Summary and analysis Essay Example | Topics and Well Written Essays - 500 words

Summary and analysis - Essay Example The quantitative information collected like the number of events under the three categories of big, small and medium, event frequency, number of customers covered, selling prices and costs for different items, cost of equipment, various costs etc. is listed out and based on this, financial projections have been made to study the viability of the project. Projections have been made from January to December taking seasonal variations into account. Three products juice, smoothies and soup are assumed to be sold at specified prices. Depreciation of trailer and equipment has been shown as trailer cost and equipment cost. Almost the entire investment is assumed to be funded by a loan. of  £30,000. Profit projections are made month-wise and the Present value of the cash flows has been calculated using a discount rate of 4.4% and the total PV works out to  £75653.53, much higher than the investment of  £30287.64. However, the initial investment seems to have been calculated incorrectly by including various items of expenditure like electricity, petrol etc. and an additional amount of  £500. The correct value of investment should be  £22,450 including only the trailer cost  £14,950 and the equipment cost  £7,500. The NPV will be  £75,636.53- £14,950 =  £60,686.53. The NPV analysis shows that the project is viable and it can be taken up. The profit projections will be realistic only if the assumptions made about the selling prices, costs and the volume of business are correct. Moreover, as pointed out earlier, the calculation of the initial investment is incorrect and needs to be corrected. Moreover, the discount rate of 4.45 per month appears to be very high, since this will be equivalent to an annual rate of more than 50%. However, these corrections will only have the effect of improving the NPV. Based on the analysis, the proposal is viable and

Distributed File Sytsem :: Essays Papers

Distributed File Sytsem Intro CODA is an experimental distributed file system being developed at Carnegie Mellon University. Dr. M. Satyanarayanan heads this group whose purpose is to design and implement a distributed file system that allows for transparent mobile computing in a client server environment. The goals set forth for CODA include disconnected operation for mobile clients, failure resistance, performance, scalability and security. Architecture Most of the aspects of CODA’s basic architecture are inherited from its predecessor AFS (Andrew File System). Like AFS, CODA makes a distinction between servers and clients. The CODA workstation servers consist of partitions available to the file server. The partitions are made up of volumes that contain files. The volumes are set up like a directory structure, a root directory and the tree below it. A typical server would have hundreds of volumes of around 10MB each. The use of volumes helps to make large amounts of data more manageable and flexible. CODA stores volume and directory information along with access control lists and file attributes in raw partitions. These partitions are accessed through a log based recoverable virtual memory package (RVM). Only the file data is stored in the server partition files. Each of the volumes has a name and an ID. Volumes can be mounted anywhere in /coda except for under existing directories. A new directory will be created as part of the mount process (the volume name cannot conflict with existing directories in order to eliminate confusion). CODA makes the mounting points invisible to the user; they appear as regular directories. Files in CODA are identified by a FID (File identifier). The Fid consists of three 32 bit integers: the VolumeId, a VnodeId and an Uniquifier. The VolumeId identifies the volume the file resides in, the VnodeId is the inode number of the file and the Uniquifier guarantees no FID is ever used more than once. CODA stores replicated copies of volumes on a group of servers for higher availability and reliability. The list of the servers that hold a copy of the replicated volume is the VSG or Volume Storage Group. Each replicated volume’s VolumeId is also replicated. The replicated VolumeIds keep the VSG and the local volumes of each member together. Connected Operation The inner workings of a file system operation in CODA begin in much the same way they would in many other file systems.

Management and Diversity Essay

Susan Jackson states in Diversity in the Workplace: Human Resource Initiatives that, â€Å"Surveys of business leaders confirm the perception that interest in managing diversity successfully is widespread. In a study of 645 firms, 74% of the respondents were concerned about diversity, and of these about one-third felt that diversity effected corporate strategy.† This means that the majority of organizations feel diversity is important, and see the need to take action, however; implementing the process can be more difficult. This paper will outline a human resources strategic plan that includes diversity training for all employees to include managers and frontline staff. It will focus specific diversity training segments to address management’s perspectives, and will use a change model to persuade management to implement needed modifications to the organizations practices. This paper will also propose a brief training outline of diversity content. Finally, this paper wil l recommend a comprehensive method of evaluation to ensure the training will create the needed changes. Mark Winston states in The Importance of Leadership Diversity: The Relationship between Diversity and Organizational Success in the Academic Environment that, â€Å"Fostering diversity in organizations is generally considered a priority in relation to the increasing diverse population, as well as inequities, current unfairness, and underrepresented.† To have a diversity strategy that becomes a strategic part of organization it must align with the overall goals of the organization. Nagel, CEO for Cisco states in the Hewlett Associates Creating a Sustainable Inclusion and Diversity Strategy: Build on Your Company’s Goals and Strengths that, â€Å"This position of inclusion and diversity must be an integral part of the company’s key business goals, rather than an add-on whose value and cost constantly need to be justified. A successful and sustainable I&D (inclusion and diversity) strategy cannot be built in a silo. Similarly, for I&D to receive the organizational support required to achieve its goals, it needs to be represented and play a central role in decision-making at the highest level. To ensure that I&D is integrated at every level of the company, not just an HR focus.† To have this strategy start at the top of the organization is critical to the success of the initiative. This would begin with the forming of an Inclusion and Diversity Council. This counsel would be led by the Vice President of Human Resources, and the members are all executive level positions that represent each component of the company. The goals for this council would be to develop the Inclusive and Diversity vision to align with the goals of the company, develop the strategy behind the diversity and inclusion, and the execution plan. This council would also start gathering data to begin employee network groups in whic h all employees have the opportunity to join. It would review and advocating policies that support an inclusive environment including training for all employees, and implement a metrics for measuring the impact of Inclusion and Diversity initiatives. Through creating this type of board for the organization places diversity as a top priority and demonstrates the seriousness of integrating diversity into the organization. This would also exhibit to the EEOC a good faith effort to inaugurate diversity into the company. Below the council would be an additional group of managers that are composed of different business segments and would each hold a leadership type position in the employee network group. This group of managers would be responsible for building a strategy and executing a plan to implement the council’s decisions. This would allow an additional team of employees be involved in the inclusion and diversity strategy. â€Å"Because I&D goals are aligned with the overall business goals, I&D initiatives have a greater impact than before and are seen as a company priority.† (Hewett, 2009). Through starting the diversity strategies at the top and including additional manager throughout the company shows that this initiative is not a fad and that it is being taken seriously. The council will begin the inclusion and diversity process and communicate to managers and the overview the hiring and team the employees that make up the organization. In addition to the council, managers that recruit and hire employees will go through interviewing skills and be required to have a diverse slate based upon the geographic location. Adding more diverse candidates to the interview process gives managers the opportunity to hire more diverse candidates if they are the most qualified for the position. Interviewing more diverse candidates, allows more opportunity to hire and retain a diverse workforce. This will lead to less discrimination lawsuits based on hiring and retaining more diversity within the organization. Another key point is developing and engaging the talent that the organizat ion currently has. This would include promotions of internal candidates. This type of development would include mentoring groups that could be utilized through the employee network groups. This would reach all levels of employees throughout the organization. Finally, there will be training for all employees in regards to diversity and inclusion, harassment, and stereotypes and biases. By training employees and holding then accountable for improper practices or behavior, helps the organization develop standards and omit any inappropriate behaviors. Through aligning diversity and inclusion with the company’s overall goals and including key leaders in the organization states that this is a high priority and is supported by the overall company. By engaging managers at different levels through employee network groups and having diverse slates in hiring practices allows the company to continue to grow in diversity and inclusion. Finally, providing training and policies in place to encompass all employees gives everyone the understanding of what behavior is acceptable and that the work environment is inclusion for everyone. There can be a variety of reasons that managers or employees would resist change. According to the article, Workplace Diversity: How to Tackle Resistance it states, â€Å"Employees resist diversity for a number of reasons; if the organization’s definition of diversity is not broad enough and inclusive, some employees may feel excluded or left out of the change process. Furthermore, employees who are not often made to feel included in the process, such as white men, may feel blamed for inequities in their organization and react with defensiveness. On the other hand, employees specifically included in diversity efforts – such as women or people of color- may express resistance because they do not want to be singled out or perceived as having succeeded purely as a result of the change effort. Finally, employees are also cynical and reluctant to get involved with new diversity efforts when past change efforts have not been successful.† To address the managers that would be implementing these practices I would first start with training the understanding of the alignment of diversity with the organizational goals. This would include ten session training about diversity and the way that it effects the organization. Through establishing and defining the organization’s definition of diversity and how it will help the company grow would help the managers understand the company initiative and that the top leaders of the organization are implementing and enforcing this program. It would also allow the managers to understand diversity and the components of it. The second training would entail having a diverse slate to interview, interviewing candidates, and selecting the best talent. â€Å"One common misperception is the belief that unearned benefits or advantages will be given to a specific group, such as white women, or people of color; as well as that one has to part of a specific group in order to be promoted.â €  (Catalyst, 2009). Through understanding the correct interview process, having a diverse number of candidates for promotion or hiring, and asking job related questions will allow the organization to continue to build on diversity and inclusion and train as well as show the managers the correct hiring process. The third training would allow the manager to understand and analyze their own stereotypes and biases. Through identifying that everyone, absolutely everyone has stereotype and biases, allows the manager to identify them and then look past them. This would help with the fair treatment of all employees. All three of these training sessions, understanding diversity, interview with diversity, and understanding stereotypes and biases will allow the company to continue to grow in diversity and inclusion. The organization will also be in compliance with sound hiring practices and treatment of employees including harassment. Dr. John Kotter’s 8-Step change model is one that can be utilized to impl ement and explain the change in the organization’s diversity and inclusion. According to the article The development of a model to support synchronous change, Kotter’s eight steps are: create a sense of urgency, form a powerful coalition, create a vision for change, communicate the vision, remove obstacles, create short term wins, build on the change, and anchor the changes in corporate culture. The first step is to create a sense of urgency. In this case the urgency has already been put in place by the charges faced by the EEOC. Due to the charges the organization must put a plan into effect quickly; this will be vital to the success of the organization. In step two, formulating a coalition, this can be done through establishing the diversity council in which key leaders will initiate the beginning of the diversity and inclusion component of the company. This will help the organization to all be on the same page and implement a strategy from the top. The third step includes the vision for change. This is done through aligning the goals of the organiz ation to the goals of diversity. This part of the plan would create goals such as meeting diversity goals, creating an inclusive environment, and training goals for the employees. Creating a work environment that is diverse as well as inclusive is an ideal work environment. Step four, communicate the vision, can be accomplished through the trainings conducted with the managers. These trainings would explain the diversity goals of the organization and have the frontline staff complete 5 diversity training sessions, and manager complete 10 diversity training sessions. In addition to the training, the managers should have constant open and honest communication about the changes that are happening and how those changes are effecting the organization. The fifth step, removing obstacles, would need to be in place when the employees are resisting the changes. Removing obstacles is part of the overall plan in which resistance comes up it is addressed immediately and allows the organization continue to build on its strategy. This fifth step is important in which managers that are following the diversity vision are rewarded and those that are not a redirected to follow the guidelines in place. This came be done by offering diversity bonuses based on having a diverse hiring slate, but not by hiring the most diverse candidates. The important part is still hiring the best candidates, but having a variety of candidates to choose from. The sixth step, create short-term wins, allows the employees to process and be successful in intervals. This would include reaching goals such as completing training, and having the correct amount of people to interview to complete a diverse slate. Step seven, build on the change, allow employees to celebrate the small successes that will then lead to additional wins of having a diverse and inclusive work environment. Finally, the eighth step, anchor the changes in corporate culture, is the complete process in which the changes are adapted to the culture of the organization. This is when the new staff as well as the old staff has accepted the culture and ensures that the changes continue. Each component of Kotter’s eight step process is important and necessary to achieve success. This plan of implementing change in accordance with the eight steps lays the foundation for the organization to make a positive change and provide a more diverse and inclusive work place. Described previously there were would be diversity training composed of ten (10) sessions. These sessions are based off of the Workplace Diversity Foreword, Managing Workplace Diversity. The first five sessions would be for both frontline employees and managers. The remaining sessions six to ten would be for managers only. The first session would entail an understanding of what diversity is. Although diversity can be different to each individual, this would focus on the defining diversity, giving history of the organizations diversity, and legal overview. The second training session would explain what stereotypes are as well as biases. In the course participant would identify their own biases through active listening. Once the biases and stereotypes are identified, the third session would include breaking down your own biases through changing how the participants view their approach and the encouraging workplace and social changes. The fourth lesson would then identifying the proper communication stating that listening and hearing are two different things. This would help open up communication among all individuals to incorporate an all-inclusive environment. Lesson five would explain body language and it is not what you say, but how you say it. This would allow employees as well as managers to understand that there is more to communication than just words. The sixth training would encourage diversity in the workplace through establishing guidelines and teaching employees about preventing discrimination. The seventh training would entail identifying discrimination and the options in which an employee or manager would have if this happened. The eight training would explain the processes used if you as a manager are involved in a complaint, understanding the role that you play as a manager that represents the company as well as an individual. The ninth training would teach the manager how to properly document the complaint and identify the appropriate actions including contacting the human resources department. The tenth training would explain the steps in receiving the complaint formally as then looking back at the incident and learning from the experience. All ten of these trainings, establish the guidelines that the organization is looking to enforce and support. Each component both explains and defines what diversity is, how it is involved in the day to day work environment, and how to prevent as well as respond to a complaint. Once all of the trainings are completed managers as well as employees will understand the overall goals of the company, how diversity plays a role in those goals, how each employee and manager can contribute towards those goals, and what to do when the resistance to diversity is encountered. Finally, this paper will recommend a comprehensive method of evaluation to ensure the training will create the needed changes. One way to measure the success of diversity initiative is if there are any additional complaints filed with the EEOC, and of the goals or requirements put in place by the EEOC are met. Tracking and evaluating the hiring process and the applicants considered will show the strides or lack of follow through for the organization. Also following the guidelines given and continued follow through with compliance would allow the organization to track and view the changes. Another way to establish if the goals and measures are successful is through looking the amount of promotions if internal candidates. This will show how many employees are taking advantage of the mentoring, employee networking, and diversity training through embracing the goals of the company and making themselves more promotable. â€Å"The organization’s retention rate by demographic group compares favorably with external retention rates.† (Bliss, Keary, Loftus, Outwater, Porter & Volpe, 2011). This would show how many minorities had been hired and promoted. An additional measure could also be an employee survey conducted. â€Å"Employee satisfaction survey results by demographic group show the feelings or rates on the diversity in the organization.† (Bliss, et al, 2011). Through seeking the employee input on how they view diversity, training and the inclusive environment, and how successful they feel it is will allow the organization to gage how successful the diversity initiative is and how to continue to build upon it. Finally the organization can look specifically in the diversity of top level managers. â€Å"Consistent with applicable law, representation of minorities and women in positions is enhanced.† (Werner & DeSimone, 2012). This would directly look to see how engaged the top level of the company is and the continued support needed to continue to grow the diversity of the organization. Each measurement will allow the organization to understand and e nhance the diversity and inclusion strategy. â€Å"Practicing diversity management means operating at a level that is the best with respect to diversity management.† (Werner & DeSimone, 2012). This paper outlined a human resources strategic plan that includes the creation of a diversity council of top managers, an additional group of managers to help implement diversity changes, employee network groups, and diversity training for all employees to include managers and frontline staff. This paper focused on specific diversity training segments to address management’s perspectives through establishing a diversity training model for all employees. This paper used Kotter’s eight (8) step change model to persuade management to implement needed modifications to the organizations practices, and proposed a brief ten (10) training outline of diversity content. Finally, this paper recommended a tracking system through the applicant flow log to overview the diversity process as well as a survey for employees to complet e to ensure the training will create the needed changes. References Bliss, W., Keary, D., Loftus, J., Outwater, L., Porter, G., Volpe, N., (2011). The SHRM Learning System: Module Three Human Resource Development. Alexandra, VA: Society for Human Resource Management. p. 206-221. Catalyst., (2009, May 13). Workplace Diversity: How to Tackle Resistance. Women’s Media. Retrieved December 15, 2012, from http://www.womensmedia.com/lead/119-workplace-diversity-how-to-tackle-resistance.html Hewett, A,. (2009). Creating a Sustainable Inclusion & Diversity Strategy: Build on Your Company’s Goals and Strengths. Retrieved December 15, 2012 from: http://www.cisco.com/web/about/ac49/ac55/white_paper_Diversity_102709.pdf Jackson, S., (1992) Diversity in the Workplace: Human Resources Initiatives. Guilford Publications. New York, NY. Managing Workplace Diversity Website. (2012). Work Place Diversity Foreword. Retrieved December 15, 2012, from http://pdtraining.com.au/workplace-diversity-training-course Redvers C., Tennant,C., Neailey, N., (2005) The Development of a Model to Support Synchronous Change. Measuring Business Excellence, Vol. 9 Issue: 3, pp.13 – 20. Werner, J., & DeSimone, R. (2012) Human resource development (6th ed.) Mason OH: South Western Cengage Learning Winston, M., (2009). The Importance of Leadership Diversity: The Relationship

Ragnarök Classic Norse Myth of the End of the World

Ragnarà ¶k or Ragnarok, which in Old Norse means either Destiny or Dissolution (Rà ¶k) of the Gods or Rulers (Ragna), is a pre-Viking mythic tale of the end (and rebirth) of the world. A later form of the word Ragnarok is Ragnarokkr, which means Darkness or Twilight of the Gods. Key Takeaways: Ragnarà ¶k Ragnarà ¶k is a pre-Viking tale from Norse mythology, perhaps dated as early as the 6th century CE.  The earliest surviving copy dates to the 11th century.  The story is about a battle between the Norse gods that ends the world.  A happy ending of the rebirth of the world was tacked on during the Christianization period.  Some scholars suggest the myth in part arose from the Dust Veil of 536, an environmental catastrophe that occurred in Scandinavia.   The story of Ragnarà ¶k  is found in several medieval Norse sources, and it is summarized in the Gylfaginning (the Tricking of Gylfi) manuscript, part of the 13th century  Prose Edda  written by the Icelandic historian  Snorri Sturluson. Another story in the Prose Edda is the Seeress Prophecy or  Và ¶luspa, and it too likely dates to the pre-Viking era. Based on the form of the words, paleo-linguists believe that this famous poem predates the Viking era by two to three centuries, and may have been written as early as the 6th century C.E. The earliest surviving copy was written on vellum — prepared animal skin used as writing paper  Ã¢â‚¬â€ in the 11th century. The Tale Ragnarà ¶k begins with roosters crowing a warning to the nine worlds of the Norse. The cock with the golden comb in Aesir wakens Odins heroes; the dun cock wakens Helheim, the Norse underworld; and the red cock Fjalar crows in Jotunheim, the world of the giants. The great hellhound Garm bays outside of the cavern at the mouth of Helheim called Gripa. For three years, the world is filled with strife and wickedness: brother battles brother for gains sake and sons attack their fathers. That period is followed by what must be one of the most frightening end-of-the-world scenarios ever written because it is so plausible. In Ragnarok, Fimbulvetr or Fimbul Winter (the Great Winter) comes, and for three years, the Norse humans and gods see no summer, spring, or fall. Fimbul Winters Fury Ragnarà ¶k recounts how the twos sons of Fenris the Wolf begin the long winter. Skà ¶ll swallows the sun and Hati swallows the moon and the heavens and air are sprayed with blood. The stars are quenched, the earth and mountains tremble, and trees are uprooted. Fenris and his father, the trickster god Loki, both of whom had been bound to the earth by the Aesir, shake off their bonds and prepare for battle. The Midgard (Mithgarth) sea serpent Jà ¶rmungandr, seeking to reach dry land, swims with such force that the seas grow turbulent and wash over their banks. The ship Naglfar once more floats on the flood, its boards made from dead mens fingernails. Loki steers the ship which is manned by a crew from Hel. The ice giant Rym comes from the east and with him all the Rime-Thursar. The snow drifts in from all directions, there are great frosts and keen winds, the sun does no good and there is no summer for three years in a row. Preparing for Battle Among the din and clamor of the gods and men rising to battle, the heavens are cleft open, and the fire giants of Muspell ride forth from the south Muspelheim led by Surtr. All these forces head towards the fields of Vigrid. In Aesir, the watchman Heimdall rises to his feet and sounds the Gjallar-Horn to rouse the gods and announce the final battle of Ragnarà ¶k. When the deciding moment draws near, the world-tree Yggdrasil trembles although it still remains standing. All in Hels kingdom take fright, the dwarfs groan in the mountains, and there is a crashing  noise in Jotunheim. The heroes of Aesir arm themselves and march upon Vigrid. The Gods Battle In the third year of the Great Winter, the gods battle one another to the death of both combatants. Odin fights the great wolf Fenrir who opens his jaws wide and is cracked. Heimdall fights Loki and the Norse god of weather and fertility Freyr battles Surtr; the one-handed warrior god Tyr fights with the Hel hound Garm. The bridge of Aesir falls under the horses hooves and heaven is on fire. The last incident in the great battle is when the Norse thunder god Thor fights the Midgard serpent. He slays the serpent by crushing its head with his hammer, afterward, Thor can only totter nine steps before he too falls dead of the serpents poison. Before dying himself, the fire giant Surtr hurls fire to scorch the earth. Regeneration In Ragnarà ¶k, the end of the gods and earth is not everlasting. The newborn earth rises from the sea once more, green and glorious. The sun bears a new daughter as beautiful as herself and she now guides the course of the sun in her mothers stead. All evil is passed and gone. On the Plains of Ida, those who did not fall in the last great battle gather: Vidar, Vali and the sons of Thor, Modi, and Magni. The beloved hero Baldur and his twin Hodr return from Helheim, and where Asgard once stood are scattered the ancient gold chessmen of the gods. The two humans Lif (Life) and Lifthrasir (she who springs from life) were spared Surtrs fire at Hoddmimirs Holt, and together they bring forth a new race of men, a righteous generation. Interpretations The Ragnarok story is probably most often discussed as it relates to the Viking diaspora, to which it potentially gave meaning. Beginning in the late 8th century, the restless young men of Scandinavia left the region and colonized and conquered much of Europe, even reaching North America by 1000. Why they left has been a matter of scholarly conjecture for decades; Ragnarok may be a mythical underpinning to that diaspora. In her recent treatment of Ragnarok, novelist A.S. Byatt suggests that the happy ending was added to the grim story of the end of the world during the Christianization period: the Vikings adopted Christianity beginning in the late 10th century. Shes not alone in this assumption. Byatt based her interpretations in Ragnarok: The End of the Gods on the discussions of other scholars. Ragnarà ¶k as a Folk Memory of Environmental Disaster But with the core story confidently dated to the later Iron Age between 550–1000 C.E., archaeologists Graslund and Price (2012) have suggested that Fimbulwinter was a real event. In the 6th century CE, a volcanic eruption left a thick, persistent dry fog in the air throughout Asia Minor and Europe that suppressed and shortened the summer seasons for several years. The episode known as the Dust Veil of 536 is documented in the literature and in physical evidence such as tree rings throughout Scandinavia and in many other places in the world. Evidence suggests that Scandinavia may have borne the brunt of the Dust Veil effects; in some regions, 75–90 percent of its villages were abandoned. Graslund and Price suggest that Ragnaroks Great Winter is a folk memory of that event, and the final scenes when the sun, earth, gods, and humans are resurrected in a paradisiacal new world may be a reference to what must have seemed the miraculous end of the catastrophe. The highly recommended website Norse Mythology for Smart People contains the entire Ragnarok myth. Sources: Byatt, A.S. Ragnarok: The End of the Gods. London: Canongate 2011. Print.Grà ¤slund, Bo, and Neil Price. Twilight of the Gods? The ‘Dust Veil Event’ of Ad 536 in Critical Perspective. Antiquity 332 (2012): 428–43. Print.Langer, Johnni. The Wolfs Jaw: An Astronomical Interpretation of Ragnarok. Archaeoastronomy and Ancient Technologies 6 (2018): 1–20. Print.Ljà ¸godt, Knut. ‘Northern Gods in Marble’: The Romantic Rediscovery of Norse Mythology. Romantik: Journal for the Study of 1.1 (2012): 26. Print.RomanticismsMortenson, Karl. Ragnarok. Trans. Crowell, A. Clinton. A Handbook of Norse Mythology. Mineola, New York: Dover Publications, 2003 [1913]. 38–41. Print.Munch, Peter Andreas. Norse Mythology: Legends of Gods and Heroes. Trans. Hustvedt, Sigurd Bernhard. New York: The American-Scandinavian Foundation, 1926. Print.Nordvig, Mathias, and Felix Riede. Are There Echoes of the Ad 536 Event in the Viking Ragnarok Myth? A Critical Apprais al. Environment and History 24.3 (2018): 303–24. Print.Wanner, Kevin J. Sewn Lips, Propped Jaws, and a Silent  Ãƒ ss (or Two): Doing Things with Mouths in Norse Myth. The Journal of English and Germanic Philology 111.1 (2012): 1–24. Print.