How To Make Magnetic Slime

How To Make Magnetic Slime Put a twist on the classic slime science project by making magnetic slime. This is slime that reacts to a strong magnetic field, like a ferrofluid, but its easier to control. Its easy to make, too. Here is what you do: Magnetic Slime Materials   white school glue (e.g., Elmers glue)liquid starchiron oxide powder  rare earth magnets Ordinary magnets are not strong enough to have much of an effect on magnetic slime. Try a stack of neodymium magnets for the best effect. Liquid starch is sold with laundry aids. Iron oxide is sold with scientific supplies and is available online. Magnetic iron oxide powder is also called powdered magnetite. Make Magnetic Slime You could simply mix the ingredients together at once, but once the slime polymerizes, it difficult to get the iron oxide to mix in evenly. The project works better if you mix the iron oxide powder with either the liquid starch or glue first. Stir 2 tablespoons of iron oxide powder into 1/4 cup of liquid starch. Continue stirring until the mixture is smooth.Add 1/4 cup of glue. You can mix the slime together with your hands or you can wear disposable gloves if you dont want to get any black iron oxide dust on your hands.You can play with magnetic slime just like you would with regular slime, plus it is attracted to magnets and is viscous enough to blow bubbles Safety and Clean Up If you wrap the magnets with plastic wrap, you can keep the slime from sticking to them.Clean up slime using warm, soapy water.Do not eat the slime, since too much iron is not good for you.Do not eat the magnets. There is a recommended age listed on magnets for this reason.This project is not suitable for very young children  since they might eat the slime or the magnets. Id aim for ages 5. Ferrofluid is more liquid than magnetic slime, so it forms better-defined shapes when exposed to a magnetic field, while silly putty is stiffer than the slime and can crawl slowly toward a magnet. All of these projects work best with rare earth magnets rather than iron magnets. For a really strong magnetic field, use an electromagnet, which can be made by running an electric current through a coil of wire.

British Airways

British Airways Introduction This report gives a comprehensive overview of the business organization processes of British Airways (BA). Several aspects of the organization’s structure, including the structural style, management style, leadership style, motivation style, organizational design, organizational control structures, and the organizational culture constitute this analogy.Advertising We will write a custom report sample on British Airways specifically for you for only $16.05 $11/page Learn More This assessment will be an interesting analogy of British Airways because the company experienced managerial and leadership changes in the recent past. For a long time, British Airways has been the national flag bearer of the United Kingdom (UK). The airline is the largest airline in the country, based on its fleet size and international presence. It operates in 160 destinations around the globe and has a market presence in more than 70 countries (Ganesh 1999, p. 269) . BA’s inception occurred after four small and large airline companies (BOAC, BEA, Cambrian Airways, and Northeast airlines) merged (Meyer 2007). Before 1987, the government ran British Airways, but in the same year, it was privatized as part of the British government’s efforts to seize control of most of its national corporations (McGowan 2011, p. 3). After the privatization, British Airways was able to expand its operations to new locations and new market segments. Currently, the airline is part of the one world alliance, which is an association of several airline companies including American Airlines, Cathay Pacific, Qantas and Canadian airlines (Meyer 2007). British Airways also operates under the International Airlines Group (IAG) and its association with this business outfit marks its participation in the London Stock exchange. Company Structure British Airways is a public limited company with three subsidiaries: British Airways city flyer, open skies and British Airways World cargo (Plunkett 2009). The BA city flyer is a franchise of BA and operates a domestic fleet of airlines in the European market (from the London city airport) (Plunkett 2009).Advertising Looking for report on air transport? Let's see if we can help you! Get your first paper with 15% OFF Learn More The subsidiary carries passengers, cargo and mail. Open skies is also a fully owned subsidiary of British Airways with operations in France and America. The subsidiary started operations in 2008. Though Open skies was rumored to offer only business class services (during its inception), it also offers economy class (which later upgraded to premium economy class in 2009) (Plunkett 2009). The subsidiary is however not part of the one world alliance (which its parent company (BA) is a member of). Since the aviation market is a competitive industry, BA was motivated by internal changes in the business environment (changes in consumer tastes and preferences ) and external forces (competition) to transition its ownership from a government-run corporation to a private-run corporation (Raktabutr 2007). For example, since BA was a government-run company, it was difficult to change its travel fares according to the market environment. In this regard, it was difficult for BA to compete with its rivals. This transition (from government to private ownership) marked the main legal change for BA but it also set-forth a series of other organizational changes such as organizational culture changes, corporate culture changes, mission statement changes as so on.. Model Application Lewin’s change model is widely applicable in BA’s company transition from a government-run organization to a private-run entity. As noted in previous sections of this paper, the transition from a government outfit to a private organization marked significant changes in the company’s structure. Lewins model explains that, organizations often undergo thr ee stages of transition: â€Å"unfreezing, movement and refreezing† (Cummings 2008, p. 23). These stages have different effects on the organization and their employees. British Airways underwent the three stages.Advertising We will write a custom report sample on British Airways specifically for you for only $16.05 $11/page Learn More In the unfreezing stage (as a response to market changes), BA had to unfreeze its operation patterns which were characterized by strong government control. This was a strategy formulated by the organization’s management to manage change. The second stage of Lewin’s model (movement stage) also occurred in BA’s transition because the organization’s management was determined to disseminate its ideas to lower-level employees. To support this transition, BA introduced a new set of programs such as the employee bonus system and the opening of a new airport terminal at the company’s main oper ating hub (Heathrow) to synchronize employee tasks with the management’s vision. The company also invested a lot of money in purchasing a new training facility at Chartridge house to improve the synergy between the company’s management and its employees (Raktabutr 2007). The last stage of Lewin’s model is the refreezing stage. BA transition is characteristic of this stage because it tried to cement its new organizational changes by creating a new behavioral system to support the changes. For instance, a new performance appraisal system, which was designed to recognize employee excellence (concerning customer service and marketing), was established (Raktabutr 2007, p. 12). By implementing these changes, it was expected that the company’s employees were going to be motivated to implement the new organizational changes to receive monetary rewards. To complement these changes, BA introduced new symbols that were printed on employee uniforms, company aircrafts , and other public places of display to symbolize the company’s new commitment (customer service). The motto â€Å"we fly to serve† was part of the new changes adopted by the company during this transition (Raktabutr 2007).Advertising Looking for report on air transport? Let's see if we can help you! Get your first paper with 15% OFF Learn More Leadership Control Styles Due to the sheer size and extent of BA’s operations, BA’s leadership has often practiced the autocratic leadership style (Northouse 2009). This autocratic leadership style is the main reason for BA’s poor performance between the year 1996 and the year 2000 (Raktabutr 2007). In fact, BA’s shares plunged by close to 40% during this period (Raktabutr 2007). Basic company values such as customer quality and service excellence eroded because of this leadership style as well. However, with the overhaul of BA’s operations, the company is now synonymous with the transformational leadership style. The company’s CEO, Willie Walsh, first introduced this leadership style because previous systems and procedures were not effective (Rivers 2010, p. 2). Some of the operational changes mentioned in previous sections of this study highlight the changes made by Willie Walsh after he took over the leadership of the company. The rigid h ierarchical leadership structure reduced to reflect the CEO’s vision of operating an efficient company. BA’s hierarchical structure is now very simple. It only has one level of distinction between the top-level management and the bottom-level management (Raktabutr 2007). This management structure supports the company’s transformational leadership style because it has made it easy to pass down the CEO’s enthusiasm of the organization to bottom-level employees. This management framework has also made it easy for the company’s CEO to have a â€Å"detail team† to help him realize the organization’s vision. After evaluating the transition from the autocratic leadership style to the transformational leadership style, we see that BA’s leadership transition is explained by the contingency theory of leadership. The contingency theory explains that prevailing environmental factors determine the type of leadership style to be adopted. Acc ording to the contingency theory, there is no leadership style, which is suitable for one organization (Rivers 2010, p. 2). Different situations demand different leadership styles. It is also from this basis that the contingency theory explains that organizational success does not only depend on the leadership qualities but also the loyalty and performance of the followers (plus the environmental support). BA was initially operating in a highly rigid environment dictated by little or no competition and a lot of government control. This situation supported the autocratic leadership style. However, when the market liberalized and the company was privatized, the company’s leadership style changed to transformational leadership (Rivers 2010, p. 2). This transition is explained by the contingency theory as described above. How Management and Leadership Styles Affect the Direction of the Business BA’s management and leadership styles are bound to affect the direction of the company because they are the main wheels behind the efficiency and productivity of the company. Furthermore, the realization of BA’s organizational goals highly depends on the leadership and management styles of the company (Management Study Guide 2008, p. 1). Considering BA operates in a highly competitive industry, there needs to be constant innovation and improvement of customer service. These elements require a constant change of operational processes but considering BA is a large organization, initiating change may be difficult. It is at this point, where management and effective leadership need exercising to ensure the company implements such changes. This analogy presents a guiding role for management and leadership styles because managers and leaders show the rest of the employees where the company is heading (Management Study Guide 2008, p. 1). Through effective management and leadership, employees are bound to get the confidence to undertake their tasks and ultimate ly realize the organization’s goals. This confidence materializes best if leaders and managers show the subordinates that their roles are crucial for the organization. Furthermore, optimum productivity occurs if management shows the lower-level employees how they can achieve such goals. Complementary to this role is the role of leadership and management to build morale among employees (Management Study Guide 2008, p. 1). A high morale materializes if a sense of cooperation develops between the employees and the management. Leadership styles and management styles create this synergy. Comprehensively, an organization’s direction is outlined by its leadership or management styles because both aspects determine the productive levels of the organization. In addition, an organization’s leadership style is likely to improve an organization’s level of competitiveness because it defines the blueprint of where the organization should be (viz-a-viz its competitors). Company Culture Types of organizational Culture Depending on the nature of organization, different companies adopt different organizational cultures. Tharp (2009) observes that there are four main types of organizational culture: collaborative, creative (adhocracy), control and competitive (market) cultures. The collaborative culture is a friendly and open type of culture. This type of organizational culture is very inclusionary and it perceives leaders as mentors or parents of one big extended family. In this type of culture, group cohesion is paramount and relationships are forged for long-term benefits (Tharp 2009, p. 7). Teamwork, participation and cohesiveness are also highly emphasized in this type of culture because there is a strong concern for people. The creative culture lays a lot of emphasis on innovation and risk taking because the philosophy of â€Å"thinking out of the box† is highly emphasized. Individualism is also encouraged and success is measured by being a leader among many (Tharp 2009, p. 7). The control culture is different from the creative and collaborative cultures because it defines a highly structured form of interaction between employees and their bosses. There is also a lot of emphasis on rules and procedures because stability is perceived to be the ultimate goal of organizations that adopt this culture (Tharp 2009, p. 7). Finally, the competitive culture focuses on job completion. There is a lot of push from leaders that run organizations that adopt this culture because the ultimate goal of such organizations is job accomplishment. The idea of winning is a major unifying factor for employees and managers (Tharp, 2009, p. 7). BA’s Organizational Culture After understanding the above leadership styles, it is important to note that, BA applies the competitive organizational culture. The competitive organizational culture was adopted after the company was privatized. BA’s emphasis now lies on being the best airl ine company in the region. For instance, after privatization, BA changed its corporate mission objective from â€Å"safety† to â€Å"competition†. This is a response to the competition in the aviation industry. Now the company focuses on being effective and high performing. Similarities between BA and Secondary Data Concerning the competitive organizational culture, BA’s organizational culture bears many similarities with secondary research information (regarding the competitive culture). In books, it is mentioned that the competitive organizational culture emphasizes a lot on success and accomplishments while British Airways also strives to show that it is succeeding. For instance, the company now focuses on posting good profits (De-Witte 2000, p. 501). This push to post good profits is part of a move to keep the company afloat, amid growing employee tensions and increased shareholder demands. Furthermore, existing literature outline that, leaders in organizati ons that adopt the competitive culture are hard-driving and demanding. BA’s leadership exudes these traits because it puts a lot of pressure on its employees to show results. Part of the pressure emanates from past periods of failure, which have seen BA suffer significant losses in revenue. Motivational Framework BA uses financial rewards to motivate its employees. This motivational framework is mentioned in earlier sections of this paper where BA’s bonus program was introduced to cement the company’s operational changes by focusing on customer service and quality. This motivational framework defines the scientific management theory, which was advanced by Frederick Taylor (Waring 1994, p. 1). The theory proposes that, people are mainly motivated by financial reward. The theory also maintains that, people are not naturally motivated to work, and they need rewards to boost their productivity. Complementarily, Maslow theory of motivation also outlines BA’s m otivational framework because it explains that workers strive to satisfy basic needs before they satisfy higher-level needs such as safety needs and self-actualization needs. Maslow’s theory categorizes worker needs on five levels as outlined below: (Waring 1994, p. 94) Incidentally, these needs are often satisfied through financial upgrades. For instance, if a worker has already satisfied basic needs such as food, shelter and clothing, they need more money to satisfy the next level of need (safety needs). This motivational dynamic therefore supports BA’s motivational framework because workers strive to improve their productivity to get more bonuses, and consequently satisfy higher-level needs. BA and the workers benefit here. Conclusion Weighing the findings of this report, we can see that BA’s organizational culture and processes are influenced by its transition from a government entity to a private entity. However, BA’s new organizational culture (bas ed on competition), is expected to increase the company’s odds of being an industry leader, as it was before. The competitive organizational culture (coupled with the company’s motivational framework) is set to increase the company’s profitability. The scientific management theory seems to affirm this success because it lays a lot of emphasis on guaranteeing company success if an employee reward scheme is employed. BA’s organizational structures therefore outline the blueprint for its future success. BA can improve its future profitability if it focuses on product innovation strategies to meet varying customer group demands. Most of BA’s competitors (such as Emirates airlines) are reaping huge profits from such strategic shifts. The product innovation strategy has also worked in other industries where a company understands its different customer groups and develops new products to meet these needs. Finally, to improve the company’s profitabi lity, BA needs to adopt more hedging practices. For instance, the unstable price of crude oil may significantly affect the company’s bottom-line. Hedging such a cost is likely to improve the company’s prospects of posting good returns. Such a strategy has worked with other airline companies such as Southwest airlines. BA’s success will be guaranteed in this manner. References Cummings, T. (2008) Organization Development Change. London, Cengage Learning. De-Witte, K. (2000) Organizational Culture. Michigan, Psychology Press. Ganesh, G. (1999) Privatisation Competition And Regulation In The United Kingdom:  Case Studies. London, Mittal Publications. Management Study Guide. (2008) Importance of Leadership (Online) Available at: managementstudyguide.com/importance_of_leadership.htm . McGowan, R. (2011) Privatize This?: Assessing the Opportunities and Costs of  Privatization. London, ABC-CLIO. Meyer, S. (2007) Acquisition of EasyJet Plc. by British Airways Plc. London, GRIN Verlag. Northouse, P. (2009) Leadership: Theory and Practice. London, SAGE. Plunkett, J. (2009) Plunketts Transportation, Supply Chain and Logistics Industry Almanac 2009 (E-Book): Transportation, Supply Chain and Logistics Industry Market Research, Statistics, Trends and Leading Companies. London, Plunkett Research, Ltd. Raktabutr, T. (2007) Analysis of Organization: British Airways (Online) Available at: http://thanabut.blogspot.com/2007/05/1-introduction-this-report-is-written.html . Rivers, M. (2010) British Airways Strike Can Be Averted (Online) Available at: guardian.co.uk/commentisfree/2010/may/10/british-airways-strike-can-be-averted . Tharp, B. (2009) Four Organizational Culture Types (Online) Available at: haworth.com/en-us/Knowledge/Workplace-Library/Documents/Four-Organizational-Culture-Types_6.pdf . Waring, S. (1994) Taylorism Transformed: Scientific Management Theory Since 1945. London, UNC Press Books.

Microeconomics Case Study Example | Topics and Well Written Essays - 1250 words

Microeconomics - Case Study Example The firm has various assortments of brands which emanate from its strategies aimed at being among the leading marketers of automobiles alongside the core competitors such as Toyota, BMW, Ford motors among others. This paper will address the microeconomic issues relating to the firm’s operation globally. These include the manner in which the firm determines what to produce, how to produce, and the quantity to produce and for which market segment to produce for. Determination of the Quantity to Produce and Methods of Production The department of logistics and marketing are wholly responsible for determining the quantity that is to be produced and the methods to be used in the production of Mercedes-Benz. The departments in question applies Evidence Based Supply Chain Practice (EBSCP) in determining the in plant flow of materials which seem to increase the speed of production. As part of the attempts the teams makes decisions to invent new procedures in the warehouses given the c urrent procedures restricts it to carry out such duties such as selection, sorting, staging and hauling to the line of assembly. The departments ensure that raw material components are available on time at the line of assembly to enhance production process. The team starts by carrying out a brainstorming exercise of numerous ideas which seek for ways to enhance availability and complete efficiency in the firm. The teams seek to determine the type of ideas that would work and the best ways of implementing the ideas to enhance effective and timely production. The members in the teams carry out consultation from the websites in regard to the customer’s preferences, tastes, trends in demand and buying behavior to determine exactly the quantity to produce. The teams under these departments understand that the consumer always seek to maximize utility. Therefore in an effort to understand the consumer behavior, the teams make various assumptions about the consumers after a thorough research by the marketing department. Some of the assumptions made include; consumers’ preferences are complete in the sense that they are fully aware of their tastes and preferences. This occurs in such a manner that Mercedes-Benz is meant for luxury where consumers seeking luxurious automobile will have Mercedes-Benz as one of their choices. Consumers show a habit of not being satisfied which helps the teams to invent ways of changing the model of the Mercedes-Benz and varying the models to suit their tastes and preferences. The theory of the firm in relation to the team production is also very critical within the firm. Mercedes-Benz firm management fully understands that production of Automobiles requires team work and thus the employees and staff are to be mobilized to pool their ideas in an effort to meet the production targets in the market according to the demand (Pride & Ferrell, 2012, p. 211). Owing to this dimension of thinking Mercedes-Benz assembles about 20,000 c omponents and raw materials which are kept in the warehouse to ensure continuous flow of production. However, among these items only 0.5% was delivered just-in-time to the line of assembly upon being picked from the storage zone that was dedicated. The team then opted for pull system where the employees in the assembly plants give out internal orders in the materials resource planning system for production of the automobiles in batches. The team has ensured that cases of stock-outs do not occur in the near future.

Sexaul harassment in the workplace Assignment Example | Topics and Well Written Essays - 500 words

Sexaul harassment in the workplace - Assignment Example The victims are mostly females, and these victims respond in different manners, researchers and practitioners have posited that the following are the common responses displayed by the victims (Cortina & Berdahl, 2008): reporting, confrontation, social support-seeking and denial. Furthermore, reporting as well as confrontation are common amongst the victims those belong to lower occupational strata and responses like avoidance and denial are common amongst victims from affluent families. It is worth inclusion that victims of sexual harassments have been from the same sex as well. Numerous studies (Pina, Gannon, & Saunders, 2009) have been carried out to understand learn more about perpetrators of sexual harassment, the harassers have been found to be lacking social conscience, they engage in immature as well as irresponsible behaviours and as regards their personality measures they are irresponsible, and insensitive towards women.

Interpretation of Statistics Research Paper Example | Topics and Well Written Essays - 1500 words

Interpretation of Statistics - Research Paper Example 2. The ages of the children at the time they underwent intestinal investigation is given in Table 1. Assume that all the children had their MMR immunisation at age 1 year. On average how much time elapsed between the MMR and investigation (calculate this) KM Madsen, A Hviid, M Vestergaard, D Schendel, J Wohlfahrt, P Thorsen, J Olsen, M Melbye. A Population-Based Study of Measles, Mumps and Rubella Vaccination and Autism. N England J Med, 2002 347: 1477-1482 Answer: Unlike case control study, cohort study gives the freedom to include samples both from affected (diseased) and unaffected (without disease i.e. control) pool. We can compare the effect of a specific phenomenon on both the population types simultaneously and draw inference accordingly through cohort study. Although, the cohort study is more expensive but, the validation of information on exposure is complete and always provide enough information on incidence rates of the diseases. Cohort study is a rare exposure and minimise bias in the exposure determination. But sometimes the diseases are rare. In that situation case-control study is a must which Examine multiple etiologic factors for a single disease. Answer: Information from the Danish Civil Registration System was used to identify the link from the accompanying adult to child. Thus, 98.5 percent of children were identified with the use of child's civil registry number or the civil-registry number of father or mother and the age of the child at the time of vaccination on the basis of additional information The remaining 1.5 percent of children were identified on the basis of additional information from Danish Civil Registration System on other relatives and information on the address at the time of vaccination. So far as the diagnosis is considered, all diagnosis were based on standard criteria like International Classification of Diseases, 10th Revision (ICD-10) which is similar to the Diagnostic and Statistical Manual of Mental Disorders (DSM-IV) with regard to autism. e) Is this method of case ascertainment likely to identify all cases of autism in the cohort If some children with

Narrative Paper Essay Example for Free

Narrative Paper Essay Six Flags is a fun, thrilling amusement park, but for friends, it is now a threat to their lives. A fun field trip turns out to be a scary experience for them. Six Flags is the most fun field trip of the year, of course, who does not like rollercoasters? â€Å"Hey! Look at that new ride!! † Jackie points at the Spiderman rollercoaster with a thrilled expression. â€Å"That ride goes so quickly! Let us go on it! † Her sister, Josie, agrees. They stop for some sweet cotton candy that melts in their mouths very quickly. They stop to see other attractions but continue ahead. â€Å"I am ready for my first day, boss!! † a quirky girl in a Six Flags uniform says behind them. The guy operating the ride shows her some basic buttons on operation the ride, but she does not pay much attention. â€Å"I will let you do this ride, I need to use the bathroom,† the boss says to the new worker as people buckle themselves on the ride. The Spiderman ride is a very fast ride that they were enjoying. â€Å"Uh-oh,† the girl working the ride screams as she fiercely presses buttons on the box. The rollercoaster abruptly stops as it is turning upside down. The screams and cries of the people became louder and louder. â€Å"What is happening?!? † Jackie screams loud enough to hear. â€Å"What do I do?! What do I do?! † the girl panicks and pushes on the frozen buttons. â€Å"Amelia! What are you doing!? † the boss comes in running with toilet paper stuck to his shoe. â€Å"I am sorry boss, I do not know what happened! † Amelia shouts so she can be heard over the screams of riders. â€Å"Wait†¦ How did you know it was stuck † â€Å"I could hear everybody’s cries from the bathroom!! † he rolled his eyes and began to press the emergency buttons. The ride made a weird noise then began running again. â€Å"I am sorry, Amelia, but you are fired,† the boss says in a tired tone. Everybody gets off the ride like they are running for their lives. The boss is still shouting at Amelia for not knowing how to operate the ride. â€Å"I am alive!! † Josie shouts as she comes running out. â€Å"Thank goodness we did not die! † Jackie cries. â€Å"I know! I am never going on a ride again,† Josie shrieked. â€Å"Same. I think I will just go on the kiddy cars,† Jackie agrees and heads towards the kids section. â€Å"Yay! Let us go! †

The Sword in the Stone of the Arthurian Legend Essay -- Arthurian Lege

The Sword in the Stone of the Arthurian Legend King Arthur and the knights of the round table belong to a long line of books and stories of the Arthurian legend. Merlin, Lancelot, The lady of the lake, King Arthur, and Excaliber are all very important in the Arthurian legend. In this essay we will talk about King Arthur, the knights of the round table, and Merlin in the famous story, The sword in the stone.   Ã‚  Ã‚  Ã‚  Ã‚  The Sword in the stone is a book about an adopted child named wart. He is of royal blood and does not know this. One day when Wart is in the forest, he finds a magician named Merlin. Merlin comes home with Wart and agrees with Sir Ector, Wart’s guardian, to become Wart’s tutor. Merlin goes about educating Wart by Transforming him into different animals. Through each transformation Wart experiences different forms of power, each being a part of how he should rule as king.   Ã‚  Ã‚  Ã‚  Ã‚  The first transformation takes Wart and Merlin into the castle’s moat as a fish. They then meet the largest fish in the moat, which is an alligator who is the ruler. The alligator takes what he wants because of his size. In a speech about power, he tells Wart that â€Å"Might is right,† and might of the body is greater than might of the mind. Because of the way the alligator rules, his subjects obey him out of fear for their lives. Wart experiences this firsthand when the gator tells him to leave. He has grown bored of Wart, and if Wart does not leave he will eat him. The king uses his size as his claim to power, therefore his subjects follow him out of fear.   Ã‚  Ã‚  Ã‚  Ã‚  In Wart’s next transformation into a hawk, he soars into the castle’s mews. All the birds into the mews have a military rank. Their leader is an old falcon, who Sir Ector keeps just for show. The birds who rank below the falcon, hold her in the highest regard because of her old age. She applies her power over the other birds with no concern for their lives. In one instance, Wart is ordered to stand next to the cage of a crazy hawk who almost kills him. On the other hand, her seasoned age brings respect, since she had not been released once she outlived her usefulness as a hunter. This allows her to maintain a powerful grip over all the birds she rules through fear and respect.   Ã‚  Ã‚  Ã‚  Ã‚  In Wart’s next make over Wart is transformed into an ant and posted within an ant colony. There is a single leader of the ant... ...ncelot killed the man responsible for this thievery he said, for shame that a knight not withhold or respect his high calling. Lancelot also showed his dedication to his knighthood and his King when he was tempted to sleep with Gwynevere but didn’t sleep with her by riding out and looking for adventure to prevent anything bad happening disrespecting King Arthur and his knightly standards by sleeping with her.   Ã‚  Ã‚  Ã‚  Ã‚  Sir Lancelot is the best example of the loyalty of the Knights of the round Table in all of his actions. Lancelot did not let love get into any of his affairs and yet showed compassion and proved that he was not out to win personal gain. The Knights of the Round Table were noble in their actions.   Ã‚  Ã‚  Ã‚  Ã‚   That’s the story of how we know the story (or stories) today. King Arthur was raised and taught by the wise Magician named Merlin who has helped many kings before Arthur be great. Who created the Round Table and the Knights that sit around it and among those the famous Lancelot. Without Merlin there is no Arthur, without Arthur there is no Lancelot. So we now know that even though it’s called the Arthurian legend, all of them are big contributors to the legend.   Ã‚  Ã‚  Ã‚  Ã‚