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Sir Gawain And The Green Knight - 963 Words

Sir Gawain’s Standards of Chivalry in Sir Gawain and the Green Knight The Merriam Webster dictionary defines chivalry as the medieval knightly system with its religious, moral, and social code. Sir Gawain, a knight for King Arthur in Pearl Poet’s famous work Sir Gawain and the Green Knight, demonstrates certain standards of chivalry according to the reader. Sir Gawain first portrays these qualities when he remains loyal to King Arthur and accepts The Green Knight’s challenge. Next, Sir Gawain remains honorable to Sir Bertilak by refusing to sleep with his wife, Lady Bertilak, and turning down her request to marry her. Finally, Sir Gawain acts courageously by reporting to The Green Knight a year and a day after accepting his challenge while understanding that The Green Knight will chop off his head. In Sir Gawain and the Green Night, Sir Gawain fulfills the chivalric standards of loyalty, honor, and courage throughout the challenges he faces throughout the story. Loyalty is a chivalric quality that is defined a feeling of strong support fo r someone or something. Sir Gawain fulfills the chivalric standard of loyalty to King Arthur when Sir Gawain accepts the challenge extended by The Green Knight. The feeling of strong support that Sir Gawain shows to King Arthur begins when The Green Knight enters a festival hosted by King Arthur on Christmas Day. The Green Knight extends a challenge to everyone at the festival explaining that one of them can chop his head off at the momentShow MoreRelatedSir Gawain And The Green Knight1359 Words   |  6 PagesIn the poem â€Å"Sir Gawain and The Green Knight,† a protagonist emerges depicting an Arthurian knight named Sir Gawain. Sir Gawain, King Arthur’s nephew, takes initiative by accepting the challenge requested by the Green Knight in place of his uncle. He undergoes a perilous adventure, seeking for the Green Knight to receive the final blow. Although Sir Gawain is not viewed as a hero for his military accomplishments, he is, however, viewed as a heroic figure b y the Knights at the Round Table for hisRead MoreSir Gawain And The Green Knight862 Words   |  4 PagesIn Sir Gawain and the Green Knight, by an unknown author referred to as the â€Å"Pearl Poet,† we are introduced to Sir Gawain. Gawain is a knight of the Round Table and he is also the nephew of King Arthur. As a knight, Gawain is expected to possess and abide by many chivalrous facets. Throughout the poem he portrays many of the qualities a knight should possess, such as bravery, courtesy, and honor among others. Because of his ability to possess these virtues even when tempted to stray away from themRead MoreSir Gawain and the Green Knight1100 Words   |  5 PagesThe poem of Sir Gawain and the Green Knight compares a super natural creature to nature. The mystery of the poem is ironic to the anonymous author. The story dates back into the fourteenth century, but no one knows who originally wrote the poem. This unknown author explains in the poem of Sir Gawain not kno wing of the location of the Green Chapel and or who the Green Knight really is. This keeps the reader entertained with the suspicion of not knowing. The author then does not give his name orRead MoreSir Gawain And The Green Knight Essay1687 Words   |  7 PagesSir Gawain and the Green Knight contains ambiguity and irony that make it interesting to read and teach. Gawain’s conflict arose when he accepted the girdle that could protect him and when he lied to his host, severing fellowship with the lord for courtesy with the lady. By utilizing a social reconstructionist philosophy of teaching that emphasizes personal beliefs and ethics, a teacher will help the students establish their identities and learn to appreciate classic literature. Sir Gawain and theRead MoreSir Gawain And The Green Knight1514 Words   |  7 PagesSir Gawain and the Green Knight is an epic poem written in the mid to late fourteenth century by an unknown author. Throughout the tale, Sir Gawain, a Knight at the Round Table in Camelot, is presented with many hardships, the first being a challenge on Christmas by a man in which, â€Å"Everything about him was an elegant green† (161). This â€Å"Green Knight† challenged someone in Camelot to accept his game which they will chop off his head with his axe and the Green Knight will do the same to the playerRead MoreSir Gawain And The Green Knight1335 Words   |  6 PagesSir Gawain: The Ironic Knight Sir Gawain and the Green Knight is a tale of the utmost irony in which Sir Gawain, the most loyal and courteous of all of King Arthur’s knights, fails utterly to be loyal and courteous to his king, his host, his vows, and his God. In each case, Sir Gawain not only fails to perform well, but performs particularly poorly, especially in the case of his relationship with God. Ultimately, Sir Gawain chooses magic over faith, and by doing so, shows his ironic nature as aRead MoreSir Gawain And The Green Knight906 Words   |  4 Pagesusually the latter. In Sir Gawain and the Green Knight we see Sir Bertilak go off to hunt three very specific animals as a game with Sir Gawain. They agree that â€Å"what ever [Bertilak catches] in the wood shall become [Sir Gawain’s], and what ever mishap comes [Sir Gawain’s] way will be given to [Bertilak] in exchange.† (Sir Gawain†¦, ln 1105-1007). In this deal we slowly see Gawain loose his honor as paralleled with Sir B ertilak’s hunt. The first animal that is hunted by the knight is a deer, while thisRead MoreSir Gawain And The Green Knight Essay1521 Words   |  7 PagesFall 16 Donnelly Many years ago, knights were expected to form a certain type of relationship with their king, this relationship was otherwise known as fealty. Fealty is a knight’s sworn loyalty to their king (in other words a loyal relationship should be formed between the two). The use of this relationship is shown in the poem called â€Å"Sir Gawain and the Green Knight† ( the author is unknown). This poem has a classic quest type of formula, with a knight receiving a challenge and then going outRead MoreSir Gawain And The Green Knight1455 Words   |  6 PagesHowever, for Gawain in Sir Gawain and the Green Knight temptation existed around every corner while he was playing the game of the Green Knight. Temptation existed every day and each day it existed in a new way. Gawain never knew what was coming his way throughout the grand scheme of the game, but one thing was for certain he was being tested. Without his reliance religious faith and dedication to his reputation, Gawain wo uld not have been able to make it through the game of the Green Knight alive andRead MoreSir Gawain And The Green Knight Essay1020 Words   |  5 PagesBoth Sir Gawain, from â€Å"Sir Gawain and the Green Knight† translated by Marie Borroff, and Beowulf, from Beowulf translated by Burton Raffel, serve as heroes in different times of Medieval English Literature. Many of the basic principles that describe heroes in Medieval Literature are seen in both of these characters even though they were written in different times. There are distinct similarities, differences, and also a progression of what the hero was in English literature, between Sir Gawain and

Stock Options Free Essays

Stock options increasingly dominate CEO pay packages. This column outlines when economic theory suggests that options-heavy compensation is in shareholders’ interests. The answer is that boards of directors are likely giving too many executive stock options. We will write a custom essay sample on Stock Options or any similar topic only for you Order Now As boards of directors have sought to align the interests of managers and stockholders, executive stock options have become an ever-larger fraction of the typical CEO’s total compensation (Murphy 1999). Occasionally this practice has led to aggregate compensation payments that are so large as to mock the very connection they are supposed to encourage. What does economic theory have to say about executive compensation in a dynamic context? From a conceptual perspective, how effective is the granting of stock options in promoting the correct managerial decisions? How confident can we be that when a large fraction of a manager’s compensation assumes this form he or she will be led to undertake the same labor hiring and capital investment decisions that the shareholders would themselves want to undertake if they were similarly informed? Managerial incentives and the design of compensation contracts are the systemic implications of executive remuneration are taken into account, that is, in a general equilibrium context; one finds that for a contract to induce managers to take the correct business decisions in the above sense, it must naturally have the following three features. A significant portion of a manager’s remuneration must be based, in one way or another depending on the context, on her own firm’s performance. This concurs with the general message of a wealth of microeconomics studies. But this is not sufficient. The general contract characteristics must also be such that the manager is not, as a consequence of this first requirement, enjoying an income stream with time series properties that are too different from the time series properties of the income stream enjoyed by shareholders. This later restriction arises because, as is well known, the income and consumption position of a manager will determine his or her willingness to undertake risky projects. Optimal delegation requires that this risk attitude is not too different from shareholders’ own. The second feature may have to be modified if the manager’s risk tolerance is inherently different from that of the shareholders. The typical motivation for stock options (as opposed to pure equity positions) is precisely that the (recurrent) lack of income diversification of a manager may make her excessively prudent (in pursuit of a â€Å"quiet life†). This is the idea behind setting executive compensation according to a â€Å"highly convex† contract, i. e. ne where the upside is really good, but the downside is not so bad. This asymmetry is necessary induce risk averse managers to make the right investment decisions from the perspective of well-diversified stockholders. Are options-dominated contracts warranted? Shareholders receive both wage and dividend income, with the wage or salary component being, on average, the larger of the two. This is an implicati on of National Income Accounting. In the typical modern economy, about 2/3rds of GDP is composed of wages, with capital’s income account for only 1/3. Points 1 and 2 above therefore imply that an optimal contract will have both a salary (with properties close to those of the wage bill) and an incentive component (with properties naturally linked to the income accruing to capital owners) with the former being about twice as large as the latter. The incentive component may take the form of a non-tradable equity position (giving the right to regular dividend payments) or it may be more closely tied to the firm’s stock price itself. Furthermore, both of these components enter linearly into the manager’s compensation function. In today’s business world, the salary component appears to be too small relative to the incentive component. Hall and Murphy (2002) report that the grant date value of stock options represented 47% of average CEO pay in 1999. Equilar, Inc. , an executive compensation advisory firm, reports that stock options awards represented 81% of CEO compensation for the largest 150 Silicon Valley firms in 2006. What happens to incentives if the salary component is too small relative to the incentive component? Such an imbalance between the components of a manager’s compensation will lead to excessive smoothing of the firm’s output from the shareholders’ perspective. They typically prefer a highly pro-cyclical investment policy whereas, without further inducement, the manager will be much more reluctant to exploit the good opportunities and instead select a mildly pro-cyclical or, even, possibly an anti-cyclical investment strategy. This problem is well recognized, and it is the main justification for using highly convex managerial compensation contracts (i. e. options). Convex contracts overcome this possibility by reducing the personal (expected) cost to the manager of increasing the firm’s investment when times are good. If the manager’s preferences are well represented by a logarithmic utility function of consumption, however, then this latter argument does not apply; the manager’s actions will be insensitive to contract convexity. That is, even a compensation contract that is heavily laden with options will not induce managers to alter their behavior one whit. A straightforward application of this logic produces an even more striking result. If the manager happens to be more risk averse than would be dictated by log utility – an entirely plausible configuration – the only way to induce optimal managerial behavior is by using a highly unconventional remuneration package in which the manager’s compensation is inversely related to the firm’s operating results. This would mean a contract that pays high compensation when profits are low and vice versa. In this situation an options laden compensation package will induce the manager to behave in a manner directly opposite to what the shareholders would like. More generally, the degree of contract convexity must be related to the relative risk aversion of the manager as compared to the shareholders and if these quantities are not precisely estimated large welfare losses will ensue. From a theoretical macroeconomic perspective, the circumstances under which a highly convex compensation contract, for example, one that has a large component of options, will properly guide the manager in making the correct hiring and investment decisions are very narrowly defined. It would be surprising if these circumstances were fulfilled in the typical contract case. How to cite Stock Options, Papers

Emotional Intelligence Emotional Quotient

Question: Discuss about the Emotional Intelligence for Emotional Quotient. Answer: Introduction Emotional Intelligence also termed as emotional quotient (EQ) is a key success factor for any individual as well as a team of individuals. The said concept hovers around the fact that a persons personal quality of self perseverance, efficacy, control and regulation has a great impact over the success of an individual as well as the firm. Thus in laymans terms it is the talent and skills of a person to be aware of ones own skills and expertise, to be able to control emotions and to be able to cultivate the emotional factors of ones own self so as to thrive towards achievement of the goals of the business enterprise successfully (Goleman, 2012). Thus its importance cannot be negated. Importance of Emotional Intelligence at Workplace The importances of emotional intelligence at the workplace are many. Understanding about ones own emotional side of life as well as stress managing ability will have a great impact on the physical well being of a person. Along with impacting upon the physical health it also enables to develop a positive outlook towards life. If a persons emotional intelligence is at a high level then he would always manage stressful situations with a positive outlook. Thus the first importance of emotional intelligence that can be viewed in the well being of an individual both physically as well a mentally (Deleon, 2015). If a person has adequate control over its emotions then it leads to a constructive communication of views. It enables to develop strong relationships and also mend stress relations as well. Understanding the needs and desires of the opposite person is a must for success at a workplace as it ensures steering of the ambitions of all people towards achievement of a common goal. Furtherance to the same it adds to leading a team more successfully. Thirdly emotional intelligence holds importance in resolving conflicts at a workplace. If a person knows how to empathize with the existing situations and deal with the emotions of other people with care, resolution of conflicts becomes effortless. If the other persons desires are understood well then it becomes uncomplicated to arrive at a decision which benefits both the parties. Thus the success rate of leaders who have a high emotional intelligence at work is very high as compared to those with a low emotional intelligence (Srivastava, 2013). Instead of grumbling over the failures it enables one to create a more supportive network of people. A more cohesive team building is possible if the leader has a high level of emotional quotient as it is only then when he would be able to provide satisfaction to the team members and guide them towards the common goals of the organization. Two key elements of emotional intelligence Empathy with self responsiblity The two key elements of emotional intelligence are empathy with self responsibility and communication with social skills. These two elements are of utmost importance for enhancing a persons emotional intelligence towards work. First and foremost is an attitude of empathy and assuming self responsibility to the performance of his team members. If the leader is able to understand the feelings and the needs of the other person and behaves sensitively towards the same then he can contribute in building a strong relationship within the organization which would ultimately help to boost the morale of the team as a whole. An empathetic attitude enables development of strong relations. A person who is sensitive towards the feeling of others also knows that blame game will not lead to any good for the organization. He knows that owning up for your mistakes and dealing the same with care portrays a very positive image in front of the other employees and the team members (Beard, (2012). People g ive respect to such leaders who have a high emotional intelligence and further to this an environment of trust is also created. Thus with a positive scenario the success rate of firm increases leaps and bounds and more importantly the individual workers feel self motivated and look at their career graph moving in the upward direction. Greater zeal and higher emotional intelligence leads to development of a strong personality of an individual which helps him to attain success at his workplace with ease. Communication and Social Skills Second key element which helps to drive the emotional quotient of an individual is a persons ability to communicate and develop ones social skills. Communication is the key to success for any leader or other employees at a work place. Clarity in thought process is evident if a person has good communication skills. Further such people also are able to develop a healthy relationship with the society. Emotional intelligence finds its ways to help succeed any kind of a change at the work place with ease. Acumen towards emotions adhere to development of a good listener who responds only after analysing the situation from all possible angles. Responding in an abrupt manner is controlled via this key skill of communication as a part of emotional quotient. Networking building is possible only if the person is expressive towards the societal pressure and communicates in a manner which is acceptable to the crowd (Anand UdayaSuriyan, 2010). This will enable the leader to diffuse intricate issu e with adequate affiliation and negotiation. Thus communication skill along with relationship building with the society as well is a key element of emotional intelligence. Conclusion Thus on summarizing the above with regards what and how emotional quotient contributes to the success of a person at a workplace, it is very evident that isolation is not acceptable. Emotional quotient holds great importance in the success of a person as an individual and from the point of view of his career and the workplace. Understanding and controlling ones emotions and reacting in a more regulated manner by thinking about the other persons view point adds to the success factor of a person at a workplace. Furtherance to this there are certain key elements which contribute to emotional intelligence of which a sharp communicating ability along with network building and assuming self accountability for mistakes and failures are of utmost importance. Referrences Anand, R., UdayaSuriyan, G. (2010). Emotional Intelligence and Its Relationship with Leadership Practices. International Journal of Business and Management, 5(2), 65-76 Beard, M. (2012, March 2). 5 Main Components of Emotional Intelligence [Web Log Post]. Retrieved from https://inspirebusinesssolutions.com/blog/5-main-components-of-emotional-intelligence Brackett, M.A., Rivers, S.E., Salovey, P. (2011). Emotional Intelligence : Implications for Personal , Social , Academic and Workplace Success. Social and Personality Psychology Compass, 5(1), 88-103 Goleman, D., (2012), Emotional Intelligence: Why it can matter more than IQ, (ebook), Random House Publishing Group: USA Deleon, M. (2015). The importance of Emotional Intelligence at Work. Entrepreneur. Retrieved from https://www.entrepreneur.com/article/245755 Srivastava, K. (2013). Emotional Intelligence and organizational effectiveness. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4085815/.