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Verb ReviewReview Date: 2008-07-06
They've done it again!Review Date: 2008-04-06
A Great ReviewReview Date: 2007-12-23
if you want to come over the intimidation of french verbs and tenses this book is for you.Review Date: 2007-10-13
Get this.Review Date: 2007-12-25

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Videohound: Best resource book everReview Date: 2006-02-24
Excellent!Review Date: 2004-09-13
My only wish is that they'd put it out on CD-ROM!
Videohound's Golden Movie Retriever 2004 by CraddockReview Date: 2004-09-01
movie/presentation. Samples of rated movies are as follows:
o Castle of the Living and Dead
o Diamonds Are Forever
This volume is updated each year to reflect new acquisitions.
It is a good value for the price charged.
Necessary for any movie buff.Review Date: 2004-09-03
Best and most complete movie book ever.Review Date: 2004-07-04

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Must have for a BONES addictReview Date: 2008-07-21
Just can't get enough of Bones? Here's more to love!Review Date: 2008-06-13
Great Companion!Review Date: 2008-06-09
Bones the Companion and Season 2Review Date: 2008-05-08
Bones Companion BookReview Date: 2008-02-27

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what a fun readReview Date: 2008-06-21
There should be a Nobel Prize for musical scholarship!Review Date: 2008-03-02
Ned Sublette explains why in his marvelous book. I find myself pouring over passages, rereading and underlining and making notes to myself in the back. I can't take a lot of this at one time. I'll put the book down to pick it up a week later and end up rereading what I'd already read. The prospect of getting all the way to the end of it fills me with joy and dread at the same time. It's not that it's densely written: on the contrary, it's some of the clearest, easiest to read scholarly writing I've ever run across (and that's a lot, by the way).
The book is not for everyone. You have to like music, for starters. Then, it would be good if you enjoy learning about how musical styles originate, travel, and influence other styles. Cuba has been a true melting pot for many of the world's musical traditions, and most have made their way to this country, through New Orleans, through New York, and by other means, to the point that its influence is discernible in almost every popular American genre today. Sublette has traced these influences in the most careful and understandable way, and the result is enlightenment on every single page.
Now I hear that Sublette has another book out on the musical cultures and history of New Orleans. This is wonderful news even if it means I'll spend the next five years finishing both volumes. Amazon won't let me review a book twice, so I won't be able to comment on the latter parts of Cuba and Its Music here. Maybe I'll be able to mention it when I finally report on The World that Made New Orleans: From Spanish Silver to Congo Square.
Quien sabe, sabeReview Date: 2005-06-12
El UnicoReview Date: 2006-02-28
This is particularly true when it comes to dissecting the story that most conventional Western Hemisphere histories neglect-the profound cultural influence of West Africa. As Sublette notes, "the drum...what an African would call a drum-is conspicuously missing from European music before the sixteenth century." Was it the creolized cultures of the New World that finally gave Europeans license to return to the dance floor after centuries of Church proscription? Sublette presents a convincing case for this, while simultaneously providing an explanation for those among us who are rhythmically challenged...
Readers also benefit from the full spectrum Sublette's perspective--that of a musician who migrates comfortably between the music of the concert hall and the dance hall. "Dancing," he writes, "is an intense listening state. Dancing can be complex and it can be spiritual. African music is almost always music for dancing; and so is Cuban music, which is African music's grown-up child." No armchair scholar talks like that.
Furthermore, his writing is not of that academic ilk that is afraid to offer opinions, or reveal passions. (For starters, he states that he likes Cuban music because he "has good taste.") Nor does he shy away from connecting the dots or hazarding wide-reaching theories. He is the first author I have come across to point out that the geographical origins of the African slaves-those coming to North America from the Senegambia, those to the Caribbean from the coastal areas-largely explains the differences in the musical styles (melismatic vs. polyrhythmic) between these two regions of the Western Hemisphere. Shouldn't this information be part of our cultural literacy?
The subject of this book is huge and Sublette is certainly up to the task. (Did I mention the extensive index?) I have also found, thanks to this text, that I am listening to Cuban musicians (eg. Chano Pozo, Miguelito Valdes, Arsenio Rodriguez) with new ears. That's quite a gift. Chevere que chevere!
Filling a gap that I never knewReview Date: 2007-06-25
Because I admire and particularly enjoy multidisciplinary cultural histories, Sublette's book is a feast. His explorations are ours. You will be fascinated, and you will be delighted. The book is an education. Buy it.

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Fight over FreudReview Date: 2008-07-24
Concise Primer on Freud's Theories -- and the people who fight over their legacyReview Date: 2008-05-23
This concise primer on Freud's legacy details the evidence behind his theories, profiles three characters who fight over their origins and significance, and questions the wisdom of restricting access to the Freud archives. A brilliant work that fascinates, illuminates, and documents - and deserves to be read by all psychology students. Hint: Freud's conclusion that his female patients were fantasizing about sexual abuse seems more arrogant and less plausible than ever. Further, the decision to keep key source documents locked away in the Freud archives until 2102 emphasizes the lack of transparency and secretive, almost sect-like style of Freud in creating his new "scientific" discipline.
A very entertaining, intellectual, and rather disturbing read for a breezy summer day!
In the Freud ArchivesReview Date: 2008-01-20
A drama of intelligent people who go over-the-top "for" FreudReview Date: 2007-06-10
There is clearly a central "character," a protagonist, in this book: Jeffrey Moussaieff Masson. The opening pages of In the Freud Archives recount Masson's personal charm and dazzling intellect as he begins to appear at psychoanalytic conferences (which lead to his meeting with the most important of the four or five other "characters," Kurt Eissler, the Secretary or head of the Freud Archives). Note that throughout the book, author Malcolm gives more pages to Masson than to anyone else, the final pages of the book are Masson's words, and he is the only person Malcolm shows in the intimacy of his home with his family. Masson seems to be the perfect "main character" because of his internal conflicts (which he makes visible, as Malcolm recounts them). Very quickly, we find out that Masson's words and actions are uncivil, bad-tempered, and generally destructive of friendships; though other people in the book are also similarly flawed, they seem not to have redeeming qualities.
As the narrative progresses, its as though Malcolm realizes that Masson's situation makes the most compelling narrative and she wanted to record moments which "save" him; in other words, it seems to me that there is little to redeem Eissler, Peter Swales, or Anna Freud, but Malcolm gives Masson some moments of truth. For example, at the end of the book, in Jeff Masson's home with Denise, there is a bit of dialogue which Malcolm records that shows Masson does let someone (an intimate friend) question him about his manners. And at two points in the book, Malcolm records Masson saying that the results of psychoanalysis (the conclusions drawn by the analyst about the patient) don't matter as much as how the patient feels about his or her life. Masson asks, "What do you do with something like Auschwitz?" Masson asks this in the context of psychoanalysts' debates on the patient's "reality" versus "fantasy."
A great deal of what In the Freud Archives is about has to do with the current value of psychoanalysis, i.e., its efficacy in assisting the patient to recover happiness in life. If Masson was disgusted with psychoanalysts and their work, and this disgust led him to disgust with Freud and his legacy (thus leading to his being fired from the Archives job), then I wish Malcolm had written more about that point of disgust (at which Masson began to turn away). (However, she meant her book to show the relationship of everyone involved as Freud and his legacy mutated in the 1970s.) Clearly, to me, a key turning point in the narrative occurs when Masson says, "The business of analysis is to . . . get to the [patient's] pain and the sorrow. But they [the analysts] were arguing that there is no such thing as reality--that there is no single Auschwitz. That is the worst thing that analysis has left the world: the notion that there is no reality, that there are only individual experiences of it" (56-57). Be that as it may, or for what it's worth, other people in the book don't have moments of truth like this; Masson doesn't look as "bad" in this book as he thought back in 1984. It's unfortunate that he did not see that. Of course, slowly, but surely, In the Freud Archives is becoming fiction; sooner or later all nonfiction does.
Simply put, this book is a must read if you, the reader, want to be a student of life and of the era in which we live. Along those lines, it seems that because of the value of "pop psychology" and "self-help" books, the legacy of Freud and his archives are no longer worth fighting over because people in general see little at stake in Freud's interpretations of life or of our interpretations of his private life. For one thing, sexuality and the meaning of it doesn't bother people the way it did in the first half of the twentieth century. Today, the average person doesn't spend much time "interpreting" past actions, phobias, fears. If anything, we come to our conclusions about life very quickly, and we move on. Also, we live in the era of Wayne Dyer, Deepak Chopra, Stephen Covey, and Landmark Education, Inc.,of San Francisco; people interested in moving forward in live spend less time "interpreting" the past and more in conscious actions which bring them fulfillment. However, a general idea people might agree on is that Freud and his work came into being (in Europe) because the rising middle-class people had a sense of their own misery in an era of rapid industrial development and technological change. Analysis, or psycho-therapy or therapeutic counseling, or "self-help"--whatever you call it--responds to the basic human desire to have positive change in life--and to be at peace.
Given that happiness should be easier to find, it is sad--indeed tragic--that the intelligent people Janet Malcolm writes about should find it not only impossible to get along, but also escalate and perpetrate bad feeling. Another unfortunate situation is the tendency of "experts" like Eissler and Swales and Masson to protect their viewpoint at any cost, to the point of declaring people "wrong," people who as writers and thinkers might have something valuable to say. Malcolm's book is a chronicle of intellectual history, a tale of that specific time in the 1970s and `80s when such fights could take place. The copyright on Malcolm's "Afterword" for the NYRB edition is 1997--now ten years ago.
Delightful gossip.Review Date: 2007-05-23
This small well written book is really nothing but a bit of fluffy gossip. But gossip that will delight anyone who has found themselves caught up in the now-venerable controversy surrounding both Jeffrey Masson's book: "The Assault on Truth: Freud's Suppression of the Seduction Theory" and the furor among Freud followers that resulted from it's publication. Through personal interviews, Ms.Malcolm gives us the lowdown on the brilliant but (to say the least) quirky Mr. Masson as well as most of the other surviving characters (as of 1983) involved in Masson's brief yet productive romance with the keepers of Freud's well guarded letters and library.
Perhaps the surprise here...or lack of surprise, is that those such as Masson, who attempt to push the understanding of any intellectual field beyond it's comfortable boundries will, perhaps out of necessity, find themselves snooping around its often dangerous edges. And perhaps because of the hornet's nest they may stir up, are often a bit on the edgy side themselves.
Malcolm does a fine job of exposing us to Masson's truly obnoxious character, and yet raises a larger unasked question. Does eccentricity alone invalidate an individual's research and ideas, or when one dares to take on the giants, is that same eccentricity a necessity?
Whatever the answer, the almost 25 year tandem printing history of these two volumes speaks to the apparent importance of the contentions reguarding Freud that the voracious Masson dared to raise.
And perhaps simply through daring to raise them, Masson finds his victory.


Into TemptationReview Date: 2008-04-25
A page turner, as were the first 2 !! So well researched and written.
If you love long family stories you will love these books.
Even the ending of this, the third was just right!
A great read!
Into Temptation (Lytton Family Trilogy)Review Date: 2007-09-27
Loved this trilogy!Review Date: 2007-09-29
LinnieReview Date: 2007-08-24
Excellent! Review Date: 2007-08-17


One of the best books for children Review Date: 2008-05-13
So happy to find this bookReview Date: 2007-11-12
a classicReview Date: 2006-07-10
The book reads very fast and is incredibly emotionally touching. I reread it recently as an adult, and still found it as magical as I did when I was a child.
Beautiful, touching, and inspiringReview Date: 2006-08-17
Nobody's BoyReview Date: 2005-01-04

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A priceless collection of Drucker's most significant workReview Date: 2004-05-19
One of our leading thinkers on the practice and study of management, Drucker has sought out, identified, and examined the most important issues confronting managers, from corporate strategy to management style to social change. Through his unique lens, this volume gives us the rare opportunity to trace the evolution of the great shifts in our workplaces, and to understand more clearly the role of managers in the ongoing effort to balance change with continuity.
Now, these important articles and essays are strategically presented here to address two unifying themes: the first examines "The Manager's Responsibilities" while the second investigates "The Executive's World". Accompanied by an interview with Peter Drucker on "The Post-Capitalist Executive", as well as a thought-provoking preface by Peter Drucker himself, a complete picture of management theory and practice emerges, both as it was and as it will be.
Infused with a perspective that holds new relevance today, these essays represent Drucker at his best: direct, wise and challenging. Peter Drucker on the Profession of Management, sure to be studied, debated, and enjoyed by everyone concerned with management, everyone concerned with management, is a timely offering from one of the most respected and prolific authors to appear in the Harvard Business Review.
At 90, Peter Drucker is, by all accounts, the most enduring management thinker of our time. Born in Vienna, educated in Austria and England, he has worked since 1937 in the United States, first as an economist for a group of British banks and insurance companies, and later as a management consultant to several leading companies. Drucker has since had a distinguished career as a teacher, including more than twenty years as Professor of Management at the Graduate Business School of New York University. Since 1971 he has been Marie Rankin Clarke Professor of Social Science and Management at the Peter F. Drucker Graduate School of Management, Claremont Graduate University in California, where he still teaches in the fields of management and business policy. He is the founder of The Peter F. Drucker Foundation for Nonprofit Management, and has counseled numerous governments, public service institutions, and major corporations.
Drucker is a writer, teacher, and consultant with a long-term business perspective second to none. His twenty-nine previous books have been published in more than twenty languages and span sixty years of modern history beginning with The End of Economic Man (1939) and Managing in a Time of Great Change; Management: Tasks, Responsibilities, Practices; Innovation and Entrepreneurship; The Effective Executive; Managing for Results and The Practice of Management. Nan Stone is the editor of the Harvard Business Review.
A must have for managersReview Date: 2006-01-27
Drucker outlines the five essential management principles:
1. Management is about human beings. Your task as a manager is to make people capable of working together.
2. Management is embedded in culture. You must be able to use parts of your history, tradition and culture as building blocks for a common corporate culture.
3. Management is responsible for growing an organization. Integrate training and development into your organization at all levels.
4. Use yardsticks like market standing, innovation, productivity, human development, quality and financial results to measure and improve performance.
5. Look for results outside of your company, in the products and services you deliver, not relative to internal processes within the company.
Drucker also outlines six steps to guide decision-making:
1. Classify the problem. Is the problem unique to your company, or the beginning of a more general problem?
2. Define the problem. Make sure the definition explains all the observable facts.
3. Define the boundary conditions, like objectives or goals, that your decision must satisfy. When the conditions change, your decision must change with them.
4. Decide. Usually you will have to compromise eventually. Decide what is right.
5. Take action. Make sure your employees know what the decision involves, and who is expected to do what.
6. Get feedback. Gather information on the effectiveness of your decision. Make sure your decision is still relevant to current conditions.
Thought Provoking with Startling ConclusionsReview Date: 2002-09-10
The theory of business is what Drucker, defines as "what a company gets paid for." Drucker states when big companies get in trouble they blame "complacency, arrogance, mammoth bureacracies", as a plausible explanations. However, the problem's root causes are rarely identified and the prevously stated explanations are rarely right. Most companies fail, to perform well, at what they get paid for.
Drucker defines the parts of the business environment, as: environment (society and its structure and the market), mission (customer ), (core competencies) and technology. Why is this important? The assumptions about environment, mission, and core competencies must fit together. Drucker drives home the point by contrasting the sucess of non-profit organizations with profit organizations, stating we can learn from the success of non-profit organizations, namely: well define mission, lack of deep management hierarchy, individual responsiblity, a deep understand of individual roles and purposes, and cohension between expectations and results. Secondly, the theory of business must be known and understood through out the business. Drucker stresses the importance of learning from the non-customer. And Lastly, the theory of business must be tested constantly.
The Effective Decision process involves the follow sequence of steps: 1. Classify the problem 2. Define the problem 3. Specify the answer to the problem 4. Decide what is right rather than what is acceptable 5. Build into the decision the action to carry it out 6. and test the validity and effectiviness of the decision against the actual course of events. This is an high level sketch outlining a model for effective decision.
Drucker provides two methods, to help make, people decisions. The two creative approaches are: determine if the right people has right qualifications, perceptions, and talents; and make sure the individual understands the job. The first approaches advocates careful selection of the individual, by determining, how well the candidate fits the job assignment. The second approach measures the new manager's understanding of the job. The process requests, the new manager to write on paper, what they think will make them sucessful, in their job. Senior management reads the paper to determine, if the manager has grasped an understanding, of the job, and revalidates their decison about the individual being the right person, for the job.
The discipline of innovation encourages managers to separate the reasons for successful management, into two groups: systematic and non-systematic innovation. Both systematic and Non-systematic opportunies exist within an company or industry because of unexpected occurences, incongruties, process needs, and industry and market changes. Systematic innovation begins by analyizing the sources of opportunity. Innovation is perceptual and conceptual by definition and innovators must go out look, ask, and listen. Effective innovations start small. Small Innovations can lead to large implementations. Without innovation the company will go out of business. Innovation keeps a company competitive in the market and capable of meeting customer needs.
Technology has created a great diversity of information. In order for a manager, to be effective, managers need to identify the information they need to effective perform their jobs.
The world is moving to a society of organizations. Companies are moving to global economies of scale. People interact with various organizations to achieve results. Because of this new organization theory, outsourcing is preferred when no direct management hierarchy exists to a Vice President. Outsourcing provides high skill specialist, management, and senior management. Companies are achieving better results organizationally by outsourcing business process where possible.
Management is responsible for creating the knowledge worker. Historically, significant increasing in productivity were the result of a management core build established. Management is responsible for building the skilled worker. Organizations are made up of individuals, who have a high degree of technical skill and knowledge. Information must be convert into knowledge and manager's communication ability dictates the level of effectiviness in using the skilled worker's knowledge. Organizations represent a network of specialists, rather than a strong command and control heirarchy. However, technology of itself does not increase productivity.
How do managers increase productivity? Managers increase productive by helping the knowledge worker to work smarter - not harder. Management creates the knowledge worker by empower them with specialized skills and knowledge. Productivity gaps are closed through training. Management must decide who gets trained. Training the right people increase the worker's capability, compensation, and productivity. Performance can only be achieved by the worker working smarter not harder. Only ten percent of the work is effectively and producing ninety percent of the productivity and profit. Thus, over ninety percent of the work is ineffective. It is management's responsibility to reduce this inefficiency. Drucker will later introduce his activity oriented decision model to help managers reduce the amount of inefficiency.
Managers are responsible for creating and maintaining their carreer path. Receiving a higher education degree and employment, in a large company does not guarentee retirement, with the company. Managers are responsible for designing and maintaining their career. Fragmentation of purpose and thought must be overcome to reduce confusion and losses. Knowledge workers must learn how to produce. This requires the knowledge work to remain current, with changes, in the business environment. Their contribution in large part depends on the knowledge workers ability to adapt and learn smarter ways to produce.
Activity Oriented Decision model prevents loses and failures. Activity Oriented decisions combine value analysis, risk analysis, quality analysis, and process analysis, into one. Decisions resulting from managers who follow the activity oriented decision model don't risk losing capital. The combination of the various information sources, associated with the activity oriented decision helps the manager understand the potential value of the venture, the potential value, the risks of failure, and the cost of modifying or implement new processes, and the long term affects on quality in the organization.
The activity oriented decision model is a conceptually definition and the practical discipline proposed exciting possiblities. Activies are analyzed, defined, and sequenced. Resources are allocated to the activity. The activity outcomes are measured to determine, if they are meeting requirements. Managers weight the risks by asking "what are the benefits of the activity?","What are the fallout impacts for failure to implement the activity?", and "what are the impacts to the organization long term by implementing the activity?"
Analysis of the process, results in time and budget allocation estimates. Schedules provide time lines and sequences linked to a resources. Managers must coordination various organizations to gain access to a resource. A resource represents a individual in a specialize field of knowledge. Communication and coordination are necessary to effectively manage various resources, so each individual understands, what is expected and what to produce. Budgets and time provide the boundary of the activity problem. Its possible to have a budget or schedule which exceeds the boundary of the problem, making the activity unfeasible. To avoid this problem, the manager must provide clear objectives to be developed and maintained. The objectives scope must stay within a predefined problem boundary.
The Master of Management on the profession of managementReview Date: 2001-02-07
In the preface Drucker shows why he has become so famous. He shows his strength of recognising trends and how these trends will affect business, people, and society. This preface is followed by a short introduction from the editor.
The book consists of two Parts, The Manager's Responsibilities and The Executive's World, with each consisting of 6 Harvard Business Review-articles (out of 32 articles and growing). The book also includes an interesting preface, an introduction by Harvard Business Review-editor Nan Stone, and an interview with Peter Drucker.
In Part I - The Manager's Responsibilities, the articles discuss the managerial responsibilities of the manager, although Drucker prefers the term "executive". The articles discuss general management such as the decision-making process, effective management, strategic management, and innovation.
Part II - The Executive's World, Drucker discusses the history of management, the transformation from the traditional command-and-control model to knowledge-based organizations, information technology, and non-profit management.
The book concludes with an interview with Peter Drucker, which is based on his 1995-book 'Post-Capitalist Society'.
The book deserves the five-star rating since each article is fantastic. Perhaps some of them overlap, but it is amazing that some of the articles written in the 1960s are still very valid today. Drucker's writing style is simple US-English.
A textbook for M.B.A. students.Review Date: 2005-02-07

Seminal work for gen-x b-movie buffsReview Date: 2007-11-17
The term the author coined, "Psychotronic," became inclusive of not just horror movies, but also biker, blaxploitation, juvenile delinquency, drug, scare, softcore, and any other type of offbeat movie the author happened to fancy.
It was published at the very cusp of the VHS boom, when not only were video shops sprouting up all over the place, but electronic shops, supermarkets, and even convenience stores had huge video rental operations. Michael Weldon's movie guide gave an entire generation of b-movie buffs who did not live in NYC a glimpse into what was out there. This book became a bible to us given that it was first time in our lives that these movies were available to us thanks to the proliferation of VHS rental tapes.
The book is now 25 years out of date and younger audiences might not find it quite so useful (it doesn't list The Evil Dead-that's how old it is!), but on the plus side, there are many listings for movies from the early 80s and before that have disappeared, so it's difficult to write it off as irrelevant even now.
If it's out there, it's in here!Review Date: 2002-07-15
We're all here because we're not all thereReview Date: 2002-12-10
Perhaps my only objection is that the guide makes no pretense at being authoritative. For example, When a Stranger Calls is reivewed (favorably), but its sequel, When a Stranger Calls back, does not appear at all (and is arguably the better movie). There is also a smattering of "legitimate" film, such as Pursuit of the Graf Spee, and Polyester. No matter, all the films reviewed are, at the least, quirky, and there is a pretty good chance, at any rate, that the film you seek is reviewed. If not, you will have great fun just looking for it.
My only grief is that the concordance is limited to an index. After all, what more important thing could there be than a filmography of Barbara Steele, the geratest actress that ever lived?
These things aside, I recommend this without hesitation. There are other books listing gore/sleeze/exploitation films, but you will find none better.
Utterly delightful and essentialReview Date: 2000-05-27
Useful in its time, but made obsolete by the internetReview Date: 2004-11-24
Each movie has a plot summary and many have publicity stills or small news articles about the film culled from Weldons home collection. The introduction includes a section on the psychotronic film zine which Weldon ran. The zine included a listing of which weird movies were on that week and included plot summaries of said movies. What I found entertaining about this section was Weldons description of the difficulties getting his girlfriend to xerox the copies on the office copy machine when no one was looking. This book grew out of that zine.
When it was published in the early 80's this book would have been a great idea for any fans of bad movies. It is still a good source for info about bad movies up through the 70's. (I checked it out of the library and kept it for a semester during which I investigated such classics as Doctor Goldboots and the Go-go Girls and found that it was pretty thorough in the bad movies department.) As Weldon points out it was very difficult to find information about the kinds of films covered here at the time when this was published. However with the internet and sites like badmovies.org and the ever handy Internet Movie Database it is possible to get the information elsewhere.
If you have an internet connection then don't bother with The Psychotronic Encyclodedia. If you like bad movies and don't have internet access then this is a very useful reference for plot summaries and information on bad movies made prior to around 1980 and would be worth buying.

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Very readable but...Review Date: 2008-04-10
Best debut novel by an author in yearsReview Date: 2007-09-17
Kenyon refuses to play the complacency gameReview Date: 2007-11-15
One word for this book: riveting. No, two words: riveting, compelling...actually, Rabid would take more words than I even know to use, and I'm a wordsmyth myself. I could not put it down.
T.K. Kenyon's Rabid is an amazing story. Masterfully woven plotlines and an absolute commitment to truth and utter refusal to play the complacency game left me feeling as if I had gone on an "explore" with the author. Kenyon has the gift of pulling the reader in to the world of her characters. She manages to make an untouchable character like Leila a sympathetic one.
I look forward to Kenyon's next novel. Can't wait.
Highly readable yet surprisingly deepReview Date: 2007-12-06
Kenyon does an impressive job of juggling the four intertwined characters, and I was happy with three of the four endings. One of the character's endings just seemed abrupt and unfinished based on everything that had happened, but this didn't make me enjoy the book any less. This is an amazing and inspiring first effort. Kenyon skillfully teeters on the edge of absurdity with several of the elements in her plot; one almost expects her to take this plunge that many first-time novelists would indulge in, but she keeps the story firmly on the rails despite navigating amongst disparate settings.
If you're weary of a lot of the overwrought and unnecessarily obscure fiction that's been on the market lately and want a read that is unashamedly enjoyable yet thought-provoking, you won't go wrong picking up "Rabid."
A great thrillerReview Date: 2008-04-27
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