Criminal Law Essay Example for Free

Criminal Law Essay 1. What kind of strike does the law not allow to form the basis of self-defense claims? d. Preemptive Correct Question 2 The castle exception is an exception to what doctrine? a. the retreat doctrine Question 3 Which of the following cases involves the â€Å"New York Subway Vigilante?† c. People v. Goetz (1986) Correct Question 4 Most defenses are perfect defenses; if they’re successful, defendants are c. acquitted. Question 5 The retreat requirement is weakest or nonexistent when persons are attacked b. in their own homes. Correct Question 6 The defense of consent recognizes the societal value of a. individual autonomy. Correct Question 7 A defense in which the defendant admits the act but claims that, under the circumstances, they aren’t legally responsible is called b. excuse. Correct Question 8 A defense in which the defendant accepts responsibility for the act but claims what they did was right is called a. justification. Correct Question 9 Circumstances that convince fact finders that defendants don’t deserve the maximum penalty for the crime they’re convicted of are called c. mitigating circumstances. Correct Question 10 Which of the following never justifies the use of force against another person? a. retaliation Question 11 At the heart of the choice-of-evils defense is the necessity to prevent a. imminent danger. Correct Question 12 A person who was the initial aggressor can gain a lawful right to self-defense if they do which of the following from the incident they started? b. completely withdraw Correct Question 13 A person can use deadly force against an attacker whom the victim reasonably believes is going to cause them an injury less than death. The attacker is said to be threatening b. serious bodily injury. Correct Question 14 What is the heart of self-defense? a. necessity Correct Question 15 The general rule is that self-defense is available only against what type of attacks? b. Legal Question 16 Which of the following is a key requirement of the necessity defense? a. that no reasonable legal option exists for averting the harm Correct Question 17 The law of self-defense is undergoing b. major transformation. Correct Question 18 In some jurisdictions, a person must retreat before using defensive deadly force if a. he can with complete safety to himself and others. Correct Question 19 Defensive force may be used only if the threat or danger is  d. imminent. Correct Question 20 Evidence that doesn’t amount to a perfect defense might amount to an imperfect defense; that is, defendants are d. guilty of lesser offenses.

The Essence Of Human Resource Management Theory Management Essay

The Essence Of Human Resource Management Theory Management Essay According to Martyn Shuttleworth (2009), literature review is a critical and in depth evaluation of research in which all sides of an argument must be clearly explainted, and areas of agreement and disagreement should be highlighted. In order to deal with the objectives and question proposed in the chapter 1, the author is going to find related theories in academic journals both online and paper, and other academic sources to provide the supervisor as well as readers a comprehensive overview of why the author is pursuing the research. In the chapter, the definition, components and practice of human resource management, human resource management in Vietnam and SMEs will be presented. In addition, the author will address the problems and find solutions to improve human resource management. 2.1: Human resource management definition There have been many lessons and also so much research both national and interational on the human resource management, which are widely applied in enterprises. And these primarily concentrate on the areas including the concept of human resource management, functions of human resource management and its applications. An debate on what is the essence of human resource management theory is still ongoing conversation. A review and research agenda put forth by Guest (1997) has endeavoured to pull all those arguments together. He indicates that there are diverse theories about human resource management including illustrative, strategic and normative. Firstly, descriptive theory states that the important inputs of an alternative of human resource management policy and practice such as creating employee influence, enforcing human resource flows and establishing incentive reward systems will influence on four key effects, which are commitment, competence, congruence and cost effectiveness. These leading to they will produce low labor turnover, loyal and faithful employees, who will commit to build up an organizations efficiency. This statement is also presented by Beer et al (1984) and Beaumont (1993). Secondly, strategic theory suggests that a good coordination between business strategy, human resource policy and practice will strengthen enterprises performance. Finally, normative theory describes a set of value that indicates human resource management practice applied to gain normative targets of high commitment to the enterprise. This will affect the performance of enterprises. Definition of human resource management is still in argument. Boxall and Purcell (2003) argue that this definition is affected by three issues. Firstly, human resource management is derived from a range of antecedents and depends on the stance and philosophy of the analyst. Secondly, it contributes to the analysis of the employment relationship, and is reliant upon context. Finally, the significance of human resource management is variable, which emphasize people, strategy, employment relationships etc. In order to emphasize human resource management, Redman and Wilkinson (2006) compare it as the utilization of individuals to achieve an organizations objectives. People management not only critical to business performance but also much more significant than priority over quality, technology, competitive strategy or RD terms of influence on the bottom-line. They present functions of human resource management, which include employee and labour relations, staffing, human resource development, compensation and benefits, safety and health. Storey (1995) states, similarly, that human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through strategic development of a highly committed and skilled workforce, using an integrated array of cultural, structural techniques. In addition, Cherrington (1995) confirms that human resource management is responsible for how people are treated in companies. It is the commitment on taking p eople into the organizations, assisting them carry their work out, compensating them for their labours, and settling issues that arise. 2.2: Human resource management functions and performance According to Mondy (2002), there are four functions in human resource management including recruitment, training and development, performance appraisal, compensation and benefits. Together they make up the human resource management system. Top management views these functions as an important tool to enhance competitiveness. Recruitment is, firstly, the process of attracting individuals on an opportune basis, in sufficient numbers and with suitable qualifications, and motivating them to apply for jobs with an organization. This process involves analyzing and forecasting the talent that companies need to execute their business plan, it is an important strategic step, enabling the organization to recognize, develop and sustain the workforce skills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees. Better recruit would lead to improvement in organisation productivities outcome compare to a poor recruit process. This process is very crucial to the success of the business. Failure to recruit appropriate worker will result in slow or stunted the grow of business (Boxall and Purcell 2000, p.140). The firm may then select those applicants with qualifications most closely related to job specifications (Mondy, 2002). He confirms that finding the r ight way of encouraging qualified candidates to put in for employment is extremely important when a firm needs to hire employees. Training and development is, secondly, the heart of a continuous effort designed to improve employee competency and organizational performance. Mondy (2002) argues that training provides learners with the knowledge and skills needed for their present jobs. On the other hand, development involves learning that goes beyond todays job, which has a more long-term focus. It prepares employees to keep pace with the organization as it changes and grows. Training Development activities have the potential to align a firms employees with its corporate strategies. According to Leonard Nadler (1984), training and development are ornanizational learning experiences took place in the certain period of times in order to increase the job performance and improve the development capacity of organizations and individuals. The concept emphasizes the ultimate goal of human resource development is to develop the organization, also focuses on the combination of personal development goals together with development objectives of the organization. However, the term also confirmed the development activities only increase job performance and organizational development capability since only when are employees interested in appling the learned knowledge to the work then the change will be created. On the other hand, the concept also clarified the role of direct managers in improving the job performance of employees yet definition of the concept is still in debate. Similarly, Henry J.Sredl Willam J. Rothwell (1997) defines training and development is to refer to the organizational learning experiences which are sponsored by the business ower. They are designed and implemented along with the goal of improving the job performance and enhancing the human condition through ensuring the combination of organizational and individual goals. The concept emphasizes the support of employer for their employees in the human resource development activities. On another view, Jerry W. Gilley (2002) states that training and development is the process of promoting organizational learning, improving job performance, and creating changes through the implementation of solutions (official and non-official), initiatives and management activities aiming at performance improvement, competitiveness and innovation which has more emphasis on the official and non-official remedies in human resource development activities, and also more focus on organizational management s olutions. Thirdly, according to Mondy (2002), performance appraisal (PA) is a formal system of review and evaluation of individual or team task performance. While assessment of team performance is essential as long as teams exist in an organization, the focus of PA in a number of companies remains on the individual employee. In spite of the emphasis, an effective appraisal system evaluates achivements and initiative plans for improvement, targets, and objectives. Finally, Mondy (2002) shows that compensation administration is one of managements most difficult and challenging human resource areas on account of containing quite a lot of elements and has a far-reaching impact on an organizations plans. Compensation is the total of all awards provided to employees in return for their services. Generally speaking, pay system are designed to attract, preserve, and encourage employees, to attain internal, external, and individual equity, and to keep a balance up in relationships between direct and indirect forms of compensation, and between the pay rates of supervisory and non-supervisory employees. As far as the relationship between human resource management and organizations performance is concerned, there has been increasing numbers of research. Most of them support the positive correlation between high performance as a result of human resource management practice and efficiency of enterprise performance. Poole and Jenkins (1996) examined the development of comprehensive human resource management policies by the survey of 909 firms in Britain and investigated that human resource management is one of the key factor to achieve a competitive advantage. With the general consensus, Dunphy and Stace (1992) have the same view with Poole and Jenkins. They emphasize that people themselves and their skills are the important factor to the added value of the organisation and human management will have an influence on enriching the efficiency of an organization. As a result, human resource management must be added in enterprises strategic development. The empirical study on effects of management training of Wong (1997) finds out that there are considerable impacts of management training and development on reforming performance of small and medium enterprises. In addition, Bratton and Gold (1994), Bearwell et al (1994) and Storey (1995) conclude that an organisation, which strives to improve its operations and demand for success, leads to the greater emphasis on human resource management. Hence, these studies have suggested that policies and practices of human resource management contribute to business success. Furthermore, there are several studies in which have included performance-based compensation as one of the high performance in human resource management practices. Redman and Wilkinson (2006) state that compensation is the total of all rewards provided employees in return for their services. There are two types of compensation including financial and non-financial compensation. Financial component consists of wages, salaries, bonuses, social security, health services etc. In contrary, non-financial one covers the satisfaction that an employee receives from the job itself and job environment such as teamwork, skills, autonomy, flex time and others. Huselid (1995), Delery and Doty (1996) consider compensation and benefits as the single strongest predictor of an enterprises performance. Based on empirical studies, these authors conclude that there is a positive correlation between performance-related pay and company performance. Therefore, performance-based compensation and merit-based promotions can be evaluated as important factors in incentive systems (Guest, 1997 and Huselid, 1995). At present, there are quite a lot of ways to progress the practice of human resource management. One of the key factors for the success of enterprises in a competitive market is to keep up continued competence through the development of human resources, which employee performance appraisal is a crucial tool. Borman (1991) defines that performance appraisal is a system of reviews and evaluations of an individuals or teams performance. It covers human resource planning, recruitment and selection, training and development, career planning and development, compensation programs and evaluation of employee potentials, of which compensation is widely apply in performance appraisal. A professional appraisal system could significantly improve employee performance and enterprise profitability (Robert, 1995). 2.3: Human resource management in small and medium enterprises Hill and Stewart (2000), with respect to human resource management in small and medium enterprises, state that SMEs lack resources like large enterprises, which tends to follow informal modes of operation such as short-term perspectives and the owners preferences and experience. However, many studies indicate that issues in SMEs are similar to those facing large enterprises such as the difficulty of linking investment in training with performance outcomes, the delivery of training courses and impacts of technology. Patton et al (2000) suggest that understanding the link between training interventions and achieving performance might be complicated by several variables that could impact the relationship. These factors might contain surrounding factors and particular ones to the firm, such as the owner and background of the management team, and the partnership between the training supplier and the recipient. Patton et al recommend that it could be more productive to encourage training as beneficial to the firm in the widest sense rather than attempting to reveal clear causal relationship. Huang (2001) argues that inadequacies in the definition and measurement of training have hampered attempts to show links between training and improvements in performance. Huangs study suggests that, where firms grow up sophisticated training courses with efficient management assistance, the effectiveness of the investment in training will be high (Huang, 2001). However, it might be argued that, by their very natu re, small and medium enterprises might lack the ability to build up sophisticated training programmes, with or without management assistance. There is a huge challenge in thinking up incentives for small firms to invest in formal job related training when it is often difficult to argue that it is in their short-term interests to do so. In relative terms, the effect of the owner manager in a small firm is much more pervaise and powerful than may be the case with the CEO of a big firm. In the view of Mazzarol (2003), he suggests small businesses are the product of their owners, whose personality and personal involvement dominate. The owner managers perspectives to training will be an essential hindrance or assistance in the implementation of training programmes. Hankinsons (2000) study of owner-managers found that these managers typically invested 93% of their working day inside the firm and made little deliberate attempt to up-skill themselves through joining courses or reading relevant literature as they regarded experience as the most relevant from of their continuing achievement. Managers with these views to training are not likely to encourage high rates of participation in training amongst their staffs. One response to this low regard many owner-managers have for the relevance of available training and developm ent schemes might be to develop an approach based on mentoring (Hudson-Davies et al. 2000). Sharply becoming a key issue, technology is in association with training on two sides, first the rapid development of technology coupled with the increasing pressure to keep up technical skills in order to maintain competitive, should supply an important incentive for continued investment in training and development. As McCole et al (2001) note, the generally negative attitude and low priority given to training in many SMEs is a matter for concern. Following their study of training in SMEs in Northern Ireland, McCole et al summarized that the short-term emphasis in small companies, which depresses investment in longer term masters such as training, might result in small companies experiencing a decline in their ability to keep up competitive in terms of their key human resources. The second side of technology is that new forms of electronically mediated training design and delivery should overcome several the problems of access, that have been often cited by managers in SMEs as a maj or obstacle. In spite of the importance of technology and the chances now emerging, research seems to suggest that SMEs have not been quick on the uptake. From a number of managers of SMEs, a frequent complaint is that available training programmes are not well designed for the commands of the small companies, or are difficult to adapt to the specific requirements of a firm. The issues here might be more complicated than simply a question of content. Anderson and Boocock (2002) argue that the big firm model of learning, on which the majority of formal training courses are arranged, is inappropriate for small companies in which the distinctive culture and communications systems could be more suited to learning which occurs through more informal processes. Advances on training in SMEs has to contain concern not simply for content, but also for problems of timing, location and delivery and such training might require a significant level of customisation given the heterogeneous nature of the SMEs sector. Clearly there is a problem here for SMEs as highly customized products for small clients are not an appealing prospect for training provi ders. According to Patton (2000), he points out that the relationship between training interventions and improved performance may be hindered by factors such as the owner and nature of management team, the relationship between the training provider and recipient. In addition, Mazzarol (2003) states that the influence of the owner manager in SMEs is more pervasive and powerful than ones in large enterprises. Moreover, Huang (2001) argues that SMEs are not capable of designing sophisticated training programs with the management support, which is a challenge for SMEs to invest into jobs related to training programs. 2.4: Human resource management of SMEs in VietNam Vietnamese government with the assistance from international organisations in many countries in the world has paid more and more attention to the development of SMEs since the renovation doi moi. In order to support Viet Nam along with its efforts, some donors came and joined hands to support Vietnamese SMEs as key actors in the countrys socio-economic development. A number of researchers have been implemented with the mandate to provide assistance to the development of SMEs. Almost these researches have aimed at financial issues, businessworking environment of SMEs and business services. This area has been mentioned by some reports in different aspects although there has not been any research specialising in human resources management issues in Vietnamese SMEs. Nguyen Duc Vinh (1999) indicates that the faster the growth experienced by the small firm the more likely it will experience human resource masters. The management of SMEs tends to be small and multi-functional. Often, entrepreneurs run companies dingle-handed or take a disproportionate production of the key decisions, in addition to functioning as the general interface to the outside world. Creating a larger, professional management is desirable, but until a certain size is reached it is difficult to create much division of labour and to develop specialised interfaces. These leading to management functions in a brutal cycle of overwork, which results in inability to consider and exploit externally-derived improvement opportunities, that in turn leads to overwork. The lack of specialised is completely absent. Notably, a number of small firms have no engineers and therefore no intelligent interface to technological changes and opportunities. Other key skill and resources might be abse nt. Usually, for instance, new technology-based companies have few marketing or business development capabilities. SMEs, which are trying to orient to export markets, require good entrepreneurial and management skills. However, business management skills are not up to the mark. Only a few owners are equipped with business knowledge of a market economy. Most of the proprietors run business based on their own experience. In general, entrepreneurs in the SMEs sector are often home-grown, obtianing their skills and leadership qualities in their own workplace and business environment. Beyond a certain point, this learning by doing approach becomes less useful in assisting small firms in graduating into modern small enterprises, equipped with advance models of technology and marketing skills. Furthermore, SME management rely on being experienced and being able to communicate both inside the enterprise and with outside partners. Thus, according to Tuong Lai (1999), training and support programmes might be needed to build up the quality and skills of both employees and management. In Vietnam, the facts have showed that employers are reluctant to invest in training potentially highly mobile workers. To a certain extent, the demand for technical and vocational training is being dampened by employees tendency to leave for a better job once they have been trained. Employers do not believe in contracts that require their workers to stay firm a certain period of time after training, either because the workers are not registered or because they think the contracts will not be enforced. A survey by MPDF in 89 manufacturing companies in both public and private sectors (MPDF, 2000) found that: On average, each month, firms invested three days of internal staff time in training and bought-in an average of 16 days of training services. Seventy eight percent of external training was provided by the public sector. The respondents also state that training content needed to be more up-to-date, of global quality, and localized for the Vietnamese context. Training should be carefully matched to customers demands with both basic and advanced training options. The training itself needed to be practical, not theoretical. The method of instruction needed to be designed to ensure skill transfer from the classroom back to the workplace. Fifty nine percent of the companies indicated that they were not able to get the training expertise they needed in Viet Nam. Additionally, although labour is abundant, most job seekers are unskilled staffs. While only a small number of SMEs could provide training for their staffs, government assistance in training is insignificant. Viet Nam Chamber of Commerce and Industry (VCCI), though, plays an active role on organising seminars and some training courses, a number of private companies do not apply such programs, nor they aware of VCCIs training services that is particularly the situation in the poorer provinces (Stoyan Tenev et al., 2003). According to a survey by MPDF, private firms, especially SMEs are the least preferred place of employment. Students and their parents think of a private employer as failing to provide suitable jobs and to ensure job security for employees (MPDF, 1999). This perception makes SMEs more difficult to attract qualified labour. In a seminar on development of SMEs under the umbrella of Asia Pacific Economic Cooperation (APEC) in 2005, Dodd (2005) points to another weakness arising from the fact that smaller Vietnamese businesses tend to have the bulk of their labour force make up of family members, friends or relatives. In this opinion, good brothers do not necessarily make good associates. It is often difficult for a company leader to have a good judgement of his employees, especially when it comes to one of his skin. And even when the right judgement is made, other employees may still see the directors decision as an unfair one. Brown and Davison (1999) shared this opinion with Dodd that human resource management within family-owned and managed small firms can also be made difficult when family members hold key positions within the business or find themselves in dispute with other or the human resource manager.

Pragmatism American Philosophy

Pragmatism American Philosophy Bree Dela Rosa   William James presents pragmatism as a concept that can be applied when settling two claims that provide contrasting views. Science, religion, and morality each present diverse view on different issues, and James suggests that pragmatism can be used to settle these views. For James, the concept is significant as it offers people with a form of overcoming dilemma when faced with different perspectives from science, morality, and religion and other fields. Indeed, through the application of pragmatism, one realizes that the three areas that present divergent views are not in any competition. Further, for James, pragmatism is a method of settling metaphysical disputes that might otherwise be interminable (James, 94) he believes that the truth has no correspondence with knowledge and we should come to an agreement and act on the truth to make it true. An analysis of the lecture reveals the pragmatic method which is advanced by James, but at the same time raises objections which can be ad dressed by Jamess arguments. James begins his analysis by presenting the pragmatic method and how it can help in solving metaphysical disputes. In this instance, James gives the example of the arguments surrounding the question of whether the world is one or many. Indeed, religious and scientific arguments have been advanced to explain whether the earth is one or many. James argues that there is no practical difference in the viewpoints hence the notions are unending (James, 94) meaning that the application of the concept pragmatic method in such a case is to deduce the respective consequences of each argument, for example from science and religion. If pragmatism demonstrates that there is no practical difference between the arguments, then they are principally the same (James, 94).   This example brings out Jamess primary thesis that the pragmatic method can be used to resolve the disputes that arise from different schools of thought. If both parties in the argument do not present a considerable differen ce that would make their argument correct since the disagreement is idle (James, 94), therefore, the distinction makes no sense or has no meaning. For example, in the argument in the number of worlds, science may make a claim that there are some worlds while religion maintains that there is the only one which implies that there is no practical difference in both arguments. James and other scholars advanced the pragmatist theory of truth. In his lecture, James argues that truth is the property of our beliefs. These ideas, which themselves are but parts of our experience become true just in so far as they help us get into satisfactory relations with other parts our experience (James, 100). In this instance, James argues that one must be satisfied with the experiences that they have with the belief so that they can deem it to be true. For example, James gives a case of a squirrel and a man going around a tree with the latter apparently hiding from the man. However, he reminds his friends that it depends on what they mean by going around to get which party is right. The example that he gives to present this theory is how geologists, biologists, and philologists presented their ideas based on events. However, I contemplate that some of the claims that James makes about truth can be criticized. For example, I disagree with James that truth can only happen when the consequences are good as well as work in each way. Additionally, James argues that truth only happens to ideas that are based on previous events. For instance, if a new medication is given during a clinical trial and it works, Jamess pragmatism would not be applicable since it is not based on any past event. Nevertheless, James can address this criticism by referring to his views presented in the lecture. Notably, the theory of truth can provide him with a foundation for arguing against such an argument (James, 100). James can argue that his view of reality is based on an analysis of previous events and observations by other philosophers hence my argument does not hold like in the case of biologists and geologists (James, 100). Moreover, James argues that the claims must be based on events while my claim is not necessarily based on any. For example, the concept that I would come up with can be criticized by James as something that is not based on any past or new events hence cannot be true (James, 100). His argument builds on the occurrence of past events while my concept does not. The idea that I came up with does not fulfill any aspects of the theory of truth presented by James. Hence it could be wrong. Conclusively, William Jamess pragmatism is a concept that can be used to resolve different viewpoints. With the fields of science, religion, and morality presenting divergent views on various aspects with each proponent arguing that theirs is true, pragmatism can help in resolving such disputes. Indeed, James provides an analysis of various examples such as the number of worlds and the squirrel and man to demonstrate his pragmatist method and the theory of truth. In general, it is up to an individual to decide on whether they agree or disagree with Jamess pragmatism.

Elian Gonzalez :: essays research papers

At this point, it probably doesn't make much difference if or when Elian Gonzalez is finally extricated from the clutches of his Miami relatives. The damage has already been done. In 10 or 15 years, Elian's much-discussed psychic injuries will or will not have manifested themselves in some regrettable way, but we'll just have to wait and see. And when we get the news of his inevitable breakdown, we'll sit around and tsk-tsk, trying to remember specifics of the half-year melodrama that brought Elian so relentlessly into our homes and water-cooler conversations. Chances are we won't be able to remember exactly what the arguments were for keeping Elian here or for sending him home. Instead, we'll remember media-crafted images, because that's what this whole case has been about. There's no legal or emotional logic; there's only the mind-numbing parade of made-for-television snapshots: The self-righteous Miami Cuban-American community, chanting and mugging for the cameras; the indignant lawyers; the self-serving talking heads and the political posturing. If we're really lucky and concentrate hard, we'll remember the bemused expression of the little boy himself. Who do we have to thank for this montage of manipulation? The media, of course (yours truly included). What began as a human catastrophe (refugees drown at sea, motherless boy picked up by kindly fishermen) has been turned into something far less redeeming than a circus. When this fifth-rate soap opera began, there was talk of various positive, if peripheral, consequences. Could this little boy's plight push the U.S. government into a more reasonable relationship with Cuba? Would there be a heartwarming and speedy reunion between Elian and his father? Might the members of the American media be able to act like adults and take this for what it is: an intensely private family tragedy of a little boy lost? In retrospect, we should have known things would be bad. Elian's damp arrival on our shores interrupted a couple of spectacularly slow months in the nation's newsrooms — there was nothing to hold us back, so we stampeded down to Miami with our microphones amped and our camera lights blazing. Six months later, according to the media mavens at Newswatch.org, Elian has become the most covered media object since O. J. Simpson, surpassing JFK Jr. and even Diana in network stories. Various networks and CNN have cut a deal with the Miami relatives allowing cameras into the house, should INS officials or federal marshals finally make a move to retrieve Elian.

Cold War - The Changing Relationship of the Superpowers :: American America History

Cold War - The Changing Relationship of the Superpowers The United States and Soviet Union, the single most important rivalry of the twentieth century, started as a partnership. This irony was caused by the fact that the Germans were taking over Europe, which forced them in this relationship. Once Hitler was eliminated and Berlin destroyed, the tensions began rising. These two nations had completely opposite ideologies from the economic system to the political system. The changing relationship has evolved from a forced partnership, a possible world war and now finally a steadying friendship. The entire world was watching as the Cold War went from moments of dà ©tente, to hours at the brink of world war three. The Germans and the Russian had an alliance at the beginning of the war but Hitler turned on the Soviets. This caused the Soviets to join the British and American side and led the advance on Germany from two fronts. The German war machine kept this alliance at bay only for so long before the two nations destroyed Berlin. The Soviets were already keeping control of all that was east of Germany, and this was causing the United States great anxiety due to the fact that communism was spreading. A great sense of relief came to the United States as the Nuclear Age began with the Manhattan Project and the Bombing of Japan. Stalin was now afraid that the United States would one-day force capitalist ideas upon Mother Russia, until the most intriguing aspect of the cold war came along, spies. A great change came when in the early 1950's the Soviets started testing their own nuclear weapon. The United States could not understand how they had their own nuclear weapon so quickly; the answer today is so simple the plans were stolen. All aspects of life for the United States and the Soviets were to beat each other. Tensions stayed high in the Olympics, the space race, ICBM's, the Korean and Vietnam wars. The highest point of tension during the entire Cold War was the Cuban Missile Crisis. Up until this point the Soviet sphere of influence did not reach into the Western Hemisphere except for the spies. Castro had now changed this paradigm, allowing Soviet missiles to be set-up in Cuba. This is the point at which most people believed we were closest to a total Nuclear War. The real protection from this possible total war was known as MAD.

Comparing Catrin, the Affiction of Margaret, Digging

In both â€Å"Catrin† and â€Å"The affliction of Margaret†, both poets talk about their child who is either changing or has left them. The main difference however is that â€Å"The affection of Maraget† is a narrative while â€Å"Catrin† is written as a first person perceptive. Both poems use the metaphors of chains or ropes to symbolise the relationship between the mother and the child. In â€Å"Catrin† the â€Å"red rope† is used to symbolise the mother and child’s connection. It could mean that rope itself represents their love, and how both Catrin and the mother are spiritually tied by their love. Or the rope could literally mean the umbilical cord which is physically connecting Catrin to her mother at birth, at the beginning of the poem. In other sense the rope could be used represent the conflict for power between Catrin and her mother, it could seen as a Tug of war rope. The word â€Å"red† used in this in this metaphor is ambiguous because the colour â€Å"red† could represents the love between Catrin and her mother that is still there even though Catrin grown up; or it could also represent the anger and frustration between Catrin and her mother for the fight for power. Red is also a warning colour, it could be warning about changes in their relationship, showing that there might be more trouble in the future. However in contrast the â€Å"chains† in â€Å"The affliction of Margaret† symbolise the opposite of the â€Å"rope† in â€Å"Catrin†. It represents the separation between the mother and her son. We can see that mother in poem is feeling a great amount of grief and pain. We can tell that she is in this pain when she says â€Å"thou, worse to me than dead. † This phase emphasis the mother grief, this shows that mother is in a lot pain, and that she feels excluded from the world around her. Through-out the poem you can that tell that mother has a great affection for her son, you can tell this by the repetition of the possessive pronoun â€Å"my†, which normal followed up by â€Å"son. † The repetition of the â€Å"my† emphasise the bond the mother and son have; also it could should that mother feels that it is her problem alone to face. The structure of â€Å"The affliction of Margaret† backs the point that she has in an unstable mind-set. There are 11 paragraphs with very different meanings. They are random statements with no connection between them except, the loss of her son. It looks like the mother has written the first thing that has come to her head. Because there is hardly connection between the paragraphs, it shows she is rapidly thinking of event that might have happened to her son, which highlighting the grief that she feels. In contrast, â€Å"Catrin† is much more ordered than â€Å"The affliction of Margaret†. It has two sections; the first section is the birth of Catrin and second section is an event in Catrin childhood when she wants to skate for an hour more. The ordered structure of poem could symbolise the hospital, a clean and ordered place. It could also symbolise the mother’s control over Catrin. In this poem Catrin’s mum has a lot of authority in Catrin’s life; the most when she is a baby. However we see in second paragraph, when Catrin is older that line length in the paragraph starts to vary more and the structure is more irregular. This could represent the control over Catrin depleting, showing that Catrin is getting more power in their relationship. â€Å"Digging† is a first person perspective poem about the poet breaking free from the family tradition of being a potato farmer. While â€Å"On my first sonne† another first person perspective poem which is about the poet grieving over his death son. I both of these poems the poet has great admiration for their relatives In Digging, Seamus Heaney use simple, colloquial diction through-out digging, to emphasise how easy his father did his job. â€Å"By God, the old man could handle a spade†. This quotation doesn’t only show how simple his father found his job, but also show how the poet aspire to be as talented as his father. The phase â€Å"By god†, is used to describe his describe the talent that his father has; he compares his talent to god. Also like in â€Å"The affliction of Margaret†, there is a repetition of the word â€Å"my†, it show that father and son have good relationship; it also emphasise son admiration for his father. Ben Jonson also uses simple diction in â€Å"On my first Sonne† to emphases the poet grief of losing his son. If you’re grieving, it is difficult to complex vocabulary. Also religious diction is used such â€Å"hope† and â€Å"joy†. The main why these religious word are used, is to fit in with key theme that god has taken his son way from him. However these words are also used to describe what emotions boy gave him; this show much the poet admired and loved the boy, to give him these emotions linked to god The structure of â€Å"On my first Sonne† is very short; it is only 14 lines long, the reason for this, is because the length of the poem is used to symbolise the life of Ben Jonson Jr, it was very short. In the title, the word â€Å"Sonne† is used, this word sound like the word â€Å"sonnet†, which a poem with15 lines, this poem has 14 line, so it is incomplete sonnet, like the poet’s son’s life, it incomplete, lso â€Å"Sonne† has one letter missing to Sonnet, this is other way the poet show how incomplete his son’s life was. Both in â€Å"On first Sonne† and â€Å"Digging† both feel that they done something wrong to the other family member(s). The poet in â€Å"On first Sonne† feels that he has love his boy too much, refers to his love as a â€Å"sinne†. This show that the poet trying to explain his pain, he say constantly through-out the poem, that it is sin to love too much. The poet in â€Å"digging† feels that he has broken the family tradition, but in contrast to â€Å"On first Sonne†, there is an acceptance â€Å"The squat pen rests. I’ll dig with it† This show the poet is proud of his choice of becoming poet, and says that hasn’t broken the tradition, because his is still digging. We see in all these poems that there are closes bonds between the parents and children, we also that separation or disagreement in these relationships can cause confliction and grief between the parents and the children.

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