Motherboard Essay

Before generation of Microprocessors i.e. in 1st, 2nd and 3rd generation computers, the computer was usually built in a card-cage case or mainframe with components connected by a backplane consisting of a set of slots themselves connected with wires; in very old designs the wires were discrete connections between card connector pins. But printed circuit boards soon became the standard practice in the late 1970s. The Central Processing Unit, memory and peripherals were housed on individual printed circuit boards which plugged into the backplane. (A backplane is a circuit board that connects several connectors in parallel to each other, so that each pin of each connector is linked to the same relative pin of all the other connectors, forming a computer bus.) During the late 1980s and 1990s, it was found that increasing the number of peripheral functions on the PCB was very economical. Hence, single Integrated Circuits (ICs), capable of supporting low-speed peripherals like serial ports, mouse, keyboards, etc., were included on the motherboards. By the late 1990s, motherboards began to have full range of audio, video, storage and networking functions on them. Higher end systems for 3D gaming and graphic cards were also included later. Micronics, Mylex, AMI, DTK, Orchid Technology, Elitegroup, etc. were few companies that were early pioneers in the field of motherboard manufacturing but, companies like Apple and IBM soon took over. Today, motherboards typically boast a wide variety of built-in features, and they directly affect a computer’s capabilities and potential for upgrades. Today Intel and Asus are the two leading companies in the field of motherboard manufacturing. A typical desktop computer has its microprocessor, main memory, and other essential components connected to the motherboard. Other components such as external storage, controllers for video display and sound, and peripheral devices may be attached to the motherboard as plug-in cards or via cables, although in modern computers it is increasingly common to integrate some of these peripherals into the motherboard itself. Few things that a motherboard nowadays include are: †¢ sockets (or slots) in which one or more microprocessors may be installed. †¢ slots into which the system’s main memory is to be installed (typically in the form of DIMM modules containing DRAM chips). †¢ a chipset which forms an interface between the CPU’s front-side bus, main memory, and peripheral buses. †¢ non-volatile memory chips (usually Flash ROM in modern motherboards) containing the system’s firmware or BIOS. †¢ a clock generator which produces the system clock signal to synchronize the various components. †¢ slots for expansion cards (these interface to the system via the buses supported by the chipset). †¢ power connectors, which receive electrical power from the computer power supply and distribute it to the CPU, chipset, main memory, and expansion cards. †¢ Additionally, nearly all motherboards include logic and connectors to support commonly used input devices, such as PS/2 connectors for a mouse and keyboard. Occasionally video interface hardware is also integrated into the motherboard. Additional peripherals such as disk controllers and serial ports are provided as expansion cards. †¢ Given the high thermal design power of high-speed computer CPUs and components, modern motherboards nearly always include heat sinks and mounting points for fans to dissipate excess heat. [pic] CPU Sockets †¢ A CPU socket or slot is an electrical component that attaches to a printed circuit board (PCB) and is designed to house a CPU (also called a microprocessor). †¢ It is a special type of integrated circuit socket designed for very high pin counts. A CPU socket provides many functions, including a physical structure to support the CPU, support for a heat sink, facilitating replacement (as well as reducing cost), and most importantly, forming an electrical interface both with the CPU and the PCB. †¢ CPU sockets can most often be found in most desktop and server computers (laptops typically use surface mount CPUs), particularly those based on the Intel x86 architecture on the motherboard. A CPU socket type and motherboard chipset must support the CPU series and speed. Integrated Peripherals †¢ It is possible to include support for many peripherals on the motherboard. By combining many functions on one PCB, the physical size and total cost of the system may be reduced; highly integrated motherboards are thus especially popular in small form factor and budget computers. Peripheral Card Slots †¢ A standard ATX motherboard will typically have one PCI-E 16x connection for a graphics card, two conventional PCI slots for various expansion cards, and one PCI-E 1x. A standard EATX motherboard will have one PCI-E 16x connection for a graphics card, and a varying number of PCI and PCI-E 1x slots. It can sometimes also have a PCI-E 4x slot. †¢ Some motherboards have two PCI-E 16x slots, to allow more than 2 monitors without special hardware, or use a special graphics technology called SLI (for Nvidia) and Crossfire (for ATI). These allow 2 graphics cards to be linked together, to allow better performance in intensive graphical computing tasks, such as gaming and video editing. †¢ Virtually all motherboards come with at least four USB ports on the rear, with at least 2 connections on the board internally for wiring additional front ports that may be built into the computer’s case. †¢ Ethernet is also included. Ethernet is a standard networking cable for connecting the computer to a network or a modem. †¢ A sound chip is always included on the motherboard, to allow sound output without the need for any extra components. This allows computers to be far more multimedia-based than before. Some motherboards contain video outputs on the back panel for integrated graphics solutions. Computer Cooling †¢ Motherboards are generally air cooled with heat sinks often mounted on larger chips, such as the Northbridge, in modern motherboards. If the motherboard is not cooled properly, it can cause the computer to crash. †¢ Passive cooling, or a single fan mounted on the power supply, was sufficient for many desktop computer CPUs until the late 1990s; since then, most have required CPU fans mounted on their heat sinks, due to rising clock speeds and power consumption. Most motherboards have connectors for additional case fans as well. †¢ Newer motherboards have integrated temperature sensors to detect motherboard and CPU temperatures, and controllable fan connectors which the BIOS or operating system can use to regulate fan speed. Some computers use a water-cooling system instead of many fans. Bus & Bus Speed †¢ A bus is simply a circuit that connects one part of the motherboard to another. The more data a bus can handle at one time, the faster it allows information to travel. The speed of the bus, measured in megahertz (MHz), refers to how much data can move across the bus simultaneously. †¢ Bus speed usually refers to the speed of the front side bus (FSB), which connects the CPU to the northbridge. FSB speeds can range from 66 MHz to over 800 MHz. Since the CPU reaches the memory controller though the northbridge, FSB speed can dramatically affect a computer’s performance. [pic] Memory †¢ The speed of the chipset and busses controls how quickly it can communicate with other parts of the computer. The speed of the RAM connection directly controls how fast the computer can access instructions and data, and therefore has a big effect on system performance. A fast processor with slow RAM is going nowhere. †¢ The amount of memory available also controls how much data the computer can have readily available. RAM makes up the bulk of a computer’s memory. The general rule of thumb is the more RAM the computer has, the better. †¢ Much of the memory available today is dual data rate (DDR) memory. This means that the memory can transmit data twice per cycle instead of once, which makes the memory faster. Also, most motherboards have space for multiple memory chips, and on newer motherboards, they often connect to the northbridge via a dual bus instead of a single bus. This further reduces the amount of time it takes for the processor to get information f rom the memory. †¢ A motherboard’s memory slots directly affect what kind and how much memory is supported. Just like other components, the memory plugs into the slot via a series of pins. The memory module must have the right number of pins to fit into the slot on the motherboard. Form factor †¢ Motherboards are produced in a variety of sizes and shapes called computer form factor, some of which are specific to individual computer manufacturers. †¢ The current desktop PC form factor of choice is ATX. A case’s motherboard and PSU form factor must all match, though some smaller form factor motherboards of the same family will fit larger cases. For example, an ATX case will usually accommodate a microATX motherboard. †¢ Laptop computers generally use highly integrated, miniaturized and customized motherboards. This is one of the reasons that laptop computers are difficult to upgrade and expensive to repair. Often the failure of one laptop component requires the replacement of the entire motherboard, which is usually more expensive than a desktop motherboard due to the large number of integrated components.

The Contribution of Processual and Emergent Perspectives to Strategic Change

Change is ubiquitous. Organisational change has become synonymous with managerial effectiveness since the 1980s (Burnes, 1996; Wilson, 1992). However, north American influence over the quest for commitment, efficiency and improved performance, appears to have fallen back upon largely Tayloristic notions of management, with the result that organisational change is widely perceived to be controllable by modern management, with organisations themselves instrumental in their in their hands (Collins, 1997). However, this ‘scientific' approach appears to have diffused with scant regard to contextual variables that may serve to modify and constrain contemporary managerial rhetoric for change (Hatch, 1997). One perspective that attempts to refocus the debate on wider issues has come to be known as the processual or emergent approach to organisational change (Collins, 1997), and it is this perspective that this paper seeks to evaluate You can read also Waves First, the inevitability of change is briefly considered as the time frame selected for organisational analysis tends to dictate the substance of investigation. This leads into a critique of planned change under the umbrella of strategic choice, with its core assumptions based upon managerial hegemony. This approach is then contrasted with the processual and emergent perspectives that seek to widen management appreciation to include factors beyond the organisation and its immediate environments. The implications of the apparent divergence between theory and practice are briefly outlined before concluding that the subjectivist paradigm of the processual/emergent approach is best seen as a modification to theories of strategic choice, which may add to effective managerial practice in the future. This argument is qualified by the need to support such a modification by a fundamental change in modern managerial education. The Inevitability of Change ‘Change' exudes temporality. While it may be a truism that in any field of activity, all periods may be characterised by change and continuity, the time frame selected will tend to highlight change or continuity (Blyton and Turnbull, 1998). For example, a focus upon organisational change during the last two-decades may reveal a period of rapid change. However, a perspective encompassing the last two hundred years may indicate a basic continuity in the capitalist social mode of production (ibid). Consequently, differentiating between whether organisational change should be analysed from the perspective of a strict chronology of ‘clock' or linear time, with its associated notions of relentless progress, planning and implementation, or whether changed is viewed from the perspective of a processual analysis over tracts of time, has given rise to a vigorous debate on how change should be understood as it applies to complex business organisations (Wilson, 1992). Two paradigms dominate the analysis of organisational change. On the one hand, a positivist view holds that change is objectively measurable, and thus controllable, embracing notions of rationality, temporal linearity and sequence – change is an outcome of deliberate action by change agents (Hatch, 1997; Kepner and Tregoe, 1986). On the other hand, a subjectivist view holds that change is dependent upon the temporal context of the wider social system in which it occurs and is thus a social construction – while organisations define and attempt to manage their change processes, outcomes are not necessarily the result of the top-down cascade advocated by the planned approach (Pettigrew, 1985). Consequently, as a point of departure, planned organisational change shall be discussed before moving on to examine the emergent approach as a challenge to the rational model. The Planned Perspective Contemporary US and UK managerial ideology may be identified as an outcome of, and a contributor to, neo-liberalist voluntarism (Dunlop, 1993). This ideology is mobilised through the agency of management to protect capital's interests above all others. Consequently, management and managers come to be considered a social elite through their exercise of ‘god-like' control over a logical and rational process of adaptation, change and ever-improving performance. The organisation is thus instrumental in the hands of management (Collins, 1997; Daft, 1998; Hatch, 1997; Kepner and Tregow, 1986). Generally referred to as ‘strategic choice', the planned approach, according to Wilson (1992:22) is constructed upon the following theories of organisation: 1 Organisational Development (OD) and Behavioural Modification (BM); 2 Planned incrementalism; 3 The ‘enterprise culture', best practice and ‘gurus' as change agents. These perspectives have all in common the role of human agency, whereby, ‘†¦human decisions make an important difference†¦ a voluntarism in which human courage and determination count' (Gouldner 1980, cited in Wilson, 1992:25). OD and BM (closed system) approaches emanate from the field of psychology, positing that organisational change is implemented by management through changing the behaviour of individuals. OD aims to foster consensus and participation on the basis that management attributes resistance to change to poor interpersonal relations (Wilson, 1992). BM is a systematic approach to the conditioning of managerially defined ‘appropriate' behaviour, based upon Skinnerian psychological theories of learning (reward and punishment) and motivation (ibid). Both approaches are based on the assumptions that managers are capable of identifying internal barriers to change, determining appropriate behaviours, and designing and implementing programmes to achieve desired outcomes. Consequently, there is a plethora of ‘frameworks', ‘recipes' and ‘how to' packages aimed at managerial audiences (Collins, 1997) A central feature of many of these packages is Lewin's (1951) ‘force field' framework, which proposes that change is characterised as a state of imbalance between pressures for change and pressures against change. It is suggested that managers are capable of adjusting the equilibrium state of zero-change, by selectively removing or modifying specific forces in the required direction (Senior, 1997). Implicit is the normative nature of planned change: managers should know the various forces as they apply to their own particular situation, and should understand and possess the means to exert influence over them. It follows that, ceteris parebus, without deliberate managerial action, change, at worst is unlikely to occur and, at best, is unlikely to realise desired outcomes without the intervention of chance (Collins, 1997). Planned incrementalism argues that change is constant and evolutionary and should be planned in small steps based on an orderly adjustment to information flowing in from the operating environment (Quinn 1980, cited in Senior, 1997). This approach is related to contingency theory. The argument runs that the most effective way to organise is contingent upon conditions of complexity and change in the environment. Thus, the organisation should achieve congruence with its market environment and managers should support their strategies with appropriate structures and processes to enhance the likelihood of success (ibid). Turning to the final ‘ingredients', Wilson (1992:37) argues that ‘enterprise culture', ‘best practice' and ‘management gurus' are different faces of the same ideology. Enterprise culture denotes best practice and grows from a particular interpretation of management theory. This interpretation shapes the role of external consultants and thus determines who are the gurus; the ideology becomes self-supporting. Thus the ideology of strategic choice is mobilised in support of managerial ideology: to be successful in a free market system (entrepreneurial), firms should be modelled by managers upon best practice (currently, from the US and Japan), should adopt flexible specialisation and decentralised structures, and should seek to create organisational cultures congruent with managers' own. The ‘successful' manager comes to be defined as a ‘change master' (Kanter, 1993; see Peters and Waterman, 1982). The Emergent, Processual Perspective A common critique of the planned perspective is that the ability of management to rationally plan and implement organisational change ignores the influence of wider, more deterministic forces outside the realms of strategic choice (Wilson, 1992). Largely in opposition to this perspective and generally referred to as ‘systemic conflict', the emergent approach, according to Wilson (ibid:22) is constructed upon the following theories of organisation: 1 Contextualism; 2 Population ecology; 3 Life cycles; 4 Power and politics; 5 Social action. While also tending to acknowledge the role of human agency in effecting change, these approaches serve to widen the debate to include the impact of human interaction at micro and macro levels, thus constraining strategic choice (ibid). Contextualism is based upon an open systems (OS) model which views any organisation as being an interdependent component of a much larger whole (Pettigrew, 1985). Serving as a direct intellectual challenge to closed system perspectives, fundamental is the notion that no organisation exists in a vacuum. Emery and Trist (1960, cited in Wilson, 1992) argue that OS reveals the following characteristics: Equifinality – no one best way of achieving the same outcomes; Negative entropy – importing operating environment resources to curtail or reverse natural decay; Steady state – relationship stability between inputs, throughputs, outputs; Cycles and patterns – cash flows, stock-turns and so on. Thus, OS enables the variances between organisations' performances to be explained by external influences, facilitating comparative analysis, the establishment of sectoral norms and the identification of ‘supra-normal' practices (Wilson, 1992). Population ecology (and perhaps institutional theories) is based upon the Darwinian notion of ‘survival of the fittest' (Hatch, 1997). Thus strategic change is aimed at maximising ‘fitness' within the general population of organisations, through the identification of ‘market' niches and strategies of specialisation, differentiation or generalism (Porter, 1980, 1985). Competitive advantage is thus created and sustained through the construction of distinctive and inimitable structures, processes and cultures, eg: erecting high barriers to entry through technological investment, or eliminating threats of product substitution through high R & D investment and thus (desired) innovation (ibid). The life cycle perspective explicitly recognises the temporal nature of organisational change. Though linear in nature (all life cycle theories assume birth, growth, maturity, decline and death as givens), this approach provides insights into the potential internal and external conditions (and constraints) that an organisation is likely to encounter during distinct life cycle phases (Greiner, 1972 cited in Senior, 1997). However, this approach suffers from a similar critique to those levied at models of planned change. ‘Cycles' are not in fact cycles (suggesting reincarnation). Development is linear and progressive and an organisation's location on the ‘cycle' is highly subjective. Perhaps the major contribution of the emergent approach to organisational change, is the highlighting of the role of power and politics in moderating managerial efforts to effect fundamental and sustainable change (Handy, 1986). Essentially, three political models of power reveal that outcomes are incapable of being considered independently of processes and personal stakes. First, overt power is the visible manifestation of localised influence over preferred processes and outcomes (eg: ‘it's the way we've always done things around here'). Second, covert power is less visible and related to the extent of information sharing and participation in change processes afforded by organisational sub-groups (eg: senior management) to others – the phrase ‘inner circle' is a common indicator of covert power relations in operation. Finally, third, contextual power suggests that outcomes are mediated by societal forces and the economic structure of society itself (eg: elites, notions of social justice, and so on) (Burrell and Morgan, 1979). Postmodern analysis reveals the influence of discourse, symbol and myth as interchangeable between organisations and societies in the endorsement of preferred solutions. Thus, contextual power may be utilised to shape the wider justification and acceptability for organisational change( eg: ‘restructuring' for labour stripping; ‘reingeering' for work intensification; ‘partnership' for collective labour coercion; ‘TQM' for zero-tolerance and panoptican managerial control). Moreover, the contextual power perspective also reveals the hegemony of accounting ideology in neo-liberal systems (itself positivist, reductionist and inextricably linked to Taylorism). Thus serving to expose the influence of elite groups, notably silent under the strategic choice framework (Wilson, 1992). Finally, social action theories depict organisational culture (OC) as the structure of social action (ibid). The strategic framework choice would hold that OC is a possession of the organisation and is thus capable of manipulation . In contrast, the systemic conflict framework depicts OC is something an organisation is (a contrasting ontological position) and is therefore largely beyond managerial influence (Legge, 1995). Nevertheless, ‘strong' (integrated) notions of OC are eulogised by the so-called gurus (see Kanter, 1993; Peters and Waterman, 1982), despite receiving severe criticism for their weak methodological foundations (See Guest, 1992). The emergent approach appears to be at odds with the strong culture = high performance proposition at the heart of most change programmes; its causality is unclear. Implications As the above discussion illustrates, the management of change appears to hold sway over the analysis of change (Wilson, 1992). This implies that understanding has been exchanged for expediency. Put differently, managing change is both a learnable and teachable skill. In view of the short-termism inherent in the US and UK economies, with their shareholder emphasis on maximum financial returns and minimal financial risk (itself a contradiction with the notion of ‘entrepreneur'), it is hardly surprising that ‘recipes for success' are so eagerly sought after by under pressure managers and eagerly supplied by management gurus with pound-signs in their eyes. Practice appears to be on a divergent path from theory (Collins, 1997). Collins (ibid) attributes this apparent divergence to managerial education, which itself (as must any educative process) be viewed as a perpetuation of ideology. With respect to organisational change, management education serves to promote the aggrandisement of managers as †Canute-like rulers of the waves'. Epitomised by the MBA (Master of Bugger All?) with its roots in north America, such programmes are themselves reductionist and short-term in nature. Thus, students are precluded by time constraints from exposure to the theoretical foundations of change and, consequently, may be discouraged from challenging received wisdom. This is not to assert that ‘hands on' skills are unimportant, rather to expose that they lose potency in the absence of the appreciation of the wider context which MBA ‘babble', among a wider range of programmes, serves to suffuse. Conclusion – a rejection of Positivism? The investigation of organisational change has not escape the inexorable north American ‘shift' towards hypothetico-deductive perspectives of economics and psychology, with their positivist paradigms focused upon atomisation akin to the natural sciences (Cappelli, 1995). From a temporal perspective, while organisational change is viewed as inevitable in much the same way as in nature, the time frame selected for analysis tends to dictate the scope and degree of change to be investigated. Short-termism, it appears, is a form of temporal reductionism in the search for objective truth, that is a key factor behind the notion that managers can be trained to manage change through sets of skills that imply mastery over the ‘natural' world and therefore, time itself. In this view, planned models of change, rooted in classical theories of management, may be accused of being an ideological construct of assumed legitimacy and authenticity. On the other hand, a subjectivist systemic tension approach, rejects reductionist ‘tool kits' and lays claim to the inclusion of contextual variables at work throughout an organisation, its operating environment and beyond. In this view, while change is clearly not beyond managerial influence, its management is reliant upon wider understanding of the interplay of these variables, of which power relations may be prominent, in order to be able to predict the likely outcomes of managerial actions. However, for something to exist it must be capable of theoretical explanation. That practitioners have opted for voluntarist models of strategic change is not surprising given the elitist ideology of modern management: to control is to manage; short-termism equates to reduced risk and increased control; the institutions of Western corporate governance and finance thus have their goals met by such an approach. Yet, this is to obfuscate the quintessential qualities of the processual, emergent contribution to organisational change. While not refuting planned change, it perhaps serves to modify it – for any change to be understood, explained and sustained, the duality of voluntarism and determinism must be acknowledged and incorporated into the managerial knowledge base. The emergent approach exposes the potential folly of the extremes of positivism as applied to organisations as social entities, thus throwing open the debate to multi-disciplinary perspectives and enriching the field or organisational change. To be of value, such enrichment must be reflected in managerial education itself.

Sin Sin And Sin - 1196 Words

Ariah Quinonez Vesely ENGL1302.7 27 April 2017 Sin Sin can be interpreted in many different ways, one can choose to incorporate a religious belief, or another can simply rely on the right and wrong standards of a society. According to the Merriam-Webster Dictionary, the word sin can be defined as an offense against religious or moral law (â€Å"Sin.† Merriam-Webster). According to my own accumulated knowledge and spiritual beliefs, sin is the failure to conform to the standard of perfection established by God. The seven deadly sins come to mind when discussing and interpreting the word sin. These sins haunt the lives of many human beings, and cause destruction, devastation, and remorse. The seven deadly sins include: Envy, the desire to have†¦show more content†¦For example, the star of the popular television show, Man VS. Food, is extremely gluttonous. His meals are enough to feed a 4-member family of an undeveloped country in need. He over indulges by eating food mostly for pleasure and fame. Also, our music, Rappers of this century constantly rap lyrics about their lustful thoughts on women, gluttonous actions of liquor and drug consumption, and almost every single sin one could think of. I myself am even guilty of committing several of the seven deadly sins along with the entire human race.. An example of committing the concepts of the seven deadly sins, appears in the book titled The Great Gatsby. The entire plot, and characters’ values revolve around the 7 deadly sins. Gatsby and Tom both exemplify these sins. Gatsby’s desire for Daisy and his jealousy of the rich lifestyle, expresses envy. He thinks Tom doesn t deserve Daisy, he wants her and will do anything to please her to win her over. Gatsby crafts himself as an image that begs to be desired just as he once desired it. Gluttony is showed when the people that come to the parties take advantage of all the offerings Gatsby supplies for them. 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Culture And Globalization An Example Of Disciplinary...

It is no problem to glance at someone on the street and notice how they have altered their bodies in order to look more presentable. Nowadays this is â€Å"normal† to most people. Many women perform a daily routine in the morning in order to be their finest selves, but why are they doing this? Their answer may be to create a positive picture of themselves, but deep down the source of their daily routines is to be portrayed as normal in the eyes of others within their culture. This is an example of disciplinary body practices, which are â€Å"routines, rules, and practices† which help to maintain the body (Women’s Voices Feminist Visions, p. 193). They come at a cost, which may include time, money, and effort and these practices are influenced by various sources, such as television shows and commercials, magazines, social media, and many more. 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The Life Of Walt Disney The Grimm Brothers Essay

Walt Disney and Jacob and Wilhelm Grimm Walt Disney and the Grimm Brothers used their talents, and, with help, became some of the most famous children’s literature writers and business owners of all time. Many children have read Grimm Brothers’ fairy tales and watched Walt Disney’s films and cartoons. The creators have used their tales, films, and cartoons not only during their lives, but even now. Walter Elias Disney was born on December 5, 1901 to a German-Irish-Canadian-American family who lived in Chicago, Illinois. He had three brothers and one sister. His mother was a German-American woman named Flora Call Disney. His father was an Irish-Canadian man named Elias Disney (Encarta Encyclopedia 2). After a few years, Elias Disney moved†¦show more content†¦Jacob started in 1802 and his brother Wilhelm followed in 1803. (The Brothers Grimm 21) After his years at school, Walt Disney attempted to enlist for military service. He was rejected because he was only sixteen years old, so he joined the Red Cross and was sent overseas. He spent a year driving an ambulance and driving Red Cross officials. His entire ambulance was covered with cartoons that he had made. (Encarta Encyclopedia 2) After the war, Disney came back home to America to Kansas City, Missouri. For a short period of time, he worked with the Kansas City Film Company. After that, he started his own company, Laugh-O-Gram Films. With the help of some of his talented friends, he made his first animated cartoons. The company soon went bankrupt. (Disney A to Z 143) After that, Disney moved to Hollywood, California in 1923 to join his brother Roy Disney to establish The Disney Brothers Studio. Roy had already been in California and has $250 to his name. In August of that year, Disney had come to California with only $40. The brothers combined their money and talent, borrowed $500 and first set up shop in their uncle’s garage. â€Å"Soon, they received an order from New York for the first â€Å"Alice in Cartoonland† featurette, and the brothers expanded their production operation to the rear of a Hollywood real estate office.†(Encarta Encyclopedia 2) This was the company’sShow MoreRelatedGender Roles Of Men And Women1362 Words   |  6 Pagesis the Brothers Grimm. The Brothers Grimm consists of two brothers, Jacob Grimm, and Wilhelm Grimm. Jacob was born January 4, 1785, and Wilhelm was born February 24, 1786, in Hanau Germany. They grew up in Kassel after their father died. From there they began their studies at the University of Marburg. In 1806, the brothers began to collect different stories. In 1812, they published the first version of a collection of folktales named,? Kinder- und Hausmarchen? more commonly known as Grimm?s FairytalesRead MoreEssay Fairy Tales1141 Words   |  5 PagesFairy Tales Wilhelm and Jacob Grimm are famous for their renditions of some of the most beloved childrens fairy tales. Among the hundreds is the well known (Schneewittchen) Snow-drop. This fairy tale is in many aspects common, imperfect, and vulgar, as are most of the fairy tale translations of the Grimm Brothers. These characteristics are what depict the Grimm fairy tales. The tales were primarily written to entertain and relate to the common peasantsof the 1800s. The stories are notRead MoreA Different Snow White Story Essay examples1011 Words   |  5 Pagesstory has been told in numerous different versions then its original version in 1812 by the Grimm Brothers. The main basis of the story has remained the same. Only a few minor tweaks to the story have changed. The three versions of the story that are going to be analyzed are the original story â€Å"Little Snow White† by the Brothers Grimm, â€Å"Snow White and the Seven Dwarfs† by Disney, and â€Å"Mirror, Mirror† by Disney also. They each were created in very different times and the original story has changed overRead MoreFairytales compare and contrast1255 Words   |  6 Pagesï » ¿Disney Fairy Tales vs. Brothers Grimm Fairy Tales Fairy tales are the reasons people believe in happy endings. As a child, Disney influenced them to believe that if you wish upon a star your dreams will come true. Unfortunately, that is not always the case. Happy endings are not always the outcome, as shown by the Brothers Grimm fairy tales. The Brothers Grimm show different emotions in their writings which tend to influence a gorier side of fairy tales. Even though they are both fairy talesRead MoreBrothers Grimm1097 Words   |  5 PagesIntro: Fairy tales are things we know to be true. We are believed that if we have a hard life to grow into, a prince one day will come and give us a kiss and make it all better. bring us back to life if you will, as we grow up we open our eyes to the possibility of landing flat on our face and throwing up a poisonous apple and dealing with life on our own before our prince comes to save us. Thesis: Betrayal and Jealousy may throw a pity party for the step-mother. The betrayal of a husbandRead MoreDisney Princess With Gender Stereotypes1858 Words   |  8 Pages1.1 Introduction Walt Disney has presented fairytales for thousands of children to love and enjoy, but most importantly to learn from. However, several individuals claim that the fairytales are nonsense and do not present real life situations to children. Nor do the films depict an appropriate representation of women and men. Especially when the majority of the films present Disney princess with gender stereotypes that deal primarily with body image and social behavior. It is also claimed that childrenRead MoreThe Grimm Brothers Version Of Cinderella Essay1649 Words   |  7 PagesThe story of Cinderella is well-known by most people, however, there are several versions of this beloved tale. There is the one told by the Grimm Brothers, depicting a world where moral choices can affect your life in extreme ways, but it is Walt Disney’s 1950 cartoon version of Cinderella that most children think of when the story is mentioned. This version leaves behind both the question of morality and the blood y punishments, allowing children to enjoy an eye-catching, G-rated film. Both of theseRead MoreSleeping Beauty1613 Words   |  7 Pagesfrom the original fairy tale Sun, Moon, and Talia by Giambattistas Basile in 1634. Perraults version was a tale of rape, adultery and cannibalism. The Brothers Grimm interpretation, from 1812 that made the story more tame and the Walt Disney version from 1959 that was drawn mainly from the St. Petersburg Ballet version of 1890 and the Grimm Brothers version, obviously this version was cleaned up a lot from the predecessors in order to appeal to a younger and more moralistic audience. Read MoreBreaking the Disney Spell2039 Words   |  9 PagesJack Zipes, in his essay Breaking the Disney Spell, directly addresses the issue of what happens when a story is taken from its original oral form and written down. Zipes discusses in depth what Walt Disney has done to fairy tales and the consequences of Disneys actions. Zipes addresses many issues, including those of context, society, and alteration of plot. He accuses Walt Disney of attacking the literary tradition of the fairy tale (344). While many scholars disagree with Zipes accusationsRead MoreSnow White By The Brothers Grimm1639 Words   |  7 Pagesshould be. The two variations that I will be focusing on are The Brothers Grimm’s story and Walt Disney’s film. Although the fairytales are written and filmed by different authors, they share a common theme and two symbols. The theme that is present in both Grimm’s and Disney’s versions is that evil will always be punished. The sy mbols that are in both tales include the concept of beauty and the red poisonous apple. The Brothers Grimm wrote a few versions of Snow White, but the one I will be referring

Why Geography Matters and the Return of History free essay sample

For our midterm examination we were asked to write an essay that would cover some key aspects of our knowledge that we have gained throughout the course of the semester. The main discussion topic in this essay will be why geography matters and the return of history. This essay will go in the order of the following subtopics: Defining geography and an illustration of my understanding of the spatial perspective. Next will be the notion introduced by Kananga that history Is returning.Lastly, I will show how geography and history can help us understand the transformations human beings have created on Earth. In this essay I will use class discussions, notes, and reading assignments as my primary source of Information. It can be very difficult to simply define geography, It can also be very misunderstood and viewed totally different by two different people. A lot of factors play into this but one big reason Is due to the Incorrect view many have of geography because of the canned geography given In lower levels of education. We will write a custom essay sample on Why Geography Matters and the Return of History or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page A good example of this would be the map test most high school students have to take at some point In high school. This can lead to the misinterpretation that geography Is simply looking at the map and knowing where something Is. If forced to give a definition of geography I would use: Geography Is the science of place and space, Integrating knowledge and techniques from both social and physical sciences. This definition was of course from Missouri States geography department.

Sumer Essays - Civilizations, Sumer, Mesopotamian Mythology

Sumer While researching Sumerian culture I learned many interesting things that I was not aware of before. Many little known facts about Sumer will change the way that people feel about other ancient societies. Many advances that are not attributed to Sumeria, often were pioneered by this advanced culture long before others. Most people don't even know much about the origan of the Sumerian culture. The people who originally lived in Sumer in 4000 BC were not really Sumerians. Sumers original inhabitants were in fact Ubaidians. The Ubaidian culture was already quite advanced for that time, and had a large variety of unique farming techniques. Between 4000 and 3000 BC Sumer was infiltrated by many nomadic tribes. This constant movement of peoples caused a cross-fertilization of culture. Technology from many different regions were becoming centralized in Sumer. So were different theological viewpoints. During this millennium the people that we think of as Sumerians moved into Sumer. These pe ople originated near the Caspian sea and did not even arrive in Sumer until 3300 BC. When these people ended up in Sumer it created the worlds first "high civilization". All who lived in Sumer were now recognized as Sumerian, because Sumerian was the common language. Sumer, like most early middle-eastern nations, was in the fertile crescent. These small waterways provided excellant irrigation, and transportation. Sumer was one of the first large civilizations that had a very developed textile industry. Wool sheared from goats and sheep was made into garments. The usage of linen was reserved for only high priests and other dignitaries. Flax and wool was used for everyone else. Farming was also a very predominant industry in this nation. All of the mixed culture taught the Sumerians about many different farming methods. Sickles and other tools aided in the farming. The harvested grain was preserved in granaries and pots. This allowed grain to be shipped without spoiling or molding. A ll of the waterways in Sumeria allowed products to be shipped up and down rivers to other destinations. One popular shipping method was called the "Turnip". The turnip was a buoy shaped boat that was attached to a long rope. The turnip would float along in the water, while the merchant rode on horseback on a near by road. Transportation methods increased in efficiency and new types of them arrived during the Sumerian rule, for instance, more types of boats were invented, and the Sumerians introduced the sail to the world of travel. The wheel was also first implemented in the Sumerian nation. When these advanced forms of transportation were not available, people still used donkeys with baskets strapped to their sides. Iron working was used to create tools that aided in the growth of the economy. Harpoons and scythes were constructed from metal so that they were stronger and more affective. Plows and other farming tools were made out of iron now. Cuneiform writing was pioneered by t he Sumerian society. Cuneiform was writing that was shaped like wedges. This writing style was used for thousands of years after the Sumerian empire was overtaken. Sumerians were the first known users of "real" medicine. Their medicine did not rely upon magical incantations or blessings from gods. Tablets were excavated in the city-state of Nippur that provided detailed instructions for some type of balm. The instructions involved boiling, filtering, and pulverizing plants. Also, directions also often required scrubbing of washing wounds. This is the first mention of knowledge of germs. Doctors were referred to as A-ZU, which means Water-Knower. It is unsure if Sumerians knew about surgery yet, but there were many bodies that were found with the skulls sliced through, possibly for study or to relieve pressure on the brain. It is thought that veterinarians also existed. This is because references were made to "donkey doctors" and "horse doctors". Sumerians had massive knowledge of t he anatomy of humans and animals. This was evident because of the elaborate dissections involved in ritual sacrifice. Sumer did not have an official religion, but they still worshipped many gods. There were gods for each city-state, and for many other parts of nature. Sumerians were especially pessimistic. They believed that when dead, people went down to an eternally silent, dark