DANCE ANALYSIS Assignment Example | Topics and Well Written Essays - 500 words

DANCE ANALYSIS - Assignment Example The current paper will compare ballet and hip hop and will discuss how such combination can create totally new dancing techniques and popular youth culture. Comparison between Ballet and Hip Hop Contemporary ballet is a form of dance influenced by both classical ballet and modern dance, which takes its technique and body control using abdominal strength from classical ballet, although it permits a greater range of movement that may not adhere to the strict body lines or turnout set forth by schools of ballet technique. Many of its concepts come from the ideas and innovations of the twentieth century modern dance, including floor work and turn-in of the legs. The video â€Å"Complexions Contemporary Ballet† on YouTube.com shows various dancing elements of contemporary ballet. The movements are more emotional and spontaneous than in the classic ballet with more emphasis on the expression of performer’s feelings and internal emotions rather than on the dance technique perf ection.

First interstate fire Essay Example for Free

First interstate fire Essay The first interstate fire was a fire that took Los Angeles by surprise. It was in the late evening at May 4, 1988 when it all started until it was extinguished early next morning. (LAFIRE. COM) It was a blaze on the 62-storey building at the first interstate Bank building in 707-west wilshire boulevard in Los Angles. This was a very historical fire since it was the worst fire on a high-rise building ever seen in Los Angeles and even the whole of America but was miraculously put out. The reason why the fire was said to be the worst was first the location of the building it was a high rise building located right in the middle of the city making it hard to control it and also hard for firefighters to evacuate civilians in the area since there were a lot of buildings around it and that meant more and more civilians to be evacuated from the vicinity this need a lot of resources. (LAFIRE. COM) Second was that the building was just huge it was a 62 storey building built in the year 1974 its height to the roof was two hundred and sixty two meters and was a square building tapering two meters as it rose. Its four faces were covered with dark glass and mullions this was certainly an uphill task and not a walk in the park for the firefighters. (Ryszard M. 600) Thirdly it had spread over four floors and damaging a fifth floor resulting to huge property loss it was estimated at over 200 million dollars at that time making it one of the most expensive fires ever in history and the most damaging fire in the city of Los Angeles. Fourthly it was a fire that almost would have become a towering inferno† as the fire fighters would say and it needed a lot of experience since there was only one way to handle it and it was manual. The Fire The fire is said to have started in the late evening of March 4 1988. It is also said that it all started in an open plan office on the 12th floor towards the southeast ground. It is also said it originated in a modular office with a lot of furniture numerous personal computers and areas or rather â€Å"terminals† used by security trading workers. Though not certain investigators said the cause was an electrical fault but how it got ignited is a big mystery till this very day. (LAFIRE. COM) The fire spread throughout the entire space in the 12th floor destroying it completely leaving only the passenger elevator lobby, which had automatic closing fire doors. The fire then spread through the floors above the 12th floor, mainly by use of the outer walls of the structure through the broken windows the flames also spread behind the spandrel panels that were at the end of the floor blocks. The windows on the successive floors experienced heavy exposure from the flames making the fire extend to the 16th floor from the 12th floor. The rescue workers estimated the flames were lapping about 30 feet upwards on the faces at the buildings, thus the curtain walls, windows, spandrels and mullions were damaged if not completely destroyed. The building lacked the so called â€Å"eyebrows† on the exterior walls to prevent the fire from lapping vertically making the firefighters worried that the fire would spread to even more floors. (Ryszard M. 600) The minor routes in which the fire extended were poke through penetrations for communications and electricity, HVAC shafts and also heat conduction through floor slabs. As a matter of fact there was a minor fire at the 27th floor started by fire products escaping through HVAC shaft from the 12th floor but it died out due to lack of enough oxygen. (LAFIRE. COM) This fire spread at a rate of about 45 minutes per floor and it burned intensely for about 90 minutes at a time this meant there were always two floors burning seriously at any given time of the fire. Initial Stages of the Fire The fires initial stages were realized at around 10:22pm in the evening when the buildings two pumps were turned of by the contractor who was making the sprinkler system, a few minutes later they heard shattering of glass and saw a light smoke at the ceiling at the 5th floor they sounded the alarms manually but it was later turned off by security personnel in the ground floor. Minutes later a smoke detector in the floor of origin sounded but was reset again and minutes later other alarms sounded but security personnel shut them off, this continued until the fire then became huge, that was about 15 minutes later. This delay is said to have caused the spreading of the fire on the 12th and 13th floor. The calls about the fire were actually made by people outside the building. (Arthur E. 543) The fire departments start of operations The fire department got three calls at around 10. 37 pm from people who were said outside the first interstate bank building and they reported seeing a fire on the upper floors. The department released a category â€Å"B† assignment group which included task forces 9, and 10, squad 4, Battalion 1 and Engine 3 all of them totaling about 30 fire fighters and rescue personnel. Meanwhile the first reporting of the fire from inside the interstate building was called in at about 10:41 just when the first fire companies were arriving at the scene of the incident. Upon arriving at the scene the first Battalion chief called immediately for five task forces, five engine companies and another five battalion chiefs totaling about 200 rescue workers and firefighters within the first five minutes, two firefighting helicopters from the fire department were also sent in to help. (Arthur E. 543) They set up a â€Å"high rise incident command system† a system in which companies were given a plan on who to attack the fire, assemble the logistics and help in other support functions. The fire fighters were not to use the elevators thus they climbed using the stairs to the area affected by the fire. The first companies to access the fire floor found that smoke was entering all four stairways through gaps around the exit doors. They had to connect their hand lines to the stair pipe risers of the building and the launched their first attack at around 11:10. Since the fire was so large they had to attack from all four stairways but still the fire crews had much difficulty advancing through the doors in to the floor as heat and smoke pushed in to the stair shaft as soon as they opened the doors and it rose rapidly to the upper floors of the interstate building. (LAFIRE. COM) The first six companies that arrived at the scene of the fire did this attack. This attack was slowed down at first due to the low pressure of water in the first minutes; this was until the buildings fire pumps were started. They also supplied water with three fire department pumps through exterior hose connections. On the 10th floor they put up a staging area and also started lobby control at the ground floor. The base of operation was about a block south of the building and it was established by the first battalion chief at the scene, it was the place where the incident commander operated from all through the incident. The operations chief operated in the â€Å"staging area† located in the 10th floor close enough to have direct contact with the officers on each floor he would also be directing the interior suppression efforts. (Cliff B. 75) The command positions were led at first by captains and Battalion chiefs but were later were later given to those in higher ranks but the remained only now working under other officers in the same locations they had headed. The deputy chief of Los Angeles City fire department Chief Donald F Anthony was the incident commander once he arrived. A chief Engineer and General Manager were also present in order to help in the strategic planning for the incident. Even with this it was clear from the outside and also from the inside that the fire was spreading upward and fast; thus the need to expand operations as â€Å"the companies successfully launched attacks from all four stair ways on to the four floors engulfed by the fire and had to fight their way into the floors with hand lines. (LAFIRE. COM) The Conditions in the stair shafts worsened since more doors were opened and heat and smoke filled went up the shafts at the same time water was pouring down. Their tactic was to push the fire from the center to the perimeters of each floor. The operations chief had to communicate with command officer’s assigned floors giving them direction with tactics and also sending assignments of new companies or recycled ones to specific targets of operation. Many companies undertook three to four different assignments at a time since conditions were changing during the incident therefore getting very short breaks even for the changing of air cylinders. They used mostly runners to communicate with officers in the upper floors since radio waves affected the building steel frame. The landline phones were dead due to the fire and even the emergency phone system in the building was not useful. But the staging area and command past communicated through a window they broke and a battalion chief stood there with a radio to provide line-of-sight. (LAFIRE. COM) The strategy was to stop upward progress by being aggressive on the 14th and 15th floors while putting up hose lines in order to wait for the fire to reach the 16th floor. These strategies needed extreme efforts by the hand line crews on the heavily involved stories. They used around 20 hand lines in the attack and it was an effort of around 32 companies working on the five floors. (Cliff B. 75) Logistical Considerations. The logistics were staggering . The 10th floor was where personnel and equipment were located. Crews only came down to the staging area to change their air cylinders while waiting and getting a short rest before reassignment to another floor. They attacked with full air cylinders and came down only when they ran out of air. They operated for about 20 minutes a cycle, which was the same amount at time it took to rest and refill air cylinders. (LAFIRE. COM) Since they did not use elevators each piece of equipment was carried manually up the stairways including the over 600 air cylinders used. The crews entering the building carried hose nozzles and many other tools themselves to the tenth floor. (Cliff B. 75) An operation called the stairwell support consisting of nine companies moved equipment from the street level via an underground tunnel to the lobby from a parking lot across the street and then up again to the staging area for over two hours. The crews working in the lower floors including the 10th worked in harsh conditions since smoke filled them and they had to break windows for ventilation. Water poured down through the stairs and the ceilings and electric power even in the emergency lights in the stairs were lost. Not even flashlights helped since their batteries died a testament on how long the operation took. (Arthur E. 543) Search and Rescue missions The building had around 50 people working on the floors above the 12th floor, where the fire started, most of whom were cleaning and maintenance workers. The rest were sprinkle fitters and a couple tenants who were working late. They only became aware when smoke entered their area of work. Five of the civilians went to the rooftop floors and were rescued by fire department choppers. Most used the elevator and stairways successfully but there was one group that got trapped in the 12th floor and had to crawl to the exit stairway meeting up with the firefighters coming up. (Arthur E. 543) All civilians left apart from three people, two on the 37th floor and one on the 50th floor they were located by the windows using helicopters but were only rescued shortly after the fire was put off at around 2:19 am. of the two in the 37th floor one had fainted therefore had to be carried down using the stairs to ground level. (Arthur E. 543) Damage and property loss incurred The floors below had severe water damage due to the water flowing down while those above were distorted badly by the heat and smoke since during the incident there was no efforts preserve of property because firefighters only wanted to stop progress of the fire. (LAFIRE. COM) The building remained closed for many months for inspection and clean up using up a large force of clean up contractors. Property loss in overall was estimated to about 200 million dollars not counting the many months of business interruption. Structural damage was very low on the main structural members as a matter of fact only minor damage to a secondary beam and a few floor pans was noted. (Ryszard M. 600) Valuable Lessons †¢ First lessons learned were the need for automatic sprinklers in controlling or preventing fires in such kind of high-rise buildings. There was a law enacted in Los Angeles asking that all such buildings should have a sprinkler system in all their floors with installed smoke detectors. †¢ The second was the need for firefighters to maintain high physical fitness like in that case fire fighters had to carry everything up the stairs and every thing was completely manual even sending of messages. †¢ Need for efficient communication systems (LAFIRE. COM) †¢ Personnel in buildings should be trained at the appropriate actions when alarm is sounded. The actions of the personnel of the building were wanting and one of them died while attempting to find out was sounded the alarms. †¢ Need for use of fire resisting construction in this case it was good and thus prevented any major damage to the structural integrity of the building. (Columbia University. 1234) †¢ There is also need for protected elevators for firefighters use what if the firefighters had to combat a fire in the 40th storey it would have been very hard to carry equipments. Columbia University. 1234) †¢ Fire protection systems also need to be checked and tested regularly in order to ensure they work properly and will not waste us in times of need. Conclusion Every body has a role to play from the builder to the tenant to ensure that such disasters do not occur and if they do that they are easily dealt with stressing a need for good planning. Work cited Arthur E. Cote: Organizing for Fire And Rescue Services: Jones and Bartlett Publishers (2003) P260-278 Cliff Barnett: Fire Safety in Tall Buildings: McGraw-Hill Inc. , New York, 1992. P73-82 Columbia University: Avery Index to Architectural Periodicals Avery Library, (1975) Ryszard M. Kowalczyk, I. D. : Bennett’s Structural Systems for Tall Buildings: McGraw Hill Inc. , New York, 1995 LAFIRE. COM: First Interstate Bank Fire: Los Angeles Fire Department Historical Archive, May 4, 1988: Accessed on 26th April 2008 from http://www. lafire. com/famous_fires/880504_1stInterstateFire/050488_InterstateFire. htm

Elton Mayo’s Hawthorne Experiments Essay example -- Business Managemen

Elton Mayo’s Hawthorne Experiments Biography of Elton Mayo George Elton Mayo was born on 26th December 1880 in Adelaide, South Australia. He was brought up by his respected colonial family. His father was a civil engineer who was married to Henrietta Mary nee Donaldson. They wanted their son, Elton Mayo to do well in his education and to succeed something in life. Mayo was looking forward to follow his grandfather’s path in medicine but, he failed his studies at university in Edinburgh, Scotland. In Great Britain, he wrote a book on Australian politics for the Pall Mall Gazette and taught at the Working Men’s College in London. Mayo returned to South Australia to work in an Adelaide Publishing organisation, where his management practices were not accepted. He went to university and he became the most intelligent student in philosophy. In 1912, he became a foundation lecturer and taught many subjects such as, philosophy, economics and new psychology of Pierre Janet (the French psychologist, who had researched the problems of repetitive and monotonous tasks in industry), at a newly established university in Queensland. In Queensland, Mayo married to Dorothea McConnell, who has been educated in landscape art at the Sorbonne. They had two daughters, Patricia and Ruth Elton Mayo. Patricia followed her father’s management thinking. Ruth became a British artist and novelist. Throughout the First World War, he served on government bodies and lectur...

Nu Shu – The Women’s Writing of China

Nu Shu, also known as the women's writing of China, was a major part of Chinese women's lives throughout the 20th century. Unlike any other writing, it is the only known hidden written language. Women used Nu Shu as a way to escape from the oppressive outside world and enter into a peaceful state of mind. Life was hard enough for women; it's scary to think how hard Nu Shu was probably the most commonly valued thing for women in China during this time period. It was valued so much because it was used to share women's miseries. China was ruled by men, and women were nothing more than ousewives and sometime field workers. What made it so special was that only women knew about it. It was a written language expressed by songs and stories. Any other language besides Chinese was forbidden by Emperors. Women couldn't use any form of education, so it had to be formed in secret. Having been something only women knew, it was an easy way for them to express their hardships and sufferings. Every woman at that time was going through the same thing, so it was seen as the easiest way for women to let out their feelings. Males dominated society completely, and Nu Shu was the nly true form of power that women had. If it had been leaked to the public, not only would it have been banned, but many women would have been sent to jail and killed if found using it. Women were beaten and abused to the point where a good day in marriage was a day you cried. Marriages were always arranged, and many women didn't even have feelings towards their husbands. They had to put up with the abuse and couldn't complain. At any point in time, a man could tell his wife what to do and when to do it. Women had no say in the government, their marriage, and in everyday society. The only time they could speak freely was when writing in Nu Shu. Their only audience willing to listen was other women, and Nu Shu was the only way to get in touch with other women without anyone finding out. Whether or not Nu Shu was good or bad is often debated. I happen to think it was good for many reasons. Women weren't educated in any way. Nu Shu was the closest thing they had to education. With education comes power, and that was exactly what women needed. In a time when men ruled society, power is everything. While it wasn't power that everyone recognized, it helped women have better mindsets. In a way, it was creating a more equal society for these women. Equal was definitely something the Chinese culture wasn't centered around, but it was something all women strived for one day. It was often believed that Nu Shu taught women to accept their suffering, but I actually think it was the opposite. No women would ever accept that feet binding were okay, or that the beatings from their husbands should be allowed. Instead, they learned how to cope with these struggles. Knowing how to handle yourself in bad times is a very good quality to have. When thrown a curveball in life, instead of sulking about t, the better thing to do is to take a step back and learn how to deal with it. I think that is something people in Western society do well and in the long run made the Chinese women stronger. Unfortunately, the last living person proficient in Nu Shu died several years ago. I think it's a shame that Nu Shu is closer to being extinct. While the actual writing itself may have no significance to anyone in today's world, I think a great lesson can be learned from it. It's fascinating how long women were successful in keeping it a secret, and overall made the Chinese women stronger people.

Character assessment Essay

I strongly disagree that Beatrice was a weak wife and I think that she did the best that she could have done in the circumstances. Beatrice was a typical nineteen forty’s housewife who’s responsibilities were to look after the home and her family she does this well as she is very caring about her family. This is seen at the beginning of the play as she is looking forward to her cousins arriving it is also visible that Beatrice is extremely house proud as she is concerned about ‘washing the walls’, ‘waxing the floor’ and how she has ‘nothin’ to eat for them’. However Beatrice is a lot more presumptuous than most housewives would be. Beatrice is firstly revealed to be much stronger that you would expect a woman in this play to be when she uses effective persuasive techniques to convince Eddie her cousins should stay at their home. Beatrice says ‘I’m just afraid if it don’t turn out good you’ll be mad at me’ this makes Eddie feel guilty and he replies ‘ then what the hell’ this proves that Beatrice is loving but tactile. She is so pleased that she calls Eddie ‘an angel’ whilst having tears in her eyes. It is obvious that Catharine has been secretly talking to Beatrice about a job before Eddie knows about it when Catherine says ‘we didn’t tell him about me yet’. This makes us assume that Catherine and Beatrice have a very strong relationship. Beatrice is very keen to convince Eddie ‘it’s very good news’ that Catherine has got a job but he is upset as Catherine ‘didn’t ask him before she took the job’. However, Beatrice continues to help Catherine using arguments such as the ‘fifty dollars a week’ and ‘work is the best practice’ and eventually her force makes Eddie agree. Beatrice is first seen to be slightly concerned about Eddie and Catherine’s relationship when she asks ‘when am I going to be your wife again, Eddie? This obviously means that there is no sexual relationship between them. Though we don’t realise it has got something to do with Catherine until Eddie says ‘I’m worried about her’ and Beatrice replies ‘ the girl is gonna be eighteen years old, it’s time already’ and she tells Eddie he has ‘to cut it out, now’. This is the second warning that Beatrice has given Eddie to he ‘has to get used to it, she’s no baby no more’. The next course of action that Beatrice takes is to confront Catherine. She is very forceful telling Catherine ‘ don’t tell me you don’t; you’re not a baby anymore, what are you going to do with yourself’. She is concerned about making Catherine realise she must grow up and leave, this maybe because she can tell something bad may happen. She respectively tells Catherine ‘he’s not your father’ and then says she can’t ‘walk around in front of him in her slip’ or ‘talk to him when he’s shavin’ in his underwear. All of these are Beatrice’s desperate attempts to make Catherine understand she not a ‘baby’ and Eddie realise he has to ‘let go’. Beatrice is clearly pleased when Catherine takes a liking to Rodolfo and defends them to Eddie. She says Rodolfo ‘didn’t drag her off’ and that ‘well, you said the movie ended late, didn’t you’ when Eddie is very inquisitive over Catherine and Rodolfo going to the cinema. He tries to find excuses for them not to go out again but Beatrice continuously takes Rodolfo and Catherine’s side.  Beatrice does not realise at first why Eddie wants to box Rodolfo and encourages him saying ‘go ahead, he’s a good boxer he could teach you’, when she senses there is something wrong she tries to cover it by commenting on how ‘very good’ Rodolfo is. However, she is very concerned when Rodolfo feints and tells Eddie ‘that’s enough’.

Death in the Woods essays

Death in the Woods essays In his story Death in the Woods, Sherwood Anderson observes one womans life and thereby gains a greater appreciation for his own. After reading this story, the theme appears to be that life is a precious gift, which we are given, but too often take for granted. We are put on this earth for a reason, to make a difference in the world and to leave an everlasting impression of the fact that we were here on a mission. We grow from infancy, learning and nurturing, developing into adulthood and making choices. Then just when we think weve discovered the mysteries of life, death ends the cycle. In a cycle of being nurtured and nurturing others, we lose sight of the fact that our life depends on how we live it. As the story begins, the narrator introduces us to an old woman; one whom everyone sees, but nobody knows or understands. People drive right down a road and never notice an old woman like that (48). Although she is described as the old woman numerous times, she is revered as strong, not as frail as people would associate with those who are aged. Her tenacity is keenly demonstrated as she diligently labors to feed a farm. This is her job, and she does it without complaint. Somehow, she succeeds in making an impossible task happen. Her burden is physically exhausting and yet she never disappoints anyone in the process. As the story progresses, we learn more of the old womans life. We learn of the old womans neglectful and abusive husband and son, who seemingly embody the worst traits in all of us. They both treated the woman with complete disrespect, and yet expected her to continue serving their endless needs. Even after continuous verbal as well as physical abuse, she continued to feed them, as well as every other mouth on their dismal farm. If only they were more selfless and willing to aid her, she would have undoubtedly been able to provide much more fo...

A Position Paper on Immigration

A Position Paper on Immigration Immigration is a topic that is discussed in coffeehouses, at the break room water fountain, in the boardrooms, and at the highest level of government. Why, we ask is this, such a widely discussed topic? I believe the answer will vary from person to person. I believe the primary reason is centered on cost. There are those who argue, that the cost of supporting immigrants, is burdening our state budget. The cost of supporting their health care needs, public schooling, and public assistance needs, far out weigh the benefit of there being here. Then there are those who point to Ellis Island and a statue, at the base of that statue is inscribed, "Give me your tired, your poor, your huddled masses yearning to breathe free". They believe that America was founded on the sweat and toil of immigrants.The Alien Payoff, a reading by Paul Glastris, touches on all of the controversial arguments that have been highlighted in all of the places mentioned in my first sentence.Dormitory room in Ellis I slandGlastris starts the reading by depicting the life of Francisco Castro, a Mexican immigrant. Castro works in the Los Angeles Produce Market, eleven hours a day, six days a week. I believe that Glastris selected Castro because he may represent our perception of a Mexican immigrant. That image is "laborer", physical toil, long hours doing what a native-born worker would not. I agree with Glastris' assessment of cheap labor translating to lower food cost to consumers. Glastris highlights a landmark report by the National Academy of Sciences/National Research Council, this report concludes, the actual effect of immigrations' impact on our economy is "not that great", "The cost to native-born workers are small, and so are the benefits," (Richard Freeman - Economist, Harvard University). The report acknowledges the substantial cost...

Otto Von Bismarck, Iron Chancellor Who Unified Germany

Otto Von Bismarck, Iron Chancellor Who Unified Germany Otto von Bismarck (April 1, 1818–July 30, 1898), a son of the Prussian aristocracy, unified Germany in the 1870s. And he actually dominated European affairs for decades through his brilliant and ruthless implementation of realpolitik, a system of politics based on practical, and not necessarily moral, considerations. Fast Facts: Otto von Bismarck Known For: Prussian aristocrat who unified Germany in the 1870sAlso Known As: Otto Eduard Leopold, Prince of Bismarck, Duke of Lauenburg, Otto Eduard Leopold Fà ¼rst  von Bismarck, the Iron ChancellorBorn: April 1, 1815 in Saxony,  PrussiaParents: Karl Wilhelm Ferdinand von Bismarck, Wilhelmine Luise MenckenDied:  July 30, 1898 in Schleswig-Holstein,  GermanyEducation: University of Gà ¶ttingen (1832–1833), University of Berlin (1833–1835), University of Greifswald (1838)Honors: Bismarck was a hero to German nationalists, who built numerous monuments honoring him as the founder of the new  ReichSpouse: Johanna von Puttkamer  (m. July 28, 1847–Nov. 27, 1894)Children: Marie,  Herbert, WilhelmNotable Quote: Anyone who has ever looked into the glazed eyes of a soldier dying on the battlefield will think hard before starting a war. Early Years Bismarck started out as an unlikely candidate for political greatness. Born April 1, 1815, he was a rebellious child who managed to attend university and become a lawyer by the age of 21. But as a young man, he was hardly a success and was known for being a heavy drinker with no real direction in life. From Atheism to Religion In his early 30s, he went through a transformation in which he changed from being a fairly vocal atheist to being quite religious. He also married, and became involved in politics, becoming a substitute member of the Prussian parliament.​ Throughout the 1850s and early 1860s, he advanced through several diplomatic positions, serving in St. Petersburg, Vienna, and Paris. He became known for issuing sharp judgments on the foreign leaders he encountered. In 1862 Prussian king Wilhelm wanted to create larger armies to effectively enforce Prussia’s foreign policy. The parliament was resistant to allocate the necessary funds, and the nation’s war minister convinced the king to entrust the government to Bismarck. Blood and Iron In a meeting with legislators in late September 1862, Bismarck made a statement which would become notorious: â€Å"The great questions of the day will not be decided by speeches and resolutions of majorities...but by blood and iron.† Bismarck later complained that his words were taken out of context and misconstrued, but â€Å"blood and iron† became a popular nickname for his policies. Austro-Prussian War In 1864 Bismarck, utilizing some brilliant diplomatic maneuvers, engineered a scenario in which Prussia provoked a war with Denmark and enlisted the help of Austria, which derived little benefit itself. This soon led to the Austro-Prussian War, which Prussia won while offering Austria fairly lenient surrender terms. Prussia’s victory in the war allowed it to annex more territory and greatly increased Bismarck’s own power. The Ems Telegram A dispute arose in 1870 when the vacant throne of Spain was offered to a German prince. The French were concerned about a possible Spanish and German alliance, and a French minister approached Wilhelm, the Prussian king, who was in the resort town of Ems. Wilhelm, in turn, sent a written report about the meeting to Bismarck, who published an edited version of it as the â€Å"Ems Telegram.† It led the French to believe that Prussia was ready to go to war, and France used it as a pretext to declare war on July 19, 1870. The French were seen as the aggressors, and the German states sided with Prussia in a military alliance. Franco-Prussian War The war went disastrously for France. Within six weeks, Napoleon III was taken prisoner when his army was forced to surrender at Sedan. Alsace-Lorraine was overtaken by Prussia. Paris declared itself a republic, and the Prussians besieged the city. The French eventually surrendered on January 28, 1871. The motivations of Bismarck were often not clear to his adversaries, and its commonly believed that he provoked the war with France specifically to create a scenario in which the South German states would want to unify with Prussia. Bismarck was able to form the Reich, a unified German empire led by the Prussians. Alsace-Lorraine became an imperial territory of Germany. Wilhelm was declared Kaiser or emperor, and Bismarck became chancellor. Bismarck was also given the royal title of prince and awarded an estate. Chancellor of the Reich From 1871 to 1890 Bismarck essentially ruled a unified Germany, modernizing its government as it transformed into an industrialized society. Bismarck was bitterly opposed to the power of the Catholic Church, and his kulturkampf campaign against the church was controversial but ultimately not entirely successful. During the 1870s and 1880s, Bismarck engaged in a number of treaties which were considered diplomatic successes. Germany remained powerful, and potential enemies were played off against each other. Bismarck’s genius lay in being able to maintain tension between rival nations, to the benefit of Germany. Fall From Power and Death Kaiser Wilhelm died in early 1888, but Bismarck stayed on as chancellor when the emperor’s son, Wilhelm II, ascended to the throne. But the 29-year-old emperor was not happy with the 73-year-old Bismarck. The young Kaiser Wilhelm II was able to maneuver Bismarck into a situation in which it was publicly stated that Bismarck was retiring for reasons of health. Bismarck made no secret of his bitterness. He lived in retirement, writing and commenting on international affairs, and died in 1898. Legacy The judgment of history on Bismarck is mixed. While he unified Germany and helped it become a modern power, he did not create political institutions that could live on without his personal guidance. It has been noted that Kaiser Wilhelm II, through inexperience or arrogance, essentially undid much of what Bismarck accomplished, and thereby set the stage for World War I. Bismarcks imprint on history has been stained in some eyes as the Nazis, decades after his death, attempted at times to portray themselves as his heirs. Yet historians have noted that Bismarck would have been horrified by Nazis. Sources Otto Von Bismarck Ohio.edu.â€Å"History - Otto Von Bismarck.†Ã‚  BBC.â€Å"Otto Von Bismarck Quotes.†Ã‚  BrainyQuote, Xplore.

Anthropology of humor Movie Review Example | Topics and Well Written Essays - 500 words

Anthropology of humor - Movie Review Example Satire is amusing because it is based on some element or kernel of truth (Brown & Paul, â€Å"Thank You For Smoking: Learning About Politics†). This motion picture may be aptly labeled a multi-layered caricature of the American modern society because it portrays the career-focused Nick Naylor, a ‘lobbyist’ divorcee as the main character, as well as the milieu where he moves in. Indeed, there couldn’t have been any other better actor to portray the role of a smooth talker, loving father, passionate career-person, depressed ex-employee, enlightened parent and glib-expert on the rebound. Furthermore, the plot doesn’t just work along the lines of smoking, career, family and divorce. The story has other sub-plots which make it a unique and amusing film in its own right, touching on topics of sex, manipulation, business, power and contemporary politics among other things. Being a travesty of sorts, the title Thank You For Smoking is used to emphasize Nickà ¢â‚¬â„¢s perspective of being a great speaker who can always hold his audience to empathize with his cause. Speaking on behalf of the tobacco industry is, in itself, already a cause that is not justifiable since it is open knowledge that cigarettes and tobacco are directly linked to lung cancer.

Temperature Control In Foods (Milk) Delivered To Hospitals In Saudi Research Proposal

Temperature Control In Foods (Milk) Delivered To Hospitals In Saudi Arabia - Research Proposal Example This research study is likely to make a significant difference with regard to milk storage and delivery not only in the medical setting but also in other sectors like milk processing and storage in retail shops such as supermarkets. This will be achieved as a result of the researcher making applicable recommendations that are within the requirements of the Saudi Food & Drug Authority, the body that is in charge of ensuring that all food substances reaching the citizens are within the required standards. The body works with other relevant stakeholders like the ministry of health in cross-examining the quality of the foodstuffs and drugs in the state's market. This research conducts using both qualitative and quantitative research methods, meaning that the researcher will combine both qualitative and quantitative research concepts. The researcher uses quantitative tactics in collecting data relating to temperature control in milk delivered in hospitals in Saudi Arabia. During this research study, the researcher is not likely to be in a situation that may lead to a violation of respondents’ rights. However, the researcher will safeguard respondents’ right to privacy by withholding any information that they may feel confident or secretive like business secrets, profitability, or any other area that the researcher may be interested in investigating. In addition, the researcher will ensure that respondents are aware that their businesses are being examined for academic purposes though the findings may be used as reference sources during other studies.

Environmental Sustainability Essay Example | Topics and Well Written Essays - 500 words

Environmental Sustainability - Essay Example "Sustainability means using, developing and protecting resources at a rate and in a manner that enables people to meet their current needs and also provides that future generations can meet their own needs."(www.ezinearticles.com) When the aspect of Environmental Sustainability comes into the picture, numerous environmentalists have given numerous sets of causes, impact, and effects, that have contributed and led to environmental degradation. Numerous environmentalists have been discussing various causes for the degradation and the major three of them are discussed here. Firstly, the concept of growth of population is one of the main aspects of the various concepts put forth by scientists and environmentalists. It is largely felt that growth in world population has led to the greater demands for resources and has also been creating more and more demands for employment, social services, education, greater political and socio-economic efficacy.

Ressource Management Essay Example | Topics and Well Written Essays - 1000 words

Ressource Management - Essay Example This paper aims at discussing strategies that are involved in sourcing, budgeting processes as well as financial reporting requirements adopted by Tesco PLC, a UK based supermarket that deals with various kinds of products. Sourcing Apart from dealing with food products and Tesco mobile among other brands, Tesco PLC deals with selling and distribution of safety equipments such as gumboots, oil resistant boots, helmets, ear plugs, overalls and dust coats among others. Majority of our customers are entities dealing with manufacturing of all kinds of products as well as flower farms. Based on the need to maintain safety in all work places and be in line with Occupational Safety and Health Administration (OSHA) safety requirements, majority of firms offering products as well as services have continued to order from us thus increasing our sales. Tesco PLC has outsourced the process of manufacturing most of our products to a neighboring firm. Outsourcing refers to the contracting of a firm ’s business activity to a third party. ... The second advantage is that the company is able to share the risks arising. Another advantage of outsourcing is that the company does not incur the costs of hiring production machine or purchasing them. Likewise, we are able to concentrate with our core business of selling and marketing of our products making the relationship with our client’s stronger. Disadvantages of outsourcing our services Although Tesco PLC emulates outsourcing, the company is faced with some disadvantages. First is lack of customer focus by the company we have outsourced to. Based on the fact that the company manufacturers products for various companies dealing with safety gadgets, it may lack complete focus on the quality of our brands2. Additionally, sometimes there is a delay in the delivery of the final products to Tesco PLC premises an issue that has caused us to lose some loyal customers3. Despite the disadvantages, our organizations objective is to outsource its production process for the next 3 years after which it will establish its own production department. Budgeting processes Tesco PLC.has established accounting department that undertakes the budgeting process under the leadership of a senior accountant. The company maintains a cash budget. The cash budget entails an expansive plan of future cash flows. In order to ensure that the company liquidity is maintained at a recommendable state, four items are covered by the cash budgets. These includes cash receipts, cash disbursements, net change in cash for a particular period of time as well as new financing needs. The accounting department undertakes six processes in its annual budget preparation. Automating: This department uses excel spreadsheets with formulas that are used to compute

Violations of human rights Essay Example | Topics and Well Written Essays - 1250 words

Violations of human rights - Essay Example In some other countries, financial and community privileges are not applied, therefore, the primary impression behind focusing human privileges is that all government authorities should try to maintain these important privileges and get that all kinds of elegance in this regard are exterminated. The United Nations on Decembers 10, 1948 implemented the worldwide announcement of Individual Rights and called upon the different member countries to guarantee all a person’s privileges to their individuals. Dec 10 thus became an ancient day in the history around the globe history. As such this day, i.e. Dec 10 is therefore recognized all over the globe every season as Individual Rights Day. The Universal Declaration of Human Rights enumerates two sets of human rights or privileges. The first set of privileges is civil and political rights such as right to independence of conversation or expression, right to lifestyle and freedom, right to equivalent rights before law, right to have legal remedy, right to shift easily and right to elect or take aspect in the government of ones nation. The second set of privileges is economic and social rights. These privileges consist of right to perform, right to have rest and enjoyment, right to have a good quality of lifestyle, right to details and right to have equivalent pay for equivalent performance. Many kinds of breach or violations and discrimination of human privileges are seen in different areas around the globe. For example, Amnesty International’s 2009 World Report and other sources display that in 81 countries individuals are tormented or misused, Face biased trials in at least 54 countries, Limited in their independence of appearance in about 77 countries. (Amnesty.org) Functions of pain and ill therapy are regularly dedicated by government security solutions and equipped categories, such as continual thrashings, attacks

Personal Development Portfolio Essay Example | Topics and Well Written Essays - 1000 words

Personal Development Portfolio - Essay Example In order to more closely align myself with this aspect of my personality, I will have to develop my writing skills, to communicate my thoughts and ideas effectively, and to improve my research skills so that I can explore ideas and concepts which interest me thoroughly. QUESTION 2 Learning Styles and their Impact on Studying Preferences and Developmental Needs I have some challenges in understanding, absorbing, and interpreting texts in a fixed time. My learning style is reflective and thoughtful, so that I am able to make sure of my understanding of a concept, and then work on interpreting, adding to, or developing the concept. This does not mean that I am unable to deal with complex or abstract subject matter, but that my need is to approach it thoroughly, and creatively, rather than just to â€Å"know† it. ... QUESTION 3 Individual SWOT and Commentary It is clear that I will need to develop in the areas as revealed by my SWOT analysis. It is going to be difficult to concurrently study and work toward a career, while I improve my skills in reading, researching, critical thinking and expression. Nevertheless I believe that these are essential skills to guarantee success and satisfaction in a future career. Thus, I will set myself goals and milestones, at which I will be able to measure my progress toward being able to do these things at the level I want to. It is also true that while studying, these skills will grow according to necessity, and I do work with thoroughness and dedication, so what will be the issue is whether I have time to be able to complete what I have to. It is more to be able to create more efficiency in my work patterns that I want to focus and concentrate on the practical skills that will allow me to be and innovator, a thinker, and someone who can creatively apply his t hinking to tasks at hand. QUESTION 4 Bibliography Development Task Commentary The very specific format of the bibliography in the Harvard referencing style at first did provide me with some difficulty but the logic and clarity of the system soon allows the formatting to become almost second nature. Finding appropriate sources can also be challenging. It is tempting to look at the first source you find, and just record and use it. But learning to consider academic credibility, close relevance, and the current and latest information as criteria to select sources does not come naturally. It implies that the Internet is not always the best route, although it is the easiest and quickest. Variety is important, and sourcing journals, peer reviewed journals, online texts, and published texts,

Violations of human rights Essay Example | Topics and Well Written Essays - 1250 words

Violations of human rights - Essay Example In some other countries, financial and community privileges are not applied, therefore, the primary impression behind focusing human privileges is that all government authorities should try to maintain these important privileges and get that all kinds of elegance in this regard are exterminated. The United Nations on Decembers 10, 1948 implemented the worldwide announcement of Individual Rights and called upon the different member countries to guarantee all a person’s privileges to their individuals. Dec 10 thus became an ancient day in the history around the globe history. As such this day, i.e. Dec 10 is therefore recognized all over the globe every season as Individual Rights Day. The Universal Declaration of Human Rights enumerates two sets of human rights or privileges. The first set of privileges is civil and political rights such as right to independence of conversation or expression, right to lifestyle and freedom, right to equivalent rights before law, right to have legal remedy, right to shift easily and right to elect or take aspect in the government of ones nation. The second set of privileges is economic and social rights. These privileges consist of right to perform, right to have rest and enjoyment, right to have a good quality of lifestyle, right to details and right to have equivalent pay for equivalent performance. Many kinds of breach or violations and discrimination of human privileges are seen in different areas around the globe. For example, Amnesty International’s 2009 World Report and other sources display that in 81 countries individuals are tormented or misused, Face biased trials in at least 54 countries, Limited in their independence of appearance in about 77 countries. (Amnesty.org) Functions of pain and ill therapy are regularly dedicated by government security solutions and equipped categories, such as continual thrashings, attacks

Exotic animals as pets Essay Example | Topics and Well Written Essays - 1000 words

Exotic animals as pets - Essay Example Therefore, the issue needs to be demystified once and for all by understanding why the people who keep exotic animals as pets do so. I make out that this subject is fascinating and requires more research, because, there are a considerable number of people who spend their lives with long snakes, big cats, apes, non-human primates, bears, wolves, fish and other dangerous wild animals. These people keep these animals with them as companions, and mostly train them to become accustomed to staying with them. Many people may not understand this. On the other hand, there are people who are totally against the keeping of such exotic animals as pets, citing various dangers such as health concerns, cost issues, safety concerns and ethical concerns among others. They claim that exotic animals are not good pets because everything that they require is special, ranging from maintenance, diet, housing and attention. For this reason, there is a lot to learn concerning the rearing of exotic animals as pets. I have to understand the minds of those who keep exotic animals as pets and know how they manage to do it, or if they fail. I will clearly have to do a lot of research to understand the history of this problem, the history behind rearing exotic animals as pets, and the mindsets of those who rear exotic animals as pets, as well as those who are against the idea. I am researching this issue because, as a veterinary practitioner, I am likely to encounter many cases of clients bringing in exotic animals as pets to be treated and cared for. I am of the strong opinion that the issue should not be ignored, because, more and more people are embracing and keeping exotic animals as pets. People should, therefore, address the issue and know how to handle situations that may come up when rearing exotic animals as pets. The author of this book target veterinary technicians and keepers of exotic pets. The exotic animals that are most likely to be reared and

Arab Spring and the French Revolution Essay Example for Free

Arab Spring and the French Revolution Essay Prosper (Reap the rewards of your preparation and performance) The essay must include the following: Introduction paragraph (5 points) * First sentence is a quote used to â€Å"hook† the reader * You need to â€Å"in-text cite† the source of the quote * Then at least three sentences of French Revolution, Arab Spring background/historical context that sets up the thesis * Utilize facts from the French Revolution and Arab Spring * (Meaning: don’t respond to the prompt in the first four sentences) Thesis (15 points) A sophisticated, insightful, crystal clear thesis that states your argument and â€Å"drives† your essay * Thesis makes a claim that is analytical answering â€Å"why† or â€Å"How† (Hint: use the word â€Å"because†) * The thesis is the last sentence of the Introduction but is linked to each body paragraph topic (Claim) sentence Body Paragraphs Claim/Evidence (10 points) * Each topic (Claim) sentence must link to the Thesis otherwise I won’t read the paragraph; therefore no checks! * Each topic sentence must be supported with evidence from resources (utilizing details/facts—Characters, Setting, Plot, Quotes†¦Do Not Generalize!!! * A good rule of thumb is that each topic sentence (body paragraph) is supported with three evidences. Body Warrant/Analysis (10 points) * Include creative and thoughtful analysis * Make sense of FR/Prompt by stating something interesting and unique * Utilize â€Å"Big Idea† terms in your paragraphs (Analogy, Cause and Effect, Compare and Contrast, Foreshadowing, Irony, â€Å"Nothing New Under the Sun†, Paradox, â€Å"Turning Points†) * Explain the â€Å"Big Ideas† thoughtfully and completely Conclusion paragraph (5 points) Wrap the essay up with a conclusion that restates the main points of your essay * Do not include a new argument to the conclusion * Say something interesting: Leave me in awe, impressed; move my heart and mind! Mechanics/ MLA Requirements (10 points) * Excellent sentence structure, grammar and punctuation * The paper fulfills all MLA requirements (see checklist) * The Works Cited page is properly formatted (see checklist) * All of the required sources (3) are cited properly in the paper * The paper was submitted to turnitin. com by the deadline * The paper must be 850 1000 words Essay Rubric Unique/Original Strong Useful Basic Lacking Introduction (5/55)ExemplaryCommendable Capable Fair Poor 5 4. 5 4 3. 5 3 Proper Introduction†¦ * First sentence used to â€Å"hook† the reader * You need to â€Å"in-text cite† the source of the quote * Then at least three sentences of FR, Arab Spring background/historical context that sets up the thesis Unique/Original Strong Useful Basic Lacking Thesis (15/55)ExemplaryCommendable Capable Fair Poor 15 14 13 12 11 10 * A sophisticated, insightful, crystal clear thesis states your argument and â€Å"drives† your essay * Thesis makes a claim that is analytical answering â€Å"why† or â€Å"How† (Hint: use the word â€Å"because†) * The thesis is the last sentence of the Introduction but is linked to each body paragraph topic (Claim) sentence 2+ 21 20 19 17 16 13 12 11 Body: Claim/Evidence (10/55)ExemplaryCommendable Capable Fair Poor 10 pts 9 pts. 8 pts. 7 pts. 6 pts. * Each topic (Claim) sentence must link to the Thesis otherwise I won’t read the paragraph; therefore no checks! * Each topic (Claim) sentence must be supported with evidence from resources (utilizing details/facts People, Setting, Quotes†¦Do Not Generalize!!! ) * Each detail/fact will be checked (). The more checks () the better! Unique/Original Strong Useful Basic Lacking Body: Warrant/Analysis (10/55) ExemplaryCommendable Capable Fair Poor 10 pts 9 pts. 8 pts. 7 pts. 6 pts. * Include creative and thoughtful analysis * Say something interesting and unique * Utilize â€Å"Big Idea† terms in your sentences (Analogy, Cause and Effect, Compare and Contrast, Foreshadowing, Irony, â€Å"Nothing New Under the Sun†, Paradox, â€Å"Turning Points†) * Explain the â€Å"Big Ideas† thoughtfully and completely The ideas of the paper flow logically and are exceptionally stated Unique/Original Strong Useful Basic Lacking Conclusion (5/55)ExemplaryCommendable Capable Fair Poor 5 4. 5 4 3. 5 3 * Wrap the essay up with a conclusion that restates the main points of your essay * Do not include a new argument to the conclusion * Say something interesting: Leave me in awe, impressed; move my heart and mind! Excellent Strong Useful Basic Lacking ExemplaryCommendable Capable Fair Poor 0 pts 9 pts. 8 pts. 7 pts. 6 pts. Mechanics/MLA (10/55) * Excellent sentence structure, grammar and punctuation * The paper fulfills all MLA requirements (see checklist) * The Works Cited page is properly formatted (see checklist)

Analysis of the Dark Side of the Internet :: Exploratory Essays Research Papers

The Dark Side of the Internet    Statement of the Problem The Internet has changed lives. It's fulfilling prophecies to be better than books, better than traditional reference material, and the next best thing since sliced bread. However, as with every other technological miracle, there are always drawbacks. I wanted to find out what people use the Internet for and the common problems that they have. I did this by making numerous observations, conducting interviews, and distributing questionnaires.    After encountering repeated difficulties both on my home computer and at school, I decided to find out what other people thought about the Internet. I heard many friends and family members frequently complain about their difficulties with the Internet. Because of these factors, I decided to conduct this study. Perhaps the answer to these problems lies in the activities or habits of users. I set out to find the answer to these questions in this study. There are evidently many problems and errors associated with Internet use. People also frequently associate the Internet with a bunch of so-called computer geeks and teenagers illegally searching for pornography. I wanted to dispel this theory with my research. It was my hypothesis that the Internet, while having many worthwhile uses, also has many problems, and a lot of progress still to be made.    Procedures My first step in researching Internet activities and behavior was to conduct observations of various people using computers and the Internet. I made these observations on three different dates. I watched fellow students in the high school library twice and observed my father using the Internet at home on one occasion. I watched to see what the subjects were doing, any problems or difficulties they had, or any comments they made.    My observations took place mainly in the library of Hempfield Area High School. During two of my study halls, I observed students in the library for other classes. During my first observation, most of the students around me were seniors. Most of the subjects of the second observation were sophomores. I looked to see what sorts of problems they had on the computers, what comments they made, their body language when dealing with teachers and friends, and what exactly they were looking at on the computers.

The Economics of the South and the Civil War Essay -- U.S. History

Introduction Most people believe the Civil War was fought only over slavery and for abolition. Because of the speech Abraham Lincoln gave â€Å"The emancipation Proclamation,† it looks like the Civil War was a war about the morals of the nation. A war could not be stopped from happening once the Compromise of 1850 happened. The South was frantic to keep slavery going. Their whole economy was bases around the economics of slavery. The North did not realize that there was more than freeing the slaves to do with the war. The economics of the south was free labor caused by slavery. The black slave was a God sent for the Southern states in that it allowed them to make a great profit off their crops. William Freehling said, â€Å"Posterity thinks of slavery as the South’s leading economic interest† (239). The Northern states were against slavery but they did not realize what it would do to the South when slavery is abolished. â€Å"The Southern economy, however, was buil t on the labor of the African-American slave, who were oppressed into providing cheap labor.† (History Central, web) This paper will allow us to look at the complete economics side of slavery and what effect it would have on them. History of Slaveries start in the South The Dutch West India Company was commissioned â€Å"to supply the colonist with as many Blacks as they conveniently can.† (Morison 75) When the South started to be developed in 1625 when The Virginian Company said, â€Å"Any Englishmen who agrees to take out at least 250 people at his own expense was allowed to choose †¦ 1250 acres or more† (Morison 54) This is how the Plymouth Colony was started. These men were not blue-collar workers, for they had money and position. They did not want to work with their... ...nd the North blockaded the Southern ports the south was doomed. They needed money to live and pay for the war and without being able to export their only cash crop they could not keep going. Their whole economy was about slavery and the great economics it creates for the owners, and for the Southern States. Works Cited Allen, J. Michael Allen & James B. World History from 1500. New York: Harper Collins Publishers, 1993, Print. Freehling, William W. The Road to Disunion, Volumn II. Vol. II. New York: Oxford university Press, 2007, print. History Central. "Economics of the Civil war." 2008. History Central. Web 23 April 2011. Morison, Samuel Eliot. The Oxford History of the American People. New York: Oxford University Press, 1965, print. Readers Digest. The Story of America. New York: Readers Digest Assoc., 1975, Print.

Chapter 9 Grim Defeat

Professor Dumbledore sent all the Gryffindors back to the Great Hall, where they were joined ten minutes later by the students from Hufflepuff, Ravenclaw, and Slytherin, who all looked extremely confused. â€Å"The teachers and I need to conduct a thorough search of the castle,† Professor Dumbledore told them as Professors McGonagall and Flitwick closed all doors into the hall. â€Å"I'm afraid that, for your own safety, you will have to spend the night here. I want the prefects to stand guard over the entrances to the hall and I am leaving the Head Boy and Girl in charge. Any disturbance should be reported to me immediately,† he added to Percy, who was looking immensely proud and important. â€Å"Send word with one of the ghosts.† Professor Dumbledore paused, about to leave the hall, and said, â€Å"Oh, yes, you'll be needing†¦Ã¢â‚¬  One casual wave of his wand and the long tables flew to the edges of the hall and stood themselves against the walls; another wave, and the floor was covered with hundreds of squashy purple sleeping bags. â€Å"Sleep well,† said Professor Dumbledore, closing the door behind him. The hall immediately began to buzz excitedly; the Gryffindors were telling the rest of the school what had just happened. â€Å"Everyone into their sleeping bags!† shouted Percy. â€Å"Come on, now, no more talking! Lights out in ten minutes!† â€Å"C'mon,† Ron said to Harry and Hermione; they seized three sleeping bags and dragged them into a corner. â€Å"Do you think Black's still in the castle?† Hermione whispered anxiously. â€Å"Dumbledore obviously thinks he might be,† said Ron. â€Å"It's very lucky he picked tonight, you know,† said Hermione as they climbed fully dressed into their sleeping bags and propped themselves on their elbows to talk. â€Å"The one night we weren't in the tower†¦Ã¢â‚¬  â€Å"I reckon he's lost track of time, being on the run,† said Ron. â€Å"Didn't realize it was Halloween. Otherwise he'd have come bursting in here.† Hermione shuddered. All around them, people were asking one another the same question: â€Å"How did he get in?† â€Å"Maybe he knows how to Apparate,† said a Ravenclaw a few feet away, â€Å"Just appear out of thin air, you know.† â€Å"Disguised himself, probably,† said a Hufflepuff fifth year. â€Å"He could've flown in,† suggested Dean Thomas. â€Å"Honestly, am I the only person who's ever bothered to read Hogwarts, A History?† said Hermione crossly to Harry and Ron. â€Å"Probably,† said Ron. â€Å"Why?† â€Å"Because the castle's protected by more than walls, you know,† said Hermione. â€Å"There are all sorts of enchantments on it, to stop people entering by stealth. You can't just Apparate in here. And I'd like to see the disguise that could fool those Dementors. They're guarding every single entrance to the grounds. They'd have seen him fly in too. And Filch knows all the secret passages, they'll have them covered†¦Ã¢â‚¬  â€Å"The lights are going out now!† Percy shouted. â€Å"I want everyone in their sleeping bags and no more talking!† The candles all went out at once. The only light now came from the silvery ghosts, who were drifting about talking seriously to the prefects, and the enchanted ceiling, which, like the sky outside, was scattered with stars. What with that, and the whispering that still filled the hall, Harry felt as though he were sleeping outdoors in a light wind. Once every hour, a teacher would reappear in the Hall to check that everything was quiet. Around three in the morning, when many students had finally fallen asleep, Professor Dumbledore came in. Harry watched him looking around for Percy, who had been prowling between the sleeping bags, telling people off for talking. Percy was only a short way away from Harry, Ron, and Hermione, who quickly pretended to be asleep as Dumbledore's footsteps drew nearer. â€Å"Any sign of him, Professor?† asked Percy in a whisper. â€Å"No. All well here?† â€Å"Everything under control, sir.† â€Å"Good. There's no point moving them all now. I've found a temporary guardian for the Gryffindor portrait hole. You'll be able to move them back in tomorrow.† â€Å"And the Fat Lady, sir?† â€Å"Hiding in a map of Argyllshire on the second floor. Apparently she refused to let Black in without the password, so he attacked. She's still very distressed, but once she's calmed down, I'll have Mr Filch restore her.† Harry heard the door of the hall creak open again, and more footsteps. â€Å"Headmaster?† It was Snape. Harry kept quite still, listening hard. â€Å"The whole of the third floor has been searched. He's not there. And Filch has done the dungeons; nothing there either.† â€Å"What about the Astronomy tower? Professor Trelawney's room? The Owlery?† â€Å"All searched†¦Ã¢â‚¬  â€Å"Very well, Severus. I didn't really expect Black to linger.† â€Å"Have you any theory as to how he got in, Professor?† asked Snape. Harry raised his head very slightly off his arms to free his other ear. â€Å"Many, Severus, each of them as unlikely as the next.† Harry opened his eyes a fraction and squinted up to where they stood; Dumbledore's back was to him, but he could see Percy's face, rapt with attention, and Snape's profile, which looked angry. â€Å"You remember the conversation we had, Headmaster, just before — ah — the start of term?† said Snape, who was barely opening his lips, as though trying to block Percy out of the conversation. â€Å"I do, Severus,† said Dumbledore, and there was something like warning in his voice. â€Å"It seems — almost impossible — that Black could have entered the school without inside help. I did express my concerns when you appointed –â€Å" â€Å"I do not believe a single person inside this castle would have helped Black enter it,† said Dumbledore, and his tone made it so clear that the subject was closed that Snape didn't reply. â€Å"I must go down to the Dementors,† said Dumbledore. â€Å"I said I would inform them when our search was complete.† â€Å"Didn't they want to help, sir?† said Percy. â€Å"Oh yes,† said Dumbledore coldly. â€Å"But I'm afraid no Dementor will cross the threshold of this castle while I am Headmaster.† Percy looked slightly abashed. Dumbledore left the hall, walking quickly and quietly. Snape stood for a moment, watching the headmaster with an expression of deep resentment on his face; then he too left. Harry glanced sideways at Ron and Hermione. Both of them had their eyes open too, reflecting the starry ceiling. â€Å"What was all that about?† Ron mouthed. ******** The school talked of nothing but Sirius Black for the next few days. The theories about how he had entered the castle became wilder and wilder; Hannah Abbott, from Hufflepuff, spent much of their next Herbology class telling anyone who'd listen that Black could turn into a flowering shrub. The Fat Lady's ripped canvas had been taken off the wall and replaced with the portrait of Sir Cadogan and his fat gray pony. Nobody was very happy about this. Sir Cadogan spent half his time challenging people to duels, and the rest thinking up ridiculously complicated passwords, which he changed at least twice a day. â€Å"He's a complete lunatic,† said Seamus Finnigan angrily to Percy. â€Å"Can't we get anyone else?† â€Å"None of the other pictures wanted the job,† said Percy. â€Å"Frightened of what happened to the Fat Lady. Sir Cadogan was the only one brave enough to volunteer.† Sir Cadogan, however, was the least of Harry's worries. He was now being closely watched. Teachers found excuses to walk along corridors with him, and Percy Weasley (acting, Harry suspected, on his mother's orders) was tailing him everywhere like an extremely pompous guard dog. To cap it all, Professor McGonagall summoned Harry into her office, with such a somber expression on her face Harry thought someone must have died. â€Å"There's no point hiding it from you any longer, Potter,† she said in a very serious voice. â€Å"I know this will come as a shock to you, but Sirius Black –â€Å" â€Å"I know he's after me,† said Harry wearily. â€Å"I heard Ron's dad telling his mum. Mr. Weasley works for the Ministry of Magic.† Professor McGonagall seemed very taken aback. She stared at Harry for a moment or two, then said, â€Å"I see! Well, in that case, Potter, you'll understand why I don't think it's a good idea for you to be practicing Quidditch in the evenings. Out on the field with only your team members, it's very exposed, Potter –â€Å" â€Å"We've got our first match on Saturday!† said Harry, outraged. â€Å"I've got to train, Professor!† Professor McGonagall considered him intently. Harry knew she was deeply interested in the Gryffindor team's prospects; it had been she, after all, who'd suggested him as Seeker in the first Place. He waited, holding his breath. â€Å"Hmm†¦Ã¢â‚¬ Professor McGonagall stood up and stared out of the window at the Quidditch field, just visible through the rain. â€Å"Well†¦goodness knows, I'd like to see us win the Cup at last†¦but all the same, Potter†¦I'd be happier if a teacher were present. I'll ask Madam Hooch to oversee your training sessions.† ******** The weather worsened steadily as the first Quidditch match drew nearer. Undaunted, the Gryffindor team was training harder than ever under the eye of Madam Hooch. Then, at their final training session before Saturday's match, Oliver Wood gave his team some unwelcome news. â€Å"We're not playing Slytherin!† he told them, looking very angry. â€Å"Flint's just been to see me. We're playing Hufflepuff instead.† â€Å"Why?† chorused the rest of the team. â€Å"Flint's excuse is that their Seeker's arm's still injured,† said Wood, grinding his teeth furiously. â€Å"But it's obvious why they're doing it. Don't want to play in this weather. Think it'll damage their chances†¦Ã¢â‚¬  There had been strong winds and heavy rain all day, and as Wood spoke, they heard a distant rumble of thunder. â€Å"There's nothing wrong with Malfoy's arm!† said Harry furiously. â€Å"He's faking it!† â€Å"I know that, but we can't prove it,† said Wood bitterly, â€Å"And we've been practicing all those moves assuming we're playing Slytherin, and instead it's Hufflepuff, and their style's quite different. They've got a new Captain and Seeker, Cedric Diggory –â€Å" Angelina, Alicia, and Katie suddenly giggled. â€Å"What?† said Wood, frowning at this lighthearted behavior. â€Å"He's that tall, good-looking one, isn't he?† said Angelina. â€Å"Strong and silent,† said Katie, and they started to giggle again. â€Å"He's only silent because he's too thick to string two words together,† said Fred impatiently. â€Å"I don't know why you're worried, Oliver, Hufflepuff is a pushover. Last time we played them, Harry caught the Snitch in about five minutes, remember?† â€Å"We were playing in completely different conditions!† Wood shouted, his eyes bulging slightly. â€Å"Diggory's put a very strong side together! He's an excellent Seeker! I was afraid you'd take it like this! We mustn't relax! We must keep our focus! Slytherin is trying to wrong-foot us! We must win!† â€Å"Oliver, calm down!† said Fred, looking slightly alarmed. â€Å"We're taking Hufflepuff very seriously. Seriously.† ******** The day before the match, the winds reached howling point and the rain fell harder than ever. It was so dark inside the corridors and classrooms that extra torches and lanterns were lit. The Slytherin team was looking very smug indeed, and none more so than Malfoy. â€Å"Ah, if only my arm was feeling a bit better!† he sighed as the gale outside pounded the windows. Harry had no room in his head to worry about anything except the match tomorrow. Oliver Wood kept hurrying up to him between classes and giving him tips. The third time this happened, Wood talked for so long that Harry suddenly realized he was ten minutes late for Defense Against the Dark Arts, and set off at a run with Wood shouting after him, â€Å"Diggory's got a very fast swerve, Harry, so you might want to try looping him –â€Å" Harry skidded to a halt outside the Defense Against the Dark Arts classroom, pulled the door open, and dashed inside. â€Å"Sorry I'm late, Professor Lupin. I –â€Å" But it wasn't Professor Lupin who looked up at him from the teacher's desk; it was Snape. â€Å"This lesson began ten minutes ago, Potter, so I think we'll make it ten points from Gryffindor. Sit down.† But Harry didn't move. â€Å"Where's Professor Lupin?† he said. â€Å"He says he is feeling too ill to teach today,† said Snape with a twisted smile. â€Å"I believe I told you to sit down?† But Harry stayed where he was. â€Å"What's wrong with him?† Snape's black eyes glittered. â€Å"Nothing life-threatening,† he said, looking as though he wished it were. â€Å"Five more points from Gryffindor, and if I have to ask you to sit down again, it will be fifty.† Harry walked slowly to his seat and sat down. Snape looked around at the class. â€Å"As I was saying before Potter interrupted, Professor Lupin has not left any record of the topics you have covered so far –â€Å" â€Å"Please, sir, we've done Boggarts, Red Caps, Kappas, and Grindylows,† said Hermione quickly, â€Å"and we're just about to start –â€Å" â€Å"Be quiet,† said Snape coldly. â€Å"I did not ask for information. I was merely commenting on Professor Lupin's lack of organization.† â€Å"He's the best Defense Against the Dark Arts teacher we've ever had,† said Dean Thomas boldly, and there was a murmur of agreement from the rest of the class. Snape looked more menacing than ever. â€Å"You are easily satisfied. Lupin is hardly overtaxing you — I would expect first years to be able to deal with Red Caps and Grindylows. Today we shall discuss –â€Å" Harry watched him flick through the textbook, to the very back chapter, which he must know they hadn't covered. â€Å"– werewolves,† said Snape. â€Å"But, sir,† said Hermione, seemingly unable to restrain herself, â€Å"we're not supposed to do werewolves yet, we're due to start Hinkypunks –â€Å" â€Å"Miss Granger,† said Snape in a voice of deadly calm, â€Å"I was under the impression that I am teaching this lesson, not you. And I am telling you all to turn to page 394.† He glanced around again. â€Å"All of you! Now!† With many bitter sidelong looks and some sullen muttering, the class opened their books. â€Å"Which of you can tell me how we distinguish between the werewolf and the true wolf?† said Snape. Everyone sat in motionless silence; everyone except Hermione, whose hand, as it so often did, had shot straight into the air. â€Å"Anyone?† Snape said, ignoring Hermione. His twisted smile was back. â€Å"Are you telling me that Professor Lupin hasn't even taught you the basic distinction between –â€Å" â€Å"We told you,† said Parvati suddenly, â€Å"we haven't got as far as werewolves yet, we're still on –â€Å" â€Å"Silence!† snarled Snape. â€Å"Well, well, well, I never thought I'd meet a third-year class who wouldn't even recognize a werewolf when they saw one. I shall make a point of informing Professor Dumbledore how very behind you all are†¦Ã¢â‚¬  â€Å"Please, sir,† said Hermione, whose hand was still in the air, â€Å"the werewolf differs from the true wolf in several small ways. The snout of the werewolf –â€Å" â€Å"That is the second time you have spoken out of turn, Miss Granger,† said Snape coolly. â€Å"Five more points from Gryffindor for being an insufferable know-it-all.† Hermione went very red, put down her hand, and stared at the floor with her eyes full of tears. It was a mark of how much the class loathed Snape that they were all glaring at him, because every one of them had called Hermione a know-it-all at least once, and Ron, who told Hermione she was a know-it-all at least twice a week, said loudly, â€Å"You asked us a question and she knows the answer! Why ask if you don't want to be told?† The class knew instantly he'd gone too far. Snape advanced on Ron slowly, and the room held its breath. â€Å"Detention, Weasley,† Snape said silkily, his face very close to Ron's. â€Å"And if I ever hear you criticize the way I teach a class again, you will be very sorry indeed.† No one made a sound throughout the rest of the lesson. They sat and made notes on werewolves from the textbook, while Snape prowled up and down the rows of desks, examining the work they had been doing with Professor Lupin. â€Å"Very poorly explained†¦That is incorrect, the Kappa is more commonly found in Mongolia†¦Professor Lupin gave this eight out of ten? I wouldn't have given it three†¦Ã¢â‚¬  When the bell rang at last, Snape held them back. â€Å"You will each write an essay, to be handed in to me, on the ways you recognize and kill werewolves. I want two rolls of parchment on the subject, and I want them by Monday morning. It is time somebody took this class in hand. Weasley, stay behind, we need to arrange your detention.† Harry and Hermione left the room with the rest of the class, who waited until they were well out of earshot, then burst into a furious tirade about Snape. â€Å"Snape's never been like this with any of our other Defense Against the Dark Arts teachers, even if he did want the job,† Harry said to Hermione. â€Å"Why's he got it in for Lupin? D'you think this is all because of the Boggart?† â€Å"I don't know,† said Hermione pensively. â€Å"But I really hope Professor Lupin gets better soon†¦Ã¢â‚¬  Ron caught up with them five minutes later, in a towering rage. â€Å"D'you know what that –† (he called Snape something that made Hermione say â€Å"Ron!†) â€Å"– is making me do? I've got to scrub out the bedpans in the hospital wing. Without magic!† He was breathing deeply, his fists clenched. â€Å"Why couldn't Black have hidden in Snape's office, eh? He could have finished him off for us!† ****** Harry woke extremely early the next morning; so early that it was still dark. For a moment he thought the roaring of the wind had woken him. Then he felt a cold breeze on the back of his neck and sat bolt upright — Peeves the Poltergeist had been floating next to him, blowing hard in his ear. â€Å"What did you do that for?† said Harry furiously. Peeves puffed out his cheeks, blew hard, and zoomed backward out of the room, cackling. Harry fumbled for his alarm clock and looked at it. It was half past four. Cursing Peeves, he rolled over and tried to get back to sleep, but it was very difficult, now that he was awake, to ignore the sounds of the thunder rumbling overhead, the pounding of the wind against the castle walls, and the distant creaking of the trees in the Forbidden Forest. In a few hours he would be out on the Quidditch field, battling through that gale. Finally, he gave up any thought of more sleep, got up, dressed, picked up his Nimbus Two Thousand, and walked quietly out of the dormitory. As Harry opened the door, something brushed against his leg. He bent down just in time to grab Crookshanks by the end of his bushy tail and drag him outside. â€Å"You know, I reckon Ron was right about you,† Harry told Crookshanks suspiciously. â€Å"There are plenty of mice around this place — go and chase them. Go on,† he added, nudging Crookshanks down the spiral staircase with his foot. â€Å"Leave Scabbers alone.† The noise of the storm was even louder in the common room. Harry knew better than to think the match would be canceled; Quidditch matches weren't called off for trifles like thunderstorms. Nevertheless, he was starting to feel very apprehensive. Wood had pointed out Cedric Diggory to him in the corridor; Diggory was a fifth year and a lot bigger than Harry. Seekers were usually light and speedy, but Diggory's weight would be an advantage in this weather because he was less likely to be blown off course. Harry whiled away the hours until dawn in front of the fire, getting up every now and then to stop Crookshanks from sneaking up the boys' staircase again. At long last Harry thought it must be time for breakfast, so he headed through the portrait hole alone. â€Å"Stand and fight, you mangy cur!† yelled Sir Cadogan. â€Å"Oh, shut up,† Harry yawned. He revived a bit over a large bowl of porridge, and by the time he'd started on toast, the rest of the team had turned up. â€Å"It's going to be a tough one,† said Wood, who wasn't eating anything. â€Å"Stop worrying, Oliver,† said Alicia soothingly, â€Å"we don't mind a bit of rain.† But it was considerably more than a bit of rain. Such was the popularity of Quidditch that the whole school turned out to watch the match as usual, but they ran down the lawns toward the Quidditch field, heads bowed against the ferocious wind, umbrellas being whipped out of their hands as they went. just before he entered the locker room, Harry saw Malfoy, Crabbe, and Goyle, laughing and pointing at him from under an enormous umbrella on their way to the stadium. The team changed into their scarlet robes and waited for Wood's usual pre-match pep talk, but it didn't come. He tried to speak several times, made an odd gulping noise, then shook his head hopelessly and beckoned them to follow him. The wind was so strong that they staggered sideways as they walked out onto the field. If the crowd was cheering, they couldn't hear it over the fresh rolls of thunder. Rain was splattering over Harry's glasses. How on earth was he going to see the Snitch in this? The Hufflepuffs were approaching from the opposite side of the field, wearing canary-yellow robes. The Captains walked up to each other and shook hands; Diggory smiled at Wood but Wood now looked as though he had lockjaw and merely nodded. Harry saw Madam Hooch's mouth form the words, â€Å"Mount Your brooms.† He pulled his right foot out of the mud with a squelch and swung it over his Nimbus Two Thousand. Madam Hooch put her whistle to her lips and gave it a blast that sounded shrill and distant — they were off. Harry rose fast, but his Nimbus was swerving slightly with the wind. He held it as steady as he could and turned, squinting into the rain. Within five minutes Harry was soaked to his skin and frozen, hardly able to see his teammates, let alone the tiny Snitch. He flew backward and forward across the field past blurred red and yellow shapes, with no idea of what was happening in the rest of the game. He couldn't hear the commentary over the wind. The crowd was hidden beneath a sea of cloaks and battered umbrellas. Twice Harry came very close to being unseated by a Bludger; his vision was so clouded by the rain on his glasses he hadn't seen them coming. He lost track of time. It was getting harder and harder to hold his broom straight. The sky was getting darker, as though night had decided to come early. Twice Harry nearly hit another player, without knowing whether it was a teammate or opponent; everyone was now so wet, and the rain so thick, he could hardly tell them apart†¦ With the first flash of lightning came the sound of Madam Hooch's whistle; Harry could just see the outline of Wood through the thick rain, gesturing him to the ground. The whole team splashed down into the mud. â€Å"I called for time-out!† Wood roared at his team. â€Å"Come on, under here –â€Å" They huddled at the edge of the field under a large umbrella; Harry took off his glasses and wiped them hurriedly on his robes. â€Å"What's the score?† â€Å"We're fifty points up,† said Wood, â€Å"but unless we get the Snitch soon, we'll be playing into the night.† â€Å"I've got no chance with these on,† Harry said exasperatedly, waving his glasses. At that very moment, Hermione appeared at his shoulder; she was holding her cloak over her head and was, inexplicably, beaming. â€Å"I've had an idea, Harry! Give me your glasses, quick!† He handed them to her, and as the team watched in amazement, Hermione tapped them with her wand and said, â€Å"Impervius!† â€Å"There!† she said, handing them back to Harry. â€Å"They'll repel water!† Wood looked as though he could have kissed her. â€Å"Brilliant!† he called hoarsely after her as she disappeared into the crowd. â€Å"Okay, team, let's go for it!† Hermione's spell had done the trick. Harry was still numb with cold, still wetter than he'd ever been in his life, but he could see. Full of fresh determination, he urged his broom through the turbulent air, staring in every direction for the Snitch, avoiding a Bludger, ducking beneath Diggory, who was streaking in the opposite direction†¦ There was another clap of thunder, followed immediately by forked lightning. This was getting more and more dangerous. Harry needed to get the Snitch quickly — He turned, intending to head back toward the middle of the field, but at that moment, another flash of lightning illuminated the stands, and Harry saw something that distracted him completely, the silhouette of an enormous shaggy black dog, clearly imprinted against the sky, motionless in the topmost, empty row of seats. Harry's numb hands slipped on the broom handle and his Nimbus dropped a few feet. Shaking his sodden bangs out of his eyes, he squinted back into the stands. The dog had vanished. â€Å"Harry!† came Wood's anguished yell from the Gryffindor goal posts. â€Å"Harry, behind you!† Harry looked wildly around. Cedric Diggory was pelting up the field, and a tiny speck of gold was shimmering in the rain-filled air between them†¦ With a jolt of panic, Harry threw himself flat to the broom handle and zoomed toward the Snitch. â€Å"Come on!† he growled at his Nimbus as the rain whipped his face. â€Å"Faster!† But something odd was happening. An eerie silence was falling across the stadium. The wind, though as strong as ever, was forgetting to roar. It was as though someone had turned off the sound, as though Harry had gone suddenly deaf — what was going on? And then a horribly familiar wave of cold swept over him, inside him, just as he became aware of something moving on the field below†¦ Before he'd had time to think, Harry had taken his eyes off the Snitch and looked down. At least a hundred Dementors, their hidden faces pointing up at him, were standing beneath him. It was as though freezing water were rising in his chest, cutting at his insides. And then he heard it again†¦Someone was screaming, screaming inside his head†¦a woman†¦ â€Å"Not Harry, not Harry, please not Harry!† â€Å"Stand aside, you silly girl†¦stand aside, now†¦Ã¢â‚¬  â€Å"Not Harry, please no, take me, kill me instead –â€Å" Numbing, swirling white mist was filling Harry's brain†¦What was he doing? Why was he flying? He needed to help her†¦She was going to die†¦She was going to be murdered†¦ He was falling, falling through the icy mist. â€Å"Not Harry! Please†¦have mercy†¦have mercy†¦Ã¢â‚¬  A shrill voice was laughing, the woman was screaming, and Harry knew no more. â€Å"Lucky the ground was so soft.† â€Å"I thought he was dead for sure.† â€Å"But he didn't even break his glasses.† Harry could hear the voices whispering, but they made no sense whatsoever. He didn't have a clue where he was, or how he'd got there, or what he'd been doing before he got there. All he knew was that every inch of him was aching as though it had been beaten. â€Å"That was the scariest thing I've ever seen in my life.† Scariest†¦the scariest thing†¦hooded black figures†¦cold†¦screaming†¦ Harry's eyes snapped open. He was lying in the hospital wing. The Gryffindor Quidditch team, spattered with mud from head to foot, was gathered around his bed. Ron and Hermione were also there, looking as though they'd just climbed out of a swimming pool. â€Å"Harry!† said Fred, who looked extremely white underneath, the mud. â€Å"How're you feeling?† It was as though Harry's memory was on fast forward. The lightning†¦the Grim†¦the Snitch†¦and the Dementors†¦ â€Å"What happened?† he said, sitting up so suddenly they all gasped. â€Å"You fell off,† said Fred. â€Å"Must've been — what — fifty feet?† â€Å"We thought you'd died,† said Alicia, who was shaking. Hermione made a small, squeaky noise. Her eyes were extremely bloodshot. â€Å"But the match,† said Harry. â€Å"What happened? Are we doing a replay?† No one said anything. The horrible truth sank into Harry like a stone. â€Å"We didn't — lose?† â€Å"Diggory got the Snitch,† said George. â€Å"Just after you fell. He didn't realize what had happened. When he looked back and saw you on the ground, he tried to call it off. Wanted a rematch. But they won fair and square†¦even Wood admits it.† â€Å"Where is Wood?† said Harry, suddenly realizing he wasn't there. â€Å"Still in the showers,† said Fred. â€Å"We think he's trying to drown himself.† Harry put his face to his knees, his hands gripping his hair. Fred grabbed his shoulder and shook it roughly. â€Å"C'mon, Harry, you've never missed the Snitch before.† â€Å"There had to be one time you didn't get it,† said George. â€Å"It's not over yet,† said Fred. â€Å"We lost by a hundred points.† â€Å"Right? So if Hufflepuff loses to Ravenclaw and we beat Ravenclaw and Slytherin†¦Ã¢â‚¬  â€Å"Hufflepuff'll have to lose by at least two hundred points,† said George. â€Å"But if they beat Ravenclaw†¦Ã¢â‚¬  â€Å"No way, Ravenclaw is too good. But if Slytherin loses against Hufflepuff†¦Ã¢â‚¬  â€Å"It all depends on the points — a margin of a hundred either way –â€Å" Harry lay there, not saying a word. They had lost†¦for the first time ever, he had lost a Quidditch match. After ten minutes or so, Madam Pomfrey came over to tell the team to leave him in peace. â€Å"We'll come and see you later,† Fred told him. â€Å"Don't beat yourself up. Harry, you're still the best Seeker we've ever had.† The team trooped out, trailing mud behind them. Madam Pomfrey shut the door behind them, looking disapproving. Ron and Hermione moved nearer to Harry's bed. â€Å"Dumbledore was really angry,† Hermione said in a quaking voice. â€Å"I've never seen him like that before. He ran onto the field as you fell, waved his wand, and you sort of slowed down before you hit the ground. Then he whirled his wand at the Dementors. Shot silver stuff at them. They left the stadium right away†¦He was furious they'd come onto the grounds. We heard him –â€Å" â€Å"Then he magicked you onto a stretcher,† said Ron. â€Å"And walked up to school with you floating on it. Everyone thought you were†¦Ã¢â‚¬  His voice faded, but Harry hardly noticed. He was thinking about what the Dementors had done to him†¦about the screaming voice. He looked up and saw Ron and Hermione looking at him so anxiously that he quickly cast around for something matter-of-fact to say. â€Å"Did someone get my Nimbus?† Ron and Hermione looked quickly at each other. â€Å"Er –â€Å" â€Å"What?† said Harry, looking from one to the other. â€Å"Well†¦when you fell off, it got blown away,† said Hermione hesitantly. â€Å"And?† â€Å"And it hit — it hit — oh, Harry — it hit the Whomping Willow.† Harry's insides lurched. The Whomping Willow was a very violent tree that stood alone in the middle of the grounds. â€Å"And?† he said, dreading the answer. â€Å"Well, you know the Whomping Willow,† said Ron. â€Å"It — it doesn't like being hit.† â€Å"Professor Flitwick brought it back just before you came around,† said Hermione in a very small voice. Slowly, she reached down for a bag at her feet, turned it upside down, and tipped a dozen bits of splintered wood and twig onto the bed, the only remains of Harry's faithful, finally beaten broomstick.

Cma Assignment

The current issue and full text archive of this journal is available at www. emeraldinsight. com/0959-6119. htm Job satisfaction and organizational commitment of hotel managers in Turkey Ebru Gunlu Tourism Management Department, Faculty of Business, Dokuz Eylul University, Buca, Turkey Job satisfaction and commitment 693 Received 30 March 2009 Revised 13 August 2009, 23 September 2009, 12 October 2009 Accepted 12 October 2009 Mehmet Aksarayli Econometrics Department, Faculty of Economics and Administrative Sciences, Dokuz Eylul University, Buca, Turkey, and Nilufer Sahin Percin ? ? Trade and Tourism Education Faculty, Nevsehir University, Nevsehir, Turkey Abstract Purpose – The aim of this paper is to identify the effects of job satisfaction on organizational commitment for managers in large-scale hotels in the Aegean region of Turkey and, in addition, to examine whether there is a signi? cant relationship between the characteristics of the sample, organizational commitment, a nd job satisfaction. Design/methodology/approach – Two structured questionnaires were administered to large-scale hotel managers in the tourism industry.The survey instruments were adopted from the validated Minnesota Job Satisfaction and Organizational Commitment Questionnaire of Meyer-Allen. The data were analyzed using Statistical Package for Social Sciences version 13. 0. Findings – The ? ndings indicate that extrinsic, intrinsic, and general job satisfaction have a signi? cant effect on normative commitment and affective commitment. In addition, the ? ndings suggest that the dimensions of job satisfaction do not have a signi? cant effect on continuance commitment among the managers of arge-scale hotels. When the characteristics of the sample are regarded, age, income level, and education have a signi? cant relationship with extrinsic job satisfaction whereas income level indirectly affect affective commitment. Research limitations/implications – Participant s are limited to the managers of large-scale hotels in Aegean region of Turkey so the results could not be generalized to the whole country; however, the number of respondents is assumed to be suf? cient to provide comprehensive results.Practical implications – Although job satisfaction is found to affect organizational commitment, practitioners should not disregard the fact that there is an interactive relationship between the two factors; otherwise, the organizations might be at risk. In addition, the governmental support is very important in minimizing the effects of seasonality problem in tourism. Originality/value – The previous research studies in Turkey generally have focused on the organizational commitment and job satisfaction correlation among the employees in different sectors of Turkey but usually within one organization.Upper level managers’ views and the tourism sector have sometimes been neglected. This research was conducted to address this de? c it in Turkey in terms of reaching various hotels in a region, trying to measure the viewpoints of the upper level managers, and conducting the research in a labor-intensive sector such as tourism. Keywords Job satisfaction, Turkey, Hotels, Managers, Developing countries Paper type Research paper International Journal of Contemporary Hospitality Management Vol. 22 No. 5, 2010 pp. 693-717 q Emerald Group Publishing Limited 0959-6119 DOI 10. 108/09596111011053819 IJCHM 22,5 694 Introduction The need for close interaction and communication in service organizations generally threatens the satisfaction of the consumers, since the production and consumption process cannot be separated. For the accomplishment of guest satisfaction, the satisfaction of employees in the lodging organization is imperative. It should be noted that job satisfaction is a key factor to maintaining high performance and ef? cient service, which will directly increase the productivity of the organization.Researchers have focused on job satisfaction and link this concept to other variables such as organizational commitment, stress and burnout, empowerment, organizational performance, motivation, turnover intention, and sometimes demographic and personal characteristics (Chen, 2006; Fairbrother and Warn, 2003; Furnham et al. , 2002; Gaertner, 1999; Ghiselli et al. , 2001; Jernigan et al. , 2002; Karatepe et al. , 2006; Lam et al. , 2001; Linz, 2003; Silva, 2006; Spence Laschinger et al. , 2002; Tepeci and Bartlett, 2002; Tsigilis et al. , 2004). Most of the research (Chen, 2006; Feinstein and Vondrasek, 2001; Kim et al. 2005; McDonald and Makin, 2000; Silva, 2006) has addressed the satisfaction and commitment level of the employees, but only a few of them (Lau and Chong, 2002; Lok and Crawford, 2004) have considered managers’ viewpoints. However, managers are the core points of the service production; therefore, their impact on the employees is very important. If the managers are not satis ? ed and not committed to the organization, their effectiveness in managing a hotel should be questioned. Thus, this research aims to investigate the satisfaction and commitment level of the managers in the Aegean region, especially those at four- and ? e-star hotels, in Turkey. A main appeal of these hotels is that they enable their guests to experience the effects of seasonality. Consequently, turnover rates are higher. The study analyzes whether the managers working in these seasonal hotels are satis? ed and committed to their organizations and whether their demographic variables have signi? cant effects on their satisfaction and commitment levels. In addition, the study meets the needs of the professionals within the tourism sector and provides feedback concerning the job satisfaction and organizational commitment relationship of the managers.Since the important factors that are associated with satisfaction (compensation, fringe bene? ts, social status, working condition, etc. ) and commitment (normative, continuance, and affective) are addressed, the professionals may try to evaluate their conditions and try to make synthesis why they are satis? ed and committed and/or vice versa. In addition, analysis included both the important characteristics of the tourism sector such as: (1) seasonality; and (2) ownership and the effects of demographic variables such as: . gender; . age; . educational background; . income; . ourism education; . experience in the sector; and . experience in the current organization on job satisfaction and organizational commitment. Literature review Job satisfaction phenomenon Job satisfaction in a narrow context might be accepted as: [. . . ] the feelings or a general attitude of the employees in relation with their jobs and the job components such as the working environment, working conditions, equitable rewards, and communication with the colleagues (Glisson and Durick, 1988; Kim et al. , 2005). Job satisfaction and commitment Lock e (1969, p. 317) de? ed job satisfaction and dissatisfaction as â€Å"that job satisfaction is the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating one’s job values (Schwepker, 2001, p. 41)†. Job dissatisfaction is â€Å"the unpleasurable emotional state resulting from the appraisal of one’s job as frustrating or blocking the attainment of one’s values†. Herzberg et al. (1959) de? ned the best known popular â€Å"theory of job satisfaction†. Their two-factor theory suggests that employees have mainly two types of needs, listed as hygiene and motivation.Hygiene factors are the needs that may be very satis? ed by some certain conditions called hygiene factors (dissatis? ers) such as supervision, interpersonal relations, physical working conditions, salary, bene? ts, etc. The theory suggests that job dissatisfaction is probable in the circumstances where hygiene factors do not exist in so menone’s working environment. In contrast, when hygiene needs are supplied, however, it does not necessarily result in full satisfaction. Only the dissatisfaction level is decreased (Furnham et al. , 2002).In this research, the Minnesota Satisfaction Questionnaire (MSQ) Short Form is used as the survey instrument. According to the scale, job satisfaction is considered as an attitude as mentioned above and there are three employee attitude’s facets of job satisfaction. These are classi? ed as intrinsic, extrinsic, and general reinforcement factors (20 factors). In order to evaluate intrinsic job satisfaction, there should be some important key factors to be addressed such as ability utilization, activity, achievement, authority, independence, moral values, responsibility, ecurity, creativity, social service, social status, and variety. For extrinsic job satisfaction, these factors are advancement, company policy, compensation, recognition, supervision-human relations, a nd supervision-technical. In addition to extrinsic and intrinsic factors, there is a general job satisfaction facet in which there are two more factors such as working conditions and co-workers. When intrinsic, extrinsic and these two factors are summed up then general job satisfaction is formed (Feinstein and Vondrasek, 2001). De? ing organizational commitment There have been various studies in the literature addressing the concept of organizational commitment. Mowday et al. (1979) underlined a concept named as attitudinal commitment, whereas Price and Mueller (1986) de? ned it as behavioral commitment. Another approach was that of Meyer and Allen (1991). This is one of the most widely recognized approaches in organizational commitment literature. They suggested that organizational commitment was a multidimensional three-component model where: (1) affective attachment to the organization is de? ed as affective commitment; (2) perceived cost associated with leaving the organization is de? ned as continuance commitment; and 695 IJCHM 22,5 (3) an obligation to remain with the organization is de? ned as normative commitment (Buchko et al. , 1998; Lok and Crawford, 2001; Meyer and Allen, 1991; Meyer et al. , 1993). To conduct this research, Meyer and Allen’s multidimensional three-component model is regarded as a starting point. Organizational commitment is de? ned as: [. . . ] the relative strength of an individual’s identi? cation with and involvement in a particular organization.Conceptually, it can be characterized by at least three factors: (a) a strong belief in and acceptance of the organization’s goals and values; (b) a willingness to exert considerable effort on behalf of the organization; and (c) a strong desire to maintain membership in the organization (Mowday et al. , 1979, p. 226; Mowday et al. , 1982, p. 27). 696 According to Mowday et al. (1979), organizational commitment is an attitude, which exists between the individual and the organization. That is why, it is considered as a relative strength of the individual’s psychological identi? ation and involvement with the organization (Jaramillo et al. , 2005). Hence, this psychological conceptualization addresses affective commitment where it includes three factors: identi? cation, involvement, and loyalty (Banai et al. , 2004). In addition to this earliest construct, some researchers such as Angle and Perry (1981), Hrebiniak and Alutto (1972) and McGee and Ford (1987) underlined another important dimension labeled as â€Å"continuance† commitment where an individual is committed to the organization not because of a general positive feeling but because of extraneous interests such as pensions, family concerns, etc. Shaw et al. , 2003). This two-dimensional construct has been revised by Meyer and Allen in 1991. They have developed a three-component model of affective, continuance, and normative commitment as mentioned above (Jernigan et al. , 20 02; Lok and Crawford, 2001; Meyer and Allen, 1991; Meyer et al. , 1993). According to Meyer and Allen (1997, p. 11): [. . . ] individuals who have strong affective commitment remain in the organization because they feel they want to, some with a stronger normative commitment remain because they ought to and those with strong continuance commitment remain because they need to.In addition, some researchers address that the individual is in? uenced by society’s norms, which is the sign of â€Å"social exchange theory† (Jernigan et al. , 2002, p. 565; Lok and Crawford, 2001, p. 594; McDonald and Makin, 2000, p. 86; Spence Laschinger et al. , 2002, p. 65). At this point, the impact of culture on organizational commitment (Kirkman and Shapiro, 2001; Randall, 1993) should be addressed. National cultures’ in? uences on individual behaviors are well established and the differences between cultures are quite signi? cant in Hofstede’s (1980) research. Individualism and collectivism† cultural dimension seems to be one of the related with organizational commitment since Hofstede (1980) claims when a person is alienated from individualism, he/she needs to be a part of a group where sometimes the organization they work for is one of these groups. When Turkish culture is analyzed, Hofstede’s ? ndings imply Turkish culture as the 28th country (1 – most individualistic and 40 – most collectivist) where it is closer to being a collectivist society (Tastan, 2006). In that frame, Turkish managers are ? upposed to be the member of a collectivist society and consequently this tendency should increase the organizational commitment level of Turkish managers. When Hofstede’s (1980) â€Å"Masculinity and Femininity† dimension is analyzed, the ? ndings prove that feminine values are stronger in Turkish culture. Since relationships, self-sacri? ce and emotions are important characteristics of feminine societies (Karakas, ? 2006), therefore Turkish managers are supposed to have higher affective and normative commitment. Are job satisfaction and organizational commitment related?Most of the research has treated job satisfaction as an independent and organizational commitment as a dependent variable (Gaertner, 1999; Jernigan et al. , 2002; Lok and Crawford, 2001; Mowday et al. , 1982). As Mowday et al. (1982) suggest, commitment and job satisfaction may be seen in several ways. Job satisfaction is a kind of response to a speci? c job or job-related issues; whereas, commitment is a more global response to an organization. Therefore, commitment should be more consistent than job satisfaction over time and takes longer after one is satis? d with his/her job (Feinstein and Vondrasek, 2001, p. 6). Feinstein and Vondrasek (2001) analyzed the effects of job satisfaction on organizational commitment among the restaurant employees and the ? ndings proved that satisfaction level would predict their commitment t o the organization. Gaertner (1999, p. 491) also analyzed the determinants (pay workload, distributive justice, promotional chances, supervisory support, etc. ) of job satisfaction and organizational commitment. The ? ndings showed that job satisfaction is a cause of organizational commitment. Jernigan et al. (2002, p. 67) examined the role that speci? c aspects of work satisfaction play as predictors of organizational commitment type. The researcher found out that affective commitment varied with one’s satisfaction with aspects of the work context. In that frame, the role of the managers cannot be denied since they are the key people in the management level responsible for carrying the organization toward success. Maxwell and Steele (2003) conducted their research among hotel managers and identi? ed some key issues that would increase the commitment level such as: . high levels of equal pay; . employer’s interest in them; . o-operation and trust between the employees as well as between the other managers in the hotel; and . opportunities to engage in social activities. Payment strategy (compensation) is accepted as extrinsic job satisfaction variable; employer’s interest in terms of independence, security is intrinsic job satisfaction variable where recognition is an extrinsic variable; co-operation and trust in terms of moral values are intrinsic whereas in terms of working conditions they are general job satisfaction variables; opportunities to engage in social activities re? ect the activity side of intrinsic job satisfaction.On the other hand, some researchers have admitted that organizational commitment may be an independent variable with job satisfaction as an outcome (Bateman and Strasser, 1984; Vandenberg and Lance, 1992). Although most of the research studies claim just the opposite, Bateman and Strasser (1984) suggest that organizational commitment has an effect on job satisfaction, which in turn will affect the turnover intenti on. These research studies argue that the managers who are highly committed to the organizations may experience higher levels of job satisfaction (Lau and Chong, 2002).Job satisfaction and commitment 697 IJCHM 22,5 698 According to the research of Lau and Chong (2002), highly committed managers strive for the organizational goals and interests. This attitude would affect the budget emphasis and managers’ behavior. Therefore, satisfaction is suggested as an outcome rather than an antecedent. In this study, as in the vast majority of research, the model suggests that job satisfaction is an antecedent of organizational commitment where the dimensions of job satisfaction have a signi? cant effect on the dimensions of organizational commitment.Job satisfaction and organizational commitment research: the tourism sector Aksu and Aktas (2005) investigated job satisfaction of middle and upper level ? managers in ? ve-star hotels and ? rst-class holiday villages. The ? ndings indicate that the working conditions should be improved in order to increase general job satisfaction (working conditions, extrinsic job satisfaction, and intrinsic job satisfaction) of the managers since promotion, morale conditions, ? nancial rewards, compensation and fringe bene? ts, working hours are important factors that affect the satisfaction level of the managers. Lam et al. 2001) suggest in their research that training and development programs for newcomers and well-educated employees in service industry might help improving job satisfaction. In the following years, Lam et al. (2003) conducted their research and focused on the socialization process of the newcomers. The ? ndings showed that if some people who are assumed as important ones by the respondents think that they should feel themselves satis? ed then the intention to leave the organization decreases. These ? ndings should prove that the mentors or seniors in an organization and the supervisors are likely to encourage the newcomer employees, in? ence job satisfaction, and behavioral intentions. Kim et al. (2005, p. 171) examined the relationship between employee service orientation (customer focus, organizational support, and service under pressure) and employees’ job satisfaction, organizational commitment, and employees’ intention of leaving. The sample consisted of restaurant employees and the ? ndings are as the followings: . customer focus of service providers are negatively associated with job satisfaction but positively related with organizational commitment; . organizational support is positively associated with job satisfaction; and . rganizational commitment is negatively associated with intention of leaving the organization. Karatepe et al. (2006) examined the effects of individual characteristics (self-ef? cacy, effort, and competitiveness) on frontline employee performance and satisfaction. What is a practical implication for a manager in this research is that unless a mana ger is not committed to provision of service quality, he/she should market a career rather than a job only and attract competitive and self-ef? cacious employees. In addition, the manager should maintain a healthy environment for minimizing con? cts arising from competition. Tepeci and Bartlett (2002) also conducted a research among frontline employees. They suggest that employee satisfaction is based on individual values as well as organizational factors (organizational culture). Consequently, the satis? ed employees will satisfy the customers and eventual, ongoing pro? tability will be the result. Gonzalez and Garazo (2006, p. 23) suggest that the managers of hotels should put great emphasis on front line employees to stimulate job satisfaction and organizational citizenship behavior.Therefore, service communicative leadership and service encounter practices in? uence employee organizational citizenship behavior and improve job satisfaction of the employees. Ghiselli et al. (2001) focused on food service employees, which included managerial levels. The respondents indicated that salary; bene? t packages, working hours, family, and quality of life were the reasons for satisfaction and/or dissatisfaction. The assistant managers were more likely to tell of their intent to leave than are higher level managers.Research hypotheses In an attempt to achieve the research goals, ? ve hypotheses are developed. Two possible antecedents of job satisfaction and organizational commitment, which remain free of research so far, are the demographic variables: activity duration and hotel ownership. Therefore, the ? rst two hypotheses of this research focus on these so-called variables. It is sometimes argued whether the activity duration of the hotel (for example, a city hotel open for 365 days each year, and a resort hotel, which has a seasonal characteristic) affects the mood of the current employees.It is apparent and usually indicated in the literature that â€Å"seasonal ity† is an operating challenge. This challenge affects the attraction, training, and retention of competent employees (Angelo and Vladimir, 199; Ninemeier and Perdue, 2005). Therefore, the ? rst hypothesis in the study is: H1. Hotel activity duration has an effect on job satisfaction and organizational commitment. Employees working in an independent hotel are considered to have limited career possibilities and to seek better opportunities in chain or franchise hotels. Such employees are usually considered to have lower organizational commitment.Since it is believed that there are fewer career opportunities in independent hotels, employees might be expected to experience lower satisfaction when compared to employees working in chains. An independent hotel, however, is usually a family-owned business that struggles in a competitive environment where the giant brands are stronger (International Labour Organization, 2001). On the other hand, managers working in independent hotels experience more involvement because they often have signi? cant contact with the individual or family who owns these hotels.Bonds of trust and friendship form which results in greater affectivity and normative commitment towards their organization. While owner-managers strive for the ? nancial success of their businesses, they also have many opportunities to develop their technical, operational, and interpersonal skills. Thus, the second hypothesis is: H2. Hotel ownership has an effect on job satisfaction and organizational commitment. Most of the researchers have claimed that organizational commitment and job satisfaction are interrelated (Chen, 2006; Mowday et al. , 1982; Spence Laschinger et al. 2002). This would imply a relationship between the dimensions of each variable as well and leads to the third hypothesis: H3. There is a relationship between the dimensions of managers’ job satisfaction and organizational commitment. Job satisfaction and commitment 699 Many researc hers have discussed job satisfaction as an antecedent of organizational commitment (Bartol, 1979; Feinstein and Vondrasek, 2001; Gaertner, 1999; Hrebiniak and Alutto, 1972; Mowday et al. , 1982; Yousef, 1998). This research is conducted to explore this premise further. The fourth hypothesis is: H4.Job satisfaction affects organizational commitment. There have been many researchers who examined the relationship between demographic variables – for example, age, gender, education, experience in the ? eld, experience in the organization, etc. to name a few – and organizational commitment and/or job satisfaction (Mowday et al. , 1979; Sarker et al. , 2003; Steers, 1977). Regarding the previous researches, this study also examines the relationship between the demographic variables, organizational commitment and job satisfaction. Therefore, last hypothesis is: H5. There is signi? ant relationship between the characteristics of the sample, job satisfaction and organizational c ommitment. Methodology The sample consisted of the managers of four- and ? ve-star hotels in Aegean region of Turkey. What might be considered as a limitation was that the research was conducted in only one region, and could not, therefore, be generalized to the whole country. The sample size and the number of the respondents were assumed to be suf? cient in providing comprehensive results. Two different scales were used in conducting the study: Meyer-Allen Organizational Commitment Scale and Minnesota Job Satisfaction Scale.Measures Organizational commitment scale. In this study, Meyer and Allen’s (1997, pp. 118-19) three component model of organizational commitment was used to determine hotel managers’ commitment level. According to Meyer and Allen research, these three mentioned components showed in time that affective, normative, and continuance commitment are very different and represent different aspects of commitment. Affective commitment is how individuals feel themselves to be involved within the organization; they believe in the organization’s values and objectives and desire to be loyal members (Banai et al. 2004, p. 378). In normative commitment, people feel obliged Job satisfaction scale. The widely accepted and used â€Å"MSQ† was developed by Weiss, Dawis, England, and Lofquist in 1967. The MSQ is a ? ve-point Likert type scale where the respondents were requested to state their perceptions of different items on the scale using the following ? ve categories: 5 – totally satis? ed, 4 – satis? ed, 3 – neither satis? ed nor dissatis? ed, 2 – dissatis? ed, 1 – totally dissatis? ed. The MSQ measures intrinsic satisfaction, extrinsic satisfaction and general satisfaction. The questionnaire consists of 20 items.In the intrinsic satisfaction category, the items include activity, independence, variety, social status, moral values, job security, social service, responsibility, ability utilizat ion, creativity, authority, and achievement dimensions. In the extrinsic satisfaction category, the items include supervision-human relations, supervision-technical, company policy, compensation, career progress, and recognition dimensions. General satisfaction is the sum of the intrinsic and extrinsic satisfaction dimensions and two additional dimensions including working conditions and co-workers (Feinstein and Vondrasek, 2001, p. ). MSQ is a widely recognized and trusted scale that highlights important components that form job satisfaction and has been used to measure job satisfaction with three dimensions by several researchers (Chen, 2006; Feinstein and Vondrasek, 2001; Hancer ? and George, 2003; Lau and Chong, 2002) and demonstrated satisfactory results and reliability values. Data collection and analysis. The research was conducted during the high season in 2006. The total number of four- and ? ve-star hotels in Turkey in 2006 is 632 (Culture and Tourism Ministry of Turkey, 2 009). In this year, the number of four- and ? e-star hotels in the Aegean region was 108. Of the total, 48 were four-star, and the remaining 60 were ? ve-star hotels (Ekin Group and TUROFED, 2006). The population was selected randomly with a sampling ratio of 25 percent. A total of 48 managers in four-star hotels and 75 managers in ? ve-star hotels were reached for a total sample of 123 managers. A total of 43 managers were middle level; whereas, 80 were lower level managers such as supervisors. The reasons why these two levels were included in the research vary as the following: . The top-level managers were not reached because they were reluctant to ? l in the questionnaires due to their busy schedule. . Middle level managers such as department heads have a high span of control in their organization and their authority is high when they make the decisions and they have the responsibility to carry the departments to the organizational goals. . On the other hand, there was a huge po pulation of supervisors because they have a large work load and heavy responsibilities. The returned 123 surveys were included for the statistical analysis. The pro? le of the research sample is shown on Table I. This number of 123 managers was presumed to be suf? cient for statistical analysis (Cochran, 1977).The Statistical Package for Social Sciences Version 13 was used to explore the data. The analysis included reliability testing and factor analysis. Consequently, hypotheses are tested; frequency test, t-test, ANOVA, regression and correlation analyses are conducted. Assessing organizational commitment. The organizational commitment scale was ? rst subjected to reliability testing. It was realized that of the 18 items, ? ve had negative effect on measuring general attitude. When they were removed from the analysis, the Cronbach’s alpha on the remaining 13 items was 0. 75. In order to see whether the Job satisfaction and commitment 01 IJCHM 22,5 Gender Male Female Educati on High school Undergraduate Graduate Post graduate Tourism education bacground Yes No Class of the hotel Four stars Five stars Managers’ distribution according to the class of the hotels Four stars Five stars Income level ($) 375 and below 375-565 565-752 752-940 940-1,228 1,228 and above Hotel type City Resort Hotel status Independent Chain Management levels Middle Low Descriptive statistics Age Working period in the tourism sector Working period in the current organization n 78 45 21 26 56 20 88 35 12 15 48 75 4 17 24 37 15 26 90 33 71 52 43 80 Mean 31. 49 9. 09 3. 79 % 63. 36. 6 17. 1 21. 1 45. 5 16. 3 71. 5 28. 5 44. 4 55. 6 39. 0 61. 0 3. 3 13. 8 19. 5 30. 1 12. 2 21. 1 73. 2 26. 8 57. 7 42. 3 34. 9 65. 1 SD 5. 607 4. 867 2. 581 702 Table I. Pro? le of research sample distribution of the values was adequate for conducting analysis, the Kaiser-Meyen-Olkin (KMO) measure was used with a result of 0. 647 (. 0. 50). In addition, Bartlett’s test of sphericity measure i ndicated that the multivariate normality of the set of distributions was normal, showing a signi? cant value, p ? 0. 000 (, 0. 05). Therefore, the data were feasible for conducting the factor analysis (Hair et al. , 1998).In observing the commonalities, it was found that the values were not smaller than 0. 40. This indicated a strong association among the variables. In addition the eigenvalue criterion was assessed. Factors having eigenvalues greater than 1 were assumed to be the new factors of the research, which should be retained. The eigenvalues of factors were 3. 372 explaining 26 percent, 2. 274 explaining 18 percent, and 1. 580 explaining 12 percent of cumulative variance. The three factors explain 56 percent of cumulative variance. To determine which items were loaded on which factor, rotated component matrix was inspected (Table II).The ? ndings suggest that there are three factors related to organizational commitment, which are listed, respectively, as normative, affective , and continuance. Items two to six loaded on the affective commitment factor; items one, 14, 16, 17, and 18 loaded on the normative commitment factor; items seven to ten loaded on continuance commitment. The reliability level of affective commitment was 0. 76, normative commitment was 0. 78, and continuance commitment was 0. 55. Since the reliability of continuance commitment was low, this factor was excluded from the analysis.In order to examine the relationships between the variables, descriptive Job satisfaction and commitment 703 Item no. Keyword Normative 16 To deserve 18 Career development 17 Responsibility 1 Career 14 Accuracy Affective 4 Affective commitment 6 State of belonging 5 Special meaning 2 Problems of management Continuance 9 Necessity 10 Alternative 8 Negativeness 7 Desire Extrinsic 19 Appreciation 12 Policy of organization 5 Management style 17 Working conditions 20 Feeling of Success 13 Wage 15 Decision 11 Skill 16 Method Intrinsic 10 Leading 9 Help 3 Differeren t behavior style 4 Prestige 8 Position General Intrinsic JB ? xtrinsic JB Factor loads 0. 791 0. 751 0. 750 0. 631 0. 582 0. 831 0. 738 0. 724 0. 650 0. 685 0. 679 0. 605 0. 519 0. 774 0. 743 0. 694 0. 688 0. 652 0. 651 0. 561 0. 491 0. 491 0. 766 0. 735 0. 670 0. 636 0. 635 Mean SD Reliability Eigenvalue 0. 78 3. 372 Variance (%) 25. 937 3. 358 0. 8807 3. 462 0. 8243 0. 76 2. 274 17. 495 0. 55 1. 580 12. 152 3. 821 0. 6745 0. 76 5. 014 35. 815 3. 492 0. 7315 0. 85 1. 983 14. 167 0. 5809 0. 83 Notes: Extraction method: principal component analysis; rotation method: equamax with Kaiser normalization; rotation converged in ? ve iterationsTable II. Rotated component matrix of organizational commitment and job satisfaction scale IJCHM 22,5 704 statistics were used. Normative organizational commitment level was determined to be greater than was affective organizational commitment. Assessing job satisfaction. The data gained from the application were subjected to reliability analysis. Sin ce 20 of the items showed a negative effect on the scale, they were excluded and only 14 items were retained. Cronbach’s alpha for the remaining 14 items was 0. 83. The KMO measure was conducted, and the result was 0. 826 (. 0. 50).In addition, Bartlett’s test of sphericity measure, showing that the multivariate normality of the set of distributions was normal, indicated a signi? cant value, p ? 0. 000 (, 0. 05). Therefore, the data were feasible for use in conducting the factor analysis (Hair et al. , 1998). Before performing the factor analysis, commonalities were inspected. Since there were no values smaller than 0. 40, factor analysis was applied. The eigenvalue of the ? rst factor was 5. 01, which explains 36 percent of the cumulative variance. For the job satisfaction scale, the two-factor structure was accepted.Job satisfaction dimensions have been classi? ed as extrinsic and intrinsic by some researchers (Furnham et al. , 2002; Graham and Messner, 1998; Lam et al. , 2001); thus, the items were loaded into two factors, and the factor analysis was limited to only two factors. With regard to the eigenvalue of 1. 983, the second factor represented 14 percent of the cumulative variance. In short, it can be stated that both of the factors together explained 50 percent of the cumulative variance. Based on the factor analysis, it was determined that there was a two-factor structure.Items three, four, eight, nine, and ten were loaded on intrinsic job satisfaction; and items ? ve, 11, 12, 13, 15, 16, 17, 19, 20 were loaded on extrinsic job satisfaction. The reliability level of intrinsic job satisfaction was 0. 85, and the reliability level of extrinsic job satisfaction was 0. 76. In the factor analysis, it was observed that the items loaded to factors similar to those in the original scale. Therefore, the total of the factors were considered as the overall (general) satisfaction, which had a Cronbach’s alpha value of 0. 83.Table II shows th e rotated component matrix of the job satisfaction scale where component 1 represents extrinsic and component 2 represents intrinsic dimensions. In order to examine the relationships between the variables, descriptive statistics were used. As seen in Table II, reliability of the intrinsic job satisfaction level of the managers was greater than was extrinsic or general job satisfaction. Results A total of ? ve hypotheses were tested. For the ? rst two hypotheses, t-tests were conducted to determine the differences in organizational commitment and job satisfaction within the subcategories related to: . otel activity duration; and . hotel ownership. Signi? cant differences that were found are presented and discussed in the following paragraphs: H1. Hotel activity duration has an effect on organizational commitment and job satisfaction. H1 suggested that the activity duration of a hotel has an effect on job satisfaction and organizational commitment. The activity duration re? ects the r esort hotels’ and city hotels’ serving periods. The results of the analysis for the H1 are shown in Figure 1. 4. 2 3. 9 95% CI 3. 6 3. 3 3. 0 2. 7 4. 2 3,552 3,396 3,727 City 3,586 3,359 Independent 3. 95% CI 3. 6 3. 3 3. 0 2. 7 GeneralJSl AffectiveOC NormativeOC IntJS t = 2,122 p = 0. 036 t = –1,805 p = 0. 074 t = 1,438 p = 0. 153 t = 0. 232 p = 0. 818 3,794 3,642 Resort 3,57 3,33 3,083 3,648 3,356 3,292 3,873 Chain Job satisfaction and commitment 3,314 705 3,739 3,458 3,831 3,783 3,623 ExtJS t = 0. 498 p = 0. 137 AffectiveOC GeneralJS NormativeOC t = 0. 021 p = 0. 983 t = 1,895 p = 0. 061 t = 0. 741 p = 0. 460 ExtJS IntJS t = –0. 729 p = 0. 467 t = 2,270 p = 0. 026 Figure 1. 95 percent con? dence interval of the variables according to the hotel’s activity duration and hotel ownershipIt can be observed that affective commitment as well as general, intrinsic, and extrinsic job satisfaction of the city hotel managers was greater than that of the res ort hotel managers, but normative commitment was smaller. Based on the t-test results, using a con? dence interval of 95 percent, there was determined to be a signi? cant relationship between affective commitment of managers and the activity duration of the hotel in which they were employed. Managers working in city hotels had more affective commitment than the resort hotel managers did.This result may be explained by the seasonal characteristics of the tourism sector. Since the managers work for 12 months in a city hotel, they may experience security, social services, advancement, recognition, when compared to resort hotel managers. These obtained job satisfaction components may then increase the managers’ commitment to the organization. Since the turnover rate is lower and managers work for longer periods in city hotels, it may be claimed that the managers can form a state of belonging and a special meaning since they work for an organization for long periods.Therefore, the y may have higher affective commitment than the managers who need to leave the organization at the end of the season: H2. Hotel ownership has an effect on organizational commitment and job satisfaction. The H2 was tested to determine whether there was a signi? cant difference in organizational commitment and job satisfaction of managers working in independent hotels versus those working in hotel chains. Figure 1 shows the results of the analysis using a con? dence interval of 95 percent. As seen in the ? ure, independent hotel managers’ affective and normative commitment and their general and extrinsic job satisfaction were higher than the commitment and satisfaction of chain hotel managers. However, in analyzing the results of the t-test, ownership of the hotel was only signi? cant in relation to extrinsic job satisfaction. Managers working in independent hotels had greater extrinsic job satisfaction than did managers of chain hotels. In terms of extrinsic job satisfaction, this result supports the fact that, managers working for independent hotels experience more involvement because independent IJCHM 22,5 706 otels are usually family-owned enterprises and usually the managers are the owners themselves where company policy does not create any obstacle or strict rules for the free movement of the managers. Managers have the opportunity to advance in shorter time intervals and may have the opportunity to develop themselves whether in technical or human relations issues because they are very much involved with most of the departments’ ongoing activities since specialization is less in these smaller hotels when compared to chains. In addition, the results indicate managers in independent hotels show higher affective and normative commitment.This is due to the fact that because organizational climate, company policies are smoother in independent hotels and the managers develop affectivity and feel themselves a very important piece of the organization . On the other hand, since the employers trust in them and these managers themselves are somehow like the owners of the hotel, they learn everything within the organization, spend most of their time to achieve the goals of the organization because achievement is identi? ed with their personal success and the owners of the hotel have con? ence in them; the managers feel a kind of obligation to stay and they may feel that they should not leave since they have loyalty. If the manager is the owner of the hotel at the same time then the affectivity level and normative commitment level is supposed to be the highest because their personal goals are the organizational goals and because prestige and the brand also represent the owner’s reputation: H3. There is a relationship between the dimensions of managers’ organizational commitment and job satisfaction. In order to test H3, correlation analysis was performed.According to the correlation matrix, there was a positive and sign i? cant relationship between general job satisfaction and affective (sig. (two-tailed) 0. 001; Pearson correlation: 0. 309) and normative commitment (sig. (two-tailed) 0. 000; Pearson correlation: 0. 439) of managers. In addition, there was a positive and signi? cant relationship between: (1) intrinsic and extrinsic job satisfaction (sig. (two-tailed) 0. 000; Pearson correlation: 0. 403); (2) extrinsic job satisfaction and affective (sig. (two-tailed) 0. 000; Pearson correlation: 0. 349) and normative commitment (sig. (two-tailed) 0. 00; Pearson correlation: 0. 464); and (3) affective and normative commitment (sig. (two-tailed) 0. 020 signi? cant at the 0. 05 level; Pearson correlation: 0. 210). H4. Job satisfaction affects organizational commitment. H4 was tested using regression analysis. Organizational commitment was considered as a function of job satisfaction and served as the dependent variable in the regression analysis. The results of the analysis indicated that affective an d normative commitment dimensions were functions of general and extrinsic job satisfaction. As seen in Table III, the regression coef? ients had positive values indicating that as job satisfaction levels increased, organizational commitment increased as well. This result supports the model of the research and previous researches (Bartol, 1979; Gaertner, 1999; Hrebiniak and Alutto, 1972; Mowday et al. , 1982; O’Reilly and Caldwell, 1980; Stumpf and Hartman, 1984): Model AffectiveOC ? f(GeneralJS) AffectiveOC ? f(IntJS) AffectiveOC ? f(ExtJS i ) NormativeOC ? f(GeneralJS) NormativeOC ? f(IntJS) NormativeOC ? f(ExtJS) R 0. 31 0. 137 0. 349 0. 439 0. 172 0. 464 R2 0. 095 0. 019 0. 122 0. 193 0. 029 0. 215 F 12. 773 2. 31 16. 805 28. 847 3. 671 33. 177 Sig. 0. 01 0. 131 0. 000 0. 000 0. 058 0. 000 Coef? cient Value 1. 627 0. 309 2. 675 0. 137 1. 889 0. 349 1. 162 0. 439 2. 660 0. 172 1. 636 0. 523 t-test 3. 320 3. 574 5. 863 1. 52 5. 164 4. 099 2. 682 5. 371 6. 266 1. 916 5. 055 5 . 76 Sig. 0. 001 * 0. 001 * 0. 000 * 0. 131 0. 000 * 0. 000 * 0. 008 * 0. 000 * 0. 000 * 0. 058 0. 000 * 0. 000 * Job satisfaction and commitment b0 b1 b0 b1 b0 b1 b0 b1 b0 b1 b0 b1 707 Note: Coef? cient is signi? cant at: *0. 01 level (two-tailed) Table III. Regression analysis H5. There is signi? cant relationship between the characteristics of the sample and organizational commitment and job satisfaction. -test, ANOVA, and correlation analysis were conducted to determine the differences in organizational commitment and job satisfaction within the characteristics of the sample. For the variables â€Å"gender† and â€Å"tourism education background† t-test was applied and for the variables â€Å"education† and â€Å"income level† ANOVA was applied. â€Å"Age†, â€Å"experience in the sector†, â€Å"experience in the current organization† were subject to correlation analysis. Signi? cant differences that were found are presented and d iscussed in the following paragraphs and on Table IV. Most of the researchers have found a signi? ant relationship between age and job satisfaction (Hulin and Smith, 1965; O’Brien and Dowling, 1981; Rhodes, 1983). Savery (1996) in his research, claimed that as people grew older their intrinsic job satisfaction level became less important although age, income level and job satisfaction have a direct relationship. This is a similar result that was found in this research. It is clearly seen that extrinsic job satisfaction increases due to the increases in age and income level whereas intrinsic job satisfaction is not affected. Sarker et al. (2003) found in their research that job satisfaction has a signi? ant relationship with tenure. In relation tenure seemed to be a predictor of extrinsic job satisfaction rather than intrinsic job satisfaction of hotel employees. The employees remaining in the organization have increased extrinsic rewards while the dissatis? ed ones choose to leave the organization. When gender is regarded, in this research no signi? cant relationship is deducted. This is supported by some of the previous researches (Garcia-Bernal et al. , 2005; Ghiselli et al. , 2001; Karatepe et al. , 2006). Education has a direct relationship with job satisfaction supporting the previous researches (Kavanaugh et al. 2006; Lam et al. , 2001; Linz, 2003). Since the education level goes further, it results with increases in expectations for extrinsic rewards. If the expectations are ful? lled, then job satisfaction increases. Income level is the other demographic variable that has been examined through studies and positive relationship between extrinsic job satisfaction and income has been deducted (Clark and Oswald, 1996; Shaffer, 1987). This is an expected result since people with higher level of income ful? lls their extrinsic rewards and feel more 708 IJCHM 22,5 Gender tist p Tourism education tist p Education Fist p 20. 35 0. 352 20. 335 0. 739 0. 2 91 0. 832 0. 904 0. 442 2. 484 0. 064 2 0. 881 0. 380 0. 333 0. 739 0. 632 0. 528 2 1. 604 0. 111 0. 484 0. 629 1. 606 0. 111 Income Fist 3. 218 p 0. 009 * * AOC ($375 and below) ? 3. 5446 AOC ($375-$565) ? 3. 5344 AOC ($565-$752) ? 3. 5841 AOC ($752-$940) ? 3. 5893 AOC ($940-$1,228) ? 3. 3088 AOC ($1,228 and above) ? 3. 1300 Age Correlation 0. 098 p 0. 285 Experience in the sector Correlation 0. 290 p 0. 752 Experience in the current organization Correlation 20. 006 p 0. 946 0. 833 0. 529 1. 588 0. 169 0. 082 0. 370 2 0. 048 0. 601 0. 065 0. 477 0. 165 0. 070 0. 013 0. 886 0. 009 0. 922Note: Correlation is signi? cance at: *0. 05 and * *0. 01 levels (two-tailed) Table IV. The relationship between the characteristics of the sample and organizational commitment/job satisfaction AffectiveOC NormativeOC GeneralJS IntJS ExtJS 2 0. 641 0. 523 0. 184 0. 854 3. 074 0. 030 * 0. 704 0. 551 ExtJS (high school) ? 3. 2152 ExtJS (under graduate) ? 3. 3647 ExtJS (graduate) ? 3. 5021 ExtJS (post g raduate) ? 3. 5589 0. 591 0. 707 ExtJS ($375 and below) ? 3. 2588 ExtJS ($375-$565) ? 3. 2969 ExtJS ($565-$752) ? 3. 4477 ExtJS ($752-$940) ? 3. 5357 ExtJS ($940-$1,228) ? 3. 7647 ExtJS ($1,228 and above) ? 3. 7239 0. 055 0. 48 2 0. 009 0. 925 2 0. 047 0. 603 3. 529 0. 005 * * 0. 223 0. 014 * 0. 037 0. 681 0. 085 0. 353 satis? ed due to the increases in the total income. When the relationship between income level and affective commitment is regarded, it is evident that income level is mostly related with continuance and normative commitment (Iverson and Buttigieg, 1998; Morrow, 1983) rather than affective commitment because if the need for higher income is met, the person begins to feel that he or she should stay in the organization. The affective commitment is usually linked to moral issues whereas pay is considered as a tangible tool that satis? s a person and fastens the individual to the organization because of obligance not because of affectivity. Discussion and conclusions Acc ording to the research ? ndings, the continuance commitment component was not particularly relevant for top level managers in the study. This result is congruent with the mobility characteristics of the tourism industry. Whereas, persons exhibiting continuance commitment remain in their organizations because they need to stay (Meyer and Allen, 1997). Since tourism consists of accommodation, food and beverage, travel, entertainment components, employees can decide to work in many different organizations.In order to measure continuance commitment in future research, it is necessary to adapt the scale to the needs of the tourism industry. When the job satisfaction levels of these managers were evaluated, the intrinsic job satisfaction level of the managers was higher than were general and extrinsic job satisfaction levels. The tourism industry provides a very dynamic working environment where employees including the managerial levels as well may utilize their abilities and achieve thei r career plans.On the other hand, wages are often lower than they are in other industries; the industry is not highly respected, company policies vary, and working conditions are challenging and tiring because of long working hours. This can result in lower levels of extrinsic and general job satisfaction. In addition, when the organizational commitment components were compared, the normative commitment level of the managers was higher than their affective commitment. This result can be explained by the working conditions in the tourism industry, as seasonality is the most important characteristic.Consistently, the result of the t-tests (Figure 1) suggests that managers working in city hotels have more affective commitment than resort hotel managers do since they are employed during a whole year, and they feel more committed to the culture and moral values of the organization when compared to the seasonally employed managers (Angelo and Vladimir, 1994; Ninemeier and Perdue, 2005). I n relation with hotel ownership, managers working in independent hotels had a higher level of extrinsic job satisfaction than did managers working in chain hotels. Managers who begin in smaller independent organizations ? d it easier to grasp the scope of the entire organization. This is a signi? cant challenge for managers in major multi-national organizations where many aspects of the business are compartmentalized. In addition, generally managers working in independent hotels are usually the owners and/or relatives of the owners. They have independence, authority, advancement opportunities, better income levels, they set the rules and company policies, they are very much involved with operation within the hotel therefore their technical, human and operational competency increase.In independent hotels, the climate is a family style; there is trust and con? dence between the owner and the managers. That is why the manager feels usually free in movement, his Job satisfaction and com mitment 709 IJCHM 22,5 710 organizational goals represent his success therefore he tries to do the best and takes them as personal goals. Since there is trust in him, he feels himself responsible for achieving these organizational goals. The other important demographic variables that were tested in order to ? d out their relationship with organizational commitment and job satisfaction were age, income level, tourism education background, education level, experience in the sector, experience in the current organization, gender. It was seen that as the educational level, age and income level of the managers increase their extrinsic job satisfaction increase; whereas, their income level increase their affective commitment decrease. These results support the previous researches (Garcia-Bernal et al. , 2005; Ghiselli et al. , 2001; Karatepe et al. , 2006; Linz, 2003; Shaffer, 1987).It is evident that the improvement in the education level results with increases in expectations for extrin sic rewards. When the expectations are ful? lled then job satisfaction increases. Education level is also tied to income level because as indicated before since the quali? cation of manager increases then the salary and related bene? ts will be higher when compared to lower level educated individuals. This will result with a more extrinsically satis? ed manager. The results showed that there is a negative relationship between the income level and affective commitment.Income level is mostly related with continuance and normative commitment (Iverson and Buttigieg, 1998; Morrow, 1983) rather than affective commitment. Age is the last important variable that has a signi? cant relationship because people staying in the organization will demand more extrinsic rewards as related with tenure. Since the age and tenure increases, managers are more satis? ed with the increases in their total income and might be accepted as extrinsically satis? ed. When the model was tested, the analysis of job satisfaction and organizational commitment indicated the following (Figure 2): . There is a positive and signi? ant relationship between general job satisfaction and normative and affective commitment. . There is a positive signi? cant relationship between extrinsic job satisfaction and affective and normative organizational commitment. Job satisfaction Intrinsic Extrinsic 9 General ? 1= 0. 43 ? 1 = 3 52 0. Figure 2. The ? ndings of tested model Normative ?1 = 0. 349 = ? 1 0. 3 09 Affective Organizational commitment Continuance . . There is a positive signi? cant relationship between intrinsic job satisfaction and extrinsic job satisfaction. There is a positive signi? cant relationship between affective and normative commitment.Job satisfaction and commitment The regression analysis results suggest that the job satisfaction components; intrinsic, extrinsic and general; have a signi? cant relationship with normative and affective organizational commitment. What should be underlined is that extrinsic job satisfaction had a higher signi? cant relationship with normative and affective organizational commitment. Therefore, it may be suggested that extrinsic job satisfaction is more effective in increasing organizational commitment of the employees when compared with intrinsic and general job satisfaction factors. The ? ndings and the results of H3 and H4 support the ? dings of the previous researchers (Bartol, 1979; Feinstein and Vondrasek, 2001; Gaertner, 1999; Mowday et al. , 1982; O’Reilly and Caldwell, 1980; Stumpf and Hartman, 1984) indicating that job satisfaction has an effect on organizational commitment. Since the commitment levels of the managers are higher in city and independent hotels. This is due to the fact that tourism sector is a seasonal structured sector. Organization owners and shareholders should, therefore, minimize the seasonal effects in order to increase managers’ commitment levels and should ? nd the tools to increase their job satisfaction.The results of this study have indicated that extrinsic job satisfaction should be increased for hotel managers. Extrinsic job satisfaction levels can increase when managers satisfy their esteem needs, work permanently, are independent, show initiative, and can lead their subordinates. This will result in increased affective and normative commitment levels. If the owners and the shareholders focus on these underlying issues, this may provide opportunities to increase the extrinsic job satisfaction levels of the top and/or middle managers especially in resort hotels. This result is supported by Ghiselli et al. (2001).They indicate that since the managers ? nd their job intrinsically satisfactory and rewarded in the longer period they have more extrinsic needs. According to the ? ndings, normative commitment obviates affective commitment by the effect of seasonality. Managers working in city and/or independent hotels feel affective commitment more when compared with t he others. Therefore, managers working in resorts must feel that being a member of their current organization is privileged for themselves especially for their career. In addition, they should feel that developing their careers in the current organization is much more possible and important.When the responsibilities are supported by authority and the effort expended by the organization increases, a commensurate increase in level of organizational commitment is possible. That is why owners of the hotels should focus on these issues related to the organizational commitment and job satisfaction levels of the hotel managers and should show interest in knowing the managers’ ideas, opinions and suggestions. The owners also should: . give the managers necessary freedom to take decisions in order to reach personal and organizational goals; . provide them opportunities to improve themselves by additional training programs; 11 IJCHM 22,5 . . . . 712 . . . provide counseling and career development support; reward them by incentive programs, fringe bene? ts; empower them and encourage their participation in some top-level discussions as in the board of directors; encourage them to develop some projects and form their own team; give more ergonomic and convenient working conditions; provide them necessary budget to socialize the employees and enable them to participate in social activities; and enable them to put some goals according to their own evaluations and give them more initiative.The seasonality problem exceeds the attempts of the owners; it additionally depends on governmental policies. The suggestions to purify the negative impacts of seasonality to be carried by Culture and Tourism Ministry of Turkey might be as follows: . to increase the tourism products; . to increase promotional and marketing efforts by; explaining the economical, social, political importance of the sector to the locals, private organizations and public sector; to maintain a consistent social, political, economical system in order to improve the image of the country; . o improve the infrastructure of the regions that play importance in the off-season periods; . to adopt trend and changes in world tourism to Turkish tourism sector in terms of culture, technology, management, social life; . to provide sources for the sector to improve the country image; . domestic tourism should not be only a demand source in the off-season but should be developed and encouraged to be consistent during a whole year. For this purpose the average income level of the national tourists should be improved and increased as well and some incentives for holiday should be provided such as credit offers; and . upply should be diversi? ed and new alternative tourism types should be developed (for example, golf, thermal-health, incentive, meeting and convention, yachting, winter tourism, etc. ). To enable this diversi? cation, the private enterprises should be supported and encouraged by invest ment opportunities. Further research recommendations For future research being conducted in the tourism industry, it is desirable to adapt Meyer and Allen’s Three Component Model of Organizational Commitment and Minnesota Job Satisfaction Questionnaire to the characteristics of the tourism industry. Since continuance organizational commitment was not signi? ant in the result of this research, speci? c researches analyzing the reasons below this result can be questioned and analyzed. 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