I suppose that dear reader could stereotype this novel and question why a man would read it. Considering the title and all, I guess that's a classic case of judging the book by its cover, isn't it? Because the title doesn't contain, the words "Kill," "Maim," "Suspect," "Massacre," etc., it's likely that this story would be easily missed. I'm glad that I don't fall for all of that stereotypical hype.

A young woman with four children finds herself widowed in a small mining town in England. She and her children are somewhat literate, being that they can read some and write their names. This particular talent seems threatening to her peers and she is treated as somewhat of an outcast. Finding little compassion for her loss, she is forced to uproot and go into the next town in search of a means to support herself and her family. She takes up residence as a housekeeper in the country manor of a reclusive gentleman who eventually teaches her children to read and write and introduces them to the finer things in life. But always at a price, we quickly observe.

Being the second Cookson book that I've been lucky enough to read, I can admit that she remains consistent. She chooses England in the early 1800's as her setting. Her characters speak (through her words) in that Queen's English that seems to be adopted by people of what was considered a low position on the social ladder. Reading this book was like learning a foreign language, but in an enjoyable way.

The best part about Cookson's writing is that she doesn't place all of her efforts in making the reader second guess what is going to happen. She doesn't present a mystery, murder, or crisis of some kind that would be clearly considered point "A" and spend the entire story leading the characters and the reader in the direction of point "B." If these points do exist in her efforts, the reader isn't aware of it. We just follow along with the story and read about someone's life. Life for most of us is not just a matter of getting from "A" to "B," where someone on the outside (such as dear reader) knows how we'll get from one place to the other.

I'm still trying to reconcile the title of the story, since the actual "black velvet gown" seemed like such an insignificant role in the story. But then again, I couldn't think of a better title that didn't sound like a cliché. Maybe it's this sort of literary obscurity that makes me want to read the rest of Cookson's work. I assure you that I'll read more and recommend that dear reader do the same.

This volume includes scores of carefully recorded examples of brick paving patterns from a variety of early American sites, predominately Colonial Williamsburg (Va.). There is also a glossary of paving terms and a few illustrations of standard early tools and techniques. The chief value in the body of the collection is as an archive, but that value is limited by the scarcity of contextual information (dates, exact locations, first occurences, materials, etc.) The focus, instead, is first on the idealized delineation of paving patterns (none of which would be terribly difficult to reinvent if the source was not at issue) and, more effectively on the aesthetics of book design. This book is the product of a real devotion to bookmaking and recording, which I admire greatly. The binding and end-papers are very handsome. The use of antique type is of antiquarian interest (however, the use of antique spelling and usage is less captivating to me)

In summary, this is a lovely volume to own; but its usefulness as a pattern-book is limited by its scope and methodology. I would recommend it as a supplement to a broader and more detailed collection, especially for the admirer of the book-maker's art.

For my children's Literature class, I read Buster Bear's Twins and wrote a critical review on it. I thought that this book was cute and easy for young readers to understand because it taught simple lessons through talking cartoon animals. Mrs. Bear wanted to teach her twins to obey her and respect all of the other animals in the forest. There was one incident where one of the young cubs disobeyed his mother and was punished for it. I think that this is a good book for children to read because it sort of reinforces the simple lessons that parents try to teach their children. I think that if children can see how a character of a book gets punished for not obeying his parents, maybe children will see that if they disobey their parents they will suffer the consequences. On the other hand, the father is absent in the story. There was one incident that Mrs. Bear had to save one of her cubs from being eaten by their father. I wasn't quite sure if this was a good signal to send to children about their fathers. It really makes them look like the bad guy, and I am not sure young children need to read that fathers are bad while also reading important lessons. Besides the strange father part, I thought this was a cute book.

I don't know how this book got linked to Dean Koontz, but it is NOT written by him. I ordered it, and eventually returned it because there is absolutely no reason to suspect that he had anything to do with it. If you are trying to be a Dean Koontz completist, save the money you would have errantly spent on this and buy one of HIS books. On the other hand, if you'd like to know how to steam open your neighbor's mail, then this book is for you!

Michael Harrison's book Diagnosing Organizations Methods, Models and Processes, is just that, a book that explains and gives a format for consultants to utilize while diagnosing an organization. Harrison's approach is more academic in nature and is very detailed. The methodology used in Harrison's book is meant to equip a consultant with the necessary information, tactics, and tools to best complete an organizational diagnosis accurately. The methodology Harrison puts forth is also designed to aide the consultant to be able to provide the client with clear, objective, valid and reliable data and information regarding (but not limited to) various existing work functions, the working environment and employee morale. Thus, in order to be able to come to a point of understanding of where exactly the organization is at today and to strategize what needs changed. In addition to, how the consultant can effectively create such an organizational change to help the clients get to tomorrow. Throughout his book, Harrison stresses the importance of the role of the consultant. A consultant might be called in for many reasons. The client organization might seek to use the diagnosis as an independent or "outside" resource for evaluating organizational work functions, existing programs, or as a means to carry out organizational change. The consultant's job is very broad, especially in relation to assisting the client with implementing organizational change. It is very important for the consultant and the client to have an open and communicative relationship and to agree upon the terms of the relationship and contract at the very first meeting or initial contract agreement. It must be understood that in order to perform his or her job to their best abilities the client must trust and support the consultant and the consultant reserves the right to end the diagnosis at any time for any reason (withholding information or not collaborating with the consultant are examples). Harrison uses the open systems model of diagnosis as a means for the consultant to evaluate the entire organization. The open systems model is a method that views the organization in an objective manner and attempts to interpret organizational activities without focusing on the political powers that might exist within the organization. This model encourages consultants to examine every aspect of the client's organizational functions and for the consultant to look beyond the problems presented and addressed by the client. The open systems model evaluates the condition of the client's inputs, outputs, goals, strategies, culture and other important facets of the organizational process. By examining every aspect of the organization, the consultant can better understand the origins of the problems and design methods to effectively accommodate change. The diagnostic process itself is broken down into three key steps. The first step in the process is to identify how the study will be conducted and what type of relationship will exist between the client and the consultant. As mentioned previously, it is of utmost importance that the client and the consultant reach an agreement that is amicable for both parties before any work begins. The second phase in the process deals with the how the consultant's view on how the diagnosis should proceed taking into account the client's concerns and timeline. The third step in the process entails the various scientific and analytical methods of data collection and analysis. Harrison explains that these three steps do not necessarily have to be completed in the order listed, but should always be present in any organizational diagnosis to ensure accuracy.

Harrison stresses that the role of a consultant is not to tell the client what they want to hear. At the same time, nor is it the consultant's place to use the client's organizational problems as a platform for his own research ideas or interests. Rather, a good consultant will listen to what the client expresses as their concerns, set those concerns aside and go about the organizational diagnosis to get a true concept of where the organization is and see if it adds up to the client's original statements of concern. Yet, at the same time, the consultant must keep the client's needs in mind throughout the entire diagnostic process and also not let the client's needs compromise the scientific method utilized in the collection and analysis of data. The dynamics of the individual to the group, the group to the organization and the individual to the organization are examined throughout the book. By analyzing these perspectives a description of the working relationship that each group within the organization can be understood in addition to the effects each group has upon the others. The descriptions and various information that the consultant gathers during personal interviews, observation and other methods can then be used as an informational tool to show how and what motivates employees to perform in addition to how various groups and their interactions with each other might be causing organizational dysfunction. Harrison also examines the distribution of power amongst groups in the organization in relation to how that power is used to effectively turn resources into services or products. Often, groups within an organization may not possess the power to fully achieve their objectives or tasks while other groups in the same organization might abuse or neglect their power indicating too much power might have been given to said group. The analysis of power distribution goes much further than just the hierarchy of the organization and can tell the consultant a great deal. However, this is often one of the more "touchy" and difficult areas to assess. It is critical that the client is willing to endure the analysis of the power distribution and to hear the consultant out in relation to his findings. Ultimately, a redistribution of power might be suggested to improve work effectiveness of the divisions and organization to create a more efficient organization. Yet, this very discussion makes many clients nervous for a redistribution of power is much more than shifting power and responsibilities. The client and consultant also must take into account the psychological factors that accompany power and empowerment and the taking away of power from individuals or a group. I found the case nine example on page 99 of the text very easy to identify with in relation to power relationships and it also helped me begin thinking and analyzing my place of employment more. Strengths and Weaknesses of the Book: Harrison's book, Diagnosing Organizations Methods, Models and Processes, provides details and examples for what seems might be every case scenario that a consultant could face. His examples give the reader a better understanding of the open systems model in addition to applicable case scenarios to transfer the theoretical into practice. Harrison's focus on the "macro" organizational elements of environment, organizational structure, technology, goals and strategies, inputs and outputs rather than the traditional low morale, or high turnover was fascinating. By understanding how these macro or "underlying" elements work and effect the organization the consultant is able to derive the reasons for low employee morale or high turnover rates. This new way of looking at organizational problems and organizations as a whole is very enlightening.

This book is a half-humorous argument that Elvis worship is, in many ways, very similar to organised religion - specifically Christianity. It's an interesting idea, to be sure, but the problem is that with all the other great books about Elvis' afterlife out there (I like Greil Marcus' one), once the thesis is stated the argument seems a little irrelevant. Still, what's there is well-researched and there are a few tidbits you might not find elsewhere. 'Who Did He Say That He Was?' is my favourite chapter, focusing on what Elvis himself believed about religion and his place in it.

For Elvis fans, kitsch collectors, and people who want to start their own religion.

Grandmothers, who remember Carmen Miranda's saucy shaking, will adore you if they recieve these fruity postcards in the mail. Or write a recipe for the featured fruit on the back of a card sent to the cook in your life.
These cards are cheaply produced, both in terms of production and photography. Plain specimens of each featured fruit are stuck in the center of drab, pastel fields. These images could have been culled from encyclopedias.

Although not one to "buy into" all the quotes in this book, it is a collection of faith-building quotes from leading "Spirit-filled" men and women of the past and present on the subject of finances. It's aim is to strengthen and encourage you to stand firm and trust in the promises of God concerning your finances.

Many authors, such as Kenneth Hagin, Kenneth Copeland, Gloria Copeland, John Avanzini, Frederick Price, and others fill this book, and one needs to beware of the "Prosperity Gospel" teaching as you come to these quotes. Read with discernment, but really pay attention to the Scriptures on the side bars next to the quotations. You may be better served there.

This is a book for hard cord friends of the Utah Symphony. It contains all the facts of the history of the symphony and is therefore somewhat bland; the author did not want to offend anyone, especally anyone still living. A more interesting book would be the unofficial underground history of the symphony, but this would not sit well with the patrons and sponsers, towards whom this book was primarily written. A must though for anyone that wants to show their support for the Utah Symphony.

Overlooking the English village of Church Norton is a leaping horse carved into the hillside many centuries ago. That ancient steed has been the silent observer of the human condition.

In the 1850s, Harry Latimer falls in love with his brother's wife Rachel. A cavalry officer, he sets off for some forsaken place in the Crimea to insure the sun never sets on the English Empire.

In the 1960s, Wyoming resident Spencer returns to England where he fought during World War II. Spencer needs closure to the greatest moments of his life when he gave his heart and soul to Janet.

Singer Stella Carlyle reflects on her life that is marked in her mind by a series of failures. She wonders about her failing music career and even worse her relationship with a married man that is going nowhere.

The Horse and other steeds link these three novellas, but outside of that and locale they have little in common. Though well written, the book is an apparent parable of life using birth, death and rebirth of horses to symbolize mortality. However, the plots seem disjointed and over blown so that except for horse lovers and Sarah Harrison's faithful fans, most readers will find the tales too difficult to connect with on any level.

Harriet Klausner