The Grandmother and Ruby Turpin Essay Example | Topics and Well Written Essays - 1250 words

The Grandmother and Ruby Turpin - Essay Example The bitter epiphany that the Grandmother and Ruby Turpin have experienced in these stories reflects the journey of every human being toward coming to terms with himself. Moreover, in the stories, the Grandmother and Ruby Turpin share a number of similarities and differences in terms of character, experience and various other aspects.The Grandmother and Ruby Turpin share a number of similarities in terms of character and other aspects. First of all, they are both bigots. The Grandmother, in fact, is a â€Å"hypocritical old soul† (Bandy 109). As the oldest character in the story, she seems to show to Bailey, his wife and the children that she possesses the greatest wisdom and the deepest connection with Jesus Christ. However, the irony is that she is the most afraid among the characters when the Misfit shows up. While the rest of the family are curious about the Misfit and his friends, the grandmother is the first one who â€Å"shrieked [and] scrambled to her feet [and called out] â€Å"You’re the Misfit!† (O’Connor, â€Å"A Good Man is Hard to Find† 306). This particular line simply shows how fearful she is of what can possibly happen to her and the rest of the family.The Grandmother’s hypocrisy in her faith in Jesus Christ also shows when, even as she calls out Jesus’ name, she offers the Misfit a bribe. ... You’re one of my own children† (309). Nevertheless, this last attempt of the Grandmother at survival turns out to be the exact opposite of what she actually wants. Perhaps she thinks that by mentioning God, the Misfit will not kill her, but she is wrong. Ruby Turpin, just like the Grandmother, is simply â€Å"bigoted and complacent† (Paquet-Deyris 1). She keeps mentioning to everyone in the room, or at least make them feel, that she has â€Å"a little of everything† – land, property, slaves, hogs – thus implying that she is better than them (O’Connor, â€Å"Revelation† 89). The phrase â€Å"a little of everything† seems like a humble way of saying â€Å"I have a lot† but it is the latter meaning that she wants to make everyone feel. Moreover, like the Grandmother, Ruby also has this seemingly religious image which she flamboyantly projects upon everyone she sees. However, unlike the Grandmother who uses Jesusâ€℠¢ name as a sort of attempt at survival, Ruby seems to invoke the holy name out of pride. Toward the middle of the story, she mentions, â€Å"I thank the Lord he has blessed me with a good [disposition]† (91), and â€Å"Oh thank you, Jesus, Jesus, thank you† (92). This last line, however, has cost her a lot as we all know. Perhaps Ruby thinks that everyone is impressed with her just because she tells everyone how close she is to Jesus. Little does she know that Mary Grace is not the least impressed. Mary Grace knows that beneath the cloak of this â€Å"respectable, hardworking, church-going† follower of Jesus Christ lurks an evil that looks down on everyone (94). And indeed Mary Grace is right about Ruby Turpin – the latter is full of prejudices against people in general. In fact, Ruby has indeed proudly ranked herself as a

Functional Groups of Lisinopril

Functional Groups of Lisinopril The IR spectra of pure showed peaks at which are consistent with the presence of the functional groups of lisinopril (Fig.no.12) Furthermore, the calibration curve of lisinopril obeyed Beers law in the range of 10-60 g/ml (Fig.no.11) An IR spectrum of the drug-polymer (methylcellulose) mixture was taken to study and check the drug- polymer interaction. The spectrum revealed that not much interaction between the drug and polymer (Fig.no.13). In TLC studies, the prepared lisinopril microspheres (M4, M7) showed (Table.no.9) the same Rf (0.5512, 0.5769) value as pure compound (0.5897) and no additional spots were detected. TLC studies (Fig.no15) thus indicated no interaction between lisinopril and polymer (methylcellulose) in the floating microspheres prepared. This observation also indicated that lisinopril was not decomposing during the preparation of floating microspheres. Differential Scanning Colorimetry: The thermal behavior of floating microspheres of lisinopril was studying using DSC are shown in (Fig no.16). The DSC thermogram of pure drug lisinopril exhibited an exothermic peak at corresponding to its melting point. For formulation (M7) this peaks are at respectively. The characteristic exothermic peak is slightly shifted to lower temperature, indicating that there is no interaction between drug and carrier. Percentage yield: Percentage yield of different batches of the prepared floating microspheres were determined by weighing the floating microspheres after drying. All batches of methylcellulose floating microspheres showed a percentage yield of greater than 75%, the percentage yields of all the prepared formulations (M1-M9) were in the range of 76.8 to 92.16% (Table.no.11). Percentage yield is found to be higher with formulation M7 (92.16%). Scanning Electron Microscopy: The surface morphology of the prepared floating microsphere (M7) was shown to be spherical by the SEM photography (Fig.no.19). Particle size analysis: The particle size analysis was carried out using an optical microscope. The arithmetic mean particle size of the methylcellulose floating microspheres significantly increased with increasing polymer concentration were shown in (Table.no.18).The particle size distribution of the methylcellulose floating microspheres ranged between 163.125 to 252.375Â µm. Micromeritic properties of the floating microspheres 61 The various micromeritic properties of the prepared floating microspheres were studied. Acceptable range of angle of repose is between 20ÃŽ ¿-40ÃŽ ¿ and angle of repose for methylcellulose floating microspheres (M1-M9) was between 24.44 to 35.53ÃŽ ¿ (Table no. ), thus indicating good flow property for methylcellulose floating microspheres. Acceptable range of Hausners ratio is up to 1.25 and Hausners ratio for methylcellulose floating microspheres(M1-M9) was between 1.085 to 1.181(Table.no.21) ,all the prepared floating microspheres had a value less than 1.25 thereby exhibiting good flow properties. Acceptable range of Carr,s index (%)is up to 5-21%, and carrs index for methylcellulose floating microspheres(M1-M9) was between 7.910 to 15.379 % (Table.no.21) all the formulations showed an Carr,s index (%) less than 16% and hence had a flow properties. Percentage drug content of the floating microspheres The percentage drug content of different batches of floating microspheres was found in the range of 55.33 to 88%.All batches of the methylcellulose floating microspheres formulation shown percentage drug content more than 55% (Table no.23) and it is found that percentage drug content increases with an increase in the polymer concentration (except M2,M6). Formulation M5 has shown maximum percentage drug content (88.0%). Buoyancy percentage: (Floating ability) The buoyancy test was carried out to investigate the buoyancy percentage (floating ability) of the prepared methylcellulose floating microspheres. The buoyancy percentage of the different batches of floating microspheres was found in the range of 48.0 to 85.0% at the end of 12 hrs (Table.no.25). All the formulated floating microspheres of lisinopril showed buoyancy (floating ability) more than 48%. Amongst the batches of prepared methylcellulose floating microspheres, batch M5 showed highest buoyancy (85%). Floating ability of different formulations was found to be differed according to the increase polymer concentration and it is found that percentage of buoyancy increases with an increase in the amount of polymer. In-vitro release studies Lisinopril release from the all formulated floating microspheres were studied in SGF (0.1N HCl) for 12 hrs.The floating microspheres showed sustained release of the lisinopril (drug) in acidic environment and the drug release was found to be approximately linear (fig no. ). The drug release from methylcellulose floating microspheres was found to be 82.35, 78.75, 74.25, 71.55, 66.15, 83.70, 90.45, 94.5 and 97.65% at the end of 12 h for M1,M2,M3,M4,M5,M6,M7,M8 and M9 respectively (Table.no.27). The sustained release pattern was observed for the prepared floating microspheres (M1-M9) clearly exhibiting an increase in the polymer concentration results decrease in-vitro drug release of lisinopril. Amongst the batches of prepared methylcellulose floating microspheres, batch M5 showed higher drug entrapment efficiency 88.0% and the minimal in-vitro drug release 66.15% at the end of the 12 hrs with compared to the other prepared methylcellulose floating microspheres. Drug release kinetics The results for the mathematic modeling of the in-vitro drug release data for the methylcellulose floating microspheres have been complied and the R2 values shown in the table no. The in-vitro drug release profile for the formulations M1-M9 were subjected to various drug release kinetic studies and are depicted in the following figures. (Fig.no.30-38) The release profile for the formulations M1-M9 exhibiting a maximum R2 values (0.9613, 0.9421, 0.9386, 0.9446, 0.9382, 0.9546, 0.9520, 0.9599 and 0.9660) was found to obey that particular kinetics. From the results it is apparent that the regression coefficient value closer to unity as in the case of the Zero orders plots. The Zero order plots of different formulation were found to be fairly linear, as indicated by their high regression values. Thus, it seems that drug release from the floating microspheres followed Zero order kinetics. The data indicates a lesser amount of linearity when plotted by the First order equation. Hence it can be concluded that the major mechanism of drug release follows Zero order kinetics. Further, the conversion of the data from the dissolution studies suggested possibility of understanding the mechanism of drug release by configuring the data into various mathematical modeling such as Higuchis and Korsemeyers -peppas plots. The mass transfer with respect to square root of time has been plotted, revealed a linear graph with regression value close to one stating that the release from the matrix was through diffusion. Data based on the Higuchi model usually provide a evidence to the diffusion mechanism of drug release from matrix systems such as the methylcellulose floating microspheres developed in this work. R2 values based on the Higuchis model ranged from 0.8882, 0.8578, 0.8507, 0.8603, 0.8542, 0.8773, 0.8708, 0.8858 and 0.8978. (Table.no.29). As these values were close to 1.0, the drug release mechanism of the developed floating microspheres can be said to be Higuchian and, therefore, matrix diffusion-controlled. CHITOSAN FLOATING MICROSPHERES IR Spectra of chitosan floating microspheres An IR spectrum of the drug-polymer (chitosan) mixture was taken to study and check the drug- polymer interaction. The spectrum revealed that not much interaction between the drug and polymer (Fig.no.14). Thin Layer Chromatography: In TLC studies, the prepared lisinopril microspheres (C4, C7) showed the same Rf (0.5384, 0.5000) value as pure compound (0.5897) and no additional spots were detected(Fig.no.15). TLC studies thus indicated no interaction between lisinopril and polymer (chitosan) in the floating microspheres prepared. This observation also indicated that lisinopril was not decomposing during the preparation of floating microspheres. Differential Scanning Colorimetry: The thermal behavior of floating microspheres of lisinopril was studying using DSC are shown in Fig.no.17. The DSC thermogram of pure drug lisinopril exhibited an exothermic peak at corresponding to its melting point. For formulation (C7) this peaks are at respectively. The characteristic exothermic peak is slightly shifted to lower temperature, indicating that there is no interaction between drug and carrier. Percentage yield: Percentage yield of different batches of the prepared floating microspheres were determined by weighing the floating microspheres after drying. All batches of methylcellulose floating microspheres showed a percentage yield of greater than 75%, The percentage yields of all the prepared formulations (C1-C9) were in the range of 78.0 -93.66% (Table.no.12). Percentage yield is found to be higher with formulation C7 (93.66%). Scanning Electron Microscopy: The surface morphology of the prepared floating microsphere (C7) was shown to be spherical by the SEM photography (Fig.no.20). Particle size analysis: The particle size analysis was carried out using an optical microscope. The arithmetic mean particle size of floating microspheres significantly increased with increasing polymer concentration were shown in Table. No. 19. The particle size distribution of the chitosan floating microspheres ranged between 32.50 to 55.80Â µm. Micromeritic properties of the floating microspheres 61 The various micromeritic properties of the prepared floating microspheres were studied. Acceptable range of angle of repose is between 20ÃŽ ¿-40ÃŽ ¿ and angle of repose for chitosan floating microspheres (C1-C9) was between 19.02 to 23.49ÃŽ ¿ (Table.no.22), thus indicating good flow property for chitosan floating microspheres. Acceptable range of Hausners ratio is up to 1.25 and Hausners ratio for chitosan floating microspheres(C1-C9) was between 1.100 to 1.230 (Table.no.22) ,all the prepared floating microspheres had a value less than 1.25 thereby exhibiting good flow properties. Acceptable range of Carr,s index (%)is up to 5-21%, and carrs index for chitosan floating microspheres(C1-C9) was between 9.090 to 18.746% (Table.no.22) all the formulations showed an Carr,s index (%) less than 18% and hence had a flow properties. Percentage drug content of the floating microspheres The percentage drug content of different batches of floating microspheres was found in the range of 50.66 to 88.0%.All batches of the chitosan floating microspheres formulation shown percentage drug content more than 50% (Table.no.24) and it is found that percentage drug content increases with an increase in the polymer concentration. Formulation C5 shown maximum percentage drug content (88.0%). Buoyancy percentage: (Floating ability) The buoyancy test was carried out to investigate the buoyancy percentage (floating ability) of the prepared chitosan floating microspheres. The buoyancy percentage of the different batches of floating microspheres was found in the range of 46.0 to 82.0% at the end of 12 hrs (Table.no.26). All the formulated floating microspheres of lisinopril showed buoyancy (floating ability) more than 46%. Amongst the batches of prepared chitosan floating microspheres, batch C5 showed highest buoyancy (85%). Floating ability of different formulations was found to be differed according to the increase polymer concentration and it is found that percentage of buoyancy increases with an increase in the amount of polymer. In-vitro release studies Lisinopril releases from the all formulated floating microspheres were studied in SGF (0.1N HCl) for 12 hrs.The floating microspheres showed sustained release of the lisinopril (drug) in acidic environment and the drug release was found to be approximately linear (Fig.no.29). The drug release from chitosan floating microspheres was found to be 66.6, 61.65, 58.95, 57.15, 52.2, 69.3, 71.55, 74.7 and 78.75% at the end of 12 h for C1,C2,C3,C4,C5,C6,C7,C8 and C9 respectively (Table.no.28). The sustained release pattern was observed for the prepared floating microspheres (C1-C9) clearly exhibiting an increase in the polymer concentration results decrease in-vitro drug release of lisinopril. Amongst the batches of prepared chitosan floating microspheres, batch C5 showed higher drug entrapment efficiency 88.0% and the minimal in-vitro drug release 52.2% at the end of the 12 hrs with compared to the other prepared chitosan floating microspheres. Drug release kinetics The results for the mathematic modeling of the in-vitro drug release data for the methylcellulose floating microspheres have been complied and the R2 values shown in the table no. The in-vitro drug release profile for the formulations C1-C9 were subjected to various drug release kinetic studies and are depicted in the following figures. (Fig.no.39-47) The release profile for the formulations C1-C9 exhibiting a maximum R2 values (0.9834, 0.9646, 0.9556, 0.9244, 0.9305, 0.9656, 0.9655, 0.9646, and 0.9759) were found to obey that particular kinetics. From the results it is apparent that the regression coefficient value closer to unity as in the case of the Zero orders plots. The Zero order plots of different formulation were found to be fairly linear, as indicated by their high regression values .Thus, it seems that drug release from the floating microspheres followed Zero order kinetics. The data indicates a lesser amount of linearity when plotted by the First order equation. Hence it can be concluded that the major mechanism of drug release follows Zero order kinetics. Further, the conversion of the data from the dissolution studies suggested possibility of understanding the mechanism of drug release by configuring the data into various mathematical modeling such as Higuchis and Korsemeyers -peppas plots. The mass transfer with respect to square root of time has been plotted, revealed a linear graph with regression value close to one stating that the release from the matrix was through diffusion. Data based on the Higuchi model usually provide a evidence to the diffusion mechanism of drug release from matrix systems such as the chitosan floating microspheres developed in this work. R2 values based on the Higuchis model ranged from 0.9238, 0.8905, 0.8751, 0.8295, 0.8392, 0.8955, 0.8993, 0.8986 and 0.9236. (Table.no.30). As these values were close to 1.0, the drug release mechanism of the developed floating microspheres can be said to be Higuchian and, therefore, matrix diffusion-controlled.

Inetgrity:The Control of a Dream :: Economics Businesses Papers

Integrity:The Control of a Dream Last year I spoke to you on Patriotism, the Belief in a Dream. I tried to relate this subject to the commitment one feels to employees, suppliers, and customers from the day they first start their business until it is molded into success, and beyond. I termed Patriotism as a love for and devotion to the success of the business. During the journey of building and running a business there are numerous challenges that test the meddle of the many individuals involved. The foundation of this business must be built on a bedrock of integrity or these challenges will destroy it overnight. But what is integrity and how can you get it ? Webster’s dictionary defines the word as soundness of and adherence to moral principal and character going further to say that it is a state of being whole, entire, or undiminished, in perfect condition. It is not hereditary. It is more about breeding than birth. It is a â€Å"second nature† developed through education, experience, and choice. One needs to pay more attention to virtues like honesty, integrity, responsibility, respectfulness, and fairness to build the character that can help you navigate the ever changing world of business. Teddy Roosevelt reportedly said, â€Å"To educate a person in the mind but not morals is to educate a menace to society†. Rarely has this been more evident than in the past few years where we have seen the highly educated managers of once respected corporations such as Enron, Arthur Anderson, WorldCom and others wreck havoc on our economy. In the last decade we have shown great concern about the low moral code being proliferated by the media, the entertainment industry, fast rising businesses, and even our top elected officials. I do not see where much has been done to correct a glaring issue that tears at the very heart of American society. Building Character isn’t easy. It starts with attentiveness but it’s not just a matter of hanging posters or listing virtues. It requires serious and sustained effort to enhance the ethical consciousness, commitment, and competence of our workers and our families. Our domestic school system is thought to be taking the issue more seriously, but most are only giving it lip service. Cheating and disrespect flourish in classrooms and on sports fields; and young people are unintentionally nudged toward moral agnosticism, or a belief that there really is no right or wrong.

Powermat, Inc. Cases (Recruitment) Essay

Powermat, Inc. has encountered difficulty over the last few years in filling its middle-management positions. The company, which manufactures and sells complex machinery, is organised into six semi-autonomous manufacturing departments. Top management believes that it is necessary for these departmental managers to know the product lines and the manufacturing process, because many managerial decisions must be made at that level. Therefore, the company originally recruited employees from within. However, they soon found that employees elevated to the middle-management level often lack the skills necessary to discharge their new duties. A decision then was made to recruit from outside, particularly from educational institutes with good industrial management programmes. Through the services of a professional recruiter, the company was provided with a pool of well qualified management graduates. Some of them were hired and placed in lower management positions as preparation for advancemen t to the middle-management jobs. They all left the company, however, within two years of their recruitment. Management reverted to its former policy of promoting employees from within and experienced basically the same results as before. Faced with the imminent retirement of employees in several key middle management positions, the company decided d to call in a consultant who could suggest solutions. Discussion Questions 1. What is the problem of recruiting in this company? 2. If you were the consultant, what would you recommend? HRM Planning and Staffing 2.1 Introduction Human resource planning and staffing is one of the toughest task, an organization has before it. Selecting the right man for the right job at the right time is main task of the HR department. The main task is to ensure that the staff of the organization does not leave the organization and  ensure that they are satisfied and that the work of the organization is not affected by the absence of the employee and so on. 2.2 Objectives After reading this chapter, the student will understand the process and problems of HR Planning, job analysis, its process, job description, etc. 2.2 Process and Problems of Human Resource Planning. HRP Process Company Objectives & Strategic Plans P Market Forecast Production Objectives/Process Capital/Financial Plans Plans H A S E Time Horizon (Short/Long Term) 1 Human Resources Demand Forecast N Number O R Category M S Skills Action Plans Recruitment Retraining Redundancy Productivity Retention Monitoring and Control Factors affecting HRP Type and strategy of organization Organizational growth cycles and planning Environmental uncertainties Time horizons Type and quality of forecasting information Nature of jobs being filled and Off-loading the work Type and strategy of organization The type of organization is an important consideration because it determines the production processes involved, number and type of staff needed, and the supervisory and managerial personnel required. Manufacturing organizations are more complex in this respect than those that render services. The strategic plan of the organization defines the organization’s HR needs. E.g. A Strategy of internal growth means that additional employees must be hired. Acquisitions or mergers, on the other hand, probably mean that the organization will need to plan for layoffs, since mergers tend to create, duplicate or overlapping positions that can be handled more efficiently with fewer employees. Primarily, the organization decides either to be proactive or reactive in HRP. It can either decide to carefully anticipate the needs and systematically plan them to fill them in advance, or it can simply react to needs as they arise. The above diagram summaries the 5 choices faced by the organizations in strategic HRP. An organization will often tend to be to the left or right on some and to the right on the other, although there could be exceptions. A company could be at one end of the extreme on some plan characteristics and at the other end on other. B. Organization Growth Cycle and Planning The stage of an organization’s growth can have considerable influence on HRP. Small organizations in the embryonic stage may not have personnel planning. Need for planning is felt when the organization enters the growth stage. HR forecasting becomes essential. Internal development of people also begins to receive attention in order to keep up with the growth. A mature organization experiences less flexibility and variability. Growth slows down. The workforce becomes old as few younger people are hired. Planning becomes more formalized and less flexible and innovative. Issues like retirement and possible retrenchment dominate planning. Finally, in the declining stage, HRP takes a different focus. Planning is done for layoff, retrenchment and retirement. Since decisions are often made after serious financial and sales shocks are experienced by the organization, planning is often reactive in nature. C. Environmental Uncertainties HR managers rarely have the privilege of operating in a stable and predictable environment. Political, social and economic changes affect all organizations. Personnel planners deal with environmental uncertainties by carefully formulating recruitment, selection and training and development policies and programmes. Balancing mechanisms are built into the HRM programme through succession planning, promotion channels, layoffs, flexitime, job sharing, retirement, VRS and other personnel related arrangements. D. Time Horizons Since there are long and short term plans spanning from six months to twenty years, the exact time span depends on the degree of uncertainty prevailing in an organization’s environment. Plans for companies operating in an unstable environment, computers for example, must be for a short period. Plans for others where environment is fairly stable, for example a university plan, maybe long-term. In general, the greater the uncertainty, the shorter the plan’s time horizon and vice-versa. E. Type and Quality of Information The information used to forecast personnel needs originates form a multitude of sources. A major issue in personnel planning is the type of information which should be used in making forecasts. Closely related to the type of information is the quality of data used. The quality and accuracy of information depend upon the clarity with which the organizational decision makers have defined their strategy, organizational structure, budgets, production schedules and so on. In addition, the HR department must maintain well-developed job-analysis information and HR information systems that provide accurate and timely data. Generally speaking, organizations operating in stable environments are in a better position to obtain comprehensive, timely and accurate information because of longer planning horizons, clearer definitions of strategy and objectives, and fewer disruptions. F. Nature of Jobs being filled Personnel planners must consider the nature of jobs being filled in the organization. Job vacancies arise because of separations, promotions and expansion strategies. It is easy to employ shop-floor workers, but a lot of sourcing is necessary for hiring managerial personnel. It is, therefore, necessary for the personnel department to anticipate vacancies, as far in advance as possible, to provide sufficient lead time to ensure that suitable candidates are recruited. G. Outsourcing Several organizations outsource part of their work to outside parties either in the form of sub-contracting or ancillarisation. Outsourcing is a regular feature both in private and public sectors. Most organizations have surplus labour and they do not want to worsen the problem by hiring more people. Hence, the need for off-loading. Competence Analysis. Every person in the organization need not have all the competence to do the desired work. The HR department identifies the competence of the individual employee and maps the same with the jobs in the organization. If an employee is capable of doing a particular job, to increase his efficiency, the HR department gives training to improve his competence in doing that job more skillfully and even more effectively and efficiently. Job Analysis and Design Job Analysis is the process by which data, with regard to each job, is systematically observed and noted. It provides information about the nature of the job and the characteristics or qualifications that are desirable in the job holder. Job analysis provides precisely what the duties, responsibilities, working environment and other requirements of a job are and to present these in a clear, concise and systematic way Job Analysis study attempts to provide information in seven basic areas: Job Identification or its title, including the code number, if any. Distinctive or significant characteristics of the job, its location setting, supervision, union jurisdiction and hazards and discomforts, if any. What the typical worker does: specific operations and tasks that make up the assignment and their relative timing and importance; the simplicity, the routine or complexity of tasks, responsibility for others, for property, or for funds. What materials and equipment the worker uses: Metals, plastics, grain, yarns; and lathes, milling machines, electronic ignition testers, corn huskers, punch presses and micrometers are illustrative. How the job is performed: the emphasis here is on the nature of operations and may specify such operations as handling, feeding, removing, drilling, driving, setting up and many others. Required personnel attributes: Experience, training apprenticeship, physical strength, coordination or dexterity, physical demands, mental capabilities, aptitudes , and social skills are some attributes. The conditions under which the work is performed: Working conditions and work environments is a major contributing factor in the  performance of the job, and the satisfaction of the employee. Job Analysis: Process To be meaningful and useful for personnel related decision-making, job analysis must be carried more at frequent intervals. Jobs in the past were considered to be static and were designed on the basis that they would not change. People working on these jobs were different, the jobs remained unchanged. For higher efficiency and productivity, jobs must change according to the employees who carry them out. Some of the major reasons leading such changes are: Technological Change: The pace of change in technology necessitates changes in the nature of job as well as the skills required. E.g. Word processing has drastically changed the nature of secretarial jobs. Union-Management Agreements: The agreements entered between management and the union can bring about change in the nature of job, duties and responsibilities. For example, under employees participation scheme, the workers are encouraged to accept wider responsibilities. People: Each employee brings with him his own strengths and we aknesses, his own style of handling a job and his own aptitude. Steps in Job Analysis Process Organization Analysis: The first step is to get an overall view of various jobs in the organization with a view to examine the linkages between jobs and the organizational objectives, interrelationships among the jobs and the contribution of various jobs towards achieving organizational efficiency and effectiveness. The organization chart and the work flow or process charts constitute an important source of information for the purpose. Use of Job Analysis Information: Depending on organizational priorities and constraints, it is desirable to develop clarity regarding the possible uses of the information pertaining to job analysis. It is important to focus on a few priority activities in which the job analysis information could be used. Selection of Jobs for Analysis: Carrying out job analysis is a time-consuming and costly process. It is therefore, desirable to select a representative sample of jobs for purposes of analysis Collection of Data: Data will be collected on the characteristics of the job, the required behaviour and personal attributes needed to do the job effectively. Several techniques for job analysis are available. Care needs to be taken to use only such techniques, which are acceptable and reliable in the existing situation within the organization. Preparation of Job Description: The information collected in the previous step is used in preparing the job description for the job highlighting major tasks, duties and responsibilities for effective job performance Preparation of Job Specification: Likewise, the information gathered in the â€Å"Collection of Data† is also used to prepare the job specification for a job highlighting the personal attributes in terms of education, training, aptitude and experience to fulfill the job description. Job Analysis thus carried out provides basic inputs to the design of jobs so that it is able to meet the requirements of both the organization (in terms of efficien cy and productivity) as well as the employees (in terms of job satisfaction and fulfillment). Developing appropriate job design is then the outcome of the job analysis process. JOB DESCRIPTION Data collected for job analysis provides the basis for preparing job description. It refers to the job contents and the expectations that an organization has from its employees. Job descriptions usually outline the minimum requirements of jobs for many reasons: First, despite all the attempts, a perfect and fully inclusive job description is not possible. In fact, as one moves up in the hierarchy of an organization, a detailed job description becomes very difficult. Secondly, most organizations would prefer not to describe the job fully, if it is possible, because employees would then stick to what has been described and would not do anything beyond it. Thirdly, if a job were fully described, supervision would automatically be taken care of by the duties performed, making some of the duties of the supervisory staff redundant. Fourthly, technology is ~hanging fast and hence the nature of job is also chang ¬ing. Unless an organization continuously updates the job description, it woul d be difficult to monitor the performance of the employees. DESIGN OF JOB DESCRIPTION A primary output or result of job analysis is job description. Information obtained by job analysis is shifted and recorded concisely, clearly and fully in the job description. The job description must assemble all the important elements of a job, such as essential tasks, responsibilities, qualifications required and the functional relation of the job to other jobs. There is no universally accepted standard format for job descriptions for the reason that the form and structure of the job descriptions must depend on the kind of work being analyzed and the job evaluation plan being used. For example, if the job evaluation form comprises factors such as physical and intellectual effort, knowledge, skills, and responsibilities and working conditions, it follows that job description should be structured to reflect these factors so as to facilitate factor by factor comparison and evaluation of the jobs. With non- analytical methods, job description may be more flexible and simpler but most specify the title of the job and its position in the organization, summarizes the tasks performed and list the skills and abilities required. It is helpful to follow the following guidelines when writing a job description: I. Always be accurate about what is expressed. Omit expressions which are attributes- such as uninteresting, distasteful, etc. Personal pronouns should be avoided- if it is necessary to refer to the worker, the word† operator† may be used. Do not describe only one phase of the job and give the impression that all phases are covered. Generalized or ambiguous expressions, such as ‘prepare’, ‘assist’, ‘handle’ etc. should be omitted unless supported by data that will clarify them. All statements should be clearly defined and simply set down- promiscuous use of adjectives only reflects one’s own opinion. Describe the job as is being done, by the majority of workers holding the designation. Write in simple language– explain unusual technical terms. Description of a job, which is part of teamwork, should establish the team relationship. The length of description is immaterial; it is not expected even with printed form!: that all job descriptions should be of equal length but write concisely. When the job analyst finds that the data he has to work with is insufficient, s/he should  stop until sufficient data is available. Put the date of completion of each description and revise it as often as changes in jobs and occupation require. Job description should have the concurrence of the concerned supervisor. Description should contain the initials of the persons who compile them. USES OF JOB DESCRIPTION Apart from being a basis for job evaluation, the job descriptions can be put to many uses. They are as under: Supervisor- Employee Communication: The information contained in the job description outlines the work, which the incumbent is expected to perform. Hence, it is an extremely useful document for both the supervisor and the subordinate for purposes of communication. Furthermore, it helps employees to understand just what work their associates are expected to perform, thus, facilitating integration of efforts at the work site by the employees themselves. Recruitment, Selection, Promotion, Transfer: Information pertaining to the knowledge, skills and abilities required to perform the work to an acceptable standard, can be used as a sound basis on which to base standards are procedures for recruitment, selection, promotion and transfer. Work Performance Appraisal: To be sound and objective, a performance appraisal system must be rooted in the work performed by the employee; such . work is indicated by the duties in the job description. In such an approach, using each duty as the basis for discussion, the employee and the su pervisor agree on work performance goals for the period to be covered by the subsequent evaluation report; they also agree on the criteria to be used to determine the extent to which the goals have been attained. The reports resulting from this methodology minimize subjectivity by focusing attention on the job, as distinct from the personality traits, habits or practices of the employee. As a conse ¬quence, the results are more factual; valid and defensible than is the case in other types of systems. Manpower Planning, Training and Development: These three processes are closely interrelated. The job description showing, in specific terms, the knowledge, skill and ability requirements for effective performance of the duties, is a sound and rational basis for each of these processes. Analysis  of various types of jobs at progressively more senior levels will indicate logical sources of supply for more senior posts, as part of manpower planning. It will also indicate the gap to be bridged in terms of knowledge, skill and ability, thus providing a sound basis for preparingj0b- related training and development programmes. Industrial Relations: Frequently, issues arise in the industrial relatio ns field, which have their origin in the work to be undertaken. In these instances the job description may be used to form a factual basis for discussion and problem resolution. Organization and Procedure Analysis- The duties and responsibilities outlined in the job description may be used to a great advantage by management in analyzing organisation and procedures, because they reveal how the work is organized, how the procedure operate and how authority and responsibility are appointed. A Job Description should include a: I. Job Title: It represents a summary statement of what the job entails. Job Objective or Overall Purpose Statement: This statement is generally a summary designed to orient the reader to the general nature, level, purpose and objective of the job. The summary should describe the broad function and scope of the position and be no longer than three to four sentences. List of Duties or Tasks Performed: The list contains an item-by-item list of principal duties, continuing responsibilities and accountability of the occupant of the position. The list should contain each and every essential job duty or respon ¬sibility that is critical to the successful performance of the job. The list should begin with the most important functional and relational responsibilities and continue down in order of significance. Each duty or responsibility that comprises at least five percent of the incumbent’s time should be included in the list. Description of the Relationships and Roles: the occupa nt of the position holds’ within the company, including any supervisory positions, subordinating roles and/or other working relationships. JOB SPECIFICATION Workload analysis helps in identifying the minimum qualification needed to perform a particular job. These may include academic qualifications, professional qualifications, age, years of experience, relevance and nature of previous experience, and other skills and attitudes. They form the  minimum eligibility requirements, which the candidate must have, for the appointment to a job. A clear indication of specifications helps in generating eligible applications, because of self-selection. The candidates who do not possess those qualifications do not apply. On the other hand, lack of clear- cut specifications may generate a large number of applications, leading to high costs, in terms of man-hours, in processing them. There is a great deal of disagreement with regard to developing complete and correct job specification unlike the job description, which provides more objective assessment of job requirements. The decision to specify minimum human requirements for ajob is a difficult one as it involves considerable degree of subjectivity. There is a general feeling that organisations generally tend to establish relatively high requirements for formal education and training, resulting in a situation where highly qualified people end up doing jobs of routine nature. Particularly, in India, highly qualified personnel are recruited for jobs where their abilities, skills and knowledge are under- utilized. Despite these problems, however, minimally acceptable human requirements need to be specified for various jobs and category of jobs. The format for job specification should include the following items: †¢ Position Title †¢ Education/ Training †¢ Experience †¢ Knowledge †¢ Abilities †¢ Skills †¢ Aptitude †¢ Desirable Attributes †¢ Contra-indicators, if any any. From job analysis to jobless world Job enrichment means redefining in a way that increases the opportunities for workers to experience building of responsibility, achievement, growth and recognition by doing job well. Analysing together the job Establishing client recognition Vertical loading Job-Sharing Flexible job doing pattern etc. Open feedback channels. Whether specialised, enlarged or enriched, workers skill generally likes to have specific job to do and the job require job descriptions. But in the emerging organisation today jobs are becoming more amorphous and more difficult to define. In other â€Å"words’ the trend is towards â€Å"do-jobbing in many modern organisation. Given this general description of organisation, roles that are clearly defined play a significant part in accomplishing the goals of the organisation. Roles can be seen in a variety of ways. Role and Role Dynamics A role is a set of expectations associated with a job or a position. When roles are unclear or complicated performance problem can occur. Role ambiguity occurs when someone is uncertain about what is expected of him or her. To do any job; the people need know what is expected of them. Role clarity is important for every member of the group, but that is more important for new members. Role ambiguity creates problems and the whole efforts is either wasted or of appreciated. Expecting too much or too little may create problem. Role overload occurs when too much is expected and individual feels overloaded with work/responsibility. Role underload occurs when too little is expected and the individual feels underutilized therefore, a balanced and realistic role load is expected. Role conflict occurs when a person is unable to meet the expectations of others. The individual understands what needs to be done but for some reasons can not comply. The resulting tension can reduce job satisfaction, affects both work performance and the relationship with other groups members. The Common forms of role conflict are: intra sender role-conflicting which occurs when the same person sends conflicting expectations. inter sender role-conflict occurs when different people send conflicting expecta ¬tions. Person-Job-conflict-occurs when one’s personal values & needs come into conflict with role expectations. inter role conflict occurs when the expectations of two or more roles held by the same individual becomes incompatible-such as conflict between work & family demands. One way of  managing role-dynamics in any group or work setting is the role ¬negotiation. This is the process through which individual negotiate to clarify the role expectation each holds for the other. 7.2 ROLE DESCRIPTION Well-written role descriptions define the work of the organisation and its reasons for existence as an employer of human resources. Moreover, they define and help quantify the relative importance of work, what each position contributes to a process and the organisation as a whole. This definition illustrates an important point regarding role descriptions. Used in today’s work environment, they describe not only what the role is all about but also how it contributes to the work of the organisation. They describe the nature of the work to be done by stating the purpose and main responsibilities. They may also include information on the type of person who is best suited to perform the job. Role descriptions are a valuable resource. They have the potential to be useful organisational tools; however, to realize their potential they must be properly monitored. There are two main types of role descriptions, the generic or general and the specific or individual. RECRUITMENT Recruitment is the development and maintenance of adequate manpower sources. It involves the creation of a pool of available human resources from-which the organisation can draw when it needs additional employees. Recruiting is the process of attracting applicants with certain skills, abilities; and other personal characteristics to job vacancies in an organisation. According to Denerley and Plumblay (1969), recruitment is concerned with both engaging the required number of people, and measuring their quality. It is not only a matter of satisfying a company’s needs, it†¢is also an activity which influences the shape of the company’s future. The need for recruitment may arise out of: (i) vacancies due to promotion, transfer, termination, retirement, permanent disability, or death; (ii) creation. of vacancies due to business expansion, diversification, growth, and soon. Recruitment has been regarded as the most important function of personnel administration. Unless t he right types of people are hired, even the best plans, organisation charts and control systems will be of no avail. A company cannot prosper; grow, or even survive without adequate human resources. Need  for trained manpower in recent years has created a pressure on some organisations to establish an efficient recruitment function. RECRUITMENT PURPOSE The general purpose of recruitment is to provide a pool of potentially qualified candidates to meet organizational need. Its specific purposes are to: Determine the present and future requirements of the organisation in conjunction with the personnel planning and job analysis activities. Increase the pool of job candidates with minimum cost. Help increase the success rate of the selection process by reducing the number of under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organisation only after a short period of time. Meet the organisation’s legal and social obligations regarding the composition of’ its workforce.? Start identifying and preparing potential job applicants who will be appropriate candidates.? Increase organisational and individual effectiveness in the short and long term.? Evaluate the effectiveness of various recruiting. techniques and sources for all types of job applicants.? RECRUITMENT POLICY Recruitment policy may involve a commitment to broad principles such as filling vacancies with the best qualified individuals. It may embrace several issues such as extent of promotion from within, attitudes of enterprise in recruiting its old employees, handicaps, minority groups, women employees, part-time employees, friends and relatives of present employees. It may also involve the organisation system to be developed for implementing recruitment programme and procedures. A well considered and pre-planned recruitment policy, based on corporate goals, study of environment and the corporate needs, may avoid hasty or ill-considered decisions and may go a â€Å"long way to man the organisation with the right type of personnel. A good recruitment policy must contain the following elements: Organisation’s objectives – both short term and long term.? Identification of the recruitment needs.? Preferred sources of recruitment.? Criteria of selection and preferences.? The cost of recruitment and financial implications of the same.? A recruitment policy in its broadest sense involves a commitment by the employer to (i) find the best qualified persons for each job; (ii) retain the best and most promising of those hired; (iii) offer promising opportunities for life-time working careers; and (iv) provide programmes and facilities for personal growth on the job. RECRUITMENT PROCESS To be successful, the recruitment process must follow a number of steps. These are: Defining the job? Establishing the person profile? Making the vacancy known? Receiving and documenting applications? Designing and using the application form? Selecting? Notification and final checks? Induction.? SOURCES OF MANPOWER SUPPLY Once the job analysis is completed and the job specification or behavioural competencies are identified, the next stage is to consider how to attract people who meet the requirements. A key decision is about whether to recruit internally or externally. Before an organisation actively begins recruiting applicants, it should have a knowledge of the sources of supply and methods of tapping them. The sources of supply do not remain constant but vary from time to time. The sources of supply of manpower can be divided into two groups – internal and external sources. Internal sources relate to the existing working force of an enterprise while external sources relate to the employment exchanges, colleges, institutes, and universities. The particular sources and means by which workers are recruited vary greatly. It depends upon management policy, the types of jobs involved, the supply of labour relative to demand, and labour market. In deciding which recruitment source to use, consider (a) the nature and size of the company; (b) the level of  vacancies to be filled up; (c) the number of vacancies to be filled up; (d) budget allocation; and (e) the time period to fill the vacancy. Internal Sources: Internal sources are the most obvious sources. These include personnel already on the pay-roll of an organisation, i.e., its present working force.

Iron Crowned Chapter 18

It really felt like that, like I was killing a living thing. And in a way, I was. I was destroying the land's connection to Katrice. The land and its monarch are one. Kind of an esoteric concept †¦ but, well, the truth. I'd certainly felt it in the Thorn Land. It was why I couldn't ever stay away from that kingdom for very long. It called to me. It was part of me. And so, I was essentially cutting a living thing in two. White-hot power burned through me as I did, the crown's magic connecting with my own and pouring into the dirt below. I had little sense of my surroundings, save Katrice screaming. Below me, in a spiritual sort of way, I could feel the land resisting at first. It didn't want to break its ties. In the end, it had no choice. The crown's magic was too strong. Seconds, minutes, hours †¦ I don't know how long it took, probably hardly any time at all. But suddenly, it was done. The crown's power faded from me, and the land lay there open and unclaimed. Raw and wounded. As the magic's haze wore off, the rest of the world slowly shifted back into focus for me. I stared around at the gaping faces and at Katrice, huddled and sobbing. I thought she'd aged before, but it was nothing compared to now. Being ripped from the land had devastated her. Her dark hair was almost all gray now, her face gaunt and lined. And all around †¦ all around, the land was restless. I could feel its energy, calling out †¦ reaching out †¦ yearning for a new master. Hardly any of the people gathered showed any recognition of this. They were still watching the drama of me and Katrice. A few spectators had puzzled looks on their faces, as though they too could hear the land. It was because they were powerful enough to take it, I realized. The land was already seeking those who possessed the strength to join with it, and looking up, I saw from Cassius's face that he could sense that. Katrice's son hadn't had the power to claim a kingdom, but her nephew did. So, for my next impulsive act of the day, I stuck my free hand into the ground. Just like the last time, soil that started off hard and ungiving soon grew soft and warm. My hand sank into the earth, and I was welcomed, as though someone were clasping my hand in return. Warmth filled my body, a comforting warmth very different from the crown's searing heat. I closed my eyes, striving to stay with that connection, to show I was worthy. Part of me was already given over to the Thorn Land. I had to fight to claim this land as well. Then, I felt it†¦. I felt the land accept me. And as it did, the ground began to shake. At first, I thought it was just some aftereffect of the magic, but then I remembered what had happened when the Thorn Land had bound itself to me. The land took on the form that spoke to my soul, that was natural and right to me. Aeson's former kingdom had shaped itself into the Sonora Desert, the land of my birth. The Rowan Land was trying to do the same thing. No, no! Not again. A semi-tropical kingdom transforming into a desert had wreaked havoc on its residents. We'd faced starvation, drought, poverty†¦. It was only recently that the kingdom had gotten on its feet again, becoming prosperous and self-sustaining. I wouldn't go through that again. Frantically, I tried to think of some other form. But what? I hardly ever left the southwestern United States. A quick image of the Catalina mountains flashed into my mind, the slopes snowy and pine-covered like the day Kiyo and I had fought the demon. I could feel the land start to grip that picture, and I yanked it away. This kingdom had some small mountains, but that was a tiny percentage of its terrain. I couldn't turn this place into Switzerland or Nepal. Stay the same, stay the same, I begged the land. For the sake of its occupants, I needed the landscape to remain unchanged. It was difficult, though. The land wanted to bond to me, to what was ingrained within my soul. Thinking back to the journey here, I tried to picture the rows and rows of cherry trees along the road. I remembered the sun shining through other deciduous trees and flowers growing in clusters. I thought about the stretch of rowan trees. Stay the same, stay the same. Gradually, the earth around me began to slow its shaking and finally stop – except for one spot. Not far from where I rested my hand, the ground cracked open and leaves and branches burst through. I scurried back, watching in as much awe as I had the first time a magical tree burst forth, growing and unfurling its leaves to full-size in seconds. I held my breath, wondering what it would be, this tree that dictated my new kingdom's nature. It was †¦ a rowan tree. I wasn't the only one who thought this was weird. â€Å"Didn't you claim it?† asked Jasmine, puzzled. I rose to my feet beside her, brushing dust off of my jeans. â€Å"I †¦Ã¢â‚¬  Had I? That was a rowan tree, making this – by all Otherworldly reasoning – the Rowan Land. Which is what it had been already. Maybe it hadn't worked. Maybe the crown hadn't done what I expected it to. Maybe Katrice had won it back somehow. But, no. There it was. I felt it. The land. The earth. The rocks. Every leaf and flower. The scents, the colors †¦ they were all sharper and more intense. If I opened myself up, I could feel every single piece of this land. It hummed. It buzzed. The energy was dizzying, and I forced myself to shut it out for a moment. â€Å"No,† I told Jasmine, wonderingly. â€Å"It's mine.† I stared at the rowan tree, more perfect than any real one could be, its orange-colored berries bright against green leaves swaying in the breeze. I reached out and stroked one of the leaves, vaguely aware of Katrice still sobbing. A tingle of power ran through me. â€Å"It's still the Rowan Land †¦ except, it's my Rowan Land.† Things were a little awkward after that. The soldiers were no longer trying to imprison me, but they also weren't ready to jump at my every order. My companions were of little use. Imanuelle, per her nature, was content to sit back and watch the mess I'd stumbled into. Kiyo wore a disapproving look on his face, and I feared I'd have a lecture coming later. Jasmine still seemed to be in shock. The only time she came to life was when I debated what to do with Katrice and Cassius. Unsurprisingly, Jasmine's suggestion was to kill them. â€Å"Confine them to her rooms,† I ordered, hoping someone would obey me. â€Å"Guard them with †¦Ã¢â‚¬  I was kind of at a loss. Theoretically, gentry knew how this worked. Whoever controlled the land ruled, but I wasn't entirely sure the guards around here would be so keen about imprisoning the woman who had ruled them ten minutes ago. Volusian, I thought. Now that I was in control, I could summon him without fear. Then, I realized I needed him for more important things. I looked pleadingly at Kiyo, needing no words. He nodded. â€Å"I'll watch them.† He turned abruptly, urging the former royalty inside with a couple of guards who'd decided to get on board with me right away. Kiyo being on guard served two purposes. I could trust him to do a good job – and, the longer he did, the longer I was safe from his disapproval. I then spoke the words to bring Volusian to me, the sight of him further frightening those who already watched me with terror. I'd let the storm dissipate, but darkness still seemed to wrap around my minion as his red eyes assessed me, the Iron Crown, and the tree. â€Å"Unexpected,† he said. â€Å"Go to Rurik,† I told him. â€Å"Explain what happened and have him bring an occupying force here immediately.† I didn't know what that meant exactly, but I did know military control took precedence here if we were going to secure the land. Rurik would know what to do. Governing would come later. â€Å"And then †¦Ã¢â‚¬  Now I hesitated. â€Å"Have Shaya contact Dorian about what happened. Then return to me.† Volusian paused, waiting for anything else I might add. When nothing more came, he vanished, and the sun seemed to shine a little brighter. It was all a waiting game now, and I glanced around at the Rowan Land's still-stunned residents. â€Å"Well †¦ that's it. Carry on as usual. Guard the gates. No one leaves. And you †¦ go get your soup or †¦ whatever you're eating.† That was for the civilians. When no one moved, I hardened my expression and repeated my orders more loudly. Fear flashed across the Rowan citizens' faces, and they sprang into action. This inner courtyard was huge, and I spotted an unoccupied spot near some carts that must have delivered supplies earlier. I walked over to them, Jasmine following, and sat on the ground. It was a weird spot for a queen, I supposed, but I wanted to rest while waiting for Rurik. Plus, it still let me keep an eye on this delicate and dangerous situation. The bulk of the guards were out here, and I didn't think mutiny was out of the question yet. People were moving after my commands, but it was mostly to gather in anxious clusters and discuss what had happened. Jasmine sighed and leaned her head back against the wall. â€Å"I want to go home,† she said. â€Å"We will. As soon as Rurik gets here, we'll head back to the castle and let him deal with this.† â€Å"No.† Her voice was small. â€Å"My other home. The human world.† I turned to her in astonishment, dragging my gaze from some peasants who were begging the guards to let them out. â€Å"What? But you hate that world. You always said this is where you fit in.† â€Å"It is,† she agreed. â€Å"But I just want †¦ I want to get away from all this for a little while. From magic. And castles. And †¦ whatever. I want to watch TV. I maybe want to see Wil. I want to charge my iPod. And my playlist doesn't suck.† I couldn't help a laugh. â€Å"I kind of want all those things too. We'll go soon. We'll †¦ we'll cut those chains. I-I'm sorry I don't have the key with me.† She shrugged. â€Å"It's fine.† â€Å"Kiyo's going to be upset about all this,† I murmured, surprised to be confiding in her. â€Å"You did the right thing,† Jasmine said. â€Å"I mean, aside from not killing Katrice and Cassius. But you can still do that.† Any residual smile left on my lips vanished. â€Å"Cassius †¦Ã¢â‚¬  â€Å"They were lying,† she said bluntly. â€Å"He didn't do anything.† â€Å"Jasmine †¦Ã¢â‚¬  â€Å"I'm serious.† She looked at me, her blue-gray gaze level and steady. â€Å"He talked a lot of talk when he came to see me †¦ touched me a little. But that was it. I think they just wanted to scare me.† She didn't elaborate on the touching. I didn't ask. I was just relieved she hadn't gone through what I had. â€Å"I'm sorry,† I told her. â€Å"I'm sorry I didn't protect you better.† Now she smiled. â€Å"You did fine. And hey, you ended the war, right? You won.† I turned away, staring off into space. â€Å"I guess I did.† We didn't talk much after that. I was tired, exhausted from all the magic. Apparently, using an ancient, powerful artifact wasn't as easy as it seemed. Neither was proving your dominance over a large piece of land. I'd felt wiped out last time but had gotten out of the Thorn Land as quickly as possible. Now, sitting here, I was stuck in the Rowan Land, still acutely aware of its every sensation. That intensity would fade, just as it had with the Thorn Land, but for now, it was like a hammer banging inside my head, demanding attention. I practically flew to the gate when Rurik arrived. Once admitted, he and the force behind him paused. Studying the situation, he had a reaction similar to Volusian's. â€Å"Really?† â€Å"Things happened kind of fast,† I admitted. â€Å"It was well done. Possessing this land was a much better idea than simply defeating Katrice in battle.† I scowled. â€Å"Well, can you possess it for now?† He grinned. â€Å"Gladly.† Turning from me, he fixed a hard gaze on those gathered. â€Å"You're all now subjects of Queen Eugenie, daughter of Tirigan Storm King,† he barked. â€Å"Kneel.† I looked on imperiously as they obeyed. I knew this was necessary to establish our control. No weakness, no hesitation. We were conquerors. I'd long since taken off the Iron Crown but wished I'd brought my normal one of authority. Oh, well. It wasn't like I could've foreseen this when packing. Everyone in the keep fell to their knees, heads bowed. We let them stay like that for several seconds while my stomach sank. Finally, they were allowed to rise, and Rurik kicked into full martial law mode, demanding an assessment of all soldiers and issuing rules for servants and refugees. He had a few tasks for me – more actions that made me seem queenly – before finally declaring I could leave. â€Å"I'll sort out the immediate problems,† he told me in a low voice. My own soldiers were now out and about, establishing order. â€Å"We'll lock this place down, start scouting the immediate area, sifting out those who can be trusted.† He paused eloquently. â€Å"I'll probably have to throw a large part of their military into the dungeon.† â€Å"Do what you have to do,† I said. I had a feeling he'd eventually want to talk executions but was holding back for now. I imagined I looked as tired as I felt. â€Å"And you simply want to imprison the former queen for now?† he asked. â€Å"For now.† Jasmine scoffed beside me, and Rurik's expression showed he shared her opinion. â€Å"Well, don't stay away long,† he said. â€Å"You need to make your presence felt. And you need to connect with the land.† â€Å"I know, I know,† I grumbled. I'd avoided the Thorn Land before, but it had kept calling me back. â€Å"I know how this works.† He arched an eyebrow, that sardonic smile of his returning. â€Å"Do you? Do you know what's happened?† I threw my hands up, gesturing around. â€Å"I got stuck with another kingdom.† â€Å"Do you know how many other monarchs control more than one kingdom?† I shook my head, presuming whoever did must live far from me. â€Å"No one,† said Rurik. â€Å"I †¦ What? No.† Dorian had mentioned conquering more than one land, making me think it must happen now and then. The Iron Crown's purpose suggested as much. â€Å"There must be someone else.† â€Å"No one,† Rurik repeated. â€Å"You're the only one. The only one in ages †¦ well, except for Storm King.† The world swayed around me again. I once more just wanted to go somewhere and lie down. My reaction brought a bigger smile to Rurik's face, but I swore there was a little sympathy in his eyes too. â€Å"Congratulations,† he said. â€Å"Congratulations, Eugenie – Queen of Rowan and Thorn.†