Jon Locke’s social contract theory is compatible with the republican ideologies of Niccolo Machiavelli. Understanding Social Contract Social contract is a convention between humans that aims to discard the state of nature. Under this state of nature, individuals coexist peacefully without the interference by the government and its written rules and regulations. Principles of justice based on individual ability to reason efficiently guide the people’s way of life. These principles include the right to liberty and the right to live. They apply to all individuals regardless of race or ethnicity. Through reasoning, most individuals seek to follow these principles; nonetheless, the lack of written regulations results to challenges especially in the manner at which individuals solve the arising interpersonal conflicts (Maloy, 2009). In times of such conflicts, the state of nature becomes a social contract as individuals see k assistance from the state. To solve these conflicts, the state sets up rules and enforces them prompting the people to pay the state for its role in conflict resolution. In this process, the government sets up legislatures, law enforcement units, and non-partisan judicial systems to protect the right of every individual. This theory explains the processes of forming states and governments. Particularly, this theory focuses on the voluntary provision of information to the government by the people. This is because the government serves the people and it requires accurate information from the people in the process of serving them. Jon Locke’s Social Contract Theory and its Compatibility with the Republican Ideologies of Niccolo Machiavelli In this

My father's song (Poem analysis) Essay Example | Topics and Well Written Essays - 1250 words

My father's song (Poem analysis) - Essay Example Their content shows different kinds of father-son relationships, though both are filled with intense bonds of love, while their forms and symbolism suggest the cycle and rhythm of life that can be distinct to every father and cultural group. Ortiz and Roethke both express intense devotions to their father, which is typical of the adoration that boys feel for their fathers, the main plot of the poems and evident in the diction that speak of their livelihoods. Ortiz remembers his father and misses him terribly. The plot of the poem talks about how he misses his father, â€Å"His voice, the slight catch,/the depth from his thin chest† (Ortiz 3-4). He misses him enough that his senses are all awakened, as if he can hear, see, and feel his father. Having the kind of memory that becomes almost physically real signifies a son’s intense devotion to his father. Furthermore, Ortiz uses diction that has rich imagery that is typical of Native American language. The â€Å"tremble of emotion† (5) and his song for his son are elements of Native American identity, where oral histories are part of everyday activities shared through songs and stories. The boy in Roethke’s poem also expresses his strong love fo r his father. He calls him â€Å"Papa,† a term of endearment, and he does not mind that he comes home drunk and dances the waltz with him, for he still â€Å"hung on† (Roethke 3) and clung to his shirt, as his Papa waltzed him roughly to bed (Roethke 16). It does not matter if Papa’s ritual is too rough for the boy; he enjoys it anyway and takes pleasure in being the center of his father’s attention. Lisa Jadwin underlines that the boy must be terrified of his father’s smell, actions, and appearance, but it does not matter. She interprets the plot of poem as one that â€Å"captures some of the fundamental joy a child experiences when playing with a parent and receiving that parents

Political Theory Essay Example | Topics and Well Written Essays - 1750 words

Political Theory - Essay Example These leaders assume their respective positions in government for a specified period of time after which they return to their normal work never to serve the people again. During their tenure in the government, leaders in a republic should serve the interests of the people who elected them at the expense of their personal interests. In any state, republicanism emphasizes on several significant concepts that include dedication to serving the people, advantages of universal political participation, the negative effects of corruption, strict adherence to the rule of law, and the necessity to separate powers. From these concepts, the most significant value that stands apart in republicanism is political liberty. In this case, political liberty transcends the lack of government interference in private affairs to incorporate self-reliance and self-discipline as key determinants of societal wellbeing. Political liberty keeps off the government and its leadership from the private lives of its citizens. The government’s interference with the private lives of its citizens only happens when individual activities threaten the wellbeing of the entire republic. As such, the role of the government in a republic is to protect the entire republic (Duff, 2011). ... Particularly, the essay explores the extent to which Jon Locke’s social contract theory is compatible with the republican ideologies of Niccolo Machiavelli. Understanding Social Contract Social contract is a convention between humans that aims to discard the state of nature. Under this state of nature, individuals coexist peacefully without the interference by the government and its written rules and regulations. Principles of justice based on individual ability to reason efficiently guide the people’s way of life. These principles include the right to liberty and the right to live. They apply to all individuals regardless of race or ethnicity. Through reasoning, most individuals seek to follow these principles; nonetheless, the lack of written regulations results to challenges especially in the manner at which individuals solve the arising interpersonal conflicts (Maloy, 2009). In times of such conflicts, the state of nature becomes a social contract as individuals see k assistance from the state. To solve these conflicts, the state sets up rules and enforces them prompting the people to pay the state for its role in conflict resolution. In this process, the government sets up legislatures, law enforcement units, and non-partisan judicial systems to protect the right of every individual. This theory explains the processes of forming states and governments. Particularly, this theory focuses on the voluntary provision of information to the government by the people. This is because the government serves the people and it requires accurate information from the people in the process of serving them. Jon Locke’s Social Contract Theory and its Compatibility with the Republican Ideologies of Niccolo Machiavelli In this

Strategic Marketing Analysis Essay Example | Topics and Well Written Essays - 4750 words

Strategic Marketing Analysis - Essay Example And then the product decisions are made based on popularity. This means that we must consider the brand name before purchasing from a manufacturer. In the collectable business, customers tend to look for the newest and greatest, and so animeinternational.com must consider the current popular culture in product decisions. We tend to focus on the high customer base products that are derived from popular anime cartoons, movies and menga comics. Over time, we develop customer's tastes and budgets step by step. We instruct them, and bring them along as far as they want to go. We may have affairs from time to time for one reason or another; but we deliver them true value, and have made repeated Sales of quality products, they'll get back. Customers Development and Customers Retention are super-critical foundation stones at animeinternational.com. Price decisions are also an important part of animeinternational.com marketing strategy. ... The price strategy is derived from the consumer's ability to find the product elsewhere, basically our competition. Therefore, to retain our customer base, we must sell at a less than retail value. Distribution decisions are also a strong part of our strategy, however, as noted previously, we do not market to any specific geographic location. Instead, animeinterantional.com markets to as many geographical locations as possible. This is a strong marketing strategy for us as it fills a customer need that other facilities do not. Many anime sellers and retailers are US only based, and we compensate for that customer base loss. We always conduct Quality sales of Anime products. Our processes include the quality product sales based on these principles: Is a product in good-quality Is a product sold at the "right" price Is a product understood by the buyer (customer's satisfaction or understanding is our utmost priority at animeinternational.com). All of our products manufactured at Animeinternational.com run through a standard lifecycle. We intend to sponsor our products in a more efficient way that will fulfill all the customer's requirements. Since Animeinternational.com creation, we are struggling hard to do something new and to evangelize to our valued customers. The promotional mix is very integrated. We are an internet based company, and use business 'sharing' type marketing-such as pop up adds on similar sites or fan forums, Google Adwords, and similar low cost marketing alternatives. Animeinternational.com does market to specific customer segmentations also, especially using web-based marketing, such as when a customer does a search