The Caterbury Tales, Carmina Burana and The Book of Taliesin

Historical Events of the Middle Ages The Middle Ages is the period in European history from the collapse of the Roman empire in the fifth century to the period of the Renaissance in the fifteenth century. The medieval life may, at first, appear to be bleak, harsh, and dreary. But in actuality, it was a time of Kings, immense battles, disease and religious influence. From the devastation of the Bubonic Plague, briefly alluded to in Geoffrey Chaucer’s Canterbury Tales, to the legendary king and war-hero Arthur of Camelot. The Christian Church was the single most influential institution in society, with the pope taking on a role as the leader of European Christendom and education and intellectual life mostly happening through religious institutions. Through the analysis of compositions written during the Middle Ages, it is observable that significant events influenced the pages of these notable works such as Canterbury Tales, Carmina Burana, and The Book of Taliesin. The Canterb ury Tales is the most famous and critically acclaimed work of Geoffrey Chaucer, a late-fourteenth-century English poet. Chaucer was born in London in the early 1340s, in a period of history referred to as the â€Å"late Middle Ages.† Chaucer’s father became immensely wealthy when he inherited the fortune of relatives who had died in the Bubonic Plague of 1349. The Bubonic Plague, or Black Death, which tormented England during Chaucer’s childhood and remained extensive universally afterward, wiped out an

Building Aspirations Free Essays

Educational identity is the most significant principle of becoming a successful student. There are many different majors a student can chose that it can become overwhelming. Young learners may not know what they want to study or take up as a career. We will write a custom essay sample on Building Aspirations or any similar topic only for you Order Now I believe people need to find out who they are before they know what they want to study. If we know what we are passionate about we can find out what our strengths are and use them to decide what to major in. This was an easy question for me to answer because I always wanted to be an architect even before I knew the rod â€Å"architect† existed. The key word here is â€Å"knew’ because I can’t explain how a child would know such a thing. I can tell you the exact moment this decision was clarified in my head. It was Christmas day, 1994, when I was 7 years old. That year I received from Santa Claus: a T-square ruler, a clear 45 degree triangle, and a drawing board, which was Just a 24†³ x 30† polished piece of wood. I didn’t know what these things were, but I remember having this conversation with my dad. I said, â€Å"I’m so excited, I can’t wait to cut this board up into something cool! † My dad laughed and said, â€Å"Oh son, that’s not for outing! That’s for drawing. I said, â€Å"How can I draw with a piece of wood? † He explained I was supposed to draw with paper on the board. Despite the change of thought, I was still excited. My parents always encouraged me to draw, build, or Just create in general. I loved to draw and I especially loved to bui ld things. I would build Logo sets, birdhouses, puzzles, and Just about anything I could get my hands on. So I guess it Just came naturally that I wanted to become an architect by putting my drawing and building skills together. A few things happened between that moment almost 20 years ago, when I decided I wanted to be an architect, and today. Despite me thinking from an early age that I knew what I was going to do as a career when I grew up, I had several occasions of self-doubt where I questioned my ability to actually be an architect. These moments were almost always followed by an overwhelming sense of panic, the type of panic that occurs when you lose your sense of purpose and self-identity. At these critical moments I would tell myself that if I couldn’t be an architect, I would become a nurse. I guess it was because my mother was a nurse. I didn’t want to be a nurse, but that was my back up plan. In high school I took some art classes and a couple drawing classes. They made me think artistically, but not in the way an architect should. I went to La Sale High School, which was also a college preparatory school, but they offered no architecture classes. The classes they had for drawing didn’t offer anything in respects to drafting or technical drawing. Drafting is the backbone of architectural drawings and to not have taken any classes on that type of drawing skill worried me. I was excellent at math and I was very well organized. Those are two strong traits to posses going into architecture classes. Despite some challenges I thought I had it all figured out. When I started my first classes in the architecture program at Pasadena City College, I painfully became aware that the skill requirements had separated the strong from the weak. The amount of time and effort that was required to produce the work was astounding and I felt I was simply not prepared for the demands. As a result, the work I generated was average and some days I would feel embarrassed to pin up my work next to my superior classmates. I shortly entered one of those panic modes I described earlier where I thought being an architect was all I ever wanted to e and now I’m terrible at it. I didn’t know what I was going to do. Some of the students’ were spectacular at drawing and I my drawings were Just mediocre. I didn’t want to give up on my life long dream. I needed guidance and inspiration from someone or something. I looked to the architect Louis l. Khan. He said, â€Å"An artist can make a cart with square wheels, but an architect can’t. † That quote made me feel better about my drawings. They didn’t have to be pretty or pull some sort of made up meaning from them. The drawings Just had to work. Kahn expresses that architects communicate through drawing. It isn’t about making art. It is about conveying an idea. That is what I want to do with my drawings. I was also lucky enough to find a teacher and a place to do Just that. My instructor, Professor Lee was strict, but she knew what techniques to show us young architects in order to become successful. She showed us proper ways to draw, build models, organize work, and how to research other project for reference. The class wasn’t easy and there were massive amounts of work, but as long as we put in the effort and did the work she was there to guide us in the right direction. I was ailing a little less discouraged at this point, but I still wasn’t sure I could hack it in the program until we went on a field trip. I had no idea that this visit would have such an impact on my educational identity and make me confirm my thoughts about wanting to become an architect. We visited the Cathedral of Our Lady of Angels built by Spanish architect Rafael Money, which is located in downtown Los Angels, off Temple Street and next to the 101 Freeway. His modern-contemporary design conveyed a spiritual Journey that reflects the cultural diversity of the people of Los Angels. It is made from poured concrete, is 11-stories tall, and every angle is acute or obtuse. We entered the cathedral from the South. Unlike most Cathedrals we did not enter through a rear door near the last pews. Instead, we entered the ambulatory, which circles the interior of the Cathedral. This makes the spiritual journey longer because you are walking from the front of the cathedral to the back, and then to the front again. When you are inside looking at the altar you see a huge cross, which is a series of windows made from alabaster, a naturally occurring stone. The alabaster gives the interior a warm even glow. The milky light it gives also makes it very spiritual because it makes the cross look like it is floating. In this moment looking at the cross with light pouring out around it I knew this is what I wanted to do. I wanted to be an architect. Every move Money made in his design had a reason and purpose that was thoughtfully planned. He was not Just drawing plans to a building, he was making a connection with the people who entered the cathedral. It had become clear to me that being an architect was not about being the top in class r whose design was the best. It is about the concepts you make and how you can relate them to the people who are using the space you create. Piper explains it is a â€Å"†¦ Writer’s Job to connect people†¦ † Together on earth. We are all different, but we have needs that can be addressed through reading and writing. Piper also expresses that â€Å"change writing† involves original thought and engagement. That is what architecture does. It promotes original thought from the architect, but at the same time requires engagement from the people using the building. It connects the people together who have multiple points of view. Even though I knew I wanted to become an architect at an early age it didn’t mean I would automatically be successful. I had my doubts, but I never gave up. I still had to find out what I was passionate about. I could then use those emotions to create designs that connect to people. I hope that through these designs people will expand their knowledge. It is important to find yourself first in order to find your strengths. You don’t have to know what you want to take as a major or what career field you want to be in at young age. So don’t be afraid to explore. How to cite Building Aspirations, Papers

Organizational Culture and Structure of Flight- Free-Samples

Questions: Using relevant theories, Explain how the Organisational Culture and Structure of Flight Centre are Intertwined. Answers: Introduction The organizational culture implies an entire multifaceted phenomenon comprising of beliefs, values, symbols and general presumptions pooled by the people of the organization. An organizations structure is the style in which an establishment arranges its employees, resources and management in order to attain its goal. Possessing aforesaid traits, the organizational culture has an intensive and wide impact on the trade of an organization. It monitors therefore, that technique should be ascertained primarily, abided by the organizational structure. Graham Turner designed the organization as families, villages and the tribes. This manuscript will demonstrate the concept of organizational culture and structure along with the personae of establishment culture. Far ahead it will deliberate the structure and culture in Flight centre and also evaluate the way in which culture is intertwined with enterprise structure. Concept of Organizational Culture and Structure Culture is substantial since it is latent, powerful, and usually unconscious group of power that ascertains individual and group behaviour, values, thought patterns and ways of comprehending. Organizational culture specifically is significant since cultural components ascertain goals, modes of operandi and strategy(Mats, 2013 ). In order to make establishment more effective and efficient, management should comprehend the character that culture performs in organizational life. It has been observed that though it is seems simple to monitor what occurs in an enterprise, a consideration of culture assists to elucidate why incidents happen (Elizabeth Kummerow, 2014). Primarily, the culture safeguards an elevated level of collaboration amongst employees. Secondly, culture can abridge decision making and the execution since communal shared values and beliefs offer members of the organization a consistent array of basic preferences and assumptions. Thirdly, culture can instigate sound and ef fective communication. Moreover, they also offer outlines for a distinct interpretation of obtained messages. Literally, the phrase organizational structure implies the map demonstrating the several positions within an establishment. Organizational structure merely is the set of integrated and interrelated components making up an arrangement, which is self-ruling on its own, mainly malleable and which can be restructured or even, destructed into a fresh system over the period(Bhatia, 2008). Structure assists employees in the establishment to work together efficiently. Structure exhibits how accountability and power, external and internal, function within the establishment; it ascertains how accountabilities are distributed and entails efficient involvement(Aquinas, 2008). Every establishment requires outlined communication channels, responsibilities and agreed procedures. The most preferred divisions are functional or departmental groupings. Arrangement should reflect the prototype of reporting associations. The selection of structure will rely on numerous elements comprising the organizations mission, function, culture, persons involved, size and its budget. Structure and culture at Flight Centre Building an affirmative workplace culture begins with nurturing admiration with and amongst people(Graham Hubbard, 2015). Flight Centre aspires to actively boost a corporate culture that assists diversity in the office, in the arrangement of its senior management and Board and entire Flight centre group. The organizational model of Flight centre is team based; lean and simple( Flight Centre Pvt Ltd, 2017). Graham Turner, the Originator of Flight Centre Ltd. backs that peoples are intensely wired to function in small segments within large segments. To comprehend this distinct model the four traits of organization design complication, officialization, monopolization and synchronization can be applied(Stephen Robbins, 2013). Complications denote the mode in which the firm is fragmented into quite a few group roles or individuals, units and divisions each with its discrete responsibility and tasks. Vertical differentiation reflects the counts of hierarchical stages in an establishment .The operation level at Flight Centre comprise retail shops. Every shop includes 3 7 people active on one produce which is entitled as family. The area or a village embraces 7-10 family units in one terrestrial sector. The tribal realm is a group of 3- 4 rural community. Each tribe is a rare creation; product encompasses corporate traveller, student flight and Flight Centre. In horizontal distinction, and diverse segments of the establishment become focussed on distinct activities to enhance efficiency. All stores of Flight centre sells same services although the names are disparate which crafts it effortless to commune among family units and coordinate activities. Officialization signifies to the degree to which policies, procedures, rules, regulations and job description administer the functioning of an enterprise. Despite the fact that Flight centre has flat blueprint, it has 3 grades s (tribe, village and family) which exhibits there are grading inside the model. Monopolization expresses the extent to which decisiveness is stanch at one thrust in a firm. The realm procures amenities for villages and families. Nonetheless, at Flight Centre at hand does not ensue to be centralized supremacy of the headquarters. Synchronization is unification of activities of particular units headed for common goal. In Flight centre, programmed coordination is communal .A head office group synchronizes marketing and administrative services. The outline projected by Henry Mintzberg proposes that each establishment has five constituents. At Flight Centre the bottommost operative core designates the companions of the family, co-workers who implement the structural work of dispensing the facilities or retailing. The strategic apex is indicted to assure that the enterprise accomplishes its mission. At Flight Centre, there is distinct style of allocation of power where entire rights are not afforded to the tribes. Even so, the tribal office is the axis that regulates the brands that is the retail outlets. Every retail shop or family has a supervisor who bonds the strategic apex to the operative core. The techno structure of the family encompasses, the HR, marketing, SWOT groups and IT fellows who enclose the accountability for affecting forms of regularization in the organization. Figure: Mintzbergs five elements of the organization In Flight Centre, the strategic apex exhibits to be more prominent over other attributes. The model of the Flight centre may perhaps be contemplated flat since it merely has 3 ranks and the operative core accounts to their subsequent managers. Few benefits embrace clear accountability and flexibility to retort to the concerns of the patrons (Schermerhorn, 2011). Formulating ruling at the Flight centre exhibited to be narrow. The tribal nation takes decision context to managing the technical issues. The tribal nation offers brands and other staff assisted services to the families and villages. Furthermore, shop supervisors take pronouncement at the family phase though the travel counsellors are empowered. Further, Flight centre has added a likeness of a strategic apex contemplated there also surfaces some hotchpotches. The Flight centre owns more than 800 retail outlets globally and every year 150 plus outlets are enhancing, the functioning could be more perplex as it may have greater families, tribes and villages which might make communication and coordination blockages (Schmidt, 2017). Furthermore, few powers are disseminated from the tribal nation-state, such authorities comprises purchasing products from vendors. When enterprise becomes huge and physically decentralized, it necessitates folks with specialized competence and knowledge to take care of problems and eliminate waste(Lockyer, 2008). Conclusion Flight centre is finely placed to move ahead with industrial changes. The entire program is laid on the notion that folks perform best in their selected ambience within the bigger establishment rather than attempting to shape them into the organizations sculpt .Amongst triumph elements is the fact that they constantly comprehend and embrace ingenious human resource management exercises and strategies to uphold that benefit. Social expertize that is necessitated by the IT authorities involves concentrating to errors 24*7 since flight centre is global establishment where they encounter with ticketing and travelling. Since workers are fixed up in diminutive unit like families, it offers them uniqueness where they pertain. It could also develop intimate connections inside family and also provide leader a strong image of the competencies of the individual employee. Likewise, produces more effective decisions. Bibliography Flight Centre Pvt Ltd, 2017. Flight Centre. [Online] Available at: https://www.flightcentrelimited.com/ [Accessed August 2017]. Aquinas, P., 2008. Organization Structure and Design. New Delhi: Excel Books. Bhatia, S. K., 2008. Managing Organizational Behaviour :People Skill for Sucess. New Delhi : Deep and Deep Publications Pvt Ltd. Elizabeth Kummerow, N. K., 2014. Organizational Culture :Concept ,Context and Measurement. Volume 1 ed. s.l.:World Scientific. Graham Hubbard, J. R. P. G., 2015. Strategic Management. 5 ed. Australia : Pearson Publication. Lockyer, T. L. G., 2008. Global cases on Hospitality Industry. s.l.:The Haworth Press Taylor Francis Group. Mats, A., 2013 . Understanding Organizational Culture. London : Sage Publications Ltd. Mintzberg, H. (1992). Structure in fives: Designing effective organizations. Upper Saddle River, NJ: Prentice Hall. Mintzberg, H. (2009). Tracking strategies: Toward a general theory of strategy formation. New York, NY: Oxford University Press. Schermerhorn, J. R. D. P. S. W. . C., 2011. Management. Wiley: Milton . Schmidt, L., 2017. Flight centres graham turner and cofounders are flying high. [Online] Available at: https://www.forbes.com/sites/forbesasia/2015/01/28/flight-centres-graham-turner-and-cofounders-are-flying-high/#416a9ce42264 [Accessed 25 August 2017]. Stephen Robbins, T. A. J. B. M. M. B., 2013. Organizational Behiaviour. Australia: Pearson.