A Main Character Of Odyssey - Free Essay Example

Sample details Pages: 5 Words: 1401 Downloads: 7 Date added: 2019/04/01 Category Literature Essay Level High school Tags: Odyssey Essay Did you like this example? In Odyssey, the main character Odysseus leaves his land and family to battle at Troy. He spends a decade later trying to return home, battling various ills and evils so that he may eventually be able to return home. In his long absence, his wife Penelope has the battle of her own to resist the suitors congregating in her home in an attempt to marry her. Their son Telemachus battles a mostly internal war in both missing his father and the suitors who are ruining his home and overtaking his life. In O Brother, Where Art Thou?, the three main characters Everett McGill, Pete Hogwallop, and Delmar O’Donnell escape from a prison chain. Everett convinced his fellow inmates that he has hidden a treasure that must be recovered before his hometown is flooded from the progress of the creation of a dam. Unaware to his companions until close to the end of the film, he is actually in prison for unlawful practice of law, and the treasure does not exist. The trio travels back to McGill’s hometown, with many interesting adventures along the way, including meeting a blind man who foretells their future, McGill’s attempts to win over his wife Penny, and becoming a famous singing trio who receive a pardon for their crimes due to their immense popularity. Don’t waste time! Our writers will create an original "A Main Character Of Odyssey" essay for you Create order Homer’s epic The Odyssey and Ethan Coen and Joel Coen’s movie O Brother, Where Art Thou? are very similar despite several large differences. The most notable differences between the two are the setting, the number of primary characters, and the history and story of the main character(s). There are many similarities including an array of adventures, and the pursuit of material reward. In Homer’s epic, the story takes place centuries ago, while the Coen’s movie takes place in the 1930’s. These differences bring with them different cultures and values. In Odysseus’ time, honor was valued above nearly everything. Homer shares a story of men who were highly valued when they died in battle, which was considered a good, respectable death. In the time period McGill, Hogwallop and O’Donnell lived, honor was not as valued. Rather than being men who were very well off, who left home to do battle, these three are escaped convicts. They hold no honor, something that is very evident when Everett McGill finds that his wife is engaged to another man and has lied to their daughters, preferring to tell them that their father was hit and killed by a train than to tell them he has been jailed. Odysseus’ wife Penelope waits for him for ten years, remaining faithful to him at all costs. She also shares her husband’s good name with their son Telemachus, and they both refuse to fully accept the possibility that Odysseus is dead without irrefutable proof. In contrast, McGill’s wife Penny tells their three daughters that he was hit and killed by a train, to avoid the shame associated with him having a criminal record. The girls believe their mother, as they have no reason not to, and Penny becomes engaged to another man rather than remain faithful to her husband. Despite these differences, both McGill and Odysseus do what they must to get their wives back from the suitors. While McGill takes a much less violent stance, by punching his wife’s fiancà © and then finding her original wedding band (his requirement to take her hand again), while Odysseus murders all the suitors in his home. These two men have different family dynamics, but the same dedicat ion to their wives and children. In the Odyssey, there is one main character. While there are three central characters, Odysseus, Telemachus, and Penelope, the story only follows one at a time, with Odysseus ultimately being the main character. In O Brother, Where Art Thou? there are three main characters. McGill, Hogwallop and O’Donnell are together at almost all times. This story also has one main character that it follows, McGill, instead of following the stories of the three most important characters. The characters also have different stories and histories. Odysseus is a noble, often given the title â€Å"godlike,† and lives on a large property that supports his in-laws and allows him room and wealth for many flocks of animals, workers, and servants. Odysseus is well-respected, and his name is well known due to his high social status. The three in O Brother are criminals, without more than the possessions of the average middle to low class person during the time – at least before they were jailed. Their names are originally only known because of their failures to obey the law, and because they are escaped criminals. Later on, they are known because of their hit singing ability, but that is not even under their own names, but their â€Å"band† name. While Odysseus is known for his good deeds, McGill, Hogwallop and O’Donnell are known for their misdeeds. The similarities between the two stories are extensive, so I will only focus on a few. There are similarities not only in plot and the adventures the characters embark on and are involved in. In both tales, the main characters are following the strong theme of want/need to return home. Odysseus is battling gods, monsters, even visiting Hades to help him return to his family. McGill convinces two others to break out of a chained roadside jail so that he can return to his wife and daughters. In addition, both stories begin with our â€Å"heroes† in captivity when they are first introduced. Odysseus is on an island with Calypso, and the three in O Brother are jailed. Both escape captivity, though through different ways. Though at opposing ends of the story, Odysseus, McGill, Hogwallop, and O’Donnell end up floating on driftwood. For Odysseus, the waters are so intense because he had angered the god of the sea, Poseidon earlier in the story. Poseidon did everything in his power to keep Odysseus from getting home, though he was unable to kill Odysseus because of Zeus’ direct orders. As a result, Odysseus raft torn to pieces, and he floats on broken pieces until he finally attempts to swim to land. McGill and his inmates were left floating on their own coffins after the valley they were in was flooded to create a dam. They also narrowly avoided death by those who wanted to kill them, the local sheriff and his men who wanted to hang them (which was why their coffins were there). In other parts of the stories, they both have their future foretold by a blind clairvoyant (in O Brother, the clairvoyant is the blind man who gives them a ride on the handcart, in Odysseus it’s the prophet Theoclymenus). All four characters are seduced by sirens, though they take very different approaches to the water-loving singers. Also in line with the sirens, only one character becomes seduced by them, with Odysseus tied to the mast of his ship and Hogwallop is basically kidnapped for ransom. Another similarity would be when Odysseus and his crew meet, are terrorized by, and escape Polyphemus, the Cyclopes. In O Brother, the men meet and are mugged by Big Dan Teague, another large man who also lures them in with food (though Polyphemus lure isn’t intentional) and they certainly cannot beat with strength alone, and kills one of their men. There were many similarities between these two stories. It seems almost as if they are the same story, and I am honestly shocked with the wide array of similarities. Odysseus’ adventures today seem impossible, especially as most people now discount Greek mythology as nothing more than interesting stories from the past. By putting similar happenings in a modern context it was fun to watch and read. Although it has a some of events that can be considered fake(such as correct predictions of future events by others). By doing this paper, I now look for similarities between Homer’s and in other media I see. A lot of modern versions of epics and tales show similar plot and adventure. Also, the success of the movie and epic both show the interest that the general population has in an epic tale that includes plenty of â€Å"action† and a tale of romance. In the end there is many similarities and differences between the movie and epic.

Essay on Portrait of the Artist as A Young Man and The Wall

The Artist in Joyces A Portrait of the Artist as A Young Man and Pink Floyds The Wall Foragers, the people who live in hunter-gatherer societies, have no artists. It is only when society becomes complex enough to support a division of labor do artists emerge-first as shamans, then as the painters, singers, writers, etc., that we usually think of today. Society, then, creates the artist, but it can also destroy him. In A Portrait of the Artist as A Young Man, James Joyce describes the particular development of Stephan Dedalus that led to his becoming an artist. Pinks development in Pink Floyds The Wall, mirrors that of Stephen yet concludes in the destruction of the artist. An important similarity between them is†¦show more content†¦Pink Floyd makes this separation into the metaphor of the brick wall that plays a role though out the rock opera. Pink Floyd focuses entirely on its destructive side while James Joyce only touches on its negative aspects as he portrays the artists development and concludes with the constructive side of the separation. The separation begins in both artists while they are very young and becomes most evident in their interactions with their peers and members of the opposite sex. A contributing factor to the development of their separation is the manner in which they were educated. School, a place that is supposed to nurture the minds of children, has devastating effects on the young artists. The teachers, who are supposed to guide their students in unlocking their potential, are harsh and authoritative. Stephen is punished unfairly for having broken his glasses, and Pinks poetry is mocked before the class. 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Bringing Out the Best in Others Free Essays

string(24) " stuck with an impasse\." When I arrived home after being promoted as the CAD (Computer-aided design) Manager of our company, I had great difficulty going to sleep. It felt as though I was on top of the world and the exhilaration I felt was intensified as I looked back to the years when I first set foot in America. I was an eighteen-year-old lad then and I was very anxious to get assimilated into American society. We will write a custom essay sample on Bringing Out the Best in Others or any similar topic only for you Order Now My entire family and clan had high hopes that somehow I would make it good in a foreign land. Fear of failure probably gave me a head start as my drive and determination to climb the corporate ladder was so strong: I immersed myself in the study of American English and culture more than my other compatriots did. I worked and studied at the same time hoping that my academic credentials and relentless drive to succeed would open doors for me. Fortunately, I was not disappointed. One after the other, the doors of opportunity began to open. I found work to finance my schooling and when I was through with my schooling I immediately found work as CAD Drafter. Little by little, my superiors took notice of my technical and programming skills. Perhaps, over and above these skills, what really made my superiors realize that I was intent on moving up was my refusal to give up when the team seemed to have run into a blank wall. I always kept trying to figure a way out of the problem long after the others in the team had already given up. Indeed, there were a lot of instances when my plain stubbornness solved a difficult problem. Now, as a CAD Manager, I am determined that this same persistence could again one day give me another shot at a higher position. Besides, I am convinced that I have to be particularly quick to recognize the existence of the same trait in my subordinates. I know that a worker with a drive similar to mine would make a difference in the accomplishment of tasks. After literally burning the lines breaking the news back home through an overseas call, I sat in my apartment and asked myself, now what? I realized that having been promoted is not the end of the road. Instead, I was given another uncertain road to trek. This time, the rules are different; the expectations are higher and the demands are also certainly harder. That very night, my elation slowly gave way to apprehension. Even then, I congratulated myself for a job well done and steeled myself for another formidable challenge to be hurdled. I took stock of the team assigned to me and wondered if I could really be an effective leader considering that I have risen from the ranks. Immediately, Mr. Tom Higen came to mind. Like me, he rose from the ranks such that he knows virtually everything about CAD. I silently resolved that I would pattern my management style after his. Mr. Higen would be my role model and mentor. To lead the team effectively, I knew that I had to know the members of my team on a deeper level. John Maxwell (2001) writes that successful people-developers make the right assumptions about people, ask the right questions about people and gives the right assistance to people (p. 143). I felt that Mr. Tom Higen demonstrated this trait in his dealings with us. Indeed, he is a very focused worker and yet found time to bond with us, his subordinates. It is true that in my other jobs, I also had superiors who would ask how I was doing almost every time they met me in the lobby or elevator. Yet when one is not sincere, the phony nature of the question somehow gets through and I often had the feeling that they would ask what I was doing not because they really cared about what I was doing but because they could not find any other statement to break the ice. When Mr. Higen asked how I and my other colleagues were doing, I could immediately sense that he was not mouthing a perfunctory, one-liner as some sort of lip-service to what they call corporate bonding. I could feel that he was sincere in asking the question and without much reservation or hesitation, I and my colleagues could discuss with him our personal problems and eventually we would move on to discussing with him work issues and difficulties. While the presence of other superiors would make us uneasy, Mr. Tom Higen’s presence would be a welcome treat as we found in him an ear that was ready to listen. Realizing that I should also try to establish a strong bond with subordinates, I made it a point that in our weekly meetings, I would ensure that I would arrive at the conference room 30 minutes ahead of schedule. While waiting for the other team members to arrive, I would ask how one’s child was doing or how one was coping with a new-found hobby or sports activity. In these sessions, I was able to gauge whether a subordinate’s performance is being affected by a domestic problem. Once, Matt Cavaness, a Senior CAD Specialist who is an exuberant guy suddenly became withdrawn and failed to meet a deadline twice. It is in one of these pre-conference talks that he disclosed that his 1-year-old daughter kept getting ill and the doctors could not give a final diagnosis. I remarked, â€Å"Now I see why you aren’t your usual self. I will pray that no serious illness has befallen your daughter. I think he was so touched and relieved by my statement that his concentration at work was restored. Now, when the two of us have one-on-one discussion about production issues, we would outdo each other in saying, you are not your usual self, when we are stuck with an impasse. You read "Bringing Out the Best in Others" in category "Papers" I would say I started to gain the trust and loyalty of Matt by that thoughtful remark. It is indeed surprising how such a seemingly insignificant gesture could pave the way to a strong bond of professionalism and friendship. I think that in this instance, I took the step in making the right assumptions about people as John Maxwell suggested. I discovered what is valued by my team mate and knowing what he values, I use it as a means of connecting with his inner self. I began to see him in a different light and became more understanding of his previous lapses. Another positive result of my pre-conference talks with my subordinates was the fact that whenever I set a meeting or discussion, nobody would get late as what happens in other departments. Since they all know that I always arrive at the venue 30 minutes ahead of time, they either arrive at the venue 30 minutes ahead of schedule or be at the meeting place at least 10 minutes before the sessions. They surely find it embarrassing to keep me waiting. Since I want all meetings and all outputs to be delivered on time, I must ensure that I myself demonstrate this demand in my very own work ethic. This management practice bolstered my integrity, a quality which Maxwell regards as the most important ingredient of leadership (p. 49). Taking off from such a fruitful pre-conference talks with Matt, I also resolved to know the other members of the team in a deeper way: Gunilla and Miguel, the Senior CAD Specialists and Ramon and Olive, the Project Cad Specialists. By knowing a lot about their personal circumstances, I believe that I could sincerely engage them in conversations that would delve on both the personal and professional aspect of the employee. I familiarized myself with the personal background of my teammates. I even took pains to memorize the number of children that my subordinates had and ensured that I could at least remember their names. When an employee would come in to refer an issue, I would make it a point to begin with a small talk about the employees current personal undertakings. This went on for quite some time until one of them remarked, â€Å"You’re bent on becoming a Mr Higen, aren’t you? † I was dumbfounded by the man’s perspicacity. With that I suddenly came to realize that perhaps my aping Mr. Higen was being counterproductive. Instead of seeing me as a superior who is as caring and concerned as Tom, I was coming across as phony and a copy-cat. Surprisingly, when I ceased trying to become a clone of Mr. Higen, I suddenly became more relaxed in my conversations that the spontaneity and warmth of my concern as a superior showed through. My co-workers began to like me and began opening up to me as a person and as a professional. My inhibitions and my mental cues to be like Mr. Higen eventually gave way to a more relaxed and natural way of dealing with my subordinates. I began to have a very caring attitude towards my subordinates. I have begun to accept that I am who I am in my own unique way and not through the ideal of some other person. While I am resolved to pay forward the kindness of my superior, I am also obliged to remain true to my identity. This is the only way I could safeguard my identity as a unique individual. After having impressed my subordinates about my concern for their personal and professional welfare, I was dead-set on ensuring that they would throw in their unconditional support in the attainment of our goals. I believed that one sure way of motivating them towards this managerial objective of mine is to gather the input of each member in how to attain the goal in the best and fastest way possible. Again, meetings were in order. The first two projects that were finished in this manner truly went fine and ahead of schedule. However, when each team member became less inhibited in voicing his opinion, we eventually came to a point when we could no longer agree as to which is the best course of action to take. As the leader, I would moderate and resolve issues and made sure that the exchange of ideas did not become a clash of personalities. It came to a point when I could no longer reconcile opinions that in one project, we were at a gridlock and time was running out. I eventually realized that even when management principles require the input of subordinates, my role as the manager would have to be exercised with firmness and finality to avoid such impasse. Nonetheless, to soothe feelings that might have been hurt by my choice of a course of action over another, I would announce that a particular course of action is what we ought to follow as an exercise of my management prerogative but once it would not turn out to be the best, we would resort to another suggestion later. I realized that even when inputs are sought from subordinates, I, the manager, still have the final say as to the direction that we would take. By doing this I take on accountability and responsibility if anything goes awry and not the subordinate who offered the suggestion. Indeed, decision-making remains my call in spite of the fact that suggestions from subordinates have been solicited. I am technically proficient in all the programs related to drafting and I keep abreast of all the modern software related to CAD. Thus, my co-workers could always count one me to give them the correct and updated technical advice. I relished being the perennial technical point person until I realized that my availability and dependability on the technical side of our work has become counter-productive. I eventually sensed that as the CAD Manager, I should be focusing on other aspects of production. In fact, I should not bother myself too much with the technical work as an employee was already assigned to specifically attend to it. I must have made myself too available for consultation than I should that Olive kept coming to me for inputs for projects assigned to her. Her importuning consumed a considerable amount of time and having become aware of this I made sure that it somehow has to end. The next time that Olivia came for the usual technical consultation, I pretended that I was on my way out for a business lunch with a client. Throughout the day, I made sure that I could not be contacted by her. As the project was due at 5 pm on that day, Olivia was forced to study the technical material herself. In doing so, she was able to solve her problem. I believe that after two other unsuccessful attempts to get my opinion on a project she was doing, Olivia finally resolved to finish the project all by herself. From then on, realizing that her attempts to consult me midway through a project was merely time-consuming, Olivia finally decided to do her work on her own as well. I realized that by making myself too available, I was not leading my team. I was in fact pitching in for the work that they should have been doing in the first place. Besides, the practice has not resulted in Olivia being able to do the project all by herself. I was teaching her but I did not intend the process to be a repeated activity as she had to be weaned from my constant supervision. I wanted her to be a self-directed or independent employee who is able to reach her goal with minimal or without supervision. This must be what Maxwell had in mind is his admonition to give the right assistance to people. The assistance I was giving Olivia at the start was not the right kind as it had the tendency to make her complacent and dependent. Looking back, I also became aware that my Transition Skill was inadequate. Catapulted to a managerial position, I realized that I would have to go beyond the technical and programming skills and instead hone my managerial skills. I have to make sure that my technical skills are as impeccable as my managerial skills. I needed to learn fast how I could best bring about the best in my five subordinates. Due to the fact that I sometimes had to go on business trips that would take at least a couple of days of absence, I had to delegate some of my tasks. In delegating selected tasks, I would see to it that the job that is delegated is the area where the employee excels. However, I rely on Matt to make the crucial decisions when decisions have to be made immediately. I once thought that delegating tasks is not liked by most subordinates as it would seem to be an additional burden. I learned that in delegating tasks, I have to make the other person realize that delegation is an affirmation of my trust and confidence. I would begin my delegation spiel with the phrase, â€Å"This is a vital process which, I believe, is best done by you. † This statement makes the person warm up to the idea of the responsibility and he would gladly accept the task without much hesitation. Although I do delegate certain tasks, I still ensure that I am still on top of everything by periodic calls or when absolutely needed, I would have those with delegated tasks discuss matters with me via teleconference. Going back to the admonition of Maxwell about making the right assumptions about people, I found that I have unstated assumptions about people and no matter how I try hard not to make an assumption for fear of being prejudiced, the human mind is always classifying or making categories about things and about other people. For example, I treat my two Filipino subordinates, Miguel and Ramon, the way I treat myself. That is, as immigrants like me, I know that like me, they are in a make or break situation such that no matter how adverse the circumstances may be, they will gladly pitch in to help. With this in mind, I give them work that is at times higher or more demanding than that being done by the rest. These two Filipinos always deliver quality work on time. Indeed, people have a way of living up or down to your opinion of them (Maxwell, 147). While assigning work to these two individuals, I always ensure that I are to listen to what is going on with their families. Aware perhaps that I always seek the best for them and their families, I am amply rewarded by their efforts to always bring out the best in themselves. Maxwell says further, â€Å"People do not care how much you know until they know how much you care† (147). The same holds true for Matt and Gunilla. I found that even if they are hard-pressed for time, they would normally respond with enthusiasm to a new project once I had recognized their needs both on the professional and the personal level. For Matt, mere mention of his CD rock collection would send him rattling off album titles since he knows them by heart. I once bought a rock CD for him and he was beside himself with joy. That I should bother with my time to go looking for his type of music was such a profound joy for him. Gunilla on the other hand, loves gardening. Although I do not have much time for late night meetings, I gave her an unexpected visit. I found her busy puttering in the garden. She was ecstatic when I gave her a book about gardening. By the way she enthusiastically responded to my questions, I knew right there and then that I could count on her when it was time to get things done. While I was quite successful with the first four team members, I was a dismal failure when it came to Olivia. It was not because I couldn’t find anything that would make her respond with enthusiasm or anything that would be a common hobby at the stage of her life. Whenever her attention was called to certain lapses, she would accept it with a stony face, pout and then start working on a new task. At first I secretly resented it. However, I eventually confronted her about it and she had a litany of woes as an excuse. To ensure that she is able to produce as much as her fellow employees, I paired her off with Matt Cavaness. Nonetheless, she would not change her habits. Before I could think of another technique to make her more productive, she transferred to another company. My experiences with these people have so far been fruitful. In order to bring out the best in them, I need to show them my best side as well. I am a veritable role model in the department where I work. Aside from this, I must show them my utmost concern for them. By working together and at the same time valuing one another, synergy is achieved and more work is done or accomplished. REFERENCE Maxwell J. C (1971). Developing the leader within you. Nashville, Tennessee: Nelson Publishers How to cite Bringing Out the Best in Others, Papers