Throughout History Numerous People Have Had The Label Of

Throughout history numerous people have had the label of â€Å"hero† on their back, but what determines someone to be a hero? According to the dictionary, a hero is defined as a person who is admired or idolized for courage, outstanding achievements, or noble qualities. In modern day society, categorizing someone as a hero is more uncommon than in the 12th and 13th century, where these heroes emerged as warriors and knights in great battles. These battles are often produced into literature and are commonly seen within epic poems, meaning a long and serious poetic narrative featuring a hero in a variety of significant events. In order to be considered an epic hero, the characters must conquer nearly impossible tasks, resulting in saving the†¦show more content†¦Inside this hall is where warriors gather to drink, exchange stories, and receive gifts from their lord. The uproar and instant commotion from all the warriors in the hall angered an evil demon that lived in the swamplands of the kingdom. This demons name was Grendel. Every night, Grendel would attack the Danes, killing people that got in his way. â€Å"How many times have my men,.../ sworn to stay after dark/ And stem that horror with a sweep of their swords./ And then, in the morning, this mead-hall glittering/ With new light would be drenched with blood, the benches/ Stained red, the floors, all wet from that fiend s/ Savage assault-and my soldiers would be fewer/ Still death taking more and more. (Beowulf). This occurred for years on end which led to fear, anger, and a lot of death for Hrothgar’s Kingdom. As the news of this horrendous situation spread to Sweden, where the Geat’s tribe was located, a young warrior named Beowulf was determined to take on Grendel. Hrothgar accepts Beowulf’s offer to fight Grendel and a feast was held in his honor. As night approaches, Grendel arrives and challenges the noble warrior. Beowulf fights unarmed, to prove his strength. Gr endel’s confidence soon disappears as Beowulf is putting up a fight unlike anyone else in the past. Beowulf rips off Grendel’s arm and Grendel struggles to stay alive as he falls into the swap and dies. The severed arm is used as a trophy in Heorot Hall to symbolize the heroic actions taken byShow MoreRelatedEssay about The History of Rock1004 Words   |  5 PagesThe History of Rock As one of the most popular music genres, rock music has grown and expanded to incorporate many styles throughout the years. A rock band usually consists of a vocalist, an acoustic drum kit played with a strong beat, usually a back beat, and features electric and acoustic guitars. From its beginnings in the late 1950s and early 1960s until the present day, rock has changed styles seemingly every decade as new bands become popular because of their unique style of music. ThroughoutRead MoreMake Yourself: The Progression of Women in Advertising1069 Words   |  5 Pagesâ€Å"It was we, the people; not we, the white male citizens; nor yet we, the male citizens; but we, the whole people, who formed the Union†. These famous words were spoken by Susan B. Anthony, one of the strongest advocates of female equality in history. The quote is referring to the notion that male superiority is in fact a lie. She states that it was not just males who are responsible for every positive outcome that has happened in the world. Women are a vital part of the successes of the human raceRead More`` Sula `` : Themes Of Racism And Sexism1657 Words   |  7 PagesName Teacher Class Date Word Count Racism and Sexism Throughout Toni Morrison’s novel, Sula, The two themes of racism and sexism are introduced. â€Å"The Bottom† is the African American society of which the novel is based off of. 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A Very Short History of Chad, Africa

Reading Lolita s Tehr An Argumentative Essay - 1358 Words

Reading Lolita In Tehran: An Argumentative Essay Novels intrigue anyone, whether it brings in the intellectuals or the ones who prefer to fantasize. Azar Nafisi, the author of Reading Lolita In Tehran, hooks the audience, page after page, filled with fascinating details of her and her loved ones life experiences of the perplexities that make up the society all together. Throughout the book, each chapter presents a new message as it introduces a new novel with each one. Nafisi introduces novels in order to create a different, separate life within the reader, creating memories and experiences unique to the combination of the books and the reader. This changes what the reader believes, no matter whether the differences are positive or negative, life changing or miniscule, it will still always change what the reader believes. The idea of being â€Å"forbidden† has always invoked human curiosity. It makes one wonder, â€Å"what makes it so forbidden? what so secret that I shouldn t know about?† It creates a strange feeling with the audience and it sometimes gut wrenching. When it comes to books being forbidden, it comes to the fact of what is this information that so hidden? Nafisi brings something to light, how these â€Å"forbidden† books have changed her, in her own little world and she wishes to share. She brings this to her â€Å"book club† hoping that in this little group, that they could be touched and changed like her too. The books that they read are so sneaky, changing the reader s

The Three Little Pigs By Joseph Jacobs - 2629 Words

â€Å"The Three Little Pigs† is a classic fairytale about three pigs who build each their own house, and the wolf who tries to devour the pigs by blowing down their house. â€Å"The Three Little Pigs† has it origins from James Orchard Halliwell in Popular Rhymes and Nursery Tales (1849) in England. Halliwell’s rendition was the first known print version in the world. Joseph Jacobs’ wrote the world’s most popular rendition in his English Fairy Tales (1898). In the 1880, Joel Chandler Harris made â€Å"The Three Little Pigs† popular in the United States in Tales of Uncle Remus (1880). Walt Disney had a large influence on â€Å"The Three Little Pigs† in 1933, when Disney made a short film of The Three Little Pigs in Disney’s Silly Symphonies. The cartoon†¦show more content†¦On the Contrary, Practical Pig works all day building a strong, sturdy house composed of bricks. Fifer and Fiddler complete their houses brisk ly with much ease and have time to play for the rest of the day. While Practical Pig is building, his two brothers play and poke fun at him for working so hard. Practical Pig attempts to warn the brothers saying, â€Å"You can play and laugh and fiddle. Don t think you can make me sore. I ll be safe and you ll be sorry when the Wolf comes through your door!† (The Three Little Pigs). Then, the Big Bad Wolf arrives, sneaking up on Fifer and Fiddler. The two brother hastily retreat to their own houses. The Wolf first goes to Fifer’s straw shanty and blows down his house with little resistance saying, â€Å"I ll huff and I ll puff and I ll blow your house in.† (The Three Little Pigs). Fifer is able to elude the wolf and seek refuge in Fiddler’s house. Next, the Wolf pretends to admit defeat and go home, but he returns later disguised an innocent, baby sheep. The pigs are not fooled by the disguise and promptly say, â€Å"Not by the hair of our chinny -chin-chin! You can’t fool us with that old sheep skin!† (The Three Little Pigs). Thereupon, the Wolf says, â€Å"I ll huff and I ll puff and I ll blow your house in† (The Three Little Pigs). The Wolf blows down Fiddler’s shanty, and Fifer and Fiddler evade the Wolf seeking refuge in Practical’s brick house. PracticalShow MoreRelatedUnpacking The Standards : Annotated Bibliography3693 Words   |  15 Pages Diagnostic Assessment Topic: Comparing and Contrasting Fairy Tales and Text I have chosen to use a Venn Diagram as my diagnostic assessment, I think it’s a good indicator of what the students already know and probably a little easier for them to fill in since it is split up into sections. I think it could also be good to use for the students to form groups with comparing and contrasting real world objects. 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Commercialising from the bottom up Onions in central Tanzania Free Essays

Key points: †¢ With minimal assistance and direction, small farmers in central Tanzania have created thriving plots of irrigated onions, marketed in Dar, other parts of Tanzania and in the region. †¢ Lack of formal credit has not prevented many farmers fertilising their crops heavily. Two villages have been able to overcome poor road access. We will write a custom essay sample on Commercialising from the bottom up: Onions in central Tanzania or any similar topic only for you Order Now †¢ Informal marketing work well enough: traders make small margins on the onions they buy and sell. †¢ Farmers are reluctant to co-operate in production or marketing; yet the irrigation depends on local water associations and these function. Government and donor roles have largely been keeping the peace, a stable macro-economy and investing in physical infrastructure — the roads, and upgrading the irrigation intakes. Provision of schools and health posts have brought services to the villages. and outcomes. Surveys of 240 households have been complemented by interviews with groups of farmers, elders and key informants. The study Since 2009, researchers from Sokoine University of Agriculture have been studying four villages in central Tanzania — see Map, where onions are grown under irrigation for sale to domestic and regional markets. Two of the villages, Ruaha and Malolo, are located close to the main Dar-Iringa highway, while the other two, Lumuma and Moswero, have much poorer access down long and difficult dirt roads. The studies are designed to understand and explain the role of commercialisation in the villages, the processes involved FAC Research Update 004 www. future-agricultures. org Research Update Box A: How things began: village history Irrigation began at Ruaha-Mbuyuni when Mohamed Nganyali, a fisherman from Iringa, moved to the village. He showed others how to use traditional intakes to raise water level in the river so that it can flow into earth canals. During that time the rainfall was enough for a typical rainfed cropping of field crops such as maize, simsim and sorghum. This intake was upgraded by government in 1963, after which people started to grow onions with seeds from neighbouring villages. As word spread, the village saw incomers seeking irrigated plots. The valley of Malolo was settled by Wasagara, later joined by Wahehe who fled the German war against chief Mkwawa in Iringa in the late C19; attracted by the water. In-migration accelerated after 1961. The irrigation intakes were upgraded in 2002, with 24 km of main canals lined: funds for the work came from Japanese aid. The first settler in Lumuma was Byalumuma who gave his name to the place and its river. Subsequently settlers have come from all over Tanzania In 1975 onion farming was boosted by extension services demonstrating improved techniques. The irrigation intakes were upgraded in 2003, thanks to Danish funding through the Agricultural Sector Development Programme. A recent memorable date is September 2008, when the first mobile phone signals arrived after installation of a local mast. Msowero was first settled by two Wakaguru and two Wasagara families who came for the chance to irrigate. The numbers rose sharply after ujamaa villagisation in 1975 which saw a school built. Its irrigation was upgraded as part of the works for Lumuma in 2003, since they draw on the same stream. Sources: Interviews with elders and other key informants What can be seen in the villages? Commercial production of onions began when farmers, shown how to do it by an ncomer in the 1960s, diverted water from the streams that flow off surrounding hills to irrigate small plots on the flood plain. Box A tells more of the history of the villages. Later farmers soon realised that onions were a profitable crop on the irrigated land and began to specialise in their cultivation. Onions are sold to traders, mainly small-scale operators who lack their own transport, who buy and bag the onions, then hire trucks to take them to Dar and Mbeya, and sometimes beyond to Zanizibar, the Comoros, and south to Malawi and Zambia. Onions are sold on spot deals to whoever arrives and offers a good price. There are plenty of traders and although farmers complain of their lack of bargaining power, the marketing chains appears competitive. Some farmers are making use of the ubiquitous mobile phones to arrange times for traders to come and collect harvests, and to check prices in distant markets. The villages have few alternatives to farming, but the onion trade has given them a living that they could not aspire to from growing food crops — see Figure A, showing returns to crops. Figure A: Returns to land and labour in the four villages, median values in US$ One surprising finding is that many of the farmers who are most engaged in irrigated onions have few or no food crops. Instead they seem to be obtaining most of their maize and other staples from neighbours who grow a surplus on rainfed fields. Surveys in rural Africa usually find farmers preferring to grow their own staples on part of their land, even when they have more profitable cash crops. Research Update 003 www. future-agricultures. org What has made the difference? Most of what has happened has come from the initiative of local farmers, linked to traders who are mainly small operators from other rural areas. It was the farmers who built rustic offtakes, diverted the water, levelled the plots and learned how to grow onions. Almost all the capital invested is local: very few farmers obtain credit, yet they apply 135–175 kg/ha of manufactured fertiliser on their plots. Almost all of them finance this from their retained earnings. At first sight, government has played a minor role. But that would be unfair. Government has ensured a stable economy where farmers can invest, innovate and market their crops. It has also built roads, maintained them. The villages have schools and health posts. When disasters have struck in the past — major droughts and floods, government has provided some relief. In one case, onion producers benefited from extension. Most interesting of all, government guided two donors, Denmark and Japan, to the villages where they funded the modernisation of the intakes. Ideal aid: the donors just helped the farmers improve on what they were already doing, without trying to tell them what to do. The irrigation systems are maintained by the farmers, through water users associations. Marketing might be improved by farmers investing in storage allowing them to extend sales to the months when onion prices rise. Use of text messages to the mobile phones could supply them with regular price updates that would help them make better decisions on selling. There are threats. Population has been rising steadily in the area, as farmers from dryland areas come looking for irrigated plots. Rents correspondingly are rising. With a heavy concentration on onions, there is always the threat of disease or a new pest that could spell disaster. Moreover, the onions are so profitable, one wonders how long before more villages take up the crop and begin to compete in the market. For the two remote villages, there is the prospect that one day the road will be improved: at the moment they are less than 40 km from district headquarters at Kilosa, but cannot drive there directly and instead have to take a circuitous route where it takes five hours to reach the Dar to Dodoma tarmac highway. The road to Kilosa has been in development plans for some years, but it has yet to be built. What are we going to look at next? Current studies are looking at the water associations. These function well enough: they have to, water supply is vital. Yet farmers do not co-operate in production, marketing or almost anything else. The question then is, when people are reluctant to co-operate, how do the water bodies work and what is the secret of their success? Next year it is intended to go back and resurvey the farmers, so that changes can be tracked through time. What might the future hold? Some scope exists to improve onion cultivation through use of certified, improved varieties instead of relying on the sometimes variable quality of local seed. Research Update 003 www. future-agricultures. org This Research Update was written by Khamaldin Mutabazi, Ntengua Mdoe Steve Wiggins of the Future Agricultures Consortium. The series editor is Beatrice Ouma. Further information about this series of Research Updates at: www. future-agricultures. org The Future Agricultures Consortium aims to encourage critical debate and policy dialogue on the future of agriculture in Africa. The Consortium is a partnership between research-based organisations across Africa and in the UK. Future Agricultures Consortium Secretariat at the University of Sussex, Brighton BN1 9RE UK T +44 (0) 1273 915670 E info@future-agricultures. org Readers are encouraged to quote or reproduce material from Future Agricultures Briefings in their own publications. In return, the Future Agricultures Consortium requests due acknowledgement and a copy of the publication. FAC appreciates the support of the UK Department for International Development (DfID) How to cite Commercialising from the bottom up: Onions in central Tanzania, Papers

Essential Theories of Motivation and Leadership

Question: Discuss about the Essential Theories of Motivation and Leadership. Answer: Introduction: The modern companies understand the importance of a diverse workplace, employee satisfaction, and staff motivation for upholding successful operation and customer service (Wood et al. 2010). Hence, they try to invest in creating programs that enriches their organizational culture and organizational behaviour. Like all its competitors Woolworths has made significant investment in creating a diverce workplace, recognizing the needs of its employees and behave ethically and fairly by maintaining a moral outlook and legal boundaries. The What it DOES Take was such a program of Woolworths for demonstrating the dedication of the company for maintaining diverse workplace and understanding the importance of disability employment its stores. With the aim of successfully include diversify the workplace of the Melbourne store, Woolworths introduced the What it DOES Take program in collaboration with Work Focus Australia, Department of Education, DEEWR and NDRC. The program analysed the job role for removing the barriers of employability, recognised the opportunity and workplace adjustments, identified available positions to be filled in and created a how-to guide for other stores o the company. thus, the company created a huge job opportunity for the people with disability and the scope of creating employee satisfaction among its current members (Woolworths Online 2016). Here, in this report, the author has identified the strengths and weaknesses of the program with an analysis of the theories on employee motivation and job satisfaction. The strengths of the program: As mentioned by Miner (2013) obtaining employee motivation is important for an organization for creating a positive job attitude among the employees. It typically directs to the increased level of loyalty, low rate of absenteeism, greater responsibility and overall performance superiority. Being a future oriented marketer Woolworths has understood the importance of it and the significance of integrating an ethical operational pattern to the employee motivation program. As mentioned by Yamuna and Devi (2016) the employees with disability are more likely to be loyal, responsible and dependable than the employees without disability. Hence, employing this labour base will be helpful for the company to create a sustainable business. As per the theory of Motivation provided by Maslow, it is important for a company to satisfy the physiological needs (reasonable salary, breaks etc.), safety needs (job security, safe work place environment) and the social needs (feeling of acceptance and a sense of belonging) among the employees to create a good service standard (Taormina and Gao 2013). The What it DOES Take program of Woolworths has typically addressed all these needs for its employees with disabilities. It can be identified as the most significant strength of the program. As mentioned in the case study, the program was focused on identifying the workplace needs of the employees with disabilities. With the aim of removing the barriers to the employment of people with disability, the company tried to create a satisfactory workplace for its employees. As mentioned by Yusoff et al. (2013) the motivation theory of Frederick Herzberg, the absence of a good working condition can be influential in creating dissatisfaction among the employees. In addition to this, the program was also focused on creating job customisation tools for the employees with disability. The company had the aim of utilizing the best potential of the employees by providing the tools or accessories for nullifying their incompetence. This step was typically helpful for the company to increase the performance level of its Melbourne stores and ensuring a good level of employee motivation. David McClellands learned needs theory, the need of competence requires to be satisfied by the companies to obtain employee satisfaction and loyalty. As per the theory, people want to do quality work and develop their skills (McClelland 2015). Hence, by providing accessories that help them to increase their production quality a company can be successful in acquiring self-satisfaction which creates a love for the company (Munro et al. 2014). Thus, the program was typically able to obtain the highest amount of loyalty from the employees with disability. Last but not the least, the strategy of creating a How to guide was significantly helpful for the company to provide it a sustainable approach. By using the lesions of the program the company became able to guide all its store managers and create a positive organizational culture. Moreover, with the step of appointing the employees with disability to the potential vacancies, the company upheld a diverse organizational environment, an ethical brand image and acquired a great level of committed employees (Woolworths Online 2016). The weaknesses of the program: However, as mentioned in the case study, the program failed to provide significant employment for meeting the target of the National Disability Recruitment Coordinator program. Here, the company failed to integrate an approach of co-ordination with other organizations. If Woolworths would have integrated other organizations or some of its competitors, the program will be more successful in providing more job opportunity to the people with disability. As mentioned by Harley et al. (2015) such programs for social inclusion gets a higher degree of success with cross-industrial or intra-organization approach. Moreover, one of the major weaknesses of the program can be identified as the lack of addressing the discrimination or isolation issues faced by the labours with disability in the workplace and in the community as well. As discussed by Kunstman et al. (2013) the lack of acceptance among the team members creates a sense of isolation among the employees with disability, which typically decreased the level of motivation among the employees. As per the motivation theory of Frederick Herzberg, it can be identified as the hygiene factor for employee motivation which creates dissatisfaction among the employees (Hein 2012). The program failed to attend this issue. Conclusion: Hence, from the above discussion, it can be said that the outcome of the What it DOES Take was helpful for Woolworths in identifying the needs of the employees with disabilities. This has helped the company in increasing the motivation among the employees and creating a ethical brand image within the society. The program had a potential character of CSR which was typically employee oriented. However, by integrating intra-industrial approach, the program would have been more successful in the aim of social inclusion of the people with disability. References: Decat, M., Bogaerts, J., Lagaisse, B. and Joosen, W., 2014. The workforce management case study: functional analysis and access control requirements. Harley, D., Mpofu, E., Scanlan, J., Umeasiegbu, V.I. and Mpofu, N., 2015. Disability social inclusion and community health. Community-oriented Health Services: Practices Across Disciplines, pp.207-222. Hein, H.H., 2012. The Motivation and Management of Highly Specialized Creative Employees. In Understanding Organizations in Complex, Emergent and Uncertain Environments (pp. 167-184). Palgrave Macmillan UK. Kunstman, J.W., Plant, E.A., Zielaskowski, K. and LaCosse, J., 2013. Feeling in with the outgroup: Outgroup acceptance and the internalization of the motivation to respond without prejudice. Journal of personality and social psychology, 105(3), p.443. Maio, G. and Haddock, G., 2014. The psychology of attitudes and attitude change. Sage. McClelland, D., 2015. ACHIEVEMENT MOTIVATION THEORY. Organizational Behavior 1: Essential Theories of Motivation and Leadership, p.46. Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge. Munro, D., Schumaker, J.F. and Carr, S.C., 2014. Motivation and culture. Routledge. Taormina, R.J. and Gao, J.H., 2013. Maslow and the motivation hierarchy: Measuring satisfaction of the needs. The American journal of psychology, 126(2), pp.155-177. Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R. and Creed, A., 2010. Organisational behaviour: Core concepts and applications. John Wiley Sons Australia, Ltd. Woolworths Online. (2016). Woolworths Supermarket - Buy Groceries Online. [online] Available at: https://www.woolworths.com.au [Accessed 22 Dec. 2016]. Yamuna, G. and Devi, R.J., 2016. Motivation Theories Applied for Increasing Employee Performance at Work Place-Case study Review. Imperial Journal of Interdisciplinary Research, 2(11). Yusoff, W.F.W., Kian, T.S. and Idris, M.T.M., 2013. Herzbergs Two Factors Theory On Work Motivation: Does Its Work For Todays Environment. Global journal of commerce and Management, 2(5), pp.18-22.

Kitchen Safety Guidelines for 3-5 Years Old

Question: Write about theKitchen Safety Guidelines for 3-5 Years Old. Answer: Stoves and Hotplates Always the burners must be turned off when not in us. The carers should make sure that the gas or electricity is not left flowing Kitchen Environment Always, one should ensure that all spills in the kitchen are wiped away. This is to keep the floor clear at all times. This is to avoid the children from slipping on the floor or standing over objects Cleaning Chemicals Also, different detergents, dishwashing soaps and other utensils cleaning products must be kept out of reach of children. If the children can reach them, they may drink or eat them thinking its food. Sharp objects Another important guide is to keep sharp objects like knives, food processing blade and scissors in the locked drawers or high places the children cannot reach. The knives should be stored in the cutlery drawer or guard whenever they are not in use. The cupboards must always be locked. Serving Dishes Whenever one is serving a dish, he or she must do so in the middle of the table. This is to ensure that the children cannot stretch and pull the dish Playing Children The children should be kept busy playing using the toys. This is to discourage them from coming to the kitchen Finally, never at any given time allow children to play with kitchen equipment and utensils References Queensland Government 2007, Food kitchen safety, accessed on May 3rd, 2017. Available on https://www.health.qld.gov.au/__data/assets/pdf_file/0025/392344/info_safety.pdf WebMD (2017, March 25th). Toddlers home: Health and Safety, Ages 2 to 5 Years - Safety Measures around the Home, retrieved from https://www.webmd.com/children/tc/health- and-safety-ages-2-to-5-years-safety-measures-around-the-home#1