Factors that impede the tight integration between business strategy and Human Resource strategies in the hospitality industry.

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Factors that impede the tight integration between business strategy and Human Resource strategies in the hospitality industry.

The integration of corporate and human resource strategy is one of the much-debated topics within the concept of strategic human resource management.

Truss and Gratton (14) describe strategic human resource management as the linking of HRM (Human Resource Management) with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. Thus, Strategic HR means integrating the HR function of an organisation with the companys strategy through HR activities such as recruitment, selection, training and rewards and any other HR activities specific to the hospitality organisation.

The necessity of this integration is demonstrated by Miles and Snow (14) who suggest that, without human resource strategies and policies linked into strategic business objectives, high levels of organisational performance are not likely.

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There are, however a number of problems that arise in the process of this integration both within the concepts demonstrated by Hoque (1) as internal fit and external fit.External fit being the HR strategy meshed with the business strategy such that there should be a consistency between the values and aims within each. Internal fit therefore refering to

the introduction of HRM as an institutionally supported package of practices that cohere with and mutually reinforce each other i.e. employee policies, commitment, flexibility and quality of work.

It is to be argued that one of the main barriers to the successful integration of business and human resource strategy is the lack of commitment and understanding of management (both corporate and line management) to the cause of HRM integration.

Dyer and Holder (188) adopt the stance that top management is probably the most powerful force that can work against the adoption of HRM iniatives.

Whilst Kane (1) takes the view that, top management take a short-termist perspective on HRM because they believe that evidence of HRM having a long-term and positive impact on individual or organisation level performance is sketchy.

Kane goes on to report on the possible reason for senior and middle managers negative perspective on the value of HRM could also be attributed to their inability to establish tangible elements and positive outcomes directly linked to HRM therefore their commitment deviates or becomes non-existent.

Hoque, Ks (1) research into UK hotels indicates poor practice and a lack of interest in HRM among managers in the hotel industry.

Whilst, Tyson (17) portrays the attitude of line managers towards human resource activities as one of the key organisational features for successful HRM.

Due to management at a "floor" level being at the source of HRM in terms of its implementation at an operational level, line managers can been viewed as a major barrier to impede the integration of corporate and HR strategies.

It is therefore suggested that if the integration is to be achieved to its utmost potential, management on all levels must realise the effectiveness of HRM policies and procedures and how to sucessfully immplement them into the organisation.

Taking all this information into account, the research undertaken by Hoque (1) into Human Resource Management and Performance in the UK Hotel Industry, takes a different stance suggesting that for corporate management to impede the integration of strategies, it is done so indirectly through taking a focus [within the business strategy] on cost reduction or on price factors [which] leads to sup-optimal performance within the industry.

Thus illustrating that corporate management should ideally emphasise an opposite quality- enhancer method with regard to service and the product in question.

Schuler and Jackson (187) reinforce this issue by arguing organisations that have a quality enhancement or innovation approach within its business strategy will make effective use of HRM. Thus leading to suggest that if the organisation has to priortise cost reduction within its strategy, the logical approach to deal with the issue would be to emphasise numerical flexibility and cost control.

However, this deviation does not fully resolve the situation as, if cost reduction is priortised within the business strategy, it could potentially upset policies and procedures that have been instilled by the HR Department.

These policies and procedures will be discussed later in the essay.

Hoque (1) also puts forward the view that HRM practices implemented in a seemingly piecemeal and uncoordinated fashion have fewer benefits, which is true of practices in any hospitality department.

In order for said practices to be otherwise strategically implemented in a fashion relevant to the firm, a functioning, effective, well supported Human Resource Department must be in place. This point being relevant to any organisation which wishes to advance its performance through the aims and objectives outlined in its business strategy.

The level at which HR staff are proactive/reactive to their role within their department can also be foreseen as a major contributing factor to the integration of the aformentioned strategies.

The view that staff within HR departments, are lacking knowledge in their field, are poorly trained and most importantly have an overall ineffective presence in terms of tangible results, is one held widely throughout not only the hospitality industry, but across many other industries. As Kane, Crawford and Grants (1) research shows, there is a general agreement that they [HR managers] lack the knowledge, skills, influence, credibility and perspective on their roles to implement a strategic approach to HRM.(MORE THAN ONE QUOTE!!!)

It is therefore vital that the Human Resource department takes a proactive approach to their roles within strategic plans and subsequent activities undertaken, as Tyson, S (DATE) suggests, strategic HRM will not occur unless the human resource professional takes steps to make it happen.

In terms of HRM the HR department is the first point of contact in a hospitality establishment for employees and line managers. If the knowledge of the staff in the HR department is sub-standard, the information, policies and procedures that are passed onto managers/employees could be of comparable relevance. This potentially may lead to the integration between the two strategies being even further impeded.

Therefore the HR department must not only possess the basic skills of Human Resource management, but also realise the individual features of the business strategy the company is adopting, how the strategies support each other and their role to support the fit between the two. Through this, the department can then adopt its policies and procedures to suit, but can also recruit, select, train and reward employees according to a set strategy.

HR staff therefore need to be able to realise the importance of their actions and how it impacts on the integration of the business and HR strategy.

If their signifiance to the strategy is realised and the support given from management is forth-coming and effective, the "fit" between strategies potentially can be achieved to a greater degree.

The previous factors of management commitment to the integration between business and HR strategies and the relevance of HR staff have both been shown to be of significant importance when integrating strategies.

However, the current state and perception of HR as a concept and its relevance to the hospitality industry, is a factor that if not shown to demonstrate its relevance, may have further detramential effects on the aforementioned elements.

Price (14) enforces this statement by arguing that practices in the hotel industry were so far removed from both the personnel and industrial relations and the human resource management ideal types, that neither model should be used to inform research on the [hotel] industry.

Whilst this representing one end of the spectrum, the relevance of Human Resources to the hospitality industry is a widely debated and much critisised one.

This factor is of significant importance when linking back to the previous areas of management and the HR department. Management have already been shown by Kane and Crawford (1) to need tangible and positive outcomes to comprehend and support the incorporation of a HR strategy whilst also realising the potential it has to work positively and help make strategic, informed decisions for the organisation.

Kane and Crawford (1) state that, there is considerable agreement about the lack of proven knowledge and the difficulty in quantifying the results of HRM, thus not supplying the essential tangible results.

The acknowledgement of opinions by managers/employees in hospitalitycould lead to possible cynicism from managers/employees in hospitality when required to adhere to policies and/or procedures set by the HR department.

Sisson (1) reports findings of only fragments of HRM being found in his study of UK hotels, this in uxtaposition with Lucass (15) view there is sparse evidence to be found of any UK hotels that have taken HR "seriously onboard", lead the reader to a fairly poor outlook on the current state of HRM in the hospitality industry.

It is therefore made all the more clear that in order for HR departments to effectively integrate with businesss strategy, they need to have clearly defined policies and procedures to lead tothe tangible results when dealing with an organisations personnel. Legge (15) suggests the soft approach involving encouraging motivation, development and commitment. This methods main emphasis is on developing a workforce that is innovative and of a valued resource to the company therefore emphasising self-development.

Hoteliers such as Malmaison and the Hilton (REFs www) group can be used as examples of companies that employ a variety of soft models when dealing with policies and procedures, due to their detailed training methods, appraisals and procedures that encourage employee feedback.

The hard method on the other hand is more closely tied with the business strategy and is suggested to be used by companies with a stress on cost control due to its strict reliance on policies and procedures. The outcome of this being that it leaves minimal room for employee innovation and development.

Schuler (18) has undertaken research into cost reduction and quality enhancement strategies, even though the context is aimed more towards the manufacturing and industrial sectors, the basic principles are demonstrated to have hospitality relevance.

His evidence takes the skeptical view that as predictable as the outcomes of the hard model are, the relevance and existence of a HR department comes under question as reliance on this model means power rests in the hands of the top executives and designers of the workflow processes.

The negative aspects of the "hard" model being the effect on staff morale and motivation as there is little room left for deviation from the policies and procedures potentially leading to increased employee turnover.

However, the positive aspects of employing this system being the low level of un-certaintity due to the predictability of competition and customer behaviour.

The obvious examples of hospitality firms that employ this system being major standardised fast food chains and quick service restaurants.

The logical approach when considering the application of hard and soft HR models would be to integrate models that compliment each other. As previously discussed the concept of fit is all important when discussing the integration between the two strategies in question, however this concept of close fit may contradict the elements of the soft model. Due to the hospitality industry being renowned for cutting costs/corners through minimum wages, low quality service and products, this may be the reason why HR strategies have failed to have a positive impact.

Therefore; it is essential that HRM practices are consistent with what the organisation is trying to achieve otherwise, as Schuler (18) reports, role conflict and ambiguity may result in poor individual employee performance and affect the organisational performance of the organisation.A point argued by Tyson, S is that without human resource strategies and policies linked into strategic business objectives high levels of organisational performance are not likely. If this resource is successfully employed, the concept of HRM depends on how it is applied in a work situation and the tangible outcomes of integrating HR into a business strategy.

The evidence illustrated therefore demonstrates that the concept of fit between strategies lacks specific concepts and empirically elusive

The research conducted and points highlighted have shown that the aligning of business and HR strategies complex whilst there being a multitude of research conducted on the subject, the amount of research specific to hospitality is minimal.

Therefore the validity of HRM within the context of this essay depends on the extent to which human resources are used for the achievement of competitive benefit and added value to the firm and therefore should be treated one of the organisations decisive strategic resources.

Bibliography

In search of HRM Sission K British Journal of Industrial Relations 1

Strategic Human Resource Management and Industrial Relations R.S.Schuler

Human Relations Volume 41 Number 18 pp157-184

Human Resource Management and Performance in the UK Hotel Industry Hoque,K

British Journal of Industrial Relations September 1 pp41-44

The Practice of Human Resource Strategy, Tyson S, Pitman Publishing

Barriers to effective HRM Kane, B and Crawford, J International Journal of Manpower Volume 0 No8 1 pp44-515

Linking Competitive Strategy with Human Resource Management Practices Schuler R.S and Jackson, S.E The Academy of Management Executive 187 Volume 1 No pp07-1

HRM in Hotels a Focus on Commitment, Guinngle P.J and Jameson S, Employee Relations Volume No 4 00 pp40-4

Human Resource Management a strategic approach to employment Hendry C Butterworth Heinemann 000

Introducing Human Resource Management nd Edition Foot, M and Hook, C, Longman, 1

Lucas, R. (16) Industrial Relations in hotels and cateringneglect or paradox?, British Journal of Industrial Relations Vol. 4 No pp. 67-86

Price, L. (14) Poor personnel practice in the hotel and catering industry does it matter? Human Resource Management Journal Vol 4 No 4 pp.44-6

Sission, K.(10) Introduction Human Resource Management Journal Vol.1 No.1

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I was born in the small town of Aliquippa, Pa on September 7, 184. My father had a serious anger problem that seemed to be constant on his side of the family and genetic I guess, because my family says I'm ten times worse when I'm angry. My supposed "anger problem" was never really apparent to me though. After my fourth birthday, my father and I began taking anger management classes. I don't really recall going, but apparently we both needed a lot of help. We attended classes constantly, twice a week for the next two years. The psychologist recommended that my parents find me some extra curricular activities to get into. They wanted me to long to get along with others, in a sense, become more sociable. That did not sit well with me at all, I was the only child and I learned to get along by myself so I was comfortable only when I was by myself. In the fall of 11, I was at the impressionable age of six, I found myself sitting in front of a television screen every Sunday after church, mesmerized. I loved the way the players moved with such gracefulness and ran around hitting each other with reckless abandonment. Finally, I had found the one activity that would suppress my need for a constant positive activity Football. I began to play pick-up football with the other kids around my neighborhood. At the beginning I was always the last person picked, I guess because of my size (4'5 86 lbs). It was as if they took me for a joke, but deep inside I knew something they didn't, I had heart. I was brought up with the mindset that if you didn't have heart, you have nothing. Before long I was hitting people twice my size and my confidence level went sky high. It didn't take long before I began to be one of the first picked for teams. This was destiny, and I knew it.

I could not wait for the day the local recreation would start posting flyers about the up coming football season tryouts. Finally, on the second day of September, the flyers began to appear everywhere over the town. I grabbed the first one I seen and I sprinted home. When I arrived, my mother was outside watering her flowers. Tired and gasping for air, I tried to get a sentence out but all that came out was fragments of words. Desperate to get my message across, I just gave her the flyer. Overjoyed, I grabbed the flyer back and ran into the house to call the number. I called the number for my weight class and spoke with the coach. He gave me the tryout information along with the status of the team. I was extremely excited about starting. I did everything to prepare for the league. I got a physical, filled out medical forms, and even attended the parents meetings. I was willing to do anything.

Before I knew it the day of tryouts arrived. My mother and father took me to the park to meet my coach for the first time face to face. His name was Coach Hill. He took me and introduced me to the rest of the team and got me fitted for my equipment. A little later, he gathered the parents and the players to give us an overview of the tryouts. For some reason I couldn't really concentrate on what he was saying with the smell of football in the air. All of what he was saying was minute in comparison to what I wanted to do at that time. Who cared about snacks after a game?

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Tryouts finally began. Tryouts couldn't have gone any better. I hit, I avoided, and eluded others. I felt really confident when the coach sounded the final whistle, but it wasn't what I felt that counted. He told us that the results would be posted in the main entrance the next day.

I went home that day and kept to myself the whole day. Thoughts of doubt kept going through my head, but deep inside I knew that win or lose, I put forth my best effort. It took me awhile before I reminded my parents of the postings at the park. It took me even longer to get up the courage to even go to the board to view the posted results. It was as if I was taking my last walk, only thing that was missing was a minister and an executioner. The hallway seems twice as long, the doors seemed heavier to open, and my heart raced at unbelievable speeds. I thought back to the day before when I received numerous compliments from the coaching staff and figured that I had nothing to worry about. Finally, I arrived at the board, the list was red which meant whatever was on it was important. I closed my eyes, took a deep breath, and looked up at the list. My eyes scanned the list for something that resembled the name "mica daniels". There it was, in bold black ink on this red piece of paper, my name, "David Fisher" with the words linebacker next to it. I was overcome with joy because of my accomplishments, for I knew that this was the beginning to something way bigger than what I could ever imagined.

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Not so long ago, Enron's name was amid a lexicon of corporate and political power. However in a matter of months Enron transformed from one of the greatest corporate success stories in US history to the centre of perhaps the largest corporate scandal the business community has ever seen, engulfing company executives, one of the worlds largest accounting firms, politicians and Wall street traders. This paper analysis's the amazing journey of Enron form an organisation held in the highest of esteem by the community and envied by competitors, to its shocking demise leaving its name a disgrace and sparking a long line of investigations and criminal and civil charges laid upon its officers and accountants from burned investors and former trading partners.

In the early eighties when takeovers were the business strategy of choice, Kenneth Lay successfully fended off a hostile takeover of his pipeline company, Houston Natural Gas. It was then that Lay realised that the key to the company's survival was, 'to make itself to big to devour' (Henriques 00). So in 185 Lay orchestrated the merger of his company with the largest pipeline company in the world, Internorth of Nebraska. The merged company changed its name and Lay was put in charge. Enron was born.

Initially the company was faced with enormous challenges. Beyond being saddled with debt from the merger, Enron was submerged into a rough, deregulated marketplace. Lay was not satisfied with Enron simply being a mover and seller of gas. Lay saw wide spread opportunities in the industry and moved the company into the commodities trading world of electricity, gas, wood pulp, steel, advertising time on television, insurance against credit default and later moved into the world of e-commerce adding high speed data and internet capacity to it lengthening list of company resources.

Business boomed and Enron was thriving. By 15, Enron had become the biggest participant in the natural gas industry, controlling one fifth of North Americas market (Eichenwald 00). Enron was ranked number seven by Fortune magazine in April 001 in Fortunes ranking by market capitalization of the five hundred largest corporations in the United States (Gomez 00). At its peak Enron had annual revenues of more than $100 billion, employed more than 0,000 people and was widely recognised as the biggest e-commerce company in the world carrying a bubble era inflated stock price to match.

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Kenneth Lay, Enron's CEO created strong relationships with many of the nations politicians, including president George W Bush as well as making large contributions to many political campaigns. By the time Mr Bush was inaugurated in 001, Enron and its executives were the largest contributors over Mr Bushes career with an amount exceeding $750 000 (Eichenwald 00), It was through these relationships in which Enron became a pioneer in deregulating Energy markets in the US. According to Mr Hebert, chairman of the Federal Energy Regulatory Commission, conversations with Mr Lay carried a clear message, 'Enron, a generous contributor to the Bush campaign, would use its White House access to advance its interests' (Henriques 00).

All told, Enron represented a collective investment of $10 million, however in reality it was producing minimal returns (Schultz 00). From the outside looking in few of Enron's problems were evident.

18 saw Enron earn its highest ever annual profit. Earnings continued to rise and Enron's stocks climbed to $0 a share, showing a promising future for the company. However, what none knew was that this success was not only unsustainable, but also was to be short lived. In mid 1, Enron executives began the manoeuvres that set the thriving company on its doomed path.

Enron was in desperate need of additional capital to continue its growth, despite the substantial debt it already held. Funding new investments by issuing additional debt or raising capital was unappealing as it diluted earnings per share and was unattractive on financial statements. Andrew Fastow, Enron's chief financial officer was able to solve the company's problem, or so they thought. Fastow set up several partnerships which allowed Enron to move debt off its balance sheets and provide an influx of cash flows from outside investors such as banks. The partnerships set up were defined as Special Purpose Entities (SPE). The use of SPE's are common among US corporations. They provide that as long as at least % of capital comes from outsiders, an SPE can be left off the consolidated financial statements of the parent company (Reinstein & Weirich). This enabled Enron to raise cash flows through debt under SPE's without it being recorded as a debt on financial statements or disclosed to shareholders. On the surface, this arrangement represented a common financing technique decreasing the company's risk by moving it debts to separate partnerships that were not included on the parent companies financial statements (Schultz 00). However, later it was revealed that these partnerships were used by Enron as a tool for making the company appear far more profitable than it really was. At least a dozen of these partnerships were set up.

Enron's stock prices were the key link which enabled Enron to keep hundreds of millions of dollars of potential losses off its books. The contracts between Enron and the partnerships had provisions, called triggers, that required Enron stock prices to remain above a specific level. When Enron's stock was trading as high as $0, the stock prices attached to these triggers were - $57.78 in one case, $47 a share in another and $8 in third. At a time when the stock prices were so high, the triggers seemed absurdly low and none though the stock would ever reach such lows (Cameron 00).

As the Nasdaq boom in technology stocks fizzled, Enron stock began to fall. Stocks hovered around $70 a share, however this was still far from the trigger prices and so alarms weren't being raised just yet. Under accounting standards, Enron was able to keep roughly $504 million of red ink off its books as long as the SPE's remained financially healthy enough to fulfil their obligations. However the SPE's were deteriorating. In March 001, accountants found ways to refinance then using a series of complex and fragile transactions, however they were merely putting off the inevitable. This allowed Enron, in April, to present first quarter results for 001, boasting $45 million in earnings, while huge losses were shuffled away in "off balance sheet" partnerships. Enron may have seemingly won the battle but it was about to loose the war.

Enrons stocks continued to fall. By mid June 001, Enron stocks were floating alarmingly close to the trigger prices that had once seemed so ludicrously remote. "On Monday, July 001, Enron's stocks closed at $46.66. It would never rise above $47 again" (Henriques 000).

August 14th saw the world inside Enron take another twist. Jeff Skilling, who had been made CEO just six months prior, after Lay stepped down, announced that he was resigning. Citing undisclosed personal reasons as the grounds for his decision, he left assuring investors that the finances of Enron had never been better.

By late September, Enron was essentially doomed, although it would be weeks before that reality sank in. The problems at Enron went by unnoticed by the public as the nation focused on the horror and aftermath of the September 11 terrorist attacks.

Another blow for Enron came when auditors from Anderson discovered a mistake they had made more than a year earlier. They way they accounted for Enron's shares that had been used to finance the partnerships had incorrectly added $1 billion to the assets on Enron's balance sheet. Correcting this mistake would reduce Enron's assets by $1 billion. On the 16th of October Enron announced it was deducting $1 billion from its third quarter earnings, producing its first loss in more than 4 years. A loss amounting to $5 million. As a result October saw Enron stocks fall to around $0 a share and continued to decline heavily.

In late October another bomb was dropped. It appeared that Chewco, one of Enron's SPE's which had been treated as an independent entity which housed millions of dollars of debt, did not meet the accounting requirements of such. This meant that all Enron's prior transactions with Chewco had essentially been transactions with itself, constituting a criminal act.

Lay, who had stepped back as CEO after the resignation of Skilling, realised Enron was in over its head and began looking for options to save the troubled company. After exhausting almost all options there appeared a light at the end of the tunnel for Enron. After talks with one of Enron's long time rivals, Dynergy Inc, it appeared that a merger between the two companies was the answer.

On the surface, the Dynergy deal seemed to be Enron's salvation. Boards of the two companies tentatively agreed to the merger on November 7th 001. Enron shortly after was forced to announce that its financial performance since 1 had been an illusion, largely created by Fastows partnerships and the manipulation of SPE's. Correcting the improper accounting for its dealings with these partnerships meant that $600 million in previously reported profits were wiped out (Reinstein & Weririch 00).

The downward spiral for Enron was beginning to reach the end of the road. The company was hemorraging cash. A week after signing the merger agreement Enron burnt through $ billion and was not able to account for a large portion of where the money had gone. Payment on many debts were accelerated due to the troubles Enron was experiencing. Enron owed $60 million, payable within days. On November 0th Enron's shares closed at $6. a share. As a result of the recent events Dynergy terminated the merger. It appeared Enron's had reached the end of its downhill slide.

At 4.8 am December nd Enron officially filed the petition for bankruptcy. The game had ended. Enron's audacious climb to Success ended in a dizzying plunge.

001 had seen Enron take on a new mission to become "the worlds greatest company" (Eichenwald 00). Today Enron is renoun as the world's greatest story as the biggest, fastest corporate collapse in American history.

The demise of Enron can be largely attributed to its relationship and dealings with the partnerships it created. A weakened economy in the wake of the Nasdaq tech stock burst and September 11th also assisted in the company's deterioration. However other issues inside the company also played a key role. Corporate culture inside Enron has been speculated as a major contributor to Enron's brutal collapse. It was a culture of greed and arrogance which breed excessive secrecy. An insider described Enron's culture as " an adrenaline driven culture, with an obsession of 15% a year or better growth" (Fox 00). Enron also had a rank or yank policy anyone not ranking well was subject to be yanked. "Employees who were yanked sometimes had just 0 minutes to get their things together and leave" (Packer 00).

The controversy surrounding Enron has seen the formation of many jokes which circulate the industry. "What is business school morality? It is the ethic that says the purpose of every living creature on Earth is to increase shareholders value. It says that conduct is acceptable if it passes an audit and pleases Wall Street analysts." (Packer 00). "What is tooth-fairy economics? It is a body of knowledge that ignores the implications of expecting endless growth. If a company isn't growing at a rate of 0% compounded annually, management is deemed to be incompetent" (Packer 00). While it is of a satirical nature, Packer does successfully reflect on the culture which existed inside Enron.

At the centre of the Enron storm is the accounting firm Arthur Anderson. Anderson was both, Enron's external auditor as well as their internal accountant and advisor. Enron was Anderson's second biggest client. Last year alone it collected $5 million in audit fees, and even more for it's accounting and advisory work (Grey 00). This remains one of the most highly debated issues in the US today, should a public firm serve both as an auditor and a consultant? Anderson failed to raise the alarms regarding a number of accounting scandals which inevitably bought the company to its knees. Whilst Anderson denies any wrong doing, including the shredding of documents relating to Enron, is has admitted to "an error in judgement" in its treatment of Enron's 'off balance sheet' vehicles which led to an overstatement of profits by more than $600 million between 17 and 000 (Reinstein & Weirich 00).

In the tragic demise of America's seventh largest corporation there is no one person can be held accountable. Auditors who had multiple and conflicting roles did not raise alarms about improper financial statements. Directors failed in their duty to closely question management and accountants, and thus failed to ferret out the accounting irregularities. Lawyers and company officers set up partnerships that concealed the true financial plight of the company. Rating agencies yielded to the entreaties of management and only slightly downgraded credit ratings at a time when the company was failing. While Wall Street analysts from companies such as Goldman Sachs continually recommended Enron stock, even as it plummeted. As those on the outside wonder in disarray how a company boasting such power and success could collapse in just 11 months, many on the inside are still amazed that the troubled empire remained as long as it did. In essence the collapse was the result of a highly flawed vision; the consequences essentially inevitable.

Bibliography

1. Davis, J (00), "The Enron Factor", ABA Journal, Chicago, April.

. Eichenwald, K (00), "Web of Detaild Did Enron In as Warnings Went Unheeded", New York Times, Feb 10th.

. Eichenwald, K (00), "Audatious Climb to Success Ended in a Dizzying Plunge", New York Times, Jan 1th.

4. Fox, L (00) "Enron The Rise and Fall", Harper Collins Publishers, NY.

5. Goldstein, J (001), "What Was Enron", Wall Street Journal, New York, Dec 1th.

6. Gomez, L (00), "Enron a case for better understanding cash flows", Business Credit, New York, Jul/Aug

7. Henriques, D (00), "Seeking a quick fix; Struggling to avoid posting huge losses, Newsweek, Jan 4th.

8. Holman, W & Jenkins, J (00), "Enron for Beginners", Wall Street Journal, New York, Jan rd.

. Kaufman, H (00), "The Fall Out From Enron; Lessons and Consequences", Vital Speeches of the Day, New York, May 15th.

10. Packer, A (00), "Enron the movie", Machine Design, Cleveland, May th.

11. Reinstein, A & Weirich, T (00) "Accounting Issues at Enron", CPA Journal, New York, Dec.

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Civil Rights

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Philip Kim American History

Mr. Namm 5/7/0

Thematic Essay Civil Rights

Africans Americans are only one out of the many racial groups in America that faced

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rejection and discrimination. As time gradually progresses through the age of slavery and into a

new modern era of rights and freedom, African Americans have fought to achieve their own

equal rights in the midst of racism and conflict. An example of a right that was denied to them by

society and the government was the denial of segregation. They wanted to have the right to attend

equal facilities, schools, and many other needs. Through peaceful and violent protest,

perserverance, amd effective leadership, African American individuals and groups fought every

way they could to gain these rights.

Throughout American history and recently in the 0th century, blacks were segregated

from the whites and were denied equal facilities. They took a numerous amount of actions and

protests. One, and by far one of the most famous, was when Rosa Parks went against the law that

made it illegal for blacks to sit on the white section of a bus. This eventually stimulated the rise

of the Montgomery bus boycott, in which all African Americans decided to boycott riding buses

in protesting their objection to the law. Another example of the blacks taking action were the

Freedom Riders. In this case, blacks from around the country joined to protest their rights by

riding on buses all over the South. In another case, probably the most prominent example, is the

strong leadership of the blacks, lead by Martin Luther King Jr. He helped influence and stood as

a figure for blacks who were in need of a way to express their freedom. He led marches and

protests with his philosophy of civil disobedience. The most famous march is the Salt March on

Washington, where protestors marched 50 miles to the Washington Capital to protest their rights.

In addition, it was where Martin Luther King made his memorable speech at Lincoln Hall where

he made a statement that gave hope for blacks all around the country.

To an extent, African Americans acheived their goals. However, it often also sparked

white opposition. The Montgomery bus boycott did not directly end segregation, but it eventually

influenced the Supreme Court to declare segregation laws on buses illegal. The whites responded

back by saying the blacks themselves had started an illegal boycott, but eventually this claim was

rejected. The Freedom Riders prompted the government to force new lawsuits against

segregation and helped improve the percentage of black voters in the South. However, it also

caused violent riots to erupt, often resulting in people killed and injured. The Salt March in

Washington was strong enough to prompt the Congress to start supporting Kennedys civil rights

bill, but it is not passed until his death in 16. It also awakened other blacks around the country

to start influencing themselves that gaining their rights was important.

African Americans suffered a lot to gain their rights. By the late 160s, and with the

assaisination of Martin Luther King progress was slow and only at its beginning. Now entering

the new millenium, segregation has finally ended and racial discrimination has nearly

diminished. Through their efforts and indomitable spirits, a great tribute is given to those back in

history that lead the blacks civil rights movement into the equal society we are in now today.

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Wild nights

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Emily Dickinsens Wild Nights

Emily Dickinson 180-186

Wild nightsWild nights Wild nightsWild Nights Were I with thee Wild Night should be Our Luxury! Futilethe Winds To a Heart in portDone with the Compass

Done with the Chart! Rowing in EdenAh, the Sea! Might I but moor Tonight

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In Thee!An Explication of Emily Dickinson's Wild Nights Wild Nights

Most of Emily Dickinson's poetry is depressing. She often talks of death and pain. The first quatrain gives me the impression she is longing for a wild night similar to one she spent before, perhaps with a lover. She then states that wild nights should

be our luxury. According to Webster's Twenty-first Century Dictionary luxury is a great

comfort or pleasure. A rare experience that should be enjoyed (Fair 67) "Should be our luxury", seems to say that the wild nights do not happen as often as she wishes. In the second quatrain she says " Futile the winds to a heart in port". She seems to be saying that her heart is set and the opposing forces or winds are useless. This is spoken by a vantage point of one who has felt winds, and declares how futile they are in port, at

rest (Fair 67). "Done with the compass, done with the chart," means she no longer needs

scientific instruments to tell her which direction to go. Her heart is set and she will follow

it. In the closing quatrain she uses the phrase "rowing in Eden". During the nineteenth century lovers were often depicted rowing together as one stroke in the same boat (Fair 67). "Might I but moor Tonight in thee", when moor, to tie or anchor (Webster's 167), is used along with the previous phrase it implies a desire to join in the way of lovers. She seems to long to be with thee in a passionate setting.

Wild Night-Wild Nights" by Emily Dickinson

In Emily Dickinson's poem "Wild Nights-Wild Nights," she described sexual intercourse between two people and the physical and emotional stamina behind it. There were two important facets of intercourse as described in the poem. The first was the physical pleasure that God gave sexual intercourse. The second was the opportunity for two people to become spiritually united as one. The poem celebrated both aspects of the sexual act and acknowledged the beauty of the physical. Dickinson also described sexual intercourse as sensational and desirable, but not necessary. She also used a continuous metaphor of ships and ports to describe her sense of security in her lover. Her heart was at port as a ship would have been to be protected from the vicious winds and strong waves. Because of this, she also said that she no longer had use for a compass or a chart. "Rowing in Eden" referred to the Garden of Eden which is described as a perfect place in the Bible. The idea behind this was that she was actually in the process of sexual intercourse where she felt that she was in a perfect place. "Ah, the Sea!" was an expression of herself, where she was usually tranquil, but was now passionate. The poem, overall, suggested that one should feel safe and secure with their lover before he/she engages in sexual activity.Wild Nights ..." speaks of the security and comfort of loving someone, comparing the heart with a ship in port. What is interesting about this poem is that it could so easily have made a comparison to someone waiting for a ship to finally come home, bringing a loved one who has been off to sea.

However, Dickinson creates a slight paradox, in which the ship is already at harbor, anchored, and yet she and her love are rowing in Eden -- in bliss. The poem also uses the conditional tense, indicating a longing for her loved one -- who is absent.

The poem itself is about sexual intercourse, hence the name Wild Nights-Wild Nights! There are important facets of intercourse

1. physical pleasure God made it this way

. Opportunity for people to become united as one. (Spiritually)

It celebrates both aspects of the sexual act and acknowledges the beauty of the physical aspect.

She speaks of luxury. Something that is nice and wanted, but not necessary. You can live without sex; you wont die or starve to death without it.

The part about futile winds, heart in a port etc. is a metaphor of ships and ports. Winds cant touch the heart in port. Port is a safe place for the heart to be. (Really, it is a haven for boats and ships, like a dock). Done with the compass, done with chart-she no longer needs the compass or the chart (navigation tools) because she is safe in the port.

Rowing in Eden referring to the Garden of Eden a perfect place, and making progress (by rowing)-literally making progress by getting it on!

Ah, the sea!-the sea is tranquil yet stormy, passionate.

The poem suggests sexual activity and is basically saying if you cannot feel safe and secure with your lover, then something is wrong.

Please note that this sample paper on wild nights is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on wild nights, we are here to assist you. Your cheap custom college paper on wild nights will be written from scratch, so you do not have to worry about its originality.

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Britain and Europe

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Does membership of the European Union pose a significant threat to British democracy?

"Many years after Britain joined the community in 17.

We still have our Queen, we continue to eat sliced bread, warm beer, our police are unarmed, we drive on the left of the road, we are not forced to carry identity cards, we vote on Thursdays, milk is delivered in pines to our doorsteps, which is threatened, not by Brussels, but because we drink less every year and because British dairies have chosen to sell milk through supermarkets. Our public houses are opened d at the restricted times that we have chosen, we have our own civil and criminal law, we have Greenwich Mean Time, we play cricket and snooker, the pop has not interfered with our national churches, imported animals are subject to quarantine to keep out rabies, and so on." (Dunn,185; p.6)

This essay will firstly analyze the system within which European Union works; it will look at the different institutions role, for example the Council of Ministers, the European Commission, European Parliament, … in contrast of this, it will look at Britain's main decision-making institutions, for example House of Commons, the British Parliament, etc…I will look at both pro and anti EU views. Following the institutions' analysis, I will try to see in what ways does the European Union pose a significant threat to the British democracy. Thirdly, I will talk about the democracy within the European Union, and how far Britain has been advanced by joining the European Union. To conclude, I would summarize Britain's democratic control and will answer whether or not European Union membership has threatened British democracy.

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Democratic control of decisions made in the European Community. There are two executive bodies in the Community to take the decisions and to carry out them out. They are the Council of Ministers and the Commission. Both hold their meetings in secret. Neither is fully accountable to the public for their decisions.

The commission is run by "Commissioners" who are simultaneously appointed every four years by the heads of each national governments.

The public has no way to express its views about the choice of the Commissioners. Even their elected representatives in the national parliament cannot alter the appointments, which are the gift or party leaders. Not can the public vote directly for the appointment of a Commissioner as the American public can when it elects a President.

However the Commission, as a body, is sensitive to these criticisms. It makes a deliberate effort to consult and to listen to the elected European Parliament although it has the right (from the treaty of Rome) to ignore the Parliament's views. The European Parliament has the formal power to vote to dismiss all the Commissioners together. It does not yet have a formal power to approve their appointment, although in 185 it took upon itself to vote approval of them in any case. (Labour Party, p.6)

As for the council of Ministers, according to the British view is a far more serious problem. It meets in secret. Neither the press, nor the public, nor members of the European Parliament can attend its meetings. In their secret meetings the national ministers or their civil servants habitually abuse the confidence of the public by awarding secret vetoes to each other. These secret vetoes, for the most part, have no legal basis. Nor are the secret vetoes justified to the public afterwards. (Fakuda; 17, p.1)

National parliaments are not able to control the activities of the Council of Ministers. This is accepted by the House of Commons, where only a small proportion of Community matters are debated. The few debates are usually held late at night, this timing being deliberately chosen by the ministers. The final motion after each debate is only to take note of the Community's decision because no national parliament has any power to alter even a single comma of most decisions by the Council decisions are taken in secret, have immediate effect, and are not subject to parliamentary control.

An essential safeguard for stable democracy is that there should be adequate democratic control and proper separation of the powers of government.

In other words, the different powers of government should be kept separate instead of being concentrated in too few hands. Each separate power should be subject to full democratic control.

Curiously, the Unites Kingdom do not enjoy these safeguards. In Westminster both the executive and the legislative arms of government are controlled by the same person, the Prime Minister. (Britain in Europe, webpage)

The leader becomes in effect a short-term dictator between elections because they control both the decision-making machinery and the people's representatives.

Why should we worry about the inadequate democratic control of Community decision-making. We should definitely be concerned the fundamental principle of separate democratic control of each of the powers does not exist in the European Community. The commission and the council of Ministers have executive powers; but the public's representatives in the elected Parliament have only the right to be consulted for an opinion rather than being able to withhold powers from the executive if that is necessary in the public interest. (Wall, 180; p.57)

Therefore, the European Parliament does not need to take any powers away from the national parliaments of the member states in order to correct this situation. It simply needs an increase in its responsibilities in order that the executive decisions of the council of Ministers and of the Commission shall be made subject to separate and full democratic control.

Why are certain national leaders in the Community including Britain's leader opposed to this increase in responsibility for the European Parliament, the answer is simple, it is because their own personal power would become more subject to control, which is something they would not enjoy.

The pro-EU view explains the EU democracy rather differently. The nature of EU-level democracy must necessarily be judged on different criteria to that of states. Weiler et al suggest that three 'levels' within the EU are each characterised by different forms of democracy. The first is the intergovernmental level; conventional diplomacy and international politics. The second level is the supranational level. This revolves around the institutions of the Union, and the member states. The third level is that of Union itself, where it behaves in a similar fashion to a national assembly, replete with interest groups and technocrats. I find such a view unhelpful the interpretations of democracy offered at these different levels correspond only marginally with what citizens of Member-States experience. Such conceptualisations of democracy as 'pluralist' or 'neo-corporatist' attempt to side-step the real issue. This is defining democracy with reference to the EU, when the process should be reversed a single and coherent form of democracy should firstly be defined, and then applied to all levels of the EU. A formulation of democracy should respect the principles of the separation of powers, and of broadly reaching representation. This, however, would suggest a Euro-federalist agenda. (Dunn, 185; p.6-65)

The democratic nature and mandate of the EU institutions bears consideration. The Council, as representative of the elected governments of member states has a democratic mandate. The Parliament, constituted by direct election, has an even stronger claim to legitimacy. The problem arises when one considers the Commission. It exists as guardian of the treaties and to ensure the long-term goals of the EU, without being swayed by short-term national political interest, and as the major legislative initiator of the EU. These arguments sounded hollow when advanced for the preservation of an unreformed House of Lords in the United Kingdom. As Paine suggested, representation should be directly proportionate to power; an unrepresentative body should have no power at all. Yet in the Commission we see a body with broad legislative and executive powers. (UK membership of the EU, webpage)

There is also a positive side of Britain joining the EU. EEC membership has meant a constitutional revolution in the United Kingdom. Quite apart from a major changes like the cession of treaty-making powers to the Commission, and the acceptance of the European Court as the supreme court in the British hierarchy, membership has fundamentally altered the role and function of the house of Commons over matters of Community legislation.

Legislation is no longer exclusively prepared and drafted in Whitehall, and debated and voted upon in Westminster. Legislative proposals, in many important areas, not originate with the Commission, are considered by working parties comprising civil servants from the member countries, are discussed by the European Assembly and are finally agreed upon in the Council of Ministers. (Labour party,p.65-66)

The really revolutionary aspect of the change is however the fact the House of Commons is quite superfluous to the legislative process as far as the Community legislation is concerned. The conventional doctrine that all legislation requires Parliamentary assent no longer applies and the House of Commons has to that extent seen one of its main powers and one of the main instruments by which it exercised control over the executive disappear.

Community legislation is either directly applicable in the law of member countries or imposes an obligation on member countries to give effect through domestic legislation to chat has been agreed. Once a regulation has been agreed in Brussels, there is no way in which the House of Commons can intervene, as the ineffectiveness of the House of Commons resolution condemning the notorious skimmed milk powder regulations shows. In the case of directives, however, the house of Commons does sometimes have the chance to intervene and this will inevitably lead one day to a conflict between Community and domestic law.

To conclude I would say that the sovereignty of the British people is not at risk so long as they lived democratically.

The misunderstanding about sovereignty surely arises because it is the sovereignty of the British national parliament which is shrinking. This is born out if one observes who is voicing the fears about national sovereignty the fears are voiced by Westminster politicians who blame the European Community for their own decline. There is a danger that our national British politicians are putting their own interest at Westminster above their interest of the British people. For example, a senior conservative M.P told conservative M.E.P including the author at the start of March 18 that there would not, under any serious circumstances, be an increase in Britain's gross V.A.T payment to the European Community, whether or not that brought greater returns and benefits to the British people.

Why? because, it was specifically stated by the explainee, and increased gross V.A.T payment to Brussels would be a transfer of Westminster sovereignty.

It is true that our sharing in the greater European sovereignty will threaten some of our national British institutions. (Labour party, p.65-70)

Those threatened will included our British passport and customs officers. The public has been brain-washed by government into forgetting that these are devices for limiting their freedom. The European parliament looks forward to the day when all such restrictions on movements by British and other European citizens inside the community will have been abolished .

The major reason for founding the Common Market, which has developed into the European Union, was to build a political framework which would make it impossible to repeat the devastating wars which had torn Europe apart during the first half of the twentieth century. The irony is that it is not political structures which stop wars breaking out. It is democracy which fulfils that role. Functioning democracy allows tensions and conflicts of interest to be solved by compromise, in a civilised and generally acceptable way. It allows new ideas, new trends, and new people to come to the fore peacefully, without the use of force and coercion. The major failure of the EU is that it has tried to centralise power, without corresponding democratic control. This is why it is responding so inappropriately to the biggest dangers facing Europe. These are not nowadays the prospects of wars between Member States, although Yugoslavia, in Europes hinterland, is an awful reminder of how easy it is to slip backwards. The great threats to Europe are civic disorder and crime, racism and extremism, corruption and cronyism. Their causes always are a combination of economic failure on the one hand and on the other a breakdown in civic trust and confidence in the ability of the democratic process to respond. These are the dangers which the EU now faces as the safety valve provided by democracy is eroded away, and the EUs self serving elites foist on the EU a combination of economic prescriptions, social policies and political structures which do not work, and which are not what the people want. (Britain in Europe, webpage)

Another key point to mention is the increase of globalization, which is can threaten a country's democracy. Which is not only the case for Britain but other EU countries have kind of partly lost their control over decision-making ,therefore loss of democracy. And few argue, loss of sovereignty because of the introduction of the Single Currency, Euro.

The Labour party , 177; The EEC and Britain a socialist perspective, chap "Membership and Parliamen"t P.6

H.Fakuda, 17; Britain in Europe, chap. "Britain, the common Market" p. 51-56

H.Fakuda, 17; Britain in Europe, chap.4 "Association with the EEC" p.1-14

W.Wali, 180; Britain in Europe, chap. "The Balance of Payments and British Membership of the European Community" P.57-7

N.Dunn, 185; Greater in Europe, chap.5 "An alarming gap in Democratic Contro"l p.50-55

N.Dunn, 185; Greater in Europe, chap.7 "Sovereignty, the Misunderstood concept" p.6

N.Dunn, 185; Greater in Europe, chap. "Who is afraid of a United States of Europe?" p.8

Britain in Europe ,

URL http//www.northislington.freeserve.co.uk/party/peo/fws.htm ,consulted1-0-0

Britain in Europe,

URL http//www.britainineurope.org.uk/templ.phtml?id= ,consulted 14-0-0

Britain and Europe, URL http//www.liu.se/isk/eng/cs/cshome8.html , consulted-0-0

History of UK membership of the EU,

URL http//www.cec.org.uk/about/history.htm, consulted-0-0

David Lennon, Tony Blair's Britain,

URL http//www.eurunion.org/magazine/71/p08/p08-71.htm , consulted 6-0-0

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Great Gatsby: Nick as Narrator

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"Im one of the few totally honest people I know. Nick Carraway says this early in the novel in order to establish himself as a dependable character. It also comes to light that he is the only character who has maintained most of his morals throughout the book. He reserves his judgements and does not express them vocally, but rather to the reader in his thoughts.

Nick, throughout the novel separates himself from the rest of the characters. He is involved in all the controversy first hand, but manages to take outsiders view on things. For example, he does not think it right that Jordan Baker, the woman golfer, should cheat in a golf game, but on the other hand he does remember that it was only an accusation. When Nick finds out about how Gatsby makes his money overlooks he dishonest business dealings, with certain relationships and with organized crime. Gradually through the novel Nick looses his innocence, and in turn his morals. It can also be said that throughout the book that some his facts may be distorted or even lies. For example, one day Tom drags him along to Myrtles apartment in New York. While he is there, he gets drunk, so this is a prime area for twisting of facts. Another example is when Daisy runs into Myrtle in Gatsbys car. Lots of what we hear is gossip and from the recycled facts from bystanders.

Nick's western roots do, however become questionable as the novel progresses. For instance when Tom is having an affair he says nothing to Tom about how it's sinful and wrong. Instead, Nick goes along with Tom and waits while Tom is in the bedroom with Myrtle. He speaks of the immorality of it, however he never says anything. Another example is when Gatsby is trying to court Daisy. Nick introduces them knowing full well how Gatsby feels about her. However, Nick fails to remember that Daisy is someone's wife and that she is bound to Tom threw their vows.

An aspect of Nick's character that also perplexes the reader is Nick's level of friendship, trust and tolerance to Gatsby that he offers no one else. At the end Nick is quick to dismiss Tom and Daisy. Nonetheless, no matter what Gatsby does Nick finds a way to rationalize his actions for the better. This influences the reader because we grow to empathize with Gatsby. He seems to have worked hard for the love of Daisy. Whether it be because we know she would never love him as a person or because we feel sorry for him and the life that he has degraded himself to. To her, he is still that poor boy from many years ago and in her head she is still thinking, "Rich people don't marry poor people."

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Nick Carraway, the novels narrator, may not have always had the most impartial opinions or the views on certain topics but he was continually loyal. Not loyalty in reference to his relationships with the other characters, but in being loyal to himself. He did not get involved with the corrupt ways of the others and he did not loose all his morals and ethics. However, when he realized how they had declined he made the decision to move back home, to the West, where he could regain all that he had lost. "Thats my Middle West … the street lamps and sleigh bells in the frosty dark…. I see now that this has been a story of the West, after allTom and Gatsby, Daisy and Jordan and I, were all Westerners, and perhaps we possessed some deficiency in common which made us subtly unadaptable to Eastern life."

Please note that this sample paper on Great Gatsby: Nick as Narrator is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Great Gatsby: Nick as Narrator, we are here to assist you. Your persuasive essay on Great Gatsby: Nick as Narrator will be written from scratch, so you do not have to worry about its originality.

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Analysis of Dickenson's "When I heard a fly buzz

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Analysis of Dickenson's "I Heard a fly buzz-when I died"

"I Heard a fly buzz-when I died" depicts a 1th century woman "…recalling her own deathbed scene, focusing on the suspenseful interval during which she and loved ones await the arrival of death..." (Arp 4). Death in Emily Dickenson's time was very much unlike death today. Instead of the typical deathbed scene of today, complete with a relaxed hospital patient soothed by painkillers, "before the age of powerful anodynes death was met in full consciousness…," (Leone 7). Because of these differences in the past and present day, the reader gets the chance to be exposed to the character's inner thoughts and feelings during this time. Through her use of theme, symbolism, and poetic devices Emily Dickenson explains her views on death and dying, in the poem "I Heard a fly buzz-when I died."

First, throughout the poem, the central theme is death. More specifically it details the struggle in belief of an afterlife and the unimportance of material, earthy possessions. First, the narrator's disillusion with the promise of a Christian afterlife becomes apparent to the reader throughout the poem. "As consciousness fades, the world fades and vice versa; as the world and consciousness ebb out, the promise of Christian immortality (represented by the King) also disappears" (Budick 171). Also illustrated throughout the poem is the idea of the uselessness of material possessions of this earth after death as the narrator describes them in the lines "/…I willed my Keepsakes Signed away What portion of me be Assignable," (Dickenson 8-10). The narrator is now aware that these

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possessions serve no purpose after death. Through these central themes Emily Dickenson creates a central theme revolving around death.

Also, symbolism plays a central part in the poem explaining aspects of death and dying through the symbols of silence and the fly. First, reference of silence is used through the lines "/…The Stillness in the Room Was like the Stillness in the Air"(Dickenson -) as a symbol of impending death and the silence after it happened. In contrast, the fly portrays a symbol of life that is blocking death. "We know nothing about the fly's buzz yet except that its sounds stands out against a background of silence. The room is silent because the persona is nowhere…," (Weisbuch ). The fly's buzzing is all that stands in the way between the narrator and her death and separate her from her awaiting heaven. "Even so small a demonstrative, demonstrable creature is sufficient to separate the dying person from "the light," i.e. to blur the vision, to short-circuit mental concentration, so that spiritual awareness is lost," (Leone 75). Through these symbols, silence and the fly, Emily Dickenson further elaborates on death.

Lastly, the poetic devices, such as rhyme scheme, dashes and onomatopoeia, used throughout the poem also contribute to the feeling of death and dying. First, the rhyme scheme is very deliberate through the course of the poem. The second and fourth lines are rhymed while the first and third are not. "The approximate rhymes provide a formal unity even as they convey an atmosphere of unease, an uncertainty and fear in the face of imminent death," (Arp 50). Also, the dashes littered throughout the

passage for emphasis "contribute to the poem's measured, stately rhythm," (Arp 50). Onomatopoeia, the use of words that produce sounds, is also employed frequently to add

to the scene. The word buzz is scattered through the poem to illustrate the constant sound of the fly in the room. "This outburst of onomatopoetic effect consummates the aural imagery promised in the opening line," (Arp 50). In the last line, there is the fly, blocking the narrator from quiet thoughts of an awaiting heaven, so that she "/…could not see to see," (Dickenson 16). Through the use of poetic devices Emily Dickenson is able to further enhance the meaning and atmosphere in this poem.

To conclude, the poem "I Heard a fly buzz-when I died" is a classic in literature. Through this poem people today are able to experience the death and dying of a woman like it was over 100 years ago. In her writing of this poem Emily Dickenson contributes to this portrayal by her use of death as a theme, symbols of silence and the fly and poetic devices like rhyme, dashes and onomatopoeia.

Please note that this sample paper on Analysis of Dickenson's "When I heard a fly buzz is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Analysis of Dickenson's "When I heard a fly buzz, we are here to assist you. Your cheap college papers on Analysis of Dickenson's "When I heard a fly buzz will be written from scratch, so you do not have to worry about its originality.

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Violence in hockey

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Violence In Hockey

With the increase in society taking a stance against violence, the sport of hockey has become an area where some feel that violent acts such as checking, fighting, and overall body contact occur too frequently and should be eliminated. Lately, NHL officials have lowered toleration to these acts, by issuing heftier fines and suspensions, but not enough to make a huge difference. Many fear that this violence is negatively affecting the youth of America and is contradicting the teachings of good sportsmanship that is encouraged by today's amateur coaches. However, players, and most people close to the game, are in opposition of these feelings and believe that violence is a vital part of the sport and its history. So I pose the question Should violence in Hockey be banished? My feeling is NO.

Before thinking about the obvious pros and cons of violence in hockey, think about what it would be like to be in the skates of a fighter in hockey. The six-theory method designed by John Schneider, is designed help explain how a fighter might feel and what choices he has to make.

According to Mr. Schneider, the reasons that so much violence is occurring in sports is due to these six theories The violence in sport mirrors violence found in society, violence occurring as the result of economic incentives, the influence of crowd behavior on player violence, genetic causation for player aggression, and psychological stress and player violence (Lapchick 0). Of Schneider's six theories, I feel that three are important in explaining my research. They are the theories of sport mirroring society, violence as a result of economic incentive, and the influence of the crowd behavior.

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The first theory, the theory of sport mirroring society, explains that the same reactions of everyday humans to certain situations is very similar to how a hockey player would react to a similar situation in a game. Most people when involved in a highly stressful situation where violence is around would probably resort to a fight to resolve their differences. In sport, why should we expect any different. In events such as hockey games, where people are expected to hit and make body contact all game long, sooner or later some type of altercation or disagreement is bound to take place. Like anything, if people are being pushed around and called names etc. it is only a matter of time before the opposition gets into their heads and retaliation is expected.

In hockey especially, economic incentive plays a big role in the violence level. There are some players whose only role on a team is to protect and enforce the unwritten rules of the game such as taking a cheap shot at a teams best player, or running into another teams goalie etc. When dirty acts by the other team take place, a "fighter" is immediately summoned by the coach to go out onto the ice and take care of business. If a fighter chooses not to fight, he will be unemployed. A fighter can also receive a bonus in pay if his teams star player stays injury free (Staudohar 116). In most cases though, fighters are often being bounced around the league, but if you are a known tough guy, you will always have a job in hockey.

The third theory, the influence of crowd behavior, plays a smaller role than the proceeding two theories, but nonetheless, is often a factor in violence promotion.

Like most people, when being applauding for a certain act, we will try to repeat it. In hockey the concept is no different. When the home team is taking a beating from the other team, the fans know what's coming. They cheer and chant for the fighter to be put into the game, and when he gets his job done, he is rewarded by the fans. One fighter said "the adrenaline rush you get from 0,000 screaming fans is unbelievable; you don't want to let them down" (Lapchick 47). This quote is a perfect example of how a crowd can be a huge factor in violence promotion on the ice.

All three of those theories relate closely to the role of the fighter in hockey and why it is that he does commit these acts of violence. They tend to take most of the blame off the fighter, as it almost seems as if he has only one route to choose; to fight.

When leagues such as the National Hockey League (NHL) are asked to try and remove the violence from their sport, they are hesitant because it is not what the fans want. Why should these leagues remove the violence that is occurring if they are making money and keeping most fans happy. "Bryant and Zillman report that television viewers enjoy NHL plays more when they are rough and violent. Two of the best-selling videos in parts of the Northeastern United States have been a collection of The Best Fights in the NHL and Hockey's Greatest Hits" (McPherson 4). The fans of the games love to see these situations and eliminating the fighting aspect would hurt the support. Even former NHL president Clarence Campbell felt that the violence taking place in his sport was called for and was reluctant to remove the fighting and the body contact because he knew that it is what the majority of hockey fans want. His feelings can be summed up in this quote "Not that fans don't enjoy scoring and good play, but fighting is a major part of hockey's entertainment. If violence ceases to exist, it will not be the same game. As long as fighting is part of the show we will certainly be able to continue selling it. As we also continue to not promote it. We tolerate it and we bring it under disciplinary control which we believe satisfies the public" (Snyder 01).

Also, its better that the violence takes place between two willing combatants as in hockey, rather than in other sports where bench clearing brawls, and hit batsmen take place. Allowing people not to be able vent their frustrations through sports in my mind would also increase the violence that is happening away from the playing field. It is a known fact that sports do keep kids off the street and away from gangs, which is why you see so many athletic and boxing clubs being run out of the inner city. It is allowing the youth to take their energy and hostility out on a willing opponent who is ready and consenting rather than against an innocent bystander.

Some individuals have gone as far as saying that sport in general is creating a deviant subculture where these athletes are becoming the opposite of what was intended for them. The emphasis in formalized sport on victory may, in fact, promote deviant behavior and poor sportsmanship (Snyder 101). This is a direct contradiction from the main argument of those opposed to hockey violence. While most feel that this violence is teaching the youth of today bad sportsmanship, they fail to recognize that the emphasis on winning is what is really corrupting the games. Too many kids these days aren't having fun in sports, as the emphasis on winning has become too serious.

The violence that is occurring today in Hockey is not occurring more than it was ten or twenty years ago like some people might suggest. It is only being highly publicized and talked about more by the mass media. If there is one group to blame for the increase in violence I feel that it would be the media, not the athletes themselves. If you turn on the television to watch a sports channel now a day, we have all these talk shows with violence as the topic. These channels host calls and hold rap-sessions on how violent sports has become, but when you watch the 1100 Sportscenter, it will always glorify an act of violence like a hockey hit of the night or repeat some clips from a good fight or a good hit. I can recall numerous occasions where the media has hyped up a hockey game involving two tough guys and creating hysteria between two teams based on what happened the last time they played. Isn't this wrong for the media to be trying to prevent violence, but at the same time encouraging and glorifying it? Look at sports like boxing for example, which rely on the media to increase the sports fans interest in an upcoming match. When you can only fit approximately 17,000 people into a Las Vegas boxing arena, the money is not made at the gate. Millions and millions of dollars are gathered from pay-per- view television where again millions of spectators are waiting to see the outcome of a match (McPherson 101). We as society, the fans, media, players etc. have to face the fact that majority of people are attracted to this sort of violence in sports and there is nothing we can do to change it.

Should we take steps to discourage the violence in hockey? Yes, but not by trying to do away with it. We must keep penalties and suspensions harsh, but at the same time, realize why fights sometimes have to take place. Its not every day when certain events like the University of Moncton-University of Prince Edward Island hockey game where a referee was assaulted on the ice after disallowing then allowing the same goal takes place (Lunney 1) . People have to realize that this is not a true representation of hockey, and that crazy acts like this happen in any league, or sport. This kind of violence occurs very little in the sport of hockey considering the amount of games that are played throughout the year and they are of course not the norm.

Violence in hockey is not having a negative effect on society, it is only allowing players to protect their teammates and fans to enjoy themselves while they are watching a particular sport. Yes there are instances where players and fans do go overboard and get carried away causing scuffles, but it is not very often. When it does happen, it is blown-up so that people think hockey is played by bozos and goons who can only fight. The violence that is in sport is here to stay and should be left that way so that the real fans and those who understand what is going on can enjoy the sport. The media and people opposed to this violence, should start looking for better ways to demote such actions and start realizing that the NHL is also. They should also stop worrying about the professionals and start teaching their own kids that sports are to have fun, and that winning isn't everything. That is the more important issue.

It would be hard to eliminate violence in hockey because it has been a popular and long-lasting part of the game. Players know that a good, solid hit or a bit fight can sometimes put momentum on their side, and giving them extra drive to turn a game around. Most importantly, Players, Fans and those close to the game do not want to see it be removed because not only is it entertaining and a momentum builder, but it has forever been a part of the games heroes, history and rich tradition. Hopefully, people will let go and wake up to realize that the players aren't responsible for any of the hoopla going on and that they are just making the issue much worse than it really is.

Annotated Bibliography

1) 17 Information Please Sports Almanac. Wilmington, MA. Inso Corp., 18

This book gives statistics and records for a whole year in sports; includes every sport. I used this for statistical knowledge and a grasp for the difference between home and away records for sports teams.

) Gongola, Eric. "Sports can turn dreams into nightmares". The Standard Times 0

Apr. 000 (http//www.s-t.com/projects/DomVio/sportsdreams.HTML)

This article tells speaks of how aggression in sports should stay at the games instead of on the streets. It gives a story supporting its opinion. I used it to show how violent aggression should be taken care of during games, because if not, it may result in a worse situation after games.

) Lapchick, Richard. Fractured focus. Lexington, MA. Lexington Books Ed. 186

This book talks about how sports are becoming more violent. It gives specific examples and theories on the subject matter. I used this in my paper to talk about the six theories of why violence is occurring in sports.

4) Lunney, Daniel. Refs on run Abuse of officials on rise in Manitoba. Winnipeg Sun,

pg. . March 6, 16.

This book talks about the abuse of officials and concentrates on an event that happened in the Canadian province of Manitoba. It also tells stories that were never released before to the public. I used this book to get an idea of some bad effects of on ice aggression in sports.

5) McPherson, Brian D., James E. Curtis & John W. Loy. The social significance of

sport. Champaign, IL. Human Kinetics Books. 18

This book argues that violence in sports is a part of history and the game. It gives examples from the past, reactions from people close to sports, and supports its opinions. I used this book as background for talking about how most people connected with a specific sport and its history feel about violence.

6) Snyder Eric E. & Earl A. Spreitzer. Social aspects of sport, Englewood Cliffs, NJ

Prentice-Hall Inc. 18

Similar to the proceeding book, this book talks about the pressure to win and perform in a sport and how this brings out violence. It also gives examples. I used this book as background for people opposed to such violence in sports, and to show how those connected with a sport can sometimes be held responsible while they might not even be playing.

7) Staudohar, Paul D. Playing For Dollars. Ithaca, NY Cornell University Press 186

This book talks about the financial significance of sports and also how money plays a huge role in sports; it argues against the changing face of athletics, and is not for it. I used this book to gain background knowledge on how money can relate to violence, and to get a negative view on how athletics is changing.

Abstract

In this research paper, the main topic was to show that although there is an increase in society opposition to violence that in hockey, it should not be eliminated from the sport.

Although there has been a call by some to have violence such as fighting, checking and body contact eliminated from hockey, they have to realize that most of what's going on with violence in hockey has nothing to do with the players and a lot to do with the media and those opposed to it. The violence that is being displayed in hockey should stay in the game, and for those who believe that it should be eliminated should realize that it is a vital part of the game and its history.

While this is only my opinion, I have researched the pros, cons, theories, and the facts, and hope I have swayed your opinion on this issue.

Please note that this sample paper on violence in hockey is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on violence in hockey, we are here to assist you. Your cheap custom college paper on violence in hockey will be written from scratch, so you do not have to worry about its originality.

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