Viking Invasions The Battle of Maldon

In the summer of 991, during the reign of Aethelred the Unready, Viking forces descended on the southeastern coast of England. Led by either King Svein Forkbeard of Denmark or the Norwegian Olaf Tryggvason, the Viking fleet consisted of 93 longboats and first struck at Folkestone before moving north to Sandwich. Landing, the Vikings sought to extort treasure and plunder from the local population. If refused, they burned and laid waste to the area. Ravaging the coast of Kent, they departed and sailed north to strike at Ipswich in Suffolk. Background Battle of Maldon - Conflict Date:Â  The Battle of Maldon was fought on August 10, 991, during the Viking invasions of Britain. Commanders Saxon Ealdorman Brihtnoth Vikings Olaf Tryggvason or Svein Forkbeard The Saxons Respond Having looted Ipswich, the Vikings began moving south along the coast into Essex. Entering the River Blackwater (then known as the Pante), they turned their attention to raiding the town of Maldon. Alerted to the raiders approach, Ealdorman Brihtnoth, the kings leader in the region, began organizing the areas defenses. Calling out the fyrd (militia), Brihtnoth joined with his retainers and moved to block the Viking advance. It is believed the Vikings landed on Northey Island just to the east of Maldon. The island was connected to the mainland at low tide by a land bridge. Seeking Battle Arriving across from Northey Island at high tide, Brihtnoth entered into a shouted conversation with the Vikings in which he refused their demands for treasure. As the tide fell, his men moved to block the land bridge. Advancing, the Vikings tested the Saxon lines but were unable to break through. Deadlocked, the Viking leaders asked to be able to cross so that battle could be joined in full. Though he possessed a smaller force, Brihtnoth granted this request understanding that he needed a victory to protect the region from further raiding and that the Vikings would depart and strike elsewhere if he refused. A Desperate Defense Backing away from the causeway to the island, the Saxon army formed for battle and deployed behind a shield wall. As the Vikings advanced behind their own shield wall, the two sides exchanged arrows and spears. Coming into contact, the battle became hand-to-hand as the Vikings and Saxons attacked each other with swords and spears. After a protracted period of fighting, the Vikings began to focus their assault on Brihtnoth. This attack proved successful and the Saxon leader was struck down. With his death, the Saxon resolve began to waver and much of the fyrd began to flee into the nearby woods. Though the bulk of the army had melted away, Brihtnoths retainers continued the fight. Standing fast, they were slowly overwhelmed by the superior Viking numbers. Cut down, they succeeded in inflicting heavy losses on the enemy. Though having won a victory, Viking losses were such that they returned to their ships rather than press their advantage with an assault on Maldon. Aftermath Though the Battle of Maldon is better documented, through the poem The Battle of Maldon and the Anglo-Saxon Chronicle, than many of the engagements of this period, exact numbers for those engaged or lost are not known. The sources do indicate that both sides took substantial losses and that the Vikings found it difficult to man their ships after the battle. With Englands defenses weak, Aethelred was advised by Archbishop Sigeric of Canterbury pay tribute the Vikings rather than continue an armed struggle. Agreeing, he made an offering of 10,000 pounds of silver which became the first in a series of Danegeld payments. Sources UK Battlefield Resources Centre: Battle of MaldonWuffings: Battle of MaldonBattle of Maldon

Promoting Mental Health Essay - 3042 Words

Promoting Mental Health. The aim of this assignment will be to demonstrate my interventions designed to promote mental health and well being using current national and local policies and campaigns in relation to the patient’s identified needs as well as evidence based therapeutic interventions. Finally I will evaluate my package reflecting on its success or failure. In order to gain a better understanding of mental health promotion, it is important to gain a definition of promoting mental health. Rosie Winterton (2006) quotes ‘Mental health promotion is key to changing attitudes about mental health across society. The National framework for mental health (DOH 1999) implemented national standards and service models for promoting mental†¦show more content†¦The assessment interview was conducted in an isolated room to avoid distractions that may threaten confidentiality and interfere with the effective listening, privacy and dignity of the client, (NMC 2008). I explained to Elizabeth that any information gathered from her would be shared with other health care professionals involved in her care without breaching her confidentiality in compliance to the (NMC 2008) and the (Caldicott Report 1997) unless it was required by the law. Elizabeth’s response was very responsible saying she understood and was willing to co-operate. I c ontinued to engage with Elizabeth using my interpersonal skills; listening, attentiveness, assertiveness, humour, self disclosure and my body language, (Riley 2008). Without these skills I would not have been able to attain the information required to understand her difficulties and formulating sessions. During our initial session, Elizabeth was very open with me about her cannabis use and personal life. Elizabeth explained how cannabis had changed her and destroyed her marriage. Elizabeth expressed her desire of detoxification, to stay clean and to gain employment. 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Animation Research Paper Free Essays

One company that caught my attention is Buck Animation Studios. They are a small commercial house specializing in design-driven creative, Buck’s directors and artists use animation, visual effects and live action to collaborate with clients, from concept to delivery, producing work that is visceral, innovative, and diverse.From offices in New York and Los Angeles, Buck works with a broad range of clients in the advertising, broadcast, retail, film and entertainment industries It was started in 1973 by a small group of women in Toronto who wanted to produce books for Canadian children, within a few years the mandate had broadened and Kids Can Press was producing books for children around the world. We will write a custom essay sample on Animation Research Paper or any similar topic only for you Order Now More than three decades later and with a long list of award-winning titles, Kids Can’s reputation for quality books has made it a favorite among parents, teachers, librarians — and kids — worldwide.It’s acclaimed list includes many beloved characters such as Franklin the Turtle, the single most successful publishing franchise in the history of Canadian publishing, which has sold over 60 million books in over 30 languages around the world. Kids Can Press has published in partnership with more Canadian public institutions than any other children’s publisher, reflecting the recognized quality of the publishing program. Partners include the Royal Ontario Museum, the Ontario Science Centre, the Federation of Ontario Naturalists, the National Museum, the Museum of Nature, World Wildlife, and the National Hockey League.Kids Can Press books have received critical acclaim through media attention, nominations and awards in the children’s publishing industry, including: Governor General’s Award–winner Wallace Edwards’ Alphabeasts Melanie Watt’s multiple award-winning Scaredy Squirrel series If the World Were a Village by David J. Smith, winner of the Independent Publisher Book Award Ryan and Jimmy and the Well in Africa That Brought Them Together by Herb Shoveller, which was featured on Oprah’s Web site Today Kids Can Press continues to be an industry leader with groundbreaking p icture books, outstanding non-fiction and award-winning fiction.Any children book publishing firm is considered the direct competitor for this company. Even though there are offices in New York any inquiry to employment will be directed to their Canadian operations. As of right now there are no available positions within the company but I am more than welcome to send my resume for review. I feel that with my experience and education I can contribute talented work to this publishing company. Considering this company is an industry leader in publishing children’s books it would be a great opportunity to be a part of.BIBLIOGRAPHY www. Careerbuilder. com/illustrationjobs. html, Nov. 2, 2010 www. kidscanpress. com, Nov. 2, 2010 Shawn F. Reid Professor Voicu SLS3355 Professional Development Nov. 2, 2010 Company Research Another company that I have researched worth working for is â€Å" Reader’s Digest Children’s Publishing†. â€Å"Since 1991, Reader’s Digest Children’s Publishing has been introducing young children to reading through innovative, creative and interactive books. It’s a list that bursts with fun, entertainment and inspiration. We introduce world-class brands and help to create lifelong readers. From Disney Princesses, Disney Pixar Cars and Toy Story to Thomas the Tank Engine, Barbie, Dora, Elmo and all the Sesame Street gang, we bring characters to life through interactive movie theater storybooks, viewers, music players and surprising lift-the-flaps that make kids want to read their books over and over again. With hundreds of titles to choose from, there is a Reader’s Digest book for every child. Reader’s Digest is a leader in the fields of publishing, multi-brand media and marketing and their team is what truly sets them apart. They are constantly on the lookout for talented individuals with a passion for excellence who could contribute to our success, and their own.The company makes it a point to select the best-suited candidates for each open position. The ideal applicant is dynamic, passionate, ambitious and knowledgeable in his or her field of expertise. They use an acronym when they look for people who exhibit FACE ttributes (Fast, Accountable, Candid and Engaged). As of right now there are no available positions within the company but I am more than welcome to send my resume for review. I feel that with my experience and education I can contribute talented work to this publishing company. Considering this company is an industry leader in publishing children’s books it would be a great opportunity to be a part of. BIBLIOGRAPHY www. readersdigest. com, Readers Digest Children’s Publishing, Nov 2, 2010 How to cite Animation Research Paper, Essays

Employees first, customers second free essay sample

1. What was the leadership style Vyneet came with at the beginning of his mandate? Can you give 3 examples of actions he took and which reflect this leadership style and explain? Vineet was without any doubt a transformational leader at the beginning of his mandate. In fact, just before taking the new role, he mentioned that he would destroy HCLT as it was before. He was very focused on his vision of a brand new transformation process and remarked the importance towards innovation that has the analysis of â€Å"what† and the â€Å"how† in a transformation journey. For a transformational leader, the â€Å"what† of the strategy is very important, but is much more important the â€Å"how†. He acknowledged that the first point of this transformation would be to analyze in deep what is going on in the guts of the company, asking directly to their employees. To do so, he followed the â€Å"Mirror, Mirror† strategy, which is a communication exercise that allows the members of the company to look themselves at the mirror and describe what they truly see. Once detected all the needs, he gave an extreme importance to have followers of his vision, and that could only be done by creating an atmosphere of trust towards all the global managers and transmit his vision in the called â€Å"Blueprint meeting†, that he expected that those would transmit their commitment and trust to the levels below. Vineet, as a transformational leader, was fully aware of the importance of identifying the A point (with the Mirror, Mirror strategy), and be able to identify and transmit as clear as possible the B point, where they were all heading to, to avoid uncertainty and reduce the resistance to change. 2. Why does he decide to turn management upside down? How does he do it? Vineet thought that the hierarchies and matrixes that HCLT was holding were obsolete, because they were created many years before and they were not able to create enough added value for the customers, because were the managers the only ones who could be the value creators. His purpose was to change the responsibilities for the value creation, letting the managers focus in their management functions, but allowing and giving flexibility to those who were in reality in contact with the customers on their daily basis, the only ones capable to add extra value to their service; the employees. In the case of IT industry, the value creation lays in hardware design and manufacturing, where the bottom employees are. His idea was to make those managers accountable not only for their teams, but also to all the other members in the value zone that the boss could be influencing in a way or another. To do so, he developed the concept of â€Å"reverse accountability†, that had the purpose to get certain elements of the hierarchy to be more accountable to the value creators, and to apply it, they created the Smart Service Desk, that had the purpose to resolve internal issues between the employees and the functions, giving the employees a directly power of influence. In addition, the employees realized that this allowed them to measure their performance and change the perception about themselves. Another strategy he followed was opening up the 360? degree feedback and survey, which helped people to improve their performance and build trust and transparency towards the organization. 3. What communication techniques does Vyneet use in order to inspire his employees to follow him and to gain their support of his mission? To inspire employees to follow him, Vineet had to create an environment of trust, where they could believe what he was saying and they were willing to follow him wherever he was going. Open communication and honest conversation unveiled the truth and created the need for a change. To do so, HCLT shared the company financial information with all the employees of the company, to create also transparency. Having and communicating a clear vision of the future (Point B) was also key to inspire and motivate people to be committed towards a better future. 4. How does he take decisions? Once created the new environment based on principles like trust and transparency, Vineet took decisions based on being close to the people. Using the Mirror, Mirror strategy he was able to identify the needs of the employees of HCLT, to create an openness to change, build a strategy towards the areas of improvement and communicate them in the Blueprint meeting. The decisions are, in fact, taken by the own employees, but the facilitator role that he took allowed him to agglomerate them, to analyze them together and be able to design the strategy, that with the appropriate atmosphere, would be able to engage the managers, that at the same time could engage the bottom line of the company, and achieve their full commitment. 5. What were the results that derived from turning organizational structure upside-down at the level of the Employees, Organization, Customers, Investors? During the first four years of the HCLT transformation, there were major changes: Employees: They achieved a 70% increase in employee satisfaction, employee attrition felled almost 50% Customers: 70% of their closed deals were won against their direct competitors, growing fivefold. Organization: Their revenues tripled in four years and operating income tripled. 6. What does Vyneet understand by the Value zone? What are the ingredients, in Vyneet? s opinion, to creating value for the organization, the customers and the employees? In HCLT Company the biggest problem identified by Vyneet in the organizational structure was that it did not support the people in what he called the value zone. Value zone is defined as the place where value is truly created for customers. He concluded that inside the culture of the company, communication should be established in all levels . And that this value zone must not stay just inside the pyramid in the company but it should be externalize and fill up between employees and customers. The first change of creating this value zone is to turn the organization upside down making management and managers, including those enable functions, accountable to those who create value not just the other way around. Another ingredient for creating value in the company is by finding something that will differentiate themselves from competitors by creating a real and distinct value. Vyneet also identified that many companies added value by improving their RD centers. In this case he realizes that HCLT has no longer value zone in the technology itself. He believes that something more had to be changed. The transformer employees also called the Gen Y Vyneet identified them as the ones that created the value zone within the company organization but his objective was to put the value zone n the center of the organization. 7. Can you name 2 of the riskiest decisions he took and explain how they could have back-fired? Why do you think they didn? t backfire? One of the riskiest decisions Vyneet did was gather the team of 100 best and brightest of the company for a 3 day conference. In this reunion he will establish the changes that will do and enforce the team to agree with it. The risk he took from this conference was: First not everyone agrees because afraid of changes. Also they don’t support each part of the plan for every new proposal they find new reasons why the plan couldn’t work. And damage their reputation as CEO. Inside his goals the execution of software that enforces transparency of the company was also a risky idea where some employees may use it in the wrong way and damage the environment inside the company. We think it didn’t backfire because Vyneet make it clear that this tool was for enforcing the company communication and making employees realize of the positive effects of it. 8. Vyneet answering the employees? questions directly takes up to 7 hours a week. Don? t you think a CEO? s time is too precious for that? When a company implements a huge change it is necessary to take as much quality time to communicate properly the strategy and giving example and support to the employees. Based on Vyneer perspective, managers must own the following characteristics: Credibility, reliability, intimacy and self orientation. When big changes in an organization occur is important for the employees to feel that they have the support of the CEO. Is not a question if it takes 7 hours a week or more, what is necessary is to follow the characteristics mention before for gaining the trust of every employee. 9. Why does Vyneet place so much importance on trust within an organization? What are his main arguments? How does Vyneet create a culture of trust? To transform a company people must align themselves a work together towards one goal, but this will not happen without a culture of trust. From mirror- mirror exercise until the end of his changes Vyneet explains that trust must be created and follow between manager, employees and customers. Employees start to see the problems of the company as their problems too. They realize that if management is willing to share important information even if it is good or bad and encourage open conversations about the facts it intentions can be trusted. Immediately the CEO will start to see some positive actions in all levels. To get the employees to participated more is important to crate a culture of trust and to do that transparency is needed. He follows 5 steps. First ensure everyone knows the company mission. Second, commitment with the organization. Third, transparency between employees. Fourth, customer to be transparent with the company. And last, share external and internal information. 10. How are generation Y employees different from other employees in Vyneet? s view? Gen Y employees are the ones who create the must value for the customers. They believe in collaboration, and they love to learn. They share everything of their life and ideas in different media networks. And at the same time they expend many hours interacting with society. This Gen Y are the ones how meet the customers and deliver the product service at the same time work together fixing problems and deserve support from the organization. They create the value zone in the organization. 11. What were some of the effects of transparency in the organization? Transparency from Vyneet point of view is an important tool that increase trust inside the company. Some of the approaches that the company did were opening financial information to everyone. In a way this increases the transparency and motivates some of the teams that were doing well. However some employees were demotivated by the information they saw causing embarrassment and complications. At the same time it was a risk because competitors could have access to this kind of information affecting the loss of clients. 12. How does he create accountability in the organization? Vyneet recognize that the company needed reverse accountability. This is define to get elements of the hierarchy to be more accountable to the value zone. He looks to 3 categories of positions: First, the enable function. Second, managerial change of command all the way to the CEO. And third, the influencers who are not part of the hierarchy. 13. Why does he consider passion to be important? Do you agree? He considered passion to be a very important element for employees. HE organized passions into 3 categorize: self, social and secular. He did a survey to discover the core values that are important to people, personally and professionally. The survey turn to be a huge success people started thinking on how passion they were with their actual jobs and learns about others passions and these lead managers to know more about their employees’ passions. Yes we agree that passion is essential in every person lives. It must be take in consideration before every decision making in a way for doing the things that you like and get positive results. 14. When he starts talking about ownership, he is making the step towards a new leadership style. How does he generate ownership? The idea is to transfer responsibility to the employees; this will create a certain feeling for accomplish their goals without been pressure by managers. This will demonstrated at the same transparency and in the future it will end up giving positive results. This will create a sensation in the way that employees perform. They will see ownership of the company as part of them and everything that they do and decisions they take will be for their own benefit and at the same time for the business. 15. What is the leadership style that he embraced towards the end of the book? Why did he consider it necessary to go even further? What are the actions that reflect the shift? Transferring responsibility for change, this was the style and strategy that he mentions at the end of the book. This new way of managing the company transferring to employees’ power is based on 3 reasons: First, for not letting concentrate the power just in the CEO. Second, remove hierarchy of the company through the speed of change. Third, transfer the knowledge with everyone in the organization. In this way the CEO office will not be consider the spiders head but become like a starfish. At the same time he decides to implement and increase the relationship between customer and employee. He starts up with a value portal where employees’ could generate and register new value and creating new ideas, and at the same time share it with customers that will evaluate and rate the ideas based on different criterias. 16. Fortune magazine considers the ? Employees first, customers second? concept as the most modern management idea. Do you think this concept will be implemented on a wider scale in other companies in the future? Why yes, why not? Can you name any other companies you know of who are working towards implementing this concept? How? Regarding the positive results of HCLT creating trust and growth through transparency by making managers and employees own equal responsibilities for change and value creation in order to interact with customers. This new concept idea can be for sure implemented in other companies where the managers like to take risky decision creating new opportunities for differentiating themselves from competitors. We found some companies that used this concept for creating value inside the company. One of the companies is named Mad LTD. Basically this company implements a program design and focus on nurturing young leaders by showcasing and helping to implement their idea improved society.