Overview of Alice Munros The Turkey Season

Overview of Alice Munros The Turkey Season Alice Munros The Turkey Season was first published in the December 29, 1980, issue of The New Yorker. It was later included in Munros 1982 collection, The Moons of Jupiter, and in 1996s Selected Stories. The Globe and Mail calls The Turkey Season one of Munros very best stories. Plot In the story, the adult narrator looks back at a time in the late 1940s when, at age 14, she took a job as a turkey gutter for the Christmas season. The story goes into great detail about the various other workers at the Turkey Barn Herb Abbott, the mysterious and alluring supervisor; two middle-aged sisters, Lily and Marjorie, skillful gutters who take pride in never letting their husbands come near them; cheerful Irene, young, pregnant, and belatedly married; Henry, who periodically drinks whisky from his thermos and who, at age 86, is still a devil for work; Morgan, the rough-edged owner; Morgy, his teenage son; Gladys, Morgans fragile sister, who brings her own soap to prevent allergies, frequently calls in sick, and is   rumored to have suffered a nervous breakdown. Finally, there is Brian, a crass, lazy newcomer. Eventually, Brians rude behavior goes too far. Munro never tells us exactly what his offense is, but the narrator enters the barn after school one day to find Morgan screaming at Brian not only to leave the barn but also to leave town entirely. Morgan calls him filthy and a pervert and a maniac. Meanwhile, Gladys is said to be recuperating. The story concludes some days later with the strange camaraderie of the Turkey Barn crew celebrating their last delivery on Christmas Eve. They are all drinking rye whiskey even Morgy and the narrator. Morgan presents everyone with a bonus turkey the deformed ones that are missing a wing or a leg and thus cant be sold but at least hes taking one home himself, too. When the party is over, snow is falling. Everyone heads home, with Marjorie, Lily, and the narrator linking arms as if we were old comrades, singing, Im Dreaming of a White Christmas. Thematic Threads As we might expect from an Alice Munro story, The Turkey Season yields new layers of meaning with every reading. One particularly interesting theme in the story involves, quite simply, work. Munro spares us no details of the raw job at hand, describing the turkeys, plucked and stiffened, pale and cold, with the heads and necks limp, the eyes and nostrils clotted with blood. She also highlights the conflict between manual labor and intellectual labor. The narrator explains that she took the job to prove she was capable of manual work because thats what the people around her valued, as opposed to the things I was good at, like schoolwork, which were suspect or held in plain contempt. This conflict mirrors the tension between Lily and Marjorie, comfortable with the work of gutting, and Gladys, who used to work in a bank and who seems to find manual labor beneath her. Another intriguing theme in the story involves the definition and enforcement of gender roles. The women in the story have clear ideas about the ways in which women should behave, though their opinions often contradict each other. They openly disapprove of each others perceived transgressions, and when they do agree on standards, they become almost competitive about whos better fulfilling them. All of the women seem uniformly drawn to the character of Herb Abbott precisely because of his ambiguous sexuality. He doesnt meet any of their gender stereotypes, and thus he becomes an endless source of fascination for them, a puzzle to be solved. (You can read more about the way Munro establishes Herbs elusive character in Ambiguity in Alice Munros The Turkey Season.) Though it would be possible to read The Turkey Season as a story about Herbs sexual orientation, I think its really a story about the other characters fixation on Herbs sexuality, their discomfort with ambiguity, and their obsessive need to fix the label.

Mortgages Essay Example | Topics and Well Written Essays - 1000 words

Mortgages - Essay Example These compound problems have worked to create a situation in which many homeowners have found themselves holding on to high interest rate mortgages for homes that are worth less than they owe to pay off their mortgage. Such a situation is known as an â€Å"underwater† mortgage. Due to the fact that different political parties have sought to take advantage of this misfortune by seeking to capitalize on the rhetoric surrounding the issues as a way to drum up support for a given candidate, the problem has been exacerbated as the federal government has furtively toyed with different types of interventions only to do little if anything to ameliorate the root problem. Thus, this brief essay will consider whether homeowners with subprime mortgages should be allowed to force their lenders to renegotiate their terms. The answer to the question is somewhat more complex than a simple ‘yes’ or ‘no’. From a purely economic point of view, the individuals who agreed on the home loans at the bank’s terms and conditions have entered into a legally binding contract that they had every opportunity to review and seek to understand prior to signing on the dotted line. In this way, a degree of culpability must be accepted by those mortgage holders that initially accepted the terms and conditions, regardless of whether they were too lazy to take the time to read and fully understand them (Richardson 87). From the bank’s point of view, much of the problems associated with the high number of subprime mortgages that had to be completed were a result of the unnatural legislation (Dodd-Frank) that was forced upon the banks as a means to fulfill a certain type of quota with reference to those within society that would otherwise never be able to afford or quality to purchase/borrow a house of their own (LaCour-Little et al. 88). In this way, it is impossible to blame the entire situation on the financial institutions themselves as the governmen t had a heavy role in creating such a crisis in the first place. From the individual borrower’s point of view, the banks instituted extraordinarily high interest rates due to the fact that they considered these subprime borrowers to be of an extreme default risk (Hill 49). In a way, these extremely high rates were nearly self-fulfilling prophecies due to the fact that as soon as the economy began to cool, the first individuals that were going to feel the crunch were necessarily those that had borrowed to the max and were going to have hardship making sure that their high interest rate mortgage is paid every month. One might rightly question why it should be incumbent upon the financial institution to renegotiate a signed and legally binding contract that has already been agreed upon with a terms of either 15-30 years. The answer to such a question can actually be found outside of forcing the financial institution to renegotiate the loan terms (An et al. 546). As such, a litan y of refinancing offers exists for qualified individuals. Those rates that were common during the early 2000’s have dropped to record lows within the past several years. The issue with such refinancing offers is that they invariably require a large amount of start up costs associated with actually changing the loan from one lender to another.

Economic Theory and Technological Change Term Paper

Economic Theory and Technological Change - Term Paper Example Commercialization is the process that turns an invention into innovation (Feldman, 2004). Innovation can be driven by new technological development or customer demand. Many new products arise from attempts to meet market demand than from new technologies. The technological breakthrough of the laser has led to various innovative applications of this technology, for example in keyhole surgery and laser-correction of poor eyesight. Windscreen-wipers used no new technology at all. They just met the market need for clean windows while driving (Different Kinds of Innovation). When most people think of corporate innovation, they think of product innovation which involves launching of a new product. Even a small improvement in a product can help keep a company one step ahead of its competitors. Process innovation may sound comparatively dull but is extremely important. In any large company, lots of people are involved in internal processes that allow the company to run smoothly and legally. These are the people in middle management, human resources, accounting, finance, administration, and the like. In general, they recognize processes that do not work well and have ideas about how to make those processes more efficient (The Four Kinds of Corporate Innovation). The economist Joseph Schumpeter’s major contribution of the economic vision of innovation has helped strengthen the theoretical base of one area of strategic management, that is, innovation strategy and innovation management within the enterprise. His theories are interesting also because they make a useful contribution to the multidisciplinary study (economics and management) of innovation.     

Chinese people and Classical Music Essay Example | Topics and Well Written Essays - 1000 words

Chinese people and Classical Music - Essay Example Music is one of the most fundamental elements of the culture and reflects the various trends which are typical of a nation. And when it comes to China that is for sure one of the oldest civilizations of the world, carrying out research in this area seems even more reasonable because of the fact that China is viewed as the pioneer in the fields of music, sculpture, art and poetry, and the Chinese have introduced divergent forms of music in the history specially during the Zhou and Han regimes, which won applause and popularity in different areas of the world. Having said this, the significance of the topic can easily be estimated. This is principally a qualitative research. The methodology was based on such research tools as interviews, desk study and brainstorming. As you can see on the poster, I started my research on the association of the youth of China with the Classical music of the past in two ways. First, I started to study and analyze the research conducted by various scholar s in the past in the same area. I believe it is always a good idea to refer to the history of literature about the areas of knowledge you want to explore. For this purpose, I tried my best to work out all related researches from the past and somehow, I managed to lay my hands on quite a lot of the required stuff.

International Expansion Strategy for Snow Mobile Business

International Expansion Strategy for Snow Mobile Business Entry into new markets Pirilla is a company newly set up in Scotland. The company manufactures snow scooters (which, for the sake of this report, will be synonymous to snow mobiles) and is pondering whether to go international, and if so, where to, and how to go about it. Pirilla produces two basic models, a 125cc and a 400cc model in six colours As far as the internationalisation goes, the markets under scrutiny are Iceland, Sweden, Denmark, Finland, Russia, and Luxemburg. According to a recent feasibility study, the budget only allows for two countries to be entered in an initial wave. In general, there are four basic ways of entering foreign markets: Exporting Licensing Joint venture Direct investment Of course these can come in hybrid forms as well, but by and large these are the main types that one would take into consideration when wanting to go international. The four modes are listed in ascending order of involvement in the respective foreign market, i.e. exporting the snow mobiles to any of the countries would ceteris paribus mean less local involvement than licensing etc. Exporting is very often the initial mode of entering a foreign market, especially if no structured approach has been driven in the past (i.e. structures such as those of e.g. large pharmaceutical companies, which tend to allow for immediate licensing agreements in the target country at the very least). The export approach can be a quick and dirty way of tapping a foreign market, but it may well be a sustainable way of handling foreign business if it turns out there really is no point in high degrees of local engagement. Licensing involves production abroad, but carried out by another party, i.e. the licensee. Just like exporting it does not involve any direct investment, so if the licensee is trustworthy and knows how to employ the (intangible!) assets placed at his disposal – i.e. production know-how, brands, sales strategies and areas etc – this way can turn out very beneficial as local expertise is teamed up with the licensor’s product. The downside is obvious: It is crucial to find a licensee that meets the required standards. Joint ventures do entail quite a bit of involvement in the foreign market. They are ideal if there are a number of large players and we need to gain a certain size quickly, and the partner is reliable and has similar strategic goals. However, there are many downsides to this structure. If both partners share a common competitive goal, chances are both will try to prevent the other one from getting ahead at all, which may be counterproductive as resources and up being used on controlling/confining the partner rather than on furthering the common cause. Many time joint ventures are formed for certain parts of the value chain only, e.g. for RD inbound and/or outbound logistics. The entry mode requiring most commitment is usually the one that involves foreign direct investment (FDI). The trade-off is between control and resources that have to be available. Given the high level of resources that go abroad in this case, the company should be pretty sure about what it is doing and how it is going about it. For this reason, FDI is not usually the mode of first choice for new companies. The most apparent argument in favour of a foreign entry is the limited size of the market at home. No figures are available for the number of snow mobiles registered or sold in Scotland or the UK, but it does not take much ingenuity to figure out which are the countries that provide better opportunities than the home market in terms of potential sales figures, i.e. Scandinavia, and, as far as Europe goes, probably Russia. This intuition is first of all simply based on the climate. When was the last time you saw a snowmobile in the UK? In fact, the economic impact of snowmobiling in the Scandinavian region is around USD 1.6bn per year, third behind the USA and Canada (International Snowmobile Manufacturers Association, Snowmobiling Facts: Snow Facts, n.d.). McDonald’s has opened drive-through restaurants for snowmobiles in northern Sweden. This is possible because the vehicles have to stay on marked tracks (US Department of Commerce, International Trade Administration, 2002). International coverage means higher sales number, which can lead to economies of scale. The learning associated with higher output will enable the company to cut costs and produce at more efficient levels, which will ultimately put it in a position where it can position itself in a competitive market without having to forego profit margins. According to data by the International Snowmobile Manufacturers Association, there are 409 snowmobile dealerships in Scandinavia. Rather than to wait for the pull of the market which may or may not come if Pirilla were to confine itself to operations and sales in the UK, the company should induce that pull by an initial push to the market. In other words, it would be advisable to penetrate the market at sufficiently high levels, i.e. to be present in large numbers of these dealerships. Having achieved this initial level of penetration, the company could then operate from a solid base and take further marketing activities from there. As far as cons to going international go, the first that comes to mind is the relatively low degree of operative experience currently prevalent within the company. Internationalisation always adds another dimension to the business, and it is easy for newcomers to make mistakes. Or in more optimistic terms, the learning curve is steep in this area. Taking the aforementioned factors into consideration, I would advise the company to go international and benefit from the business potential abroad, but to do so by only exporting the snowmobiles at first (with a slight â€Å"twist† though – see underneath). The countries I would go for are Sweden in Finland. The rationale for Sweden and Finland is compelling, I believe. As pointed out earlier, Scandinavia commands high sales in snowmobiles, which is no surprise at all, given its climatic situation, particularly in the northern parts, where snowmobiles are a substitute for cars. Seeing that I have to limit my choice to two countries due to budgetary constraints, these two are the one I would choose. Sweden is my first choice, and Finland makes a convenient second given the similarity in climate and landscape. Also, both countries are members of the European Union, which tends to make exporting business easier. In the target countries I would try to find an exclusive importer/distributor so as not to make things too complicated. As I pointed out earlier, there are a number of hybrid forms when it comes to modes of entry to foreign markets, and for the given situation, and in another scenario, one could also invest a small portion of FDI to create a central export hub that makes logistic sense to ship the vehicles to (i.e. somewhere north of Lulea, at the border of Sweden and Finland). From this hub the vehicles could then be further shipped to their final destination. Note that there is also an alternative to this logistical package, i.e. if feasible, the ship could call at several ports en route. But this scenario would mean further logistical involvement in the target country, and at this stage I think we should rather avoid that. Hence I would stick with the aforementioned option of an exclusive importer/distributor. I would suggest segmenting the market into Private riders Professional riders Institutions Private riders buy snowmobiles mainly for recreational activities, partially as substitute for their cars. According to a survey conducted by a number of universities in western USA, the reasons for owning a snowmobile (in the USA) are: To view the scenery To be with friends To get away from the usual demands of life and to do something with the family To be close with nature (International Snowmobile Manufacturers Association, Research Uncovers a Great Deal of Interest in Snowmobiling, n.d.). 67% of all riders are below 50 years old, with the average age of all snowmobile owners being 41 and having family and one kid (International Snowmobile Manufacturers Association, Snowmobiling Facts: Snow Facts, n.d.). Professional riders are people who may find it difficult to get to certain destination the â€Å"conventional† way and prefer (or, given the road situation, have) to use snowmobiles, or people who use them as part of their profession in the first place. Doctors, vets, hunters, ski instructors, and people in the tourism industry spring to mind. The third group, institutions, are bodies affiliated in some way to the state, such as law enforcement units (police, mountain police, rangers etc), and institutions in the corporate sector with employees/members (in the widest sense) exposed to outdoor work. The three groups will of course require different marketing approaches particularly with regard to the promotion policy. Production I am going to base my model for the export markets Sweden and Finland on Swedish statistics and will extrapolate the Finnish case, based on the rationale that many of the variables will be the same in both countries. It is difficult to make a compelling case for the UK market, if there is indeed such a thing. According to the International Snowmobile Manufacturers Association, there are about 2.6mn registered snowmobiles in the world: 1.69mn in the USA, 601,000 in Canada, and 318,000 in Scandinavia (Facts and Statistics about Snowmobiling, n.d.) . This pretty much adds up to (slightly above) the 2.6mn, which means that the number of snowmobiles in the rest of the world is negligible, and including the UK. My model is based on the specific demographics of Sweden. According to the information provided by the International Trade Administration of the US Department of Commerce (2004), there are currently about 130,000 snowmobiles in Sweden (or one for every 69 inhabitants). 8,000 units are sold every year. If these were only replacement purchases, the useful life of a snowmobile would be around 15 to 16 years. Whether these ARE in fact only replacement purchases or not does not really matter (of course parts of these 8,000 units are sold to first-time owners) – the relevant bit is the ratio of new sales in terms of existing units in the market, which is 6.67%. In other words, the turnover of existing numbers is 6.67% per year. Given the similarities between Sweden and Finland not the least in connection with climate and culture, I have extrapolated the demographic parameters of Sweden into the Finnish case (i.e. one snowmobile per 69 inhabitants, 6.67% of total units sold every year). My estimate puts the total number of snowmobiles in Finland to 75,000 (based on an estimated 5.2mn inhabitants in Finland, as given by the CIA (CIA World Factbook, n.d.)), and taking into consideration the annual sales ratio of 6.67%, I have come up with annual sales of a total of 5,000 snowmobiles in Finland. The four largest producers of snowmobiles are based overseas: Artic Cat, Bombardier Recreational Products, Polaris Industries, and Yamaha Motor Corporation. All of them sell to Scandinavia, but while those that have all-terrain vehicles (ATVs) in their product range sell them in the UK, I have not found a dealership that sells snowmobiles in the UK. My advice is to assume a markets size of about 10% of the Scandinavian model. For Scotland, the market size thus works out at 7,400, and annual sales could come in at around 500 (N.B. I am assuming that the market for snowmobiles in England is negligible in size). Traditionally the ratio of the market share of the three largest players has been 4:2:1 (see also Ries Trout, 2001). And it is safe to say that the top three spots have been taken by the aforementioned large producers, and a quick search on the web shows that there are a few smaller players as well. So our goal should be to achieve a market share of 5% in the three markets we are going to enter (i.e. UK/Scotland, Sweden, Finland). Hence the annual sales targets are: Sweden: 5% x 8,000 = 400 units Finland: 5% x 5,000 = 250 units Scotland: 5% x 500 = 25 units Let’s top it up by an additional 25 units in case the base case for Scotland/UK is too pessimistic, and we end up with an annual sales target of 700 units, which will also be our production target. Unfortunately no data have been provided with regard to any preferences for the 125cc or the 400cc model. I would strongly suggest to carry out some market research in this particular field, otherwise we run a large risk of producing the wrong article. However, if you say you are willing to take that risk, I would advise you to split the production two thirds to one third in favour of the 125cc units (i.e. 467 125cc’s and 233 400cc’s). This way the capital tied up in production and storage of finished products is less than in the case of a 50/50 split. Also, my guess is that the market for private (i.e. recreational) riders is probably largest, and they may be more reluctant to go for the substantially more expensive option – as opposed to professional riders and institutions, who might find it worthwhile to invest in the faster package. But again – I strongly recommend additional market research in this area. Most of the snowmobiles currently in the market are above 500cc, so both of our models will create a niche. If we position the models well, we may attract new first-time buyers (see below, â€Å"Advertising/Promotion†). As far as the colours are concerned, the same is true: We have too little data to base a decision on. In contrast to the aforementioned issue of 125cc vs. 400cc, I would suggest to build equal numbers of all colours. Pricing I understand that marginal costs of production are GBP 6,450 for the 125cc model, and GBP 8,990 for the 400cc model. I am not sure if you are aware that these costs are already above the SALES prices of all but the most expensive models made by the top four producers! The one 125cc model available in the market is for kids and is priced at GBP 1,800, although I don’t believe an adult version would change much in terms of pricing. The 500cc to 600cc models on the market are in the region of GBP 5,000 to 7,000. There are two options: First, we can try to cut costs. Given that we are new to the market, I doubt that we can achieve prices that are higher than those of our competitors – let alone prices that are 50% to 75% above those in the market! The second option, in general, to achieve a price that is beyond anything in the market is to convince the target buyers that our product is unique. As I pointed out earlier, our product is unique in that its engine size is smaller than those on the market, and we can use this to our advantage. However, I believe that we can throw all the money we want at advertising agencies, but trying to make people buy snowmobiles that are effectively inferior in terms of performance to those on the market at 50% mark-ups, that is the proverbial horse that won’t run. Even more so as we are new to the market – why should anyone trust us? So my advice is to go back to the drawing board and cut costs to an extent that we can afford a mark-up of 20% on top of marginal costs and still be in the range of other producers (i.e. around GBP 5,000 to a maximum of 6,000). There are no large price differentials among the three markets we have targeted (and certainly not among the two Scandinavian countries), so my advice applies to all of them. Distribution channel As pointed out earlier, I would advise the company to find a reliable dealership with nationwide coverage (or partners) and sign a contract of exclusivity with him. This way we could benefit from existing infrastructure, and we would not have to worry about the â€Å"final mile†. Another option would be to have the ship call at numerous ports and thus avoid an exclusive agreement. This option would come with increased levels of flexibility, but at the same time it would require more planning on our side (N.B. the same goes for the building of a central hub at the Swedish-Finnish border, which would also involve a small portion of FDI, as pointed out earlier). For a start, I would prefer to sign a one-year exclusivity agreement. This would also have to include a reliable form of on-site after-sales service for cases of warranty etc. Advertising/Promotion There are numerous magazines that deal with snowmobiling on a purely â€Å"funs-sports† or a more technically advanced level. These will have to be our no.1 medium of advertising. We should also support our exclusive dealer in his efforts to sell our products – i.e. POS advertising on his premises and at downstream dealerships he may sell to. On top of the snowmobiling magazines, we should advertise in trade magazines of the professional groups I identified as potential buyers earlier on: Hunters, vets, doctors, ski instructors. There could also be publications of regional associations, which would allow us to find our target groups more easily (as we want to address hunters in northern parts of Sweden and Finland – no point in targeting these groups in, say, Malmà ¶). I doubt that radio, let alone TV commercials are within our budgetary limits. The institutional group should be addressed by a sales person directly. We may want to stress the fact that our product is unique in that it is probably more economical and hence environmentally agreeable due to the comparatively small cubic capacity. This could be our niche, as there are hardly any snowmobiles with said specifications on the market (most units are above 500cc). Entry into new markets We should try to consolidate our experience before rolling out into other markets. The top players are already there, so it is no question of capturing any first-mover advantage. I would suggest to enter Norway next, and Russia in a subsequent wave. Norway is similar to Sweden, and it is part of the EEC, so any lessons learnt in Sweden and Finland can probably be easily implemented in Norway. Russia will be a different animal altogether and should not be tackled before we have all structures safely in place. Reference list CIA n.d., The World Factbook. Retrieved 27 August, 2006, from https://www.cia.gov/cia/publications/factbook/index.html International Snowmobile Manufacturers Association n.d., Facts and Statistics about Snowmobiling. Retrieved 27 August, 2006, from http://www.snowmobile.org/pr_snowfacts.asp International Snowmobile Manufacturers Association n.d., Research Uncovers a Great Deal of Interest in Snowmobiling. Retrieved 27 August, 2006, from http://www.snowmobile.org/pr_research-06-aug.asp International Snowmobile Manufacturers Association n.d., Snowmobiling Facts: Snow Facts. Retrieved 27 August, 2006, from http://www.snowmobile.org/facts_snfcts.asp International Snowmobile Manufacturers Association n.d., Snowmobiling Facts: Snowmobiling in Europe. Retrieved 27 August, 2006, from http://www.snowmobile.org/facts_europe.asp Porter, ME 1998, Competitive Advantage, Free Press, London. Ries, A and Trout, J 2001, Positioning: the Battle For Your Mind, McGraw-Hill Education, London. US Department of Commerce, International Trade Administration, International Market Insight: Snowmobiles, 2002. Retrieved 27 August, 2006, from http://strategis.ic.gc.ca/epic/internet/inimr-ri.nsf/en/gr111748e.html

My Power of Prayer :: Autobiography Essay, Personal Narrative

The power of prayer is an amazing thing. In sports it is not uncommon to see someone pointing to the sky after a touchdown, or a team prayer before a big game. While I was running cross-country in high school I came across many obstacles. I had to ignore people telling me, â€Å"cross-country’s not a real sport,† or â€Å"why don’t you do a real sport like football?† I did not have much experience in cross-country running; therefore, I experienced doubt and lack of self-confidence at some points. I started running when I was a senior in high school. I made it through the first couple of races all right, but began to get angry at myself because I was not improving at the rate I had wanted to. I was very excited for the season and often found myself distraught when I did not do well and I could not understand what the problem was. I always assumed that if a person runs fast one day, he/she should run faster the next day. In addition to the internal pressure I put on myself during my tenure as an athlete, I felt a lot of outside pressure. My uncles, who are currently high school coaches near me, were high school standouts in the sport and ran extremely well in college. I always thought that if I did not perform at the level that was expected, I would be looked down upon. Of course that was not the case, but I always wanted to impress them. I remember running in one invitational which both of them attended. I put such a tremendous amount of pressure on myself to perform that I ended up getting a cramp in my side, causing me to run one of the worst races of my life. I found myself asking why this would happen. Therefore, I decided to start training very hard for my next race, even though it was only a small race against a weaker team. I found myself very relaxed and ran a comfortable race. I finished with amazement, because I had dropped my best time by about twenty seconds. For the first time, I had broken the seventeen-minute mark for a five kilometer race. I immediately thought of my uncles; how great would it be to tell them about the race?

War Powers Resolution Act

Olivia Brasacchio U. S. History Block 4 05/08/12 â€Å"A resolution to avoid an evil is seldom framed till the evil is so far advanced as to make avoidance impossible† Thomas Hardy. The purpose of the War Powers Resolution act of 197 3 was to ensure that both Congress and the President share in making decisions that could potentially get the U. S. involved in hostilities or imitate danger. U. S. Presidents have consistently agreed that the War Powers Resolution Act is an unconstitutional violation of the higher powers of the executive branch.As a result, the Resolution has been the subject of controversy since its enactment in November of 1973, and is a recurring issue due to the ongoing commitment of U. S. armed forces globally. Furthermore, when a U. S. president has failed to secure a congressional declaration of war, this is technically considered an illegal war from a governmental standpoint. When the American people support such war, no matter how just and right they bel ieve it is, they are going against not only their owl principal’s and moral values but their defying the system of government and laws in which the U. S. as been brought up on, better yet their defying the constitution overall. The only way to properly justify this is through the War Powers Resolution itself. Section 4 of the resolution-article (a) subsection (3) states that ‘in the absence of a declaration of war, in any case in which United States Armed Forces are introduced†¦. in numbers which substantially enlarge United States Armed Forces equipped for combat already located in a foreign nation; the president shall submit within 48 hours to the Speaker of the House of Representatives and to the President pro tempore of the Senate a report, in writing, setting forth. A) The circumstances necessitating the introduction of United States Armed Forces; (B) the constitutional and legislative authority under which such introduction took place; and (b) The President s hall provide such other information as the Congress may request in the fulfillment of its constitutional responsibilities with respect to committing the Nation to war and to the use of United States Armed Forces abroad.This only occurs if the president deems action necessary which was the purpose of the Golf of Tonkin resolution as well. However, if the president is the commander and chief of the army-then this essentially restricting his powers further-if he must have congress watching over him and approving his every request-which has said to take a fare amount of time, resulting in a possible loss for the U. S. on an important issue or military commitments to other countries.Moreover, this has played out in recent events from 1993 to 1999, when President Clinton utilized United States armed forces in multiple operations, such as air strikes and the deployment of peacekeeping forces, in Yugoslavia. These operations were identical to the United Nations Security Council resolutions and were conducted in correlation with other members of NATO. During this time President Clinton submitted multiple reports to Congress consistent with the War Powers Resolution Act and regulations regarding the involvement of U.S. forces. However, he never cited section 4(a) (1), which did not trigger the start of the 60 day time limit that should have occurred. Tom Campbell-member of the House of Representatives filed suit in the United States Federal District Court of Colombia, against President Kennedy on allegations that he had violated the War Powers Resolution now that the 60 days had elapsed since the start of military operations in Kosovo. President Kennedy stated that he considered this ‘constitutionally defective’.In the end the court ruled in favor of the president, saying that members lacked legal standing and evidence to make their case fully plausible. The U. S. Supreme Court then refused to hear an appeal once this decision was made. This one of many exa mples in U. S. history where the president’s power to engage in military conflict has been questioned and proved unconstitutional regarding problems with War Powers Resolution act.