In “The Unvarnished Truth”, Arnold Cross talks in detail about his first marriage. He tells of the problems that got worse and worse the longer they were married. He also tells more stories from his life: growing up in the Cumberland Mountains of East Tennessee; serving in the Air Force for 20 years and some of the characters and good friends he has known in the service; his second and third marriages; retirement, seeking out the type of work he wanted to do; finding his passion in woodworking, especially making F5 model mandolins.

A study of the "plain unvarnished tales" of unschooled beggars, criminals, prisoners, and ex-slaves in the 19th century. Fabian shows how these works illuminate debates over who had the cultural authority to tell and sell their own stories. She gives us the origins of that curious American genre of selling one's tale of woe to make a buck, ala Oprah, et al.

Calhoun was born a “true son of the Deep South.” He came of age during the Great Depression and learned to plow a mule. He became an astute observer of, and participant in, race relations in the ’40s and ’50s, was almost a moonshiner, lived as a sharecropper, and married the girl of his dreams. The latter part of the book has to do with the situations and people he met in his various jobs, mainly with his railroad days. It’s a wonder he’s around to relate all these tales!

Tom and Annabel are a reasonably happy married couple. One evening they have an argument as to who loves the other most. A rough and tumble ensues, and Tom discovers to his horror that Annabel is dead. So starts a hectic evening of black farce, which also involves a policeman and Tom's literary agent. It seems no woman can enter the house without rapidly becoming deceased. Annabel's mother and Tom's appalling landlady follow and disposal of bodies becomes an acute problem. The arrival of a grim police inspector complicates matters until a further corpse involves him too.-4 women, 4 men

Karen Southwick’s unauthorized account provides the full story of Larry Ellison’s brilliant, controversial career. Ellison’s drive and fierce ambition created Oracle out of the dust and built it into one of America’s great technology companies, but his unpredictable management style keeps it constantly on the edge of both success and disaster. The hostile bid for PeopleSoft is just the most recent example. With one clever strategic move, Larry Ellison threw much of the business software field into play. The saying “It’s not enough that I succeed, everyone else must fail” has been so often used by or associated with Ellison that most people think it originated with him. It’s actually attributed to Genghis Khan, but it’s a dead-on way to describe not only the way Ellison thinks about competitors but the way he runs Oracle. His weapons are not marauding hordes, but Oracle’s possession of database technology that is crucial for keeping mission-critical information flows working at thousands of organizations, corporations, nonprofits, and government agencies. Inside Oracle, Ellison has time and again systematically purged key operating, sales, and marketing people who got too powerful for his comfort. Most notable was Ray Lane, Oracle’s president for nine years, who was widely credited with bringing order out of the chaos that was Oracle in the early nineties and growing it into a ten billion dollar company. Ellison got rid of the one key person who was building confidence with Wall Street, business partners, and customers that Oracle was no longer flying by the seat of its pants and had its act together. Ellison’s mania for absolute control and his inability to coexist with the very lieutenants who bring much-needed stability to the company have brought Oracle to the brink of collapse before, and may well do it again. Ellison is a throwback to an earlier, much more freewheeling version of capitalism, the kind practiced by the nineteenth-century robber barons who ran their companies as private fiefdoms. Larry Ellison is one of the most intriguing and dominant leaders of a major twenty-first-century corporation, and Everyone Else Must Fail raises the question of whether Oracle’s products and the reliance placed in them by so many are too important to be subject to the whims of one man. While giving credit to Ellison’s brilliance and devotion, the book sounds a warning about an ingenious man’s tendency to be his own company’s worst enemy.

General Mike DeLong deputy commander of the U.S. Central Command during the Afghanistan and Iraq wars was second only to General Tommy Franks in the war on terror. At the centre of discussions between President Bush, Donald Rumsfeld, Paul Wolfowitz, and Tommy Franks, General DeLong offers the frankest and most authoritative look inside the wars-how the US prepared for battle, how they fought, how two regimes were loppled-and what's happening now.