History in the 21st Century Term Paper Example | Topics and Well Written Essays - 1500 words

History in the 21st Century - Term Paper Example The different approaches applied when studying the subject create uniqueness throughout the different historical eras. This essay will therefore investigate various historical approaches in the 20th century. The essay will also investigate the implication of the different approaches in history to scholars. Similar to ancient and medieval history, the twentieth history had its unique approach and method. Marxism is a historical approach of the twentieth century that was introduced by Marx. Through his philosophy, Marx had many followers who believed that that the existence of any society is determined by relationship between individuals and not the personal characteristic of each member of the society. Marxism historical approach was introduced at the height of conflict between capitalism and communism. According to Marx, capitalism was unsustainable and it would soon be overtaken by communism. Marxist considered the economy to be a key player in the determination of events or differe nt approaches taken by life. Introducing the notion of economy was an appropriate step that the Marxist took to study the subject. This is because the economy is a major determinant of social life and societies. The economic condition of a given community determines the different approaches towards life that the communities take for their own interest. The need to maintain economic stability also determines the different measurers that are taken by a community to protect its interest. Although communism might be a better economic approach, it is unsustainable and hence the predictions made by the Marxist are not realistic. Economic sustainability is realized from sustainable economic principles. Such economy is more likely to be realized from a capitalist economy than from a communist economy. This indicates that the predictions made by the Marxists are unrealistic and unreliable in the long-term. The new social history is the most recent branch of history. In this technique, histor ians apply cultural approaches to study political history of a given society. Culture is the overall collection of a community’s way of life and beliefs. Communities preserve their culture by passing it from generation to generation. The culture of a given society therefore defines a form of investment that a society makes over a long duration. Culture is therefore as good basis that historians can rely on to determined or investigate the political history of a certain community. The approach taken by the new social history to study the political history of a society is an appropriate approach since it utilizes the culture of a society1. Multiculturalism is more of an ideology than a historical approach. Scholars, who apply this approach in their investigations, consider the existence of cultural institutions. The institutionalization of different communities is the classification of different communities based on their common interests. Historians who study the society throu gh multiculturalists approach study the subject by analyzing the different classes of the society such as businesses, cities, nations and institutions. People have a tendency of forming groups that contain people with a common interest. The different groups or societies determine people way of life and their different approach towards life. Although this approach enables history scholars to study the general characteristic of a community, it does not give specific or detailed information about a community. The ap

Art prize Essay Example | Topics and Well Written Essays - 750 words

Art prize - Essay Example For an instant, watching or viewing a play being performed live gives the viewer a different experience from when one is reading the same play from a book. In artwork exhibition, the viewer is can have a physical description of the piece. It allows a closer look for a piece of art; thus, giving a real attitude and emotional reaction to the piece and one can see it more clearly. When I attended the exhibition of at ArtPrize of Always Nowhere by Liz Roberts, I was able to broaden my horizon and gained unique insights of the piece and the diversity of cultures. The piece was in the second from of the Grand Rapids Art Museum. At the exhibition, there were quite a number of beautiful and great pieces of artworks from various artists, but Always Nowhere capture my attention for its creativity and artistic features. In the ArtPrize, I could listen to the views of other viewers on various art pieces; look at the facial expression on the pieces they were viewed in order to understand what they thought of the piece. Always Nowhere was a breathtaking piece; many viewers seemed to be carried away by this amazing piece. The pieces made me feel as though I saw something different from what I heard and read. It was the best-time-based artwork I had such high emotions of joy while viewing it. The piece gave me a peaceful and calm experience under the guidance and endorsem ent of the thematic exhibition. It was a very welcoming moment to view all this incredible piece of arts from the finest artists in the region. Always Nowhere gives me an imaginative sense of space and memory, with an impact of the presence. Always Nowhere is a road movie that depicts that no one can go anywhere. It is an experiential video sculpture, which transposes windows for screens thus evoking the dichotomies that occur when one is riding in a car (MLive 1). Through the inherently cinematic driving experience, we are together, but feeling alone - we are sited still, however, moving and

Performance and Reward Challenges in the Retail Sector

Performance and Reward Challenges in the Retail Sector REPORT ON PERFORMANCE AND REWARD CHALLENGES RETAIL SECTOR FACE IN THE CONTEMPORARY WORLD. OVERVIEW This report aims to discuss, analyse the Reward and Performance challenges faced by the retail sector, there were two major retail organisations used in the names of Tesco Store and Waitrose Supermarket, Hence the report considers recommendations and solutions to these challenges with the help of performance and reward theories by the writer. INTRODUCTION Organisations generally need to monitor the performance of itself and its employees in order to achieve its goals either in a short or long term, however, in order to attain an acceptable performance level, there is a motivating factor attached to the employer/employee relationship which is called reward. In relations to the Retail organisations there is a need for organisations to retain and motivate employees to work due to the demand for manpower to satisfy the retail sector needs, for employees to perform well, it is necessary for an existence of a reward package in place; this is basic in retail organisations just like any other business firm, on the other hand, organisations expects a good performance from the rewarded employees as well, thus, there are some arising issues and differences of opinions between both parties such as failure in psychological contracts, low employee morale,absence,e.t.c which results in major challenges for organisations to reach their desired goals, however, there is a need to explore what performance and reward really entails in order to have a easy understanding as this report evolves, hence, examine how rewards scheme enhances employee performance as there are major challenges faced by organisations to fulfil psychological contracts between them a nd their employees which has a vast implication on performance. PERFORMANCE MANAGEMENT This has changed over the years, it has been a general believe that performance management is about rating employees using a trait-biased instrument such as neatness, punctuality and attendance as opposed to focusing directly on the work output, it tends to be secretive while employees were not really involved in the process nor told of what rating they got, however, this style of performance method is no longer considered to be of good practice. It is the means of getting better results from the organisation, teams, and individuals where there is an agreement of objectives, skills and competence required so it is therefore, the way in which an organisation improve and develop its workforce, however it is also used to measure the distribution of rewards aligned to a performance related pay procedure.(Armstrong,2002:373), hence it is the believe that PM is a process of management by using it to analyse,measure,monitor performance and plan for organisation improvements. Furthermore, as it has been highlighted earlier that performance management aids the measurement and distribution of rewards, the next paragraph would explain what reward is, and how it helps performance within an organisation. REWARD MANAGEMENT This has been related to the performance output of an individual, it has changed the tradition of status but contribution as employees are being awarded benefits which could be tangible or intangible rewards for their additional hard work, Armstrong and Murlis,(1998) argued that performance related pay is a motivator for reward management but stressed that it should not only be about money but those non-financial rewards which provides intrinsic and extrinsic motivation such as continuous development, more employee involvement, partnership, mutuality, trust and transparency hence, it is now evident that performance is related to rewards. As they are both key factors in organisation success, there would now be an in-depth evaluation of the current challenges retail organisations face today. There are two retail organisations considered in this report, first is Tesco Plc which I have worked with for five years, second is Waitrose supermarket which is also a leading retail firm in the U.K, the use of these two organisations has given me advantage to compare and contrast while I was able to critically evaluate these challenges they face. TESCO BACKGROUND/OVERVIEW Tesco is the largest food retailer in UK with over 2,200 stores worldwide and 450,000 employees around the world, it also has around 1,878 stores throughout the UK with many other stores outside the country which includes America, Asia and Europe. The company also offers online shopping and home delivery, its largest market is in the UK with four different types of stores namely Extra store which runs 24hours, Superstore which also runs 24hours, Metro and Express, it has as a non-food and clothing department with three different own label named value, normal and finest which accounts for almost a half of the organisation sales. REWARD AND PERFORMANCE MANAGEMENT IN TESCO Tesco organisation structures runs in form of a bureaucratic structure as power and authority flows from the top to the low level in the organisation, this equally has similarity in the rewards structure as well because top level employees get much reward that the low level though the latter are more influential in the carrying out of the operational activities that makes the organisation succeed. The present salary structure does not reward individual or team effort, the staff receives the expected automatic annual increments that are incorporated into their base pay in addition to that they get cost of living rise which is determined by the location, this structure reflects the increasing value which individuals are deemed to give to the organisation as they gain experience in the job, it has major disadvantages as increments reward the passage of time and ignore performance as the current reward structure is thus geared towards rewarding staff for their time and loyalty to the organisation and disregards individual performances within the organisation(Boyne,2002) The pay structure is standardised as directors, senior managers are set on individual basis, and new employees are normally placed on the lowest salary point within the grade for their post and service longetivity, the appropriate grade for a post is identified using HAY job evaluation scheme, progression in the grade is reached by acquisition of annual increments until the maximum of the grade is reached which however leaves employees stuck at the top of their grade with no real prospects to progress further or get a promotion into the next salary grade as this could be considered as a factor which derails the morale of individual and it certainly affects performance too. Hence, there is a big issue that needs to be solved as Tesco needs to balance the advantages of having a long service,reliable,experienced,commited workforce against the inherent conservatism, inflexibility and resistance to change usually associated to them, the organisation faces pressures to become more efficient and performance-oriented. Automatic service increments are costly to Tesco and they are not fully appreciated by employees that feel they are entitled to annual increases and progression though star performers are encouraged and signed on to a programme called Options which is training on how to be a manager but there are still questions if everyone is motivated with such motive as some wouldnt be interested in this initiative. As a result they may put in the minimum effort as they are fully aware that they will be guaranteed a pay increase at the end of the year which some writers referred to as a golden handcuff as poor performers continue to stay with the organisation because they continue to be rewarded well, as a matter of fact, a director mentioned 2we have many long-serving staff, as pay and conditions here are very good and there are not too many performance expectations. (Dittenhofer, 2001). This might contribute to organisational inertia if managers are reluctant to manage poor performances through the performance management system and employees may feel as the programme manager put it so they can get away mediocre and contribute to under- performance. Additionally, there is a free company shares given annually to employees as a way to reward them for their hard work which is a good idea and gives them the advantage of 10% discount from any of their purchases from the company by issuing employees a discount/privileged card after six months of service but how are the exceptional performers rewarded? It is left be unknown which is a major challenge to be considered and looked into. Therefore, the challenges faced by Tesco from the discussion above could be listed as follow Non-existence of Individual/Team Reward Lack of Motivation Organisation is Less Performance Oriented Low Performance Output from Employees Inability to Manage Poor Performances Hence, the need for comparison with a relatively successful and large retail organisation is needed in order to justify the challenges the retail sector is facing in the reward and performance management world, this would enable one to evaluate the situation more and leads me to the discussion of reward and performance management in Waitrose supermarket in the subsequent paragraphs. PERFORMANCE AND REWARD MANAGEMENT IN WAITROSE Waitrose is a relatively big supermarket in the UK; it has 221 branches across the United Kingdom. Waitrose creates some act of uniqueness for itself from competitors by offering high quality food and emphasising good customer services which is fundamental for the success of any organisation. However, for the organisation to attain the required level of customer services offered, they strategized by making cultivating the culture of making all its employees a co-partner which is very welcoming from the view of any employees as this gives them sense of belonging in the business running, partners get certain benefits called partnership bonus which is around 10-20% of a partners annual income and it is paid in a monetary value sometimes in the year, discount cards are issued after 3 months of service which entitles them to 15% discount in Waitrose and 25% in John Lewis departmental store as to rewards for their efforts towards the success of the organisation, this sound like a good initiative to reward the employees for their good and hard work. There is a focus to train new partners for customer services skills, health and safety, fresh food handling and fire safety, partners are trained to drop whatever they could be doing(within reasoning) upon the request of the customer and lead customers to the product ,so this shows the extent at which customers are being taken to be their priority. In 2005, there was an introduction of performance management scheme called Mystery Shopper which scores its branches on the service they provide considering the presentation, service on the shop floor by the employees ranging from the service counters, checkouts, wine, grocery departments and general assistants, this initiative is believed to help keep level of performance of each partner on top but it is left to be known if it is a motivator for good performance or trick for the organisation to succeed In 2008 W?itro introduced training for its p?rtn?r? with a new program called frh on rvic? which ?im? to lift core rvic? ?t?nd?rd? and continue to make the bu?in ?t?nd out from its competitors by training partners to be more confident on their job to deliver great service by inspiring among other things an attitude to believe things can be done. (www.johnlewispartnership.co.uk) At this point, it can be deduced that Waitrose tries its best to attain the best performance level with range of offers and trainings they give to the partners of the business, additionally they train people to be managers, and where school leavers are being trained to become section managers within a period of few years, then they also offer a graduate scheme that groom people achieving high managerial posts within some few years. The last few paragraphs evidently shows how Waitrose rewards its co-partners in order to achieve its set goals but the argument is that, does these rewards and benefits given to the partners motivate and spur them all to put in a better performance on their jobs, is money a good key to motivate them or is everyone motivated with tangible things? This leads me to highlight the challenges faced by Waitrose in Respect of Performance and Reward Management. Inability to manage performance Non-existence of Individual/Team Reward Too focused on customer satisfaction INTRODUCTION Organisations generally need to monitor the performance of itself and its employees in order to achieve its goals either in a short or long term, however, in order to attain an acceptable performance level, there is a motivating factor attached to the employer/employee relationship which is called reward. In relations to the Retail Supermarket sector, there is a need for organisations to retain and motivate employees to work due to the demand for manpower to satisfy the retail sector needs, for employees to perform well, it is necessary for an existence of a reward package in place; this is basic in retail organisations just like any other business firm, on the other hand, organisations expects a good performance from the rewarded employees as well, thus, there are some arising issues and differences of opinions between both parties such as failure in psychological contracts, low employee morale,absence,e.t.c which results in major challenges for organisations to reach their desired goals, however, there is a need to explore what performance and reward really entails in order to have a easy understanding as this report evolves, hence, examine how rewards scheme enhances employee performance as there are major challenges faced by organisations to fulfil psychological contracts between them and their employees which has a vast implication on performance. RETAIL SUPERMARKET SECTOR OVERVIEW The retail sector a very active in the society in terms of day to day living as it involves food,clothing,furniture.e.t.c it is always an increasing market though the present economic situation in term of recession making slow down of growth as companies who cannot compete suffer, however organisations face challenge of meeting both customer and employee needs, organisations try to secure the confidence of customers as there is a high risk of losing them because customer spending will decline, hence there is need to be at utmost best delivery best service at every given time, on the other hand, this would require a 100% performance from its employees in order to deliver a high and acceptable service but there are challenges being faced in this respect at the sector as employers face the challenges of meeting employees expectations such as psychological contracts which this report aims to evaluate and suggest recommended solutions with the help of academic theories. This report would discuss findings on the performance and reward challenges faced currently by have two of the Britain most successful retail supermarkets namely Tesco and Waitrose. It aims to discuss and analyse the Reward and Performance challenges faced by the retail sector, there was a SWOT and PEST analysis carried out in order to realise the situation of the supermarkets and the challenges they face. PERFORMANCE MANAGEMENT This has changed over the years, it has been a general believe that performance management is about rating employees using a trait-biased instrument such as neatness, punctuality and attendance as opposed to focusing directly on the work output, it tends to be secretive while employees were not really involved in the process nor told of what rating they got, however, this style of performance method is no longer considered to be of good practice. It is the means of getting better results from the organisation, teams, and individuals where there is an agreement of objectives, skills and competence required so it is therefore, the way in which an organisation improve and develop its workforce, however it is also used to measure the distribution of rewards aligned to a performance related pay procedure.(Armstrong,2002:373), hence it is the believe that PM is a process of management by using it to analyse, measure, monitor performance and plan for organisation improvements. Furthermore, as it has been highlighted earlier that performance management aids the measurement and distribution of rewards, the next paragraph would explain what reward is, and how it helps performance within an organisation. REWARD MANAGEMENT This has been related to the performance output of an individual, it has changed the tradition of status but contribution as employees are being awarded benefits which could be tangible or intangible rewards for their additional hard work, Armstrong and Murlis,(1998) argued that performance related pay is a motivator for reward management but stressed that it should not only be about money but those non-financial rewards which provides intrinsic and extrinsic motivation such as continuous development, more employee involvement, partnership, mutuality, trust and transparency hence, it is now evident that performance is related to rewards. As they are both key factors in organisation success, there would now be an in-depth evaluation of the current challenges retail organisations face today. There are two retail organisations considered in this report, first is Tesco Plc which I have worked with for five years, second is Waitrose supermarket which is also a leading retail firm in the U.K, the use of these two organisations has given me advantage to compare and contrast while I was able to critically evaluate these challenges they face. TESCO BACKGROUND/OVERVIEW Tesco is the largest food retailer in UK with over 2,200 stores worldwide and 450,000 employees around the world, it also has around 1,878 stores throughout the UK with many other stores outside the country which includes America, Asia and Europe. The company also offers online shopping and home delivery, its largest market is in the UK with four different types of stores namely Extra store which runs 24hours, Superstore which also runs 24hours, Metro and Express, it has as a non-food and clothing department with three different own label named value, normal and finest which accounts for almost a half of the organisation sales. (www.tesco.com) REWARD AND PERFORMANCE MANAGEMENT IN TESCO Tesco organisation structures runs in form of a bureaucratic structure as power and authority flows from the top to the low level in the organisation, this equally has similarity in the rewards structure as well because top level employees get much reward that the low level though the latter are more influential in the carrying out of the operational activities that makes the organisation succeed. The present salary structure does not reward individual or team effort, the staff receives the expected automatic annual increments that are incorporated into their base pay in addition to that they get cost of living rise which is determined by the location, this structure reflects the increasing value which individuals are deemed to give to the organisation as they gain experience in the job, it has major disadvantages as increments reward the passage of time and ignore performance as the current reward structure is thus geared towards rewarding staff for their time and loyalty to the organisation and disregards individual performances within the organisation(Boyne,2002) The pay structure is standardised as directors, senior managers are set on individual basis, and new employees are normally placed on the lowest salary point within the grade for their post and service longetivity, the appropriate grade for a post is identified using HAY job evaluation scheme, progression in the grade is reached by acquisition of annual increments until the maximum of the grade is reached which however leaves employees stuck at the top of their grade with no real prospects to progress further or get a promotion into the next salary grade as this could be considered as a factor which derails the morale of individual and it certainly affects performance too. Hence, there is a big issue that needs to be solved as Tesco needs to balance the advantages of having a long service,reliable,experienced,commited workforce against the inherent conservatism, inflexibility and resistance to change usually associated to them, the organisation faces pressures to become more efficient and performance-oriented. Automatic service increments are costly to Tesco and they are not fully appreciated by employees that feel they are entitled to annual increases and progression though star performers are encouraged and signed on to a programme called Options which is training on how to be a manager but there are still questions if everyone is motivated with such motive as some wouldnt be interested in this initiative. As a result they may put in the minimum effort as they are fully aware that they will be guaranteed a pay increase at the end of the year which some writers referred to as a golden handcuff as poor performers continue to stay with the organisation because they continue to be rewarded well, as a matter of fact, a director mentioned 2we have many long-serving staff, as pay and conditions here are very good and there are not too many performance expectations. (Dittenhofer, 2001). This might contribute to organisational inertia if managers are reluctant to manage poor performances through the performance management system and employees may feel as the programme manager put it so they can get away mediocre and contribute to under- performance though organisation sometimes tend to stay on the neck of employees trying to impose behaviours that meets the need of organisation. Additionally, there is a free company shares given annually to employees as a way to reward them for their hard work which is a good idea and gives them the advantage of 10% discount from any of their purchases from the company by issuing employees a discount/privileged card after six months of service but how are the exceptional performers rewarded? It is left be unknown which is a major challenge to be considered and looked into. The next paragraph shows the strong and weak sides of Tesco with aid of Swot analysis to figure out its challenges. Therefore, the performance and reward challenges faced by Tesco from the discussions above could be listed as follow Non-existence of individual/team reward Lack of motivation Organisation is more performance oriented than rewards Low performance output from employees Inability to manage poor performances STRENGTHS Increasing Market Share It has an increasing market share and a good percentage of the UK retail market of around 13% which continues to grow share in food and non-food, it has also grown to into various parts of the country and world making it the second biggest chain convenience store chain retailer so far and it plans to explore with new stores openings so it has a good market share which is a strength. Tesco Online The companys dot.com is the world online biggest online supermarket with huge millions of sales with an increase of 29% on last year and operates in over 250 stores in the UK so this is a strong base where they could still exploit for longer time. Brand Value The results from the last fiscal year suggests that the company profits on operations around the world increased by 78% which is affected by the strong image the company has and also the good quality that equals to good value, profits from the other forms o their market such as insurance and finance is a major factor to this. WEAKNESSES Reliance upon Success. The company is too dependent on the believe they are the leading retailer in U.k which could cause them lapses making them exploit in some cases as they believe people will come for their products because of their customer base and also could exploits staff too as it is widely known that people will always come to work for them. Reliance upon the UK Market. The company is too dependent on the UK market bringing 73.8% of revenues in 2003 though it might not affect them in short term but they are of risk of any changes in the UK supermarket industry in the near future like threats from organisations merging could alter the balance of power and affect them, however the international business is still growing and widely known to contribute huge amounts to the companys profit till the near future. Signs of Serial Acquisitions The company is in risk of becoming a serial acquirer due to the firepower it has and the circulation of its product range mostly in the UK while the gap filling strategy would be useful just as it is to the convenience markets so this may reduce earnings visibility and quality. OPPORTUNITIES Health and Beauty Tescos UK health and beauty ranges grows drastically, and it is currently the fastest growing skincare retailer in the UK market leading in toiletries and healthcare, it also delivers a first class service in the baby goods products. It continues to invest in price to deliver the value customers have come to expect and this year invested  £27 million on health and beauty pricing and it now has 19 ?tor with opticians and closely 200 ?tor with ph?rm?ci. Non-food retail The companys plan to make its non-food be as big as the food sector is a sign of growth opportunity they are really planning to exploit which would see their retail share climb over the next few years as it boost sales and production, it has advantage of a good clothing brand as well which could bring profits too. TREATHS UK structural change could spark a price war The price followers in the UK market are about to become aggressive investors in price, Safeway because of now ownership and Sainsbury because of now manegement. Morrison is reducing safeways prices by up to 6% ?nd Sainsbury is bound to see lower prices is one of the basic changes necessary to drive its recovery. With both Asda and Tesco committ?d to price leadership, this could result in a step down in industry profitability. Wal-Mart/ Asda Challenge Since the US shopping giant Wal-mart purchased Asda, Tescos rank as the top UK supermarket has been threatened. Asda can now compete extremely well on price and range of goods. For the moment, Asda is the third largest supermarket in the UK, just behind Sainsburys and then Tesco. However, Asda closed the gap on Sainsburys in 2003, leaving the company to directly challenge Tescos dominance. Tesco is well aware of this, and has so far been quick to keep up with price cuts or special offers at Asda. Wal-mart may also decide to wield its buying power more heavily in the UK, and this could spell the end of Tescos brand dominance in the future. Hence, the need for comparison with a relatively successful and large retail organisation is needed in order to justify the challenges the retail sector is facing in the reward and performance management world, this would enable one to evaluate the situation more and leads me to the discussion of reward and performance management in Waitrose supermarket in the subsequent paragraphs. PERFORMANCE AND REWARD MANAGEMENT IN WAITROSE Waitrose is a relatively big supermarket in the UK; it has 221 branches across the United Kingdom. Waitrose creates some act of uniqueness for itself from competitors by offering high quality food and emphasising good customer services which is fundamental for the success of any organisation. However, for the organisation to attain the required level of customer services offered, they strategized by making cultivating the culture of making all its employees a co-partner which is very welcoming from the view of any employees as this gives them sense of belonging in the business running, partners get certain benefits called partnership bonus which is around 10-20% of a partners annual income and it is paid in a monetary value sometimes in the year, discount cards are issued after 3 months of service which entitles them to 15% discount in Waitrose and 25% in John Lewis departmental store as to rewards for their efforts towards the success of the organisation, this sound like a good initiative to reward the employees for their good and hard work. There is a focus to train new partners for customer services skills, health and safety, fresh food handling and fire safety, partners are trained to drop whatever they could be doing(within reasoning) upon the request of the customer and lead customers to the product ,so this shows the extent at which customers are being taken to be their priority. In 2005, there was an introduction of performance management scheme called Mystery Shopper which scores its branches on the service they provide considering the presentation, service on the shop floor by the employees ranging from the service counters, checkouts, wine, grocery departments and general assistants, this initiative is believed to help keep level of performance of each partner on top but it is left to be known if it is a motivator for good performance or trick for the organisation to succeed In 2008 Waitross introduced training for its partners with a new program called fresh on service which aims to lift core service standards and continue to make the business stand out from its competitors by training partners to be more confident on their job to deliver great service by inspiring among other things an attitude to believe things can be done. (www.johnlewispartnership.co.uk) At this point, it can be deduced that Waitrose tries its best to attain the best performance level with range of offers and trainings they give to the partners of the business, additionally they train people to be managers, and where school leavers are being trained to become section managers within a period of few years, then they also offer a graduate scheme that groom people achieving high managerial posts within some few years. The last few paragraphs evidently shows how Waitrose rewards its co-partners in order to achieve its set goals but the argument is that, does these rewards and benefits given to the partners motivate and spur them all to put in a better performance on their jobs, is money a good key to motivate them or is everyone motivated with tangible things? This leads me to highlight the challenges faced by Waitrose in Respect of Performance and Reward Management. Inability to manage performance Non-existence of Individual/Team Reward Too focused on customer satisfaction

Essay on Literacy in African-American Literature -- compare and contras

Levels of Literacy in African-American Literature - Narrative of the Life of Frederick Douglass, Song of Solomon, and Push      Ã‚  Ã‚   Through literacy will come emancipation. So runs a theme throughout the various selections we have read thus far. But emancipation comes in many forms, as does literacy. The various aspects of academic literacy are rather obvious in relation to emancipation, especially when one is confronted with exclusion from membership in the dominant culture. In the various slave narratives we have examined, all but one writer, Mary Prince, managed to achieve academic literacy to varying degrees (although, Mary Prince was in the process of learning to read and write). And even though she was not literate, Mary was still able to have her story told. Frederick Douglass, made it a point to attain literacy at any cost. Most, but not all, of Toni Morrison's characters in Song of Solomon appear to have attained at least a modicum of literacy. In Push, Sapphire has her protagonist, Precious, pointed down a long road toward at least a minimal form of academic literacy that will allow her to become a more functional human being and a much more productive member of society. What part does literacy play in the advancement of the individual, and to what lengths will one go to achieve it? What part must the individual play to make certain that literacy leads to the desired or implied advancement? And, finally, is there a cost for literacy, or is it always something gained?    Narrative of the Life of Frederick Douglass    As a relatively young man, Frederick Douglass discovers, in his Narrative of the Life of Frederick Douglass, that learning to read and write can be his path to freedom. Upon discovering that... ...he past, but Douglass and Precious can use their connections with the past as means to avoid its mistakes. So all three find a personal use for what once was reality as a promise for a more fulfilling reality in the future. And in a certain sense, all three find emancipation through their disparate relationships with literacy.    Works Cited Douglass, Frederick. Narrative of the Life of Frederick Douglass. The Classic Slave Narratives. Ed. Henry Louis Gates, Jr. New York: New American Library, 1987. 243-331. Gates, Henry Louis. The Classic Slave Narratives. New York: New American Library, 1987. Graff, Harvey J. The Literacy Myth: Literacy and Social Structure in the Nineteenth-Century City. New York: Academic Press, 1979. Morrison, Toni. Song of Solomon. New York: Penguin Books USA, Inc., 1987. Sapphire. Push. New York: Vintage Books, 1996.

Thorn Queen Chapter Thirteen

Ysabel couldn't be coaxed out of her room, no matter how hard I tried. I even sent Shaya to do it, seeing as she tended to be a bit more personable than I was. No luck. Ysabel remained firmly entrenched and would only ramble over and over about how she was going to tell her lord about me and escape this accursed place. Evening wore on, and I couldn't drag myself back to Tucson. My feelings were in turmoil. I'd never expected to feel guilty about anything pertaining to Ysabel, but there it was. And as more time passed, I didn't just feel bad about inadvertently suffocating her. As soon as I'd realized what I had done, I knew I had to cease practicing this kind of magic immediately. Storm King had used it to kill his enemies in horrible ways. Kiyo had warned that delving further and further into my powers would put me on a path I might not be able to turn away from. And yet†¦that was the problem. I knew I had to stop†¦but I didn't want to. Sure, I didn't want to learn air magic to kill. But after touching that power†¦I couldn't stop thinking about it. I found my mind spinning, analyzing the air around me and how easy it would be to manipulate it. What had started as a seemingly small lesson from Ysabel was quickly moving into larger and larger implications as I grasped more of air's patterns and how it worked. It was like I didn't even need a teacher. My own nature and pull toward magic was running away and creating its own lessons. My conflicted ruminations were interrupted when a letter arrived via the Otherworld's equivalent of the Pony Express. It was from Leith. As I'd suspected, he'd devoured the engineering books. What I hadn't expected was that he'd already developed a plan for how to implement some of the irrigation systems and was going to accompany some workers out to Westoria in the morning to get started-unless I had any objections, of course. If I didn't, then he would be honored if I would come out to meet them. He also added in his letter that he had investigated the towns near the Yellow River crossroads. None of them had any reports of missing girls. It figured, I thought. I either had enough bad luck to be the only monarch with runaway girls-or I possibly had an enemy specifically targeting me. Considering the number of gentry who resented my rule, the latter wouldn't have surprised me. Regardless, I decided I had to go out to see Leith tomorrow. Even if it was just an elaborate attempt to woo me, he was still going to an awful lot of trouble with this. Plus, I hoped that if I spent the night here, Ysabel might finally emerge. So, I stayed over, giving me the opportunity to meditate with the land. While I noticed no ostensible difference in the morning, there was a strange, intangible feel to it†¦. It seemed healthier. Like always, I couldn't exactly articulate why. Perhaps most disturbing of all, I found that staying over wasn't quite the agonizing ordeal it used to be. I was preparing to head out to see Leith when a guard announced that a rider was approaching. I wondered if it was a messenger-or possibly Leith himself. Instead, it was someone quite unexpected. Dorian. The castle servants fell all over themselves to welcome the Oak King, and he swept inside as though perfectly entitled to it. Which, I guessed, he was. Nonetheless, I had no time for his antics today and greeted him with hands on my hips. â€Å"Not today, Dorian. I have things to do.† â€Å"As do I,† he said. He had that typically laconic tone to his voice, but there was an oddly serious-and impatient-look in his eyes. It was not an expression I'd seen very often. â€Å"I've come to see my subject. I knew you wouldn't welcome her with open arms, but honestly, my dear, your attempts at murder shock even me-no small feat.† My jaw nearly dropped to the floor, both because of his assumption and the fact that she'd somehow gotten a message out to him. â€Å"Wha-? Dorian, it's not true! It was an accident. I didn't realize what I was doing.† â€Å"May I see her?† he asked, not acknowledging my plea. I could hardly deny him that, and he hurried off to her room without another word. She admitted him-no surprise there-and I found myself pacing the entire time they were together. It had been bad enough that Ysabel had thought me capable of assault. But somehow†¦the idea of Dorian thinking badly of me? Well, it struck me harder. I shouldn't have cared what he thought-God knew I was mad at him more often than not. Yet, I realized that deep inside I wanted his good opinion. I felt sick to my stomach that I might have lost it. When he emerged, his face was still serious. â€Å"I believe I have convinced her that your intentions weren't murderous.† I sagged in relief-more, I think, because he appeared to believe me. â€Å"Thank you.† â€Å"The question now is: do you want her to stay?† â€Å"Will she?† I asked, startled. â€Å"She obeys me,† he said simply. â€Å"She'll stay and continue to teach if I tell her to.† â€Å"I don't want anyone here against their will†¦Ã¢â‚¬  â€Å"I've assured her of her safety. She won't live in-much-fear of you. So, that's no longer the issue. The issue instead is if you want to continue with her teachings.† â€Å"I can't-not after†¦Ã¢â‚¬  I stopped, realizing I was unsure of the words leaving my lips. I didn't want to be like Storm King. I didn't want a natural affinity for learning ways to kill people. And yet†¦I couldn't stop thinking about the way I'd felt wielding that kind of power. Controlling water had given me a rush; air had doubled it. Dorian's gold-green eyes were watching me very carefully. â€Å"I see,† he said. â€Å"Then I'll tell her she'll be staying a little longer.† I started to protest but couldn't. He returned to her, stayed a few more minutes, and then joined me in my parlor where I had resumed pacing. â€Å"Well, then,† he said briskly, â€Å"that is that.† The grim set to his face was gone, and I found myself grateful to see the return of his usual mien. â€Å"I noticed you were about to leave. Off to free humans from your subjects?† â€Å"Off to free my subjects from me.† I explained my task, and his features lit up with interest. â€Å"How convenient that I'll be traveling in the same direction. Unless you'd like me to wait here until you return?† No, the last thing I wanted was to encourage Dorian to make himself at home in my castle. So, I grudgingly conceded that he could go with me, partly because I still felt guilty and grateful over his intervention in the Ysabel incident. One bright side to him being with me was that Rurik decided I didn't need an entire retinue for the trip. He alone accompanied us, and I wondered idly how Dorian managed to go wherever he wanted without an entourage. I didn't like to think he was a more authoritative ruler than me. â€Å"Don't give me a hard time about this air thing,† I warned. â€Å"I don't want any spiels about how I'm embracing my heritage and approaching my destiny.† Dorian smiled, eyes on the road ahead of us. â€Å"I don't need to tell you things you already know.† â€Å"Of course†¦I suppose if I did get a better grip on my magic, I might be able to get rid of those fucking fire demons.† â€Å"You see? I told you I don't need to say anything. You're finding ways to rationalize your use of magic all on your own.† â€Å"Hey, this is a serious threat. You can't tell me you'd be all casual if you had demons running loose in your kingdom.† I frowned. â€Å"Or would you? I got the impression a lot of rulers don't bother themselves with that kind of thing.† Dorian's eyes took on that serious glint again, despite the small smile on his face. â€Å"Aeson didn't bother. Don't generalize to all of us. You know better. If I had demons in my land, I'd lead a group out myself to obliterate them.† I wondered if Dorian could. My potential power might be greater than his, but at the moment, his control and skill made him a more dangerous force than me. A ruler in the Otherworld had to be powerful, or else the land wouldn't accept them. It was a wonder I'd been found worthy. â€Å"Do you want me to help you?† he asked when I remained silent. â€Å"I'll go with you the next time you strike.† â€Å"What would that cost me?† I asked with an eye roll. â€Å"Why do you assume everything I do has an ulterior motive? Isn't it enough I'd want to help you?† â€Å"I don't know,† I said, not liking how his words made me feel bad. Was I attributing more insidious motives to him than he deserved? â€Å"I don't trust anyone around here.† Westoria was looming in the distance. â€Å"I don't even trust Leith's engineering generosity. He's not doing this for the sake of trade.† Dorian's eyes lifted to the approaching village. â€Å"That,† he said, â€Å"we can both agree on. No matter how much you beat yourself up over those demons, you have more than enough strength to bind the land to you.† I hated his uncanny ability to guess my thoughts. â€Å"When Katrice dies, the Rowan Land will either pass in entirety to someone with the power to control it, or it will divide itself and be subsumed into other kingdoms.† â€Å"Shaya said the same thing-and that Leith thinks being hooked up with me would help keep it in the family.† I shook my head. â€Å"One land's bad enough. I don't have the power to control two.† â€Å"You'd be surprised,† he said ominously. Our arrival was greeted with the same wonder and awe I'd had before the demon incident. Apparently, yesterday's food shipments and Leith's presence today had reestablished my awesome reputation. Dorian seemed to have an effect as well. As we dismounted and walked through the village, the residents' eyes followed both of us, filled with admiration and wonder. Glancing at Dorian, I could understand their feelings. He strode through the dusty town just as he had my castle, confident and majestic, even after a hot and wearying ride. He looked like, well, a king, and even I couldn't help but admire his good looks. Beside him, I felt frumpy and insignificant. Then, I tried to pull back out of my glum thoughts and imagine what we must look like to these people, both of us tall and red-haired. We looked good together, I knew. I was in jeans, but I'd cleaned up this morning, and my hair was down. Out of the corner of my eye, I could see where the sun lit it up, giving the red a golden hue that complemented Dorian's truer red. My tank top was blue, a good color for me, and I had on my usual gemstone jewelry. Perhaps most importantly, we carried our titles as king and queen, and to these people, I realized we were probably the equivalent of a Hollywood couple on the red carpet. â€Å"Your majesty! I'm so glad you could-† Leith had come running up to us and came to a total standstill when he saw Dorian. After a few stunned moments, he made a polite bow to the Oak King. â€Å"Your majesty. Also a pleasure.† I could tell Dorian was delighted to have ruined Leith's plans for a romantic interlude. â€Å"Well, I hated to part from Eugenie this morning, so I thought I'd come along and see what's new.† I had to restrain myself from elbowing him. His wording implied that we'd woken up together. Our former relationship was no secret, and Dorian had pitched his words loudly, so that some of the gathered villagers would hear. No doubt this would be all over the Otherworld by tonight. Leith looked even more dismayed than before, and I tried to smooth things over. â€Å"Why don't you show us the project?† I asked him. â€Å"I don't think I can thank you enough for what you've done.† Leith brightened and eagerly led us forward. As we walked, Dorian murmured in my ear, â€Å"Believe me, he's more than sure you could thank him enough.† â€Å"How come you can allegedly do things for me without ulterior motives but no one else can?† I hissed back. Dorian only grinned as Leith headed toward the village's edge and showed us his handiwork. There was little to see of his irrigation system at this point. Mostly people were digging and laying out the foundation. Leith did his best to explain what it would develop into and even showed us blueprints-quaintly written on parchment. I followed them a little but could tell they were gibberish to Dorian, despite his polite and confident smile. Zealous or not, a prince of the Rowan Land was not about to do manual labor, and once the tour was done, he sat down with Dorian and me at the mayor's house. Davros seemed only too happy to keep offering his home as my hangout and eagerly served us wine before leaving his esteemed guests to discuss whatever it was royalty talked about. â€Å"This is only the beginning of what we can do,† Leith said, positioning himself so that Dorian wasn't in his line of sight. â€Å"I'd love to come visit and discuss more ways to work through this. I've got some ideas on how to construct buildings that will reflect light better. Have you ever considered redesigning your castle?† â€Å"Yikes,† I said. â€Å"No. That'd be a big feat.† â€Å"Not as big as you think. Not with the right help.† I shook my head with a smile. â€Å"Let's just focus on the people first.† Leith smiled back. â€Å"Sure. But I will come by some day to show you some palace ideas-just in case you change your mind. Or, better yet, you should come visit us. Mother would love to show you the hospitality of the Rowan Land.† â€Å"Or, better yet, you should throw the Thorn Queen a party,† said Dorian, deadpan. â€Å"I'm sure she would love it.† This time, I did elbow Dorian. Leith didn't notice. Dorian knew perfectly well I dreaded Otherworldly social events-particularly when the focus was on me. â€Å"Really,† I began. â€Å"That's not-â€Å" â€Å"Of course!† said Leith. â€Å"We haven't had a grand ball in quite a while. We could invite hundreds of people†¦.† I decided then that elbowing wasn't severe enough. It was with great restraint that I didn't actually kick Dorian. He placed his own elbow on the table, resting his chin in his hand, appearing quite entertained. â€Å"You'd have to outdo Maiwenn's party, to truly show Eugenie honor,† said Dorian. â€Å"That's going to be hard to do. Of course, Maiwenn has an unfair advantage with her maternal glow, eh? Eugenie was just telling me on the way here how all this baby talk is kindling longings of her own.† I choked on my wine. â€Å"I love children too,† Leith told me. â€Å"I can't wait to have some-once I find the right woman.† I was spared more of this when one of Leith's workers came in, anxious over some mishap. Leith looked devastated at the thought of abandoning me-and also embarrassed over me witnessing a flaw in his grand plans. â€Å"I'm sorry,† he said. â€Å"I hate to leave you. I'm sure this will only take a moment.† â€Å"Actually,† I said, rising. â€Å"We should probably get going as well.† â€Å"Must you?† he asked, face falling further. â€Å"I'm sure I'll see you soon.† â€Å"Yes,† agreed Dorian. â€Å"You should get moving on that ball. Or maybe I should just throw one for her†¦.† Leith totally fell for the baiting. â€Å"No, no. I would be more than honored to.† He swept me a bow, and I let him kiss my hand. â€Å"I'll have news for you soon, I promise.† I smiled and expressed my thanks and allowed him to kiss my hand again when he insisted. As soon as he was gone, I turned on Dorian. â€Å"Are you trying to push me into his arms or away?† â€Å"Ironically, doing one causes the other.† He stretched and stifled a yawn. â€Å"Were you telling the truth? Are you ready to leave?† â€Å"Yeah, I think so-â€Å" â€Å"Your majesty?† Davros stuck his head into the room, wearing his usual apologetic look. His eyes flicked nervously from Dorian to me. â€Å"I'm so sorry to bother you†¦I know you must be busy and†¦Ã¢â‚¬  â€Å"What is it?† â€Å"She's been found, your majesty. The missing girl? Her parents tracked her down last night but were afraid to tell you†¦she seemed so distraught. I only just found out myself. I told them you'd want to know-â€Å" â€Å"Of course, I do.† I was already moving toward the door, Dorian fast on my heels. â€Å"Where are they?† Still bobbing his head in obeisance, Davros hastily led us to a small home on the opposite side from Leith's construction. He beat impatiently on the door. â€Å"Open up! The queen is here.† Almost a minute passed before the door opened. The woman who had accosted me on my first visit peered out, eyes wide. â€Å"Your majesty,† she said humbly, inclining her head. She didn't seem to recognize Dorian. â€Å"We-we didn't know you were here.† â€Å"I want to see her,† I said impatiently. â€Å"Let me talk to her.† The woman hesitated, fearful of me but also fearful of something else, apparently. Davros was undeterred. â€Å"This is the Thorn Queen! Let her in.† With a gulp, the woman stepped aside. I found myself in a small but clean cottage, dimly lit thanks to all the curtains being drawn, though all the windows were open to allow a breeze. The woman's husband met us as we walked through the kitchen, his face pale and afraid. â€Å"Your majesty†¦forgive us. We were afraid to tell you. We were afraid she'd run away again.† â€Å"I'm not going to hurt her. I just want to talk to her.† It was a bit depressing, between Ysabel and this family, knowing everyone was terrified of me. Ironically, before I'd known about my gentry heritage, I'd been proud of the fear I inflicted on Otherworldly inhabitants. â€Å"Please take me to her.† I felt Dorian's hand on my shoulder and his breath warm against my ear as he whispered, â€Å"You do not need to say please.† With a quick exchange of looks, the couple led us to the back of the cottage, into a tiny bedroom. It too was darkened, and I could make out a slim girl lying on a bed. There was a washcloth on her forehead that fell off when she sat upright at our approach. She cringed against the wall. â€Å"Who is it? I told you I didn't want to see anyone†¦.† â€Å"It's all right, Moria,† said her mother. â€Å"This is the queen. She's come to talk to you. She's not going to hurt you.† The girl wilted even more, blond hair covering half of her face. â€Å"No, no†¦She's come with the others, come with her human blood to bind us and kill us and-â€Å" â€Å"Moria,† I said gently, holding my hands out as one would under a white flag. â€Å"She's right. I'm not going to hurt you. I just want to talk to you. It won't take long.† â€Å"They all say that,† Moria said, eyes wide with tears. â€Å"They all say they won't hurt you†¦all the humans†¦you're no different†¦they all say they aren't†¦.† She lapsed into muttering too low for me to hear, her hands clinging to the covers. â€Å"I think,† Dorian murmured to me, â€Å"that her experience has left her†¦ah, a little touched. I doubt you'll get anything useful from her. There's a healer at Maiwenn's court who's particularly good with sickness of the mind. You should send for her.† I had a feeling he was right but had to make one more attempt. â€Å"I just want to know where you've been. Who took you. I want to make sure it doesn't happen again. Tell me who it is, and I'll stop them.† â€Å"No,† she breathed. â€Å"You're the same†¦the same as him†¦the Red Snake Man.† â€Å"Red Snake†¦Ã¢â‚¬  I still had demons on the brain, and an image of their red and black mottled skin came to mind. Were they snake-like? â€Å"Moria, were you taken by demons? Or some kind of†¦Ã¢â‚¬  Hell, in the Otherworld, any monster you could imagine pretty much existed, as Smokey had shown us. â€Å"†¦um, snake monster?† She shook her head frantically. â€Å"Our own kind don't hurt us. It's only yours†¦you're all the same†¦the human blood†¦all marked the same†¦.† Her eyes left my face and lowered. For a disorienting moment, I thought she was staring at my chest until I realized her gaze was on my arm. I absentmindedly touched the spot. It was where my snake tattoo coiled around my arm. Moria squeezed her eyes shut. â€Å"All the same†¦Ã¢â‚¬  I stiffened. â€Å"Did he†¦are you saying the person who took you had a tattoo like this on his arm?† â€Å"The Red Snake Man,† she whispered, still refusing to open her eyes. â€Å"Did he banish you? Did he force you to this world? Or did you come back on your own?† â€Å"Iron†¦iron everywhere†¦Ã¢â‚¬  I stared off at nothing for several seconds. â€Å"I'm done,† I said, turning to her parents. â€Å"She can rest now.† I left the house as swiftly as I'd come in, Dorian matching my pace. â€Å"What's going on? That meant something to you.† I nodded, heading toward where Rurik stood with our horses. â€Å"I think I know who took her-and maybe the others. Not bandits or a monster. It was a human.† â€Å"How do you know that?† â€Å"Because of the tattoo.† The Red Snake Man. I'd seen a red snake tattoo just the other day-on Art. He'd had that on one arm and a raven on the other. â€Å"It's another shaman, one who lives very close to where the crossroads around here opens up in my world.† He was also the shaman who had told me to my face he knew nothing about gentry girls. I came to a halt by the horses and absentmindedly stroked the side of mine. She looked back and sniffed me. â€Å"But why? Why would he take a gentry girl? Or more than one? His job is to get them out of our world. I could see him banishing them out of the human world†¦.That might traumatize her, but that doesn't sound like what happened. She disappeared from this world. She made it sound like she didn't want to be in the human world.† Dorian snorted. â€Å"Eugenie, where in your jaded existence did you pick up this naà ¯vete? If a human took one of our girls, it'd be for the same reason we'd take one of theirs. For the same reason any man would abduct a girl.† I blanched at his implications. â€Å"But more than one?† â€Å"He wouldn't be the first man to prefer-ah, how shall we say it? Variety.† I couldn't see it of Art, not the Art who happily tended his garden and offered us beer and pop. He'd known Roland for years. They'd worked together. Was Art truly a kidnapper and rapist? Or was the girl just traumatized from being banished? It could be a pretty horrific experience. I grimaced, feeling a sharp twisting in my stomach. I'd come too close to rape already in my life to treat even a hypothetical situation lightly. Was Moria a victim? Were there others like her out there? Maybe it wasn't truly Art†¦and yet, her words had dark implications. The human blood. A mark like mine. The Red Snake Man. The crossroads to Yellow River. He had to be involved; I just didn't know how. I gave the horse one last pat and then mounted. â€Å"I have to get home,† I said, turning back to Dorian and Rurik. There was some mistake here, some mix-up. Art wasn't involved in this. He couldn't be, at least not in the way Dorian had suggested. â€Å"I have to talk to someone. Immediately.† I waited for the requisite Dorian joke, but none came as he mounted his own horse. â€Å"Then we go different ways. Be careful, Eugenie.† For some reason, frankness and concern from Dorian was more disconcerting than his usual banter. â€Å"If I'm right about this, then it's a human matter. Should be a cakewalk compared to what I deal with around here.† Dorian shook his head. â€Å"I'd have to disagree. Give me demons and restless spirits any day over human deceit. But if you need help, I'm here. Just ask.† Again, there should have been a joke here. I glanced away, troubled by the way he looked at me. â€Å"Thanks. Hopefully it'll be a simple matter.† How exactly? That I didn't know. I wasn't sure that roughing Art up would really accomplish anything-if he truly was at fault here. â€Å"See you later, Dorian.† He nodded by way of a farewell. Then: â€Å"And of course, my dear, you may kill as many humans as you like, but please try not to harm any more of my subjects. If you can help it.† There it was, at last. The joke. â€Å"Noted,† I said. I attempted a glare, but there was a smile on my lips as I did. I set a hard pace back to my castle and the gateway that would bring me back to my own world. Crossing over at the Yellow River one would have been faster, but I needed to go to my home in Tucson and prepare myself before facing Art. Rurik matched my pace easily and mercifully stayed silent. He'd watched me and Dorian together the way a child watches his or her divorced parents, in the hopes that Mommy and Daddy might make amends someday. My whirling thoughts made the trip go fast-as did the land's quick route today-and we were greeted with a commotion when we reached the castle's outer borders. A group of guards came tearing toward us, and my heart seized. What now? A siege? Demons? Kiyo? Yet as they got closer, I could see that the guards almost looked†¦enthusiastic. â€Å"Your majesty! My lord! We found her.† Rurik and I drew our horses to a halt and climbed down. I felt my legs scream and knew I'd be sore later. I wasn't so practiced a rider that I could ride like that without consequences. I ignored the pain and turned to the guards. â€Å"Who?† I demanded. â€Å"We have her. The girl. The runaway girl from Westoria,† said the guard, clearly pleased at his success. Rurik and I exchanged puzzled glances. â€Å"That's impossible. We already saw her.† The guard shrugged. â€Å"We found her out near the steppes, by the Rowan Land border. She matches the description and was clearly afraid of us. She tried to run away.† â€Å"Take me to her,† I said helplessly. Had my guards found another of these kidnapped girls? It would certainly provide more information. He led us inside toward one of the little-used rooms, explaining that they hadn't wanted to put her in the dungeon-although her fear and desire to escape had required a guard. His expression turned uncomfortable. â€Å"We, um, also had to bind her in iron. She kept attempting magic. They're still not able to fully stop her.† A guard like this could never handle iron shackles without causing himself intense pain. Sometimes, though, prisoners would be bound in bronze cuffs with a tiny bit of iron affixed to them. It required delicate handling by the captors but was usually enough to stunt the prisoner's magic. We reached the room, and the men on duty stepped aside for us to enter. There, across the room, a slim young woman had her back to us. Long blond hair cascaded down her back, and I had a weird, disorienting sense for a moment as my brain grappled with the possibility that Moria had somehow made it here before us. Then, as the girl slowly turned around, the torchlight began bringing out glints of red in the golden hair that little Moria hadn't had. I realized what was happening even before I fully saw my prisoner's face. â€Å"You have got to be kidding me,† I said. It was Jasmine.

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