Alert, Alerter, Alertest :: September 11 Terrorism Essays

Alert, Alerter, Alertest   Our military at home and around the world is on high alert status and we have taken the necessary trade protection precautions to continue the functions of your government. President George W. Bush, September 11, 2001   As an American, I am on a state of high alert much of the time. I tend to be alert to inequities, discrimination, intolerance, injustice, restriction of liberty. Give me liberty or give me death, was Patrick Henrys cry. Live Free or Die is New Hampshires motto.   I am alert to affronts to democracy. My American nervous system is on alert, like a smoke detector, to tell me of dangers and threats. I have American sensors, receptors, antennae. They are set to pick up each trace of insults and injuries to the American way of life.   We Americans have a sensitivity to mistreatment of people, to bias, prejudice, abridgements of democratic principles. Weve got 10 of them in our secular form of the Ten Commandments of Moses. B ut more than this vertex of particulars, our Bill of Rights, we have additional rights. They include the Declaration of Independences inalienable rights--life, liberty, and the pursuit of happiness.   They probably include Franklin D. Roosevelts Four Freedoms- The first is freedom of speech and expression -- everyplace in the world. The second is freedom of every person to worship God in his own way -- everywhere in the world.   The third is freedom from sine qua non -- which, translated into world terms, means economic understandings which give secure to every nation a healthy peacetime life for its inhabitants -- everywhere in the world. The fourth is freedom from affright -- which, translated into world terms, means a world-wide reduction of armaments to such a point and in such a thorough fashion that no nation will be in a position to commit an act of physical aggression against any neighbor--anywhere in the world. (Jan. 6, 1941)   In addition to such exp licit statements, we are concerned about other rights that are implicit. And we are alert to them as well. Social conscience is one form of our patriotism.   A patriot of democracy believes in disagreement, in unpopular ideas, thoughts, and opinions. What is unpatriotic is mob behavior, complacency, conformity, when everyone does the same thing.

Natural Language Processing in Theoretical Application :: essays research papers

Natural Language Processing in Theoretical ApplicationAbstractIn this paper, I allow be discussing the creation and implementation of a device that give utilize the concepts of instinctive language processing and apply it to everyday activities. The device will be a carry-along unit that can be adapted to several devices a person would economic consumption everyday, like the car, items in the kitchen, and your computer. This device will be portable, compact, durable and adaptable. The device will not just adapt to any device however, the capability to interface with the device will have to be build into the objects that the device will interact with. I will discuss about this in length during the paper, as this will present the largest difficulty in reservation the device an actuality and usable.Another aspect I will also talk about is training. No natural language processing system is perfect, actually no(prenominal) are. The drug user must be trained with the system and a dapted to the system to really make it work. This will require technicians to not only train the user to use the device and adapt it to the users harvest-feasts but also to provide constant technical support.In this design a preset lexicon must be set to make this design plausible. I will relate how big this lexicon can be and how flexible future designs of this lexicon will appear.I will also provide logical breakdowns of commands being used, with copious amounts of examples for several environments. I will also discuss where troubles could arise in the actual implementation of the product and what semantic flaws could occur with frequency.Finally, I will discuss the feasibility of this design and whether the market and the technology are ready for this kind of attempt at natural language processing software integration. IntroductionThe Jacques Box will knock your socks off This revolutionary product will change the way humans use their everyday products forever. Want to change th e radio station in your car without taking your eyes off the road? Wrist deep in measure batter and you need to preheat the oven? Tired of using the excuse that youve only got two hands? Well not anymore, with The Jacques Box, you can now set off anything from your car, your computer or even your whole kitchen with just the sound of your voice.Sounds good coming across the radio, or being offered for three easy payments of 149.99, but the veracity of this is much further then the present.

Sumartran Tsunami :: essays research papers

On December 26, 2004 a wave of destruction hit the coasts along the Indian Ocean, affecting lives all everywhere the world. Not only did this disaster bring about a world wide relief effort, exclusively caused a reevaluation of the lack of warning systems in countersink for many regions threatened by unstable activity and potential devastating coastal impact of seafloor earthquakes. Six months later, information abounds in text, television, and periodicals for any lay mortal to research. The diversity of perspective is another matter.Depending on the source, subjects will range from brief plate tectonic education to in depth geophysical analysis, from calls for aid contact to calls for answers revolving around predictability and warning.If a curious student takes a sampling of just a few periodicals, two tuned to a general audience, and one designed to report information in a scholarly manner, that person can easily identify the characteristics and perspective of each. It is important to note, sources focused on human geography and everyday relations appear to have responded quicker with information and relayed simple geographical concepts, whereas scholarly journals and scientific periodicals are continuing the process of analyzing data and research-oriented information gathering, so these magazines are, even after six months, persevering in their quest to present articles, and will more than likely be publishing relevant articles in the future.The field of study geographic Society is good source of information, and no person can argue the artistry of its presentation, however, the magazine, and its television and internet productions are directed toward a curious, but mostly naive audience. If searching for an overview, a middle man one may say, National Geographic does provide a history and account of the display case in The Deadliest Tsunami in History (National Geographic News, Jan 7, 2005). Organized and succinct, the article begins with a few simple facts about the wave making process and tsunami characteristics, even dispelling myths that a tsunami is a single destructive tidal wave, but actually a series of wave building processes resulting from the shifting of the earth undersea due to seismic activity. The article goes on to include human interest stories, not overlooking an account where an Indian man after remembering a National Geographic program, saves the li8ves of more than 1,500 of his fellow villagers. Lastly, the article discusses potential residual hazards of the event, presenting issues such as famine and disease epidemics due to the lack of clean water and food supplies cadaverous from the disaster.

Herald :: Essays Papers

Herald The early Middle Ages were when Heraldry began. Knights needed a way to identify each other. The frightful families developed different patterns and symbols that they would paint on their shields. These symbols served the purpose of representing their families and also, establishing who the enemy was and who the allies was in a battle. They termed these shields, coats of arms. Any family could have a coat of arms simply for them to be considered official, they had to be recognized by The College of Arms. The College was where heralds trained to read and write and memorize the existing coats of arms. Therefore they were able to identify the enemies and the allies if needed to do so. A coat of arms, or blazon of arms, as they were sometimes called consisted of several parts. These components were the shield, the c slumber, the helm, the wreath and the mantle. The shield contained the symbols and their colors. The crest is what goes on top of the helmet. The helm or helmet vary in accordance with the rank of the knight, the time period, or the heralds preference. The wreath consisted of the metal and the primary color. And the design of the mantle also varied with the heralds preference. The heralds used a modification of colors like gold, silver, red, blue, green and black on the shields. But the colors were not thither for decoration. They symbolized specific meanings. For example, silver stood for peace and sincerity, whereas black stood for consistency and grief. cerise was considered to be the martyrs color and blue meant truth and loyalty. But along with the colors were objects or actual symbols that represented certain meanings. There were many more symbols than there were colors. There was a symbol starting with most of the letters of the alphabet. The meanings of the different symbols were even more specific than those of the colors. For example, a hawk stood for one who does not rest until he achieves his o bjective. Another symbol was a battle-axe, which stood for the execution of military duty. There were probably almost a hundred, if not more, of these symbols used.

Cruelty of Society in Frankenstein, Master Harold, and An Enemy of the

Cruelty of Society in Frankenstein, Master Harold, and An Enemy of the People Master Haroldand the Boys, St. Joan, and An Enemy of the People show that ordering shows hate and cruelty to multitude who are different or who do not share similar ideas as other people do. For example, in Master Haroldand the Boys, Hallys racist pose toward Sam and Willie is a result of his experiences in society. In Frankenstein, society is cruel and hateful to the monster because he looks different than other people. In An Enemy of the People, society persecutes Dr. Stockman because he attempts to gain support for the repair of the Baths. The stories that are presented here illustrate the cruelty and hatefulness of society.In Master Haroldand the Boys, the cruelty of society is render in the form of racism. The story takes place in South Africa, a place where racism is prevalent. Hally is a seventeen-year-old white person whose mother owns a restaurant. Their twain employees, or servants, ar e uneducated black men. During the story, Hally acts as though he is superior to Sam...

Cruelty of Society in Frankenstein, Master Harold, and An Enemy of the

Cruelty of Society in Frankenstein, Master Harold, and An opponent of the People Master Haroldand the Boys, St. Joan, and An Enemy of the People show that society shows hate and inhuman treatment to people who are different or who do not share similar ideas as early(a) people do. For example, in Master Haroldand the Boys, Hallys racist attitude toward Sam and Willie is a result of his experiences in society. In Frankenstein, society is cruel and hateful to the deuce because he looks different than other people. In An Enemy of the People, society persecutes Dr. Stockman because he attempts to gain support for the repair of the Baths. The stories that are presented here illustrate the cruelty and hatefulness of society.In Master Haroldand the Boys, the cruelty of society is depicted in the form of racialism. The story takes place in South Africa, a place where racism is prevalent. Hally is a seventeen-year-old white person whose mother owns a restaurant. Their two employees, or servants, are uneducated black men. During the story, Hally acts as though he is superior to Sam...

Revenue Assessment Essay

Thank you for the opportunity to assess your sales data in order to provide recommendations for increasing your sales. The abstract and recommendations below be based on the data you provided, which covers a period from May 2004 through June 2006. The analysis below is based on this data alone. Therefore, our recommendations should be tempered by your knowledge of business realities and your market. Please let us know if we can answer any questions concerning the analysis or the recommendations provided.ANALYSIS 1 Total Sales by Country Analysis As an American based country one expects the highest income to be within a companys home country. Well, in the case of Northwind Traders, that is the case. The USA has the highest gross net sales, to be followed closely by Germany and then Austria and Brazil. Sales are above 100,000 over the foregone two years. If you notice, in all of the top selling companies are offered a sack whereas the lower selling countries are offered now discou nt at all.Graphic testimonial Based on my analysis I think it would be wise to entice lower income countries to buy more products by offering a discount if they reach a certain amount of product ordered. I to a fault recommend sending surveys to the largest purchasing companies to see what products they would like to see discounts offered on if larger volumes are purchased. Also taking special care to cater to the products higher volume countries are requiring.ANALYSIS 2 Net Income by Sales repAnalysis I was given two full years of sales data, and took a look at the net revenue of each of your sales representatives. At first glance it looks like 2005 might have been a more profitable year, but bear in mind that 2005 is the only year we all four quarters accounted for. Keeping that information in mind, it looks like 2006 is getting off to an amazing start, as several of your sales reps have already passed their totals from 2005 in the first quarters. Also take careful attention to notice the difference in the two quarters from 2004 and 2006. It looks like a majority of your sales representatives are making solid revenue for the company. GraphicRecommendation My recommendation would be for starters, enroll every sales rep in a sales instruction class. Upon completion of I would set a goal that each sales rep must contribute at least 10% of the net income for the company. Since in that respect are 9 sales reps this leaves some room for extra. This will not only force the sales reps to work together, and encourage friendly competition. I also recommend you elect a sales representative team leader (for example Miss Peacock who is consistently your top sales person) and empower her to encourage, busbar and teacher the other sales reps in her methods and tricks.ANALYSIS 3 Total Revenues by Month in 2005 Analysis After careful consideration, I clear-cut to look at the yearly mode of just 2005 since we have all the data from that year. If you will notice, Octob er is by far the biggest selling month, whereas July is the lowest, but mostly the trend is pretty consistent across the year.GraphicRecommendation I recommend that we find out what about October spikes sales, and try to apply it to the rest of the year. Also, Id consider adding special sales and discounts in March and April, the lowest sales months of the year, that should help perk up sales in the slower months.SELF judgement From completing the Excel project, I learned so much about excel. At the beginning of this class I was very confident and nearly assertive about my knowledge in excel, but boy oh boy have I learned a LOT of neat new tools to add to my home of tricks. I learned specifically about pivot tables which are beyond helpful for organizing data in a more readable way, and see the things that you pauperization to see. I also learned a lot of new ways to sort and organize information in clean and easily read ways. This was a tough project to tackle at first, but I f eel a lot better about the things I have learned in excel since finishing it.

19th Century of American Literature Essay

Choose one short story and one poem from the 19th century.Write to compare the ways in which each of these may be considered representative of American culture during the time period in which it was written. Cite specific evidence from the literature to support your ideas.Short story The Story of an instant by Kate ChopinA woman by the name of Mrs. Mallard has some heart problems so those around her are worried that revealing the news of her husbands recent death might cause her a lot of stress and sadness which might in turn make her heart worse. mark more Satirical elements in the adventure of Huckleberry Finn essayKnowing that Mrs. Mallard was afflicted with a heart trouble, great care was taken to break to her as gently as possible the news of her husbands death. (Chopin)Upon hearing the news she breaks into tears, just as her loved ones had feared. She is expressing sadness over her husbands death.She did not hear the story as many women have heard the same, with a paralyzed i nability to accept its significance. She wept at once, with sudden, wild abandonment, in her sisters arms. (Chopin)She then experiences grief, where she doesnt want anything to do with anyone at the moment because her mind is in such a fragile state, plagued with emotions and thoughts, that she needs space altogether to clear it.She did not hear the story as many women have heard the same, with a paralyzed inability to accept its significance. She wept at once, with sudden, wild abandonment, in her sisters arms. (Chopin)After being in her room for some time her thoughts are starting to get to her. She doesnt know it yet, but she is so sad that shes allowing her thoughts to get the better of her and she is not in a strong state to dealwith them which will only cause things to get worse. on that raze was something coming to her and she was waiting for it, fearfully. What was it? (Chopin)She is dying from a broken heart and she is welcoming death to take her and free her from the pa in she is feeling of missing her husband.Free ashes and soul free she kept whispering. (Chopin)She was feeling such sadness and grief that is had but a lot of stress on her heart and weakened it to the point of fatality.When the doctors came they said she had died of heart diseaseof the joy that wipe outs. (Chopin)The Story of an Hour was written during the romantic period which was a time where writers and artists worked to free humanity from the mindset that everything was found upon logic and explanation. This story was written to bring light to the idea that emotions are important and that they are so important, they can affect you physically and can kill you. This story touches heavily on grief and sorrow and it connects physical problems with emotional ones which portrays the goals of many writers and artists through the romantic period because they wanted to express emotion and this split story definitely did just that.Poem Raven by Edgar Allan PoeThe Raven is a story abo ut a person who is mourning over the breathing out of a love . ONCE upon a midnight dreary, while I pondered, weak and weary,Over many a quaint and curious volume of forgotten acquaintance (Poe)The tapping he hears are his own thoughts, the answer to a question that he longs to know the answer to. He represents it in the form of a physical heading coming to him in the middle of the night.While I nodded, nearly napping, suddenly there came a tapping,As of someone gently rapping, rapping at my chamber door. (Poe)He wants his yellowish brown back because he is still deeply in love with her.From my books surcease of sorrowsorrow for the lost Lenore, 10For the rare and radiant world-class whom the angels name LenoreNameless here for evermore. (Poe)He is afraid of his own thoughts because deep in his mind he knows that he will never see his lover again and that she is gone for good, but he still refuses to believe she is gone for good so he searches for some reassurance that its not true, but hes scared to find the answer because hes scared hell be proven right.Deep into that darkness peering, long I stood there wondering, fearing, 25Doubting, dreaming dreams no mortals ever dared to dream before (Poe)The poem The Raven was written during the romantic period, a time where literature and art denotative senses and emotion rather than reason and logic. This poem is reflecting deeply on the emotions of love, sorrow, grief, and a possible anger. It touches on human emotions and brought attention to humanity and what it is like to be a human from an emotional view which was the goal in the romantic period.

Internal Entrepreneurship at the Dow Chemical

The Dow Chemical association was a come abouter company in science and technology, stateing plastic and cultivation products in 2002. However, from 1995, Dow Chemical society had ever lost its pro follow for several years especially in 1998. Dow Chemical friendship tried to stop the diminish so that it launched an initiative E-epoxy. com venture in 2000. The purpose of this project was earning more small customers and spot market customers to increase the market shares. STRENGTH 1. glue was a specialty, high margin business. The top 20% of its global customers have generated 80% of its revenue.Dow Chemical Company locoweed take this advantage to expand the business oversea. 2. Epoxy was a creative online channel in the market. It was very convince for not only local customers but also global customers to purchase products online without calling or faxing. 3. Dow Chemical Company would be the first mover using online system to process the tacks. Moreover, the cost of launchi ng this online system was not expensive. Using this system could lead Dow Chemical Company to the head position in electronic marketplace and ahead of other traditional competitors. . It was more flexible for managers to use online system to captivate more customers. For example, Telford can provide promotion code to some particular customers via E-mail. Some customers might feel interesting and order products on E-epoxy. com because of special legal injury. 5. Telford is an see employee who has worked in Dow Chemical Company for many years. He has exceptional ability to understand stakeholders thought and was aggressive to operate Epoxy project. WEAKNESS 1.Although customers can order products online, Dow Chemical Company still needed to contact with customers to clarify and confirm the order sometimes. It would increase the labor cost and decrease the order process capacity. 2. capacity utilization was a problem as well. The capacities of epoxy were in the range of 30 ktpa to over 100 ktpa. Dow Chemical Company has not enough capacities to fit the needs of new-fangled customers in the future. 3. The product price should be clear on the website. However, it might be inappropriate because Dow Chemical Company always mixtures the price according to different customers.Price transparency would potentially limit sales negotiating ability. 4. Telford wanted to bash distributors higher price because of other service such as a wide product palette and technical assistance. It might make Dow Chemical Company lose some distributor customers. 5. The E-epoxy. com was available everywhere. However, the language problem and money problems were still need to be solved. For instance, Brazil didnt allow Dow Chemical Company using US dollars as currency on the website. OPPORTUNITY 1. With new sales toolE-epoxy. om, Dow Chemical Company has opportunity to expand its business globally. Dow Chemical Company could earn more market shares by this low-cost and efficiency o nline tool. 2. In order to fit increasing demand in the future, Dow Chemical Company needs to build its capacity utilization. It might be a vista for Dow Chemical Company to be the top huge company because of abundant production ability. 3. Smaller customers had less ability to negotiate the price with distributor. Distributors might charge them much price than ordering products from Dow Chemical Company directly.Smaller customers might love to order products online due to cost down. THREAT 1. The regulations of foreign government might change in the future. As the problems Dow Chemical Company faced in Brazil, Brazil didnt allow Dow Chemical Company to use US dollars on the website. another(prenominal) countries government might also change the policy like tax increasing or currency change and it might threaten Dow Chemical Company a lot. 2. In order to do something dramatic to push home the importance of his venture, Telford started a rumor via E-mail in the market.Although no o ne truly condemned this event, that didnt mean nobody would argue on day. Telford workd a potential bomb for company. 3. Dow Chemical Company has less set about to manage website. Dow Chemical Company might waste money in a wrong way to operate E-epoxy. com. However, other competitors can learn Dow Chemical Companys experience and avoid failure in the market. RECOMMEDATION 1. Dow Chemical Company needs to improve its website day by day to fit customers new needs. Moreover, Dow Chemical Company can build up other service at the same time.For example, Dow Chemical Company can mimic what it did on EpiCenter. Dow Chemical Company can create a specific contact phone number for customers to contact with sales immediately. Customers can get information from website or phone service. 2. Dow Chemical Company could offer more discounts on the website to inspire the sales. If Dow Chemical Company want to higher the price for distributors, Dow Chemical Company should offer something new and only available for distributors to deplume them make orders. .Dow Chemical Company needs a well-organized strategy group for incoming international business. Because of the cultural difference, local currency, different language, and different consumer behavior, Dow Chemical Company should have a professional team to deal with country differences. For instance, the team members should have rich foreign working experience and ability to speak in foreign language. It would be helpful for Dow Chemical Company to enter global market.

Citibank: Performance Evaluation Essay

The California Division of Citibank has introduced a new performance scorecard to highlight the importance of a diverse fasten of measures in achieving the strategic goals of the division. Among the new measures introduced was a customer satisfaction indicator. Unfortunately, James McGaran, the manager of the most important branch and who consistently delivers impressive financial results scored under score on customer satisfaction. Frits Seeger, President of Citibank California and Lisa Johnson, area manager supervising James, are pondering what boilers suit performance range are they acquittance to join to James.Areas of ConsiderationCitibanks strategy in California was to build a profitable franchise providing relationship banking combined with ah high level of service to its customers. monetary measures had dominated Citibanks performance in the past but management felt that these measures were poor vehicles to communicate the high service strategy of the bank. Other are as to call up in this case areTo reflect the importance of non-financial measures as leading indicators of strategy implementation, the California Division developed a Performance Scorecard which complemented animate financial measures with new measures reflecting important competitive dimensions in the banks strategy.James customers in his branch are sophisticated- they require high service reference and knowledgeable employees who could satisfy their financial needs and his performance exceeded expectations every single year by delivering impressive financial results for four years in a row.But when the division expanded its performance indicators to include non-financial measures, it became ap scoreent that his branchs customer satisfaction ratings are not as good as his financial performance. His customer satisfaction was below par for 2 consecutive quarters.James discussed concerns regarding the (in)adequacy of the survey customers rated not only their branch but also sepa rate(a) Citibanks services such as ATMs that were out of the control of branch managers.Even so, he worked hard to improve the customer satisfaction rating by designating a staff to greet customers and held meetings and coached branch employees to focus their attention on improving customer satisfaction.James felt very disappointed when for two quarters, his rating had been only par. He thought that his efforts deserved an in a higher place par rating considering that hes able to successfully run the hardest branch in the division.Frits is considering to give James an above par rating given his excellent performance in other dimensions, but if the performance evaluation team gave James an above par, the other managers could think that the division was not serious about its non-financial measures.Alternate Courses of ActionSet aside the performance evaluation guidelines and give James an overall above par rating thus entitling him to as much as 30% bonus.Observe and uphold the perfo rmance guidelines and give James an overall par rating and get a bonus of up to 15% of basic salary.RecommendationsI recommend that the evaluating team follow the guidelines they set forth and give James the following ratingsFinancials preceding(prenominal) parStrategy implementation Above parCustomer satisfaction Below parControl Above parPeople Above parStandards Above ParJames average in customer satisfaction for the four quarters was a dismal 64.75 a far cry from the required market place average of 77 to get above par and about 10 points shy from the 74-79 score to get a par rating. Based on the guidelines, with a below par rating, James is no longer qualified to get an overall above par rating and thus settle for a par rating. This is to give credibility to the intent of the management in implementing a balanced scorecard and in giving other factors equal weight and importance as that of financials.Having said that, some important issues need to be addressed in Citiba nk performance evaluation. First, Lisa should have provided support to James asearly as the second quarter when his customer satisfaction scores began to slip from 66 to 63 (then further down to 54 during the 3rd quarter). Performance evaluation should not be a static document- it should be a reference for the employee and superior to identify deficiencies and gaps during the rating period. It should be revisited regularly, identify areas of improvement and see how management can interpose and improve the performance of the manager. A regular performance feedback is crucial so that the managers can align their activities with what is expected of them.Second, it would be worthwhile for Frits and Lisa to review the scores of the other managers focusing on customer satisfaction- this is to find out how all the managers are faring with the new performance indicator and to determine James performance vis--vis his colleagues. If the general results of the customer satisfaction are simila r with that of James, then his concerns are not unfounded- it may be that while the branches are doing their best in extending excellent customer service, the modify services might be the one thats pulling down everyones performance.Third, it would be excellent if Frits can benchmark their performance evaluation with the inhabit of the industry and see if their parameters in especially on customer satisfaction are within industry standards.Fourth, a reorientation or training on the proper administration and use of the performance evaluation is in order. Based on the scores and comments that Lisa gives to James, it appears that she is lenient with him. She overemphasizes James financial achievements but mentions too little(a) on his deficiency on customer satisfaction. There also seems to be a halo error in the way Lisa evaluates James- where his financial prowess seems to unduly influence the other evaluation dimensions.Imons, R. Citibank Performance Evaluation. 1997. Harvard Bus iness School

Cultural adaptation and cultural change Essay

Culture is the set of all societys spiritual, emotional, material and intellectual features of a social stem or a whole society. It incorporates lifestyles, literature, traditions, value systems and beliefs with which the people from a definite society or even a group should follow. Individuals argon made to observe their destination as a tool towards safeguarding it. Generally therefore, culture nominate affect cardinals behavior both positively and negatively when individuals test to adhere to the ways and authorities of their culture.Societal culture is an important tool towards shaping the peoples behavior. It provides norms, values, and traditions with which the people are supposed to adhere to in order to be in harmony with the societal rules, regulations and foundations. The heathenish diversity within a society therefore seeks to provide respect on the positive human rights and freedoms. Through culture, the society is provided with a harmonious system through which they can interact with one another through various social integrations.Therefore, culture constrains our behavior when its promulgations require us to go by its standards. The personal feeling ab come out of the closet a certain behavioral conception is dictated and shaped by the cultural dictations which require them to abide by these cultural dispensations. This is to say that, the peoples behavior within a society is constrained towards a certain behavioral conception by the requirements and dictates of their culture. (Lee, 1999) The role posited on the cultural constrain towards shaping our behavior can be argued diversely about its authenticity.At one level, it is good and recommendable since it helps in shaping and restoring the peoples behavior towards conceptions that are acceptable within a specific society. However, a counteractive argument can be placed on the negative implications allied to the cultural constrains in the societal behavior. By and large, the overall effec t of this constrain is that it is wrong and a gravely conception that is aimed at pulling the people behavior towards specific societal expectations. These expectations may be illogical to the changing societal structures.Behavioral constrain by culture has only acted to limit the people behavior towards a global behavioral change which would be a requisite to the requirements of societal change. This has therefore conduct to dogmatic scores and backwardness in behavioral expectations from such people who lack adequately borrowed behavior from the changing course of the global imagery from the set up of their societys cultural dictates and authorities. Some major cultural dispensations are far below the scale that promotes a projected individual development since they are shaped and governed by traditional societal scores.(Lee, 1999) However, cultural change would perhaps be the most eminent tool towards governing strong behavioral changes. heathen change can only be possible th rough cultural integration. This is the process with which different cultural groups come together to exchange their cultural imageries. divers(prenominal) cultures are intermingled through exchange and concept borrowing to bring up cultural diversity. A diversified culture is that which incorporates various cultural scores in its regulations and abandon specific cultural dispensations which could be underscored by traditionalism and dogmatic backwardness.Consequently, through cultural integration, people come to learn about new cultural systems embodied by other groups which bring more realistic sense towards modeling the societal behavior above its growth. Perhaps, cultural integration is what has rooted out various traditional cultures through models of westernization. Cultural diversity therefore opens more practical cultural developments that concur with the change in societal structures. Reference Lee, C (1999) The Complex Whole Culture and Evolution of Human Behavior. West V iew Press

Should Ministers or Senior Bureaucrats Be Held Accountable for the Department?

Collective and Individual attendial Responsibility Should attends or sr. Bureaucrats be Held Accountable for the Department? For years, Canadians have stood by and watched as ordaineds of the Canadian government have been questioned, accused and held up for public scrutiny on issues of defalcation of funds, personal and public scandals, and inappropriate departmental sp expiration of taxpayers dollars. In the public eye, looks abused their public potence and were inadequately serving the public.Lack of confidence was evident when election time arrived and voter turnout was dismal at best. In 2008, the lowest voter turnout on record was at 58. 8% and some recently, voter turnout has been 61. 4%, the third lowest in Canadian history. Public comprehension of government, from visor curate down to department clerk, has held a lack of confidence. on that point was a need for enforceable measures to be put in place to make certain right, answerability and business were at the forefront of government ministries.Stephen harper ran his 2006 Stand up Canada campaign stressing duty in government. For those Canadians seeking accountability the question is clear which party can deliver the change of government thats needed to ensure governmental accountability in Ottawa? We need a change of government to replace old style politics with a new vision. We need to replace a culture of entitlement and corruption with a culture of accountability. We need to replace benefits for a privileged few with government for all. The mantra remunerative off and the disheveled Liberal party was ousted from power. blossoming rector Harper promised the Canadian populate corruption would end and backroom deals would be history. The first bill tabled by the newly-elected hidebound government, Bill C-2, was the Federal accountability Act, introduced by President of Treasury Board, John Baird, and was passed by the House of Commons on June 22, 2006, by the Senate on November 9 , 2006, and granted majestic assent on December 12, 2006. The Act and Action Plan provided conflict of interest rules, restrictions on election financing and measures respecting administrative transp atomic numeral 18ncy, oversight and accountability.Based on Britains Westminster model for responsible government, Canadas Parliament has a state to hold the government to account, as well as all Ministers, collectively and individually. While precedential bureaucrats in public service ar non directly accountable to Legislature, they argon directly accountable to superiors of their department, internal government authorities, and the courts. Accountability should be the responsibility of those who have the greatest opportunity to control departmental situations.Therefore, it is not reasonable to blame Ministers for the actions of their Department, as it is the police lieutenant Ministers and Senior Bureaucrats who run the day to day trading operations of Ministerial department s and influence not only the development of policy, but the implementation of policy. At the root of Canadas parliamentary structure is the British model for a responsible government known as the Westminster model, whereby a Cabinet Minister bears the ultimate responsibility for actions of his Ministry or department.Before a law can be passed, the emblematical monarch, in Canadas case the Queen, a lower house of members elected by citizens and the upper house of constitute members, must approve legislation. The principle of a collective agreement remains, regardless of how legislation procedures may vary. This doctrine is the principle for a responsible government and accountability is essential to guarantee that an elected decreed is answerable for actions make. There is no common model for accountability however the Westminster system relies on Ministers being accountable in the House of Commons and to the electorate.The function of government carry awayment depends on the d emocratic principle of accountability for all elected officials. Ministers argon career politicians and hold the majority of power and authority inside the democratic government, after the original Minister. At the top of the hierarchy, in the Westminster model, is the Minister, followed by the Deputy Minister, departmental management and then front line public servants. Accountability flows upward and the degree of responsibility depends on how much authority has been delegated to a particular individual within the organization.Accountability enforces and enhances responsibility. Being able to understand each officials responsibilities, one must recognize there are various components to consider. There are two different types of Ministerial responsibility, collective and individual. These two foothold are separate but interrelated unwritten rules of behaviour in the operation of parliamentary government. Collective Ministerial responsibility is a constitution host that dictate s the prime Minister and the Cabinet must publicly frequent all government decisions, or suppress any criticism.In any case a Minister cannot hold true to this, they must object and ask the governor frequent for the act of ending parliament, if the House of Commons passes a vote of non-confidence. If they are not bequeathing to endure this process, they must announce their resignation. On the other hand, individual responsibility refers to a Minister who holds a Cabinet office, which has the obligation to take responsibility of the policies they introduced. The responsibility still has to be accepted by the Minister even if the minster did not approve an action in advance or had no association of it. In a nutshell it means, the minster is responsible for everything done in the department. Major components of individual responsibility consist that Ministers will be held accountable or even laboured to resign if any serious administrative errors occur within their department. An other conventional component is that the Minister must summarize and be willing to support the actions, to the presence of parliament, which his or her department is pursuing. Governments tend to be left with the messy, complex, and difficult jobs and the messy, complex, and difficult results are harder to define and measure. It is hard to pinpoint responsibility in the government, whether it be collectively or individually, because there will always be criticism and complexities arising within parliament due to the difficulty in these jobs. Black and white answers are non-existent when it comes to implementation of policies and procedures on how to run the government and attend to the public.The reasoning behind it is due to the fact that one cannot judge or assess the exact results that will affect both the short and long term outcomes. The path for finding the individual(s) who must be held accountable for said actions may be described as being intricate, because of the diffic ulty of first finding who is responsible. When looking at the hierarchy within the government, you realize senior bureaucrats have more authority than you are go by to believe.Stephen Harper has attempt to pursue to answer these black and white answers by taking the steps to distinguish and strengthen responsibility. Some of Stephen Harpers initiatives in Stand up for Accountability were strengthen auditing and accountability within departments. The sponsorship scandal first came to light in an internal audit an audit that the Liberals initially tried to cover up. Under the Liberals, the lines between Ministers and non-partisan civil servants have been blurred, and clear lines of accountability need to be re-established.The Conservative government will give the Comptroller general overall authority for internal audit function in each government department, designate the Deputy Minister of each government department or agency as the Accounting Officer for that department, which th at Deputy will be responsible to Parliament for the departmental spending and administrative practices of his or her department. Also, in the force of a disagreement between a Minister and Deputy Minister on a matter of administration, the Minister must provide written affirmation to the Deputy Minister and notify the Auditor General and Comptroller General of the disagreement.The adjust of Deputy Minister in the Canadian government is one of the most contentious and vital appointments. Their responsibilities are both political and non-partisan as they function between the non-partisan civil service and the political realm of executive and elected officials and executives. Deputy Ministers are accountable to the Minister, the government, their Ministry, agencies, and Parliament. They provide Ministers advice that comes from the civil service, and they also carry out any delegations of authority that come from the Minister.Appointment to Deputy Minister is at the Prime Ministers d iscretion and likewise, being relieved of their duties is the same, at the Prime Ministers discretion. Senior bureaucrats service the government and as one Deputy Minister stated, As soon as he assumes his duties, the Minister signs a delegation of authority for me, and then I become the person responsible to him and the person in command. It is a relationship full of paradoxes. The most important player in the Canadian political system are extremely busy people. Dealing with Prime Ministers priorities, implementing the governments agenda, protecting the Minister, networking with other deputies, the provincial governments, and the departments stakeholders, articulating and promoting the departments interests, as well as managing political crises can consume much of a Deputys ten to twelve hours. Accountability is always a topic for discussion as senior bureaucrats hinge between political and non-partisan. What is clear is that, Deputy Ministers are not accountable to the public o r to Parliament. They are accountable to the Prime Minister, and to a lesser extent their Minister, the clerk of the Privy Council, the Treasury Board, and the Public Service Commission. Overall, for Deputy Ministers the lines of accountability are not clear nor are performance measurements, despite immense literature that testifys how difficult it is to evaluate performance in government. Government hierarchy stature insists that the higher power be held accountable, although it should not always be the case.Cabinet Minister, appointed by the Governor General on behalf of the Queen, are the head of government departments. Each department has some type of specialization, whether it is law, trade, foreign affairs, or finance. These members of parliament are chosen for their portfolio because they are supposed to be the best qualified to assist the prime Minister in running the country of Canada. However, the reality is that most are chosen either because of a personal relationshi p with the prime Minister, or because they lend the right balance to the Cabinet as far as ethnicity, grammatical gender or geographic location.As a result, the Ministers appointment can be disguised as qualified thus leaving the Canadian people with a false hope that they are right for the job. Most Cabinet Ministers are not qualified to handle the department, mentally or intellectually, and rely severely on the Deputy Minister to handle the day-to-day operations. It is Deputies and not Ministers who actually manage the departments of government. And thats the way it should be. Ministers have neither the time nor (as a rule) the skills to manage large institutions. Furthermore, senior bureaucrats hold office impartially, over the years serving different political parties, and are qualified bureaucrats with a considerable amount of knowledge, see to it and time served. Regardless of who is in office, a Deputy Minister must be neutral and non-partisan in order to get all bureaucrat s to achieve the goals of the Minister and the ruling party. As leading management under the Minister, there is ample opportunity and authority for senior bureaucrats to alter the vision bestowed upon the department by the Minister and change opinions and actions of the other bureaucrats.Senior bureaucrats are allocated to manage and administer directly under the law, because of these expectations, Parliament should hold them accountable for the performance of their duties and implementing their authority. The article about authority and accountability has given great insight and is the most compelling when determining how officials are elected and the real responsibilities each department/individuals carry. Not only does the article show the specific details to being a Cabinet Minister, but also talks about the civil servants and the Privy Council Office.The Privy Council Office (PVO) is the highest ranking bureaucratic agency in Canada, very important and powerful, and the clerk of the Privy Council, known as the Secretary to Cabinet is head of the public service of Canada. The Clerk serves as the spokesman of the bureaucracy to the executive branch in the Canadian government and is appointed by the Prime Minister. One transaction is to swear in the Prime Minister, which is moderately of a symbolic gesture confirming the relationship between the two offices.Like the Deputy Ministers, the Privy Council Office is supposed to be non-partisan, and their advice and recommendations are technical and victor in nature. The Prime Minister is not always in favor of the PVO and has his own alternative organization, the Prime Ministers Office (PMO), headed by the PrimeMinistersChief of Staff, which advises and coordinates the Cabinet and bureaucracy mostly on the basisof ideology, partisanship, political strategy and public image.Since the PVO and the PMO have two significantly different objectives, it is safe to say the two networks of advisers do not always get al ong. The PMO has eclipsed the PCO in terms of relevance and power, and the question is whether the era of non-partisan advisers is over. Much of this was due to the perception amongst many in the public, and some members of parliament, that the executive had rule over Parliament, but the civil service had rule over the executive. Governments indiscriminately added functions, tasks, and accountability requirements to the machinery of governments without rewriting the traditional bargain. Further, governments now tend to concentrate some policy and decision-making authority with a few key officials, who carry an unmanageable burden, but they also defuse authority on other issues to the point that accountability evaporates. The problem can be summarized as follows Political and policy actors have lost the sense of the traditional spot that they are expected to occupy.MPs no longer call the government to account Ministers are not making policy the prime Minister, the Prime Ministers Office, the Privy Council Office, and a handful of senior Ministers now fill more functions than they should and the public service is increasingly uncertain about its consumption in policy and management. Bureaucrats administer and implement the laws and policies of the Government of Canada and, in that capacity, should not act unethically even if they believe what they are doing is justifiable.The sponsorship scandal, under the Liberal Government, was a good forefinger that the public does not accept anyone in power act unethically in order to promote unity amongst the nation. Canadians were outraged that trust was abused and ending the Liberal reign sent a loud message that the end does not justify the means when tampering with public interest. Bureaucrats have to embrace their role and not blindly follow their Ministers wishes or never say anything negative about the position they hold. Senior bureaucrats need to be accountable for their actions and their recommendations.If t hey come under fire, they cannot be shuffled off to another Ministry until the storm passes and they cannot hid behind their superior to take blame for wrongdoings they may have initiated or caused. As the Clerk of the Privy Council observed in the Twelfth Annual Report to the Prime Minister on the Pubic Service of Canada, We cannot tolerate breaches of the law or of our center field value and ethicsbut we cannot build systems based on distrust. We cannot go backwards, building layers of hierarchy and rules governing each transaction. And we cannot treat all errors the same way.Errors made in good faith are inevitable, especially in an organization that values innovation and creativity. Accountability requires that we writing honestly and accurately, including the errors, and demonstrate that we have acquire from the mistakes and have made the necessary adjustments. But accountability cannot become mere blaming. Evidently, Canadians are concerned with the accountability held wit hin the government. Although there are a number of institutional checks and preventive measure, they lack improvement and overall outcomes.Other counties have tampered and improved their accountability through various laws and initiative, logically Canadian should consider replicating their process. Thus, government individuals should be held responsible and ultimately accountable if they have the best opportunity to alter their department substantially. Through various studies, one can conclude that senior bureaucrats are the ideal representatives to impose and instill changes within their departments, as well as the whole government.Senior bureaucrats have three main ethical responsibilities as public servants First, they are responsible to act non-partisan when carrying out or implementation of policies. Second, they are seen as trustees for the Canadian citizens and, therefore, they have a fiduciary responsibility not to abuse their trust. Third, their duty is to account for bot h their activities and decisions. It is extremely easy for the public to make Ministers obvious scapegoats and set them up for criticism and ridicule due to their position on the hierarchy.As depicted, senior bureaucrats are the officials with the most responsibility and hands-on participation within their department, managing personnel, implementing policies and ensuring the public interests are met on a quotidian basis. Regardless of how long a Minister holds his portfolio or is in power, it is the senior bureaucrat who maintains their position and ensures their Minister is held in high esteem with informed and go through expertise about departmental operations.Through traces of systematic accountability, failures demonstrated within the government leads one to conclude that the political outcomes remain the same because the solutions come from the same sphere. accomplishment Cited Barker, P. 2008. Public Administration in Canada. (Breif ed. , p. 75). Thomson Canada Limited Bou rgault, Jacques. The Deputy Ministers Role in the Government of Canada? His responsibilities and His Accountability. Ottawa Commission of Inquiry into the Sponsorship Program and ad Activities, 2006 Federal Accountability Act. Department of Justice. (2006). http//laws-lois. ustice. gc. ca/eng/acts/F-5. 5/page-1. html (accessed July 12, 2012). Harper, Stephen. Conservative Party of Canada Federal Election Platform. Stand Up for Canada. (2006). http//www. cbc. ca/canadavotes2006/leadersparties/pdf/conservative_platform20060113. pdf (accessed July 7, 2012). Leadership of the Prime Ministers Office. Parliament of Canada. (1867). http//www. parl. gc. ca/parlinfo/compilations/federalgovernment/PrincipalSecretaries. aspx (accessed July 14, 2012). Mitchell, James. Authority and Accountability Reflections on the Gomery Project. Authority and Accountability. 2006). https//docs. google. com/viewer? a=v&q=cacheGOZMy1NFFsgJwww. sussexcircle. com/pdf/020-Authority&Accountability. pdf &hl=en& gl=ca&pid=bl&srcid=ADGEESjm7kZ3AA0QiX70tXxByNLjoEbXx0roBI3x9NvKnl8a8JMKU1107T1MOioQzsFdHy4cuUndPyvRd5vGwvZohdqmZCzpqAEA8Zr4q3TQfRyXWivb90p3DMRRJRRd6ykvc8AXwm6z&sig=AHIEtbRagPHJJ_7fhv5zDOT9NC8IwgwrGw (accessed July 11, 2012). Mulgan, Richard . The accountability of Community Sector Agencies a comparative framework. (2001). http//www. hapinternational. org/pool/files/acctcommsect. pdf (accessed July 11, 2012). Pomfret, R. Voter Turnout at Federal Elections and Referendums. Elections Canada Online. Elections Canada. (accessed February 10, 2012). Savoie, Donald. Breaking the Bargain Public Servants, Ministers, and Parliament. Toronto University of Toronto Press, 2002. Twelfth annual report to the Prime Minister on the Public Service of Canada. Clerk of the Privy Council. (2005). http//www. clerk. gc. ca/eng/feature. asp? mode=previewpageId=201 (accessed July 12, 2012). 1 . Pomfret, R. Voter Turnout at Federal Elections and Referendums.Elections Canada Online. Elections Canada. Retri eved February 10, 2012. 2 . Harper, Stephen. Conservative Party of Canada Federal Election Platform. Stand Up for Canada. (2006). http//www. cbc. ca/canadavotes2006/leadersparties/pdf/conservative_platform20060113. pdf (accessed July 7, 2012). 3 . Federal Accountability Act. Department of Justice. (2006). http//laws-lois. justice. gc. ca/eng/acts/F-5. 5/page-1. html (accessed July 12, 2012). 4 . Federal Accountability Act. Department of Justice. (2006). http//laws-lois. justice. gc. ca/eng/acts/F-5. 5/page-1. html (accessed

First-person Narrative and Destroying Avalon

Tuesday, 5 March 2013 Themes in Destroying Avalon 1. Define the term theme. * central message portrayed/explored by the composer in any body of work. * Composers intended message. Theme Elaboration Evidence (technique) Explanation Link to social go away The negative influence of social hierarchy Unequal distribution of power determines status, whether it be in a group or society. (Pg 48)Alice and the bitches formula the school A group B group relatively friendly bunch considered cool C groups freaks and retards Z group weirdos and queeros (pg 40)- Accumulation (listing)-Connotations In the novel Destroying Avalon, McCaffrey positions Westerley High as a microcosm for greater social contrast within society.This is clearly evident in the opening sequence of the novel when Marshall, through accumulation of groups and sub groups poignantly outlines the existing social hierarchy Alice and the bitches rule the school A group B group relatively friendly bunch considered cool C g roups freaks and retards Z group weirdos and queeros. Here, McCaffreys careful use of diction highlights how language stigmatizes individuals. A come across example is the connotations of the word queeros which affects both Marshall and Tamara, though Marshall more drastically, who eventually falls into picture followed by suicide. Youth depression Bullying isolation and alienation Those who are viewed as different by their peers are ostracised and excluded from their social groups. (pg 53)Well our team is really dependable. And Alice is the captain, so if you know whats good for you, you aptitude want to leave now. -threatening tone(pg 45)A What position do you play? Av Anywhere goal attack shooter, centre, whatever A you can be the wing exoneration Av I might as well have sat on the bench no one passed me the ball-dialogue/direct speech-Tone-Connotation(pg 44)It really dysphoric me I wasnt sure what reason anyone would have not to like me.I hadnt done anything wro ng- though it felt everything I did was wrong. Why dont they like me? Use of first-person The novel demonstrates the isolation and alienation of several characters. Many people are ostracised by their peers and usually this leads to sever depression. McCaffrey uses this isolation of the protagonist, Avalon to give a first person point of view on what really happens to someone when they are alienated from a group or bullied by others. It really unbalanced me I wasnt sure what reason anyone would have not to like me.I hadnt done anything wrong- though it felt everything I did was wrong. Why dont they like me? The continuous use of the first person language is to make the responder realise the different thoughts that the character is going through and how the issue of depression begins to kick in. The tone of the antagonists really highlights the way they incessantly condemn and undermine others. During their hockey tryouts the threatening tone of Courtney is shown when she tells Ava lon that our team is really good, and Alice is captain, so if you know whats good for you, you might want to leave now. The use of if you know whats good for you in macrocosm is telling her that she is positioned under Alice and the bitches in terms of a hierarchical system. It and then goes on to say you might want to leave now indicating that no matter how hard she tries to fit in Avalon will always be chevvy and discriminated against. This build up of thoughts, anger and depression is a toxic mix as we see eventually Avalon snaps and she loses Marshall who is one of her most dearest friends to suicide. distinction Bullying Harassment The misuse of technology Importance of friends and family Technology is used for malevolent and devious acts that have fatal consequences. The influence of family and friends can often brook people with helpful information. (117)If only I had done moreMarshalls mother But he did find comfort in his friends The use of technology hinders the rea lity of many characters in the novel. McCaffrey demonstrates how the internet is a place that can change a persons real personalities into a disturbing contradiction.Throughout the novel the victims who suffer from bullying ceaselessly are to be comforted by friends, who play an integral part in their fight against bullying. Once the loss of Marshall became evident his mother depressingly said if only I had done more not only did Marshalls mother know about what was going on, she did not what do inflict vilify on Marshall by telling teachers. Later at Marshalls funeral we learn the importance and comfort friends give to him but he found comfort in his friends shows how important his friends were during his time of despair.

A Boy is A Man in Miniature Essay

A boy is a man in miniature, although he may sometimes exhibit nonable virtue he is besides schemer, self-seeker, traitor, Judas, crook, and villain in short, a man. (Davies 9). The theme of being doubly innate(p)(p) is prevalent through the apologue Fifth Business and is strongly demonstrated by the characters, Dunny, Percy and capital of Minnesota. All three change their names, deny their ultimo and gravel what their parents could never have imagined. Consequently, at the end of the novel, the characters go into full circle, revealing the same boyhood traits they pictured years ago and are thrice born.To begin, Dunstable Ramsay began in Deptford, and as a result of his race with his parents, specific onlyy his mother, Dunny needed to reinvent himself. His first step was to remove himself from Deptford and join the army and it was during the war that Dunstable became born again. In the hospital, Diana decided that Dunstable sounds like a cart rumbling over cobblestones (Da vies 85) so she gave him the name Dunstan. During this time, Dunny excessively discovers that his parents had passed away during the war, but Dunny says, I felt the loss so little (Davies 74).As a result, all his strong ties to Deptford had been cut. As Paul says at the end of the novel, I trickt imagine your parents foreseeing that you would become a theorizer of myth and legend Hard people especially your mother (Davies 253) which is true Mr. and Mrs. Ramsay would never have thought that their son would have become a writer of saints, with a new name, totally different life from his roots in Deptford. Moreover, Liesl says to Dunny, One always knows the twice born (Davies 217) and Dunny is clearly in that group.Similarly, consider Percy boyd Staunton. Percy never liked the small town and a turning point for him is when he is caught in the act with Mable Heighington causing his father to decide to send him to an all boys school, removing Percy from Deptford. His father was a l ocal twist around and entrepreneur, but Percy went far beyond him. At Leola and Percys wedding, for example, Dunny states, Boy had far surpassed his father in breathing in and scope. All he needed was time. (Davies 111). Boy was Percys new name after the war, because he summed up in himself so often of the glory of youth in the postwar period. (Davies 103).As time passed, Boy becameincreasingly separated from Deptford. His last(a) ties with his past were severed by the death of his father, as Boy had no reason to look back anymore, only forward, only up. His father would never have imagined what Boy would become, for as Dunny states, Where his looks and style came from I never knew certainly not from old Doc Staunton or from his mother. (Davies 103). Boy changed his religion, much to the distaste of his family, created an empire from sugar and tried his luck in politics. It is through these changes that Boy becomes twice born.The final character is Paul Dempster, who denied his p ast very quickly by running away with the circus during his childhood. Paul states, I was too young for the kind of vice my father wanted me to notion I couldnt stand it (Davies 251) so he felt he needed to leave and the circus was his first opportunity. He changed his name to Magnus Eisengrim as part of his magic show. Paul had never been back to Deptford since he left and when Dunny asked if he would like him to tell his mother he was alive, his response was, She is a part of a past that cannot be recovered or changed by anything that I can do now. (Davies 139) showing that Paul had completely disassociated himself from his past. He was the son of a Baptist minister, he should have grown up to be an example to everyone else in the town of how a person should be, but he became a whiz instead. Paul was a poetic magician who took himself seriously. (Davies 192) with an act like no other. It is clear that as soon as Paul ran away with the circus, he became twice born, but throughou t his life, he was followed by the blame for his mothers madness.Finally, by the end of the novel, the characters have come full circle and in a meeting in Dunnys office, they discuss the matter of the snowball. Dunny becomes thrice born when he tells the truth about the snowball, relieving a burden that has governed him throughout his life. Dunny has always felt the same boyhood guilt and had finally come to terms with the incident. Paul was also thrice born as when he hears the story, he comes to realize that the blame that was on him as a boy for his mothers madness was not truly his. This brings into question, Boy. Did he in fact become thrice born? Any reader would like to trust so, and believe that he killed himself out ofguilt, but who can say for sure? He did say, I wish I could get into a car and drive away from the whole damn thing (Davies 232) But make up as he left, Boy denied remembering the incident of the snowball and said that he did not feel any guilt.Furthermore as Paul was leaving, he said, I have everything I need (Davies 255), was he referring to the story or was he referring to the stone that was in the snowball?In conclusion, the concept of being twice born is the vessel for development of the characters in Fifth Business and is a reoccurring theme throughout the novel. onward the meeting Dunny says, The cloaks we had wrapped around our essential selves were wearing thin (Davies 233), suggesting that the concept of twice born is not a permanent change but a means to come full circle and return their boyhood. During the meeting in Dunnys office, Percy says that boys are brutes because they do not know any better, but they grow up to be men, and Dunny replies, Men who retain something of the unspiritual boy (Davies 254). Boys truly are men in miniature, they can change appearance and their name, but they will always come full circle and realize those brutish boyhood traits in the end.BibliographyDavies, Robertson. Fifth Business. Tor onto The Penguin Group, 1970.

Love at First Sight, Is There Such a Thing Essay

What is common among the Hunger Games, Romeo and Juliet, Pokemon, euchre Days of Summer and The Vampire Diaries? They tout ensemble have the trope of crawl in at starting line eyeshotPeeta beatly fell in get by with Katniss when he heard her sing on the head start daytime of school Romeo fell in love with Juliet the first time he saw her Brock fell in love with every pretty girl he saw Tom fell in love with Summer at first muss in the office and Stefan also had love at first spile with Elena. Love at first sight is the most widely used trope in literature and film. It is so common that most people mistake it as a reality.Why do I infer that love at first sight is fictional? Love is to be cheerful by the happiness of some new(prenominal), said Gottfried Leibniz. If what he said is true, then love at first sight is not really love. You cant spang the happiness of a person in an instant youll have to be psychic to do that. To discover an individuals happiness, one has to get to get him/her more. This can be achieved by spending time with that personlistening and understanding him/her. Another case why love at first sight is fictional is infatuation. Love at first sight is just infatuation.Infatuation is not love because it is mere attraction and admiration while love is committing oneself to another because he/she cares for the other. Therefore, love at first sight is not love. Although it is not love, infatuation is inevitable when it comes to love relationships, because it gives you the courage to get to know someone, confess your feelings and move on to the next level. Even so, it does not sanction love. It just gives it a push. There may be instances when people get infatuated with each other at first sight, then end up falling in love.This situation, according to them, is love at first sight. I think not. I think these instances are what you call infatuation that progressed into love. And these encounters dont happen often. They are very rare. There is a bigger chance of you being infatuated, but as you get to know that person, you realize that he/she is not who you thought he/she was. We get infatuated all the timewhen we see super good looking celebrities, appetizing foods, and suchbut love, it only happens once, and it doesnt happen in a blink of an eye, it develops.In the end, I think that love at first sight is not truly love, but infatuation. I find it so because, again, you cant know someones happiness just by the mere sight of him. So, you cant be delighted by his happiness. Although I believe that there is an innate romanticism attached to the thought of concourse someone, and having them hit enough emotional triggers immediately at first sight, I dont think that it is love. It is infatuationthe first step towards love which can grow into a more mature love.

Chinese character Essay

Education in its general adept is a form of learning in which the knowledge, skills, and habits of a group of people are transferred from superstar contemporaries to the next through teaching, training, or research. Education frequently takes place under the guidance of others, but whitethorn also be autodidactic.1 Any experience that has a formative effect on the way one thinks, feels, or acts may be considered educational.There are three forms of learning. formal education, informal education and non-formal education. Systems of nurture involve institutionalized teaching and learning in relation to a curriculum, which itself is established according to a predetermined purpose of the school days in the system. shallows systems are sometimes also based on religions, giving them disparate curricula. In formal education, a curriculum is the set of courses and their content offered at a school or university.The term preschool refers to a school for children who are not old enough to attend kindergarten. It is a greenhouse school. Preschool education is important because it can give a child the edge in a belligerent world and education climate. Public primary schools are divided into two categories based on the moderate of instruction Malay-medium National Schools (Sekolah Kebangsaan, SK) non-Malay-medium National-type Schools (Sekolah Jenis Kebangsaan, SJK), also know as vernacular schools,7 further divided into o National-type School (Chinese) (Sekolah Jenis Kebangsaan (Cina), SJK(C)), Mandarin-medium and simplified Chinese writing o National-type School (Tamil) (Sekolah Jenis Kebangsaan (Tamil), SJK (T)), Tamil-medium All schools admit students regardless of racial and spoken communication background. Malay and English are positive subjects in all schools.All schools use the same course for non-language subjects regardless of the medium of instruction. The teaching of the Chinese language is compulsory in SJK(C), and Tamil language is compulsory in SJK(T). Additionally, a National School must provide the teaching of Chinese or Tamil language, as well as indigenous languages wherever practical, if the parents of at least 15 pupils in the school request that the particular language to be taught.High-speed track is a type of rail take that operates significantly faster than traditional rail traffic, using an integrated system ofspecialized rolling telephone circuit and dedicated tracks. The first such system began operations in Japan in 1964 and was widely known as the bullet train. High-speed trains normally operate on standard gauge tracks of continuously welded rail on grade separated right-of-way that incorporates a large turning radius in its design.

Customer Complaint Behavior

Consumers repinet deportment. Taxonomy, typology and determinants Towards a uni? ed ontology Received (in revised form) 16th August, 2003 Dominique Crie ? is Professor of market at the University of Sciences and Technologies of Lille, in the Business Administ symmetryn De digressment (IAE). He manages the postgraduate degree course statistical specialisation for marketing data instals. He is in addition a marketing yard birdsultant and statistician, member of the Association Francaise de selling and of the Societe Francaise de Statistiques. ? ? ? ?His look into focuses on the node alliance, disassembleicularly in relation to satisf fulfill, loyalty and retention. Abstr profess Complaint deportment is a set of consumer dis happiness consequents. It is an explicit musing of dissatisfaction, but dissatisfaction is yet ane determinant of this conduct. Complaint behavior arouse be analysed as non-homogeneous fictional characters of resolution but withal as a profess ional personcess. This theme proposes an integrated frame rick of the versatile theories of bearing demeanor leading toward a uni? ed ontology and to interpreting it from a freshly perspective. Dominique Crie ?IAE de Lille, 104, Avenue du Peuple Belge, 59 043 Lille Cedex, ? France. Tel 33 (0)3 20 12 34 64 Fax 33 (0)3 20 12 34 48 E-mail emailprotected com INTRODUCTION This paper re watch overs a concept alone the aforesaid(prenominal) relatively r atomic publication 18ly considered by companies consumer unhealthiness demeanour. Within the manikin of the alliance paradigm, bang doings is a determinationful signal which companies should form into account. On the one lapse, it gives an organisation a last chance to protect the customer, if the organisation reacts appropriately, on the separate hand it is a legitimate and ethical act toward the consumer.Generally, but non exclusively, explosive charge behaviour is one of the solutions to comprehend dissatisfact ion in the post-purchase phase. In the ? rst section of the paper, a taxonomy of repartee styles use by dissatis? ed consumers is proposed. Then consumer complaint behaviour (CCB) is de? ned and situated with regard to these various signs of response. Finally, after clod complainers and non-complainers, this paper tries to track down the main marks of the CCB taxonomy finished a structuralisation of its determinants within a historic climb up the endeavorive being to propose a clari? d conceptual and theoretical framework to integrate the oversized variety of works on the subject. The conclusion highlights a synthesis of this conceptual structure with regard to a uni? ed ontology. A TAXONOMY OF THE TYPES OF RESPONSE TO DISSATISFACTION A dissatis? ed consumer whitethorn adopt several types of response, classi? cation of which may be delicate. The taxonomy of responses ? rst requires a distinction between the notions of response and of action to be established. Indeed, the t erm action implies a real speci? c behaviour, 60Database marketing & Customer schema focussing Vol. 11, 1, 6079 hydrogen Stewart Publications 17412439 (2003) Consumers complaint behaviour Table 1 A taxonomy of the types of response to dissatisfaction Towards enitity Response type Behavioural Public (Sellers, manufacturers, of? cial organisations, associations, justice) Complaint intelligent action Re raise of the item Request for repair zero(prenominal)action, with or without modi? cation of the placement Forget or forgive Private (Family, friends, relations) Word of mouth Boycott/leaving no-behavioural hile the term response contains several modalities which atomic number 18 not exclusively behavioural, notably change of attitude or inactivity. This distinction establishes a ? rst dimension. The second is delineate by the entities towards which responses atomic number 18 directed the public one includes sellers, manufacturers and consumer associations or sub judice act ion the hugger-mugger one includes family, friends or relatives. Finally, responses show different intensities gibe to the both previous dimensions. Responses may deviate from inactivity to sound action either simply to express dissatisfaction or to obtain repair or hire (Table 1).The heterogenousness of these various response types may be partially explained by the cause and vividness of dissatisfaction and by the personality and importance of the intersection institutionalise or wait on of concern. On the other hand, consumers may mix or watch-to doe with several response types for the analogous dissatisfaction. This aspect is relatively neglected by the literature, although Hirschman1 notes that complaint and exit atomic number 18 not two symmetric factors when a customer leaves the come with, he/she loses the fortune to use their voice, while if he/she uses the complaint ? rst, he/she is always free to leave later if the complaint does not succeed.So exit b rush aside be a substitute for and complement to a complaint. The more(prenominal) than(prenominal) expensive and complex the harvest-home, the more consumers argon given over to initiate public action, however the greater likelihood is that they leave behind stay in vigorous or choose sequestered action. 24 The authors of the ? rst stream of literature be numerous, but Hirschmans work remains standard in the conceptualisation of responses to dissatisfaction through the model Exit, Voice and Loyalty. Exit is an active and destructive response to dissatisfaction, exhibited by a break of the race with the object (brand, product, retailer, provider. . ). The oral response (Voice) is a constructive response with an expectation of change in an organisations habituates, policies and responses it is characterised by complaints towards friends, consumer associations and relevant organisations. The tierce type of response (Loyalty) has two aspects, constructive and passive, the exclusive hoping that things forget evolve in a domineering way. For Brown and Swartz,5 it is especially a signature of impotence that is the cause of this behavioural loyalty. The neglect of the incident and the infixed inactivity apprize, however, be considered as evidence for loyalty.Re appear designed to explain the various types of response to dissatisfaction is limited. Scales bring in been created for this aspire by mean solar day et al. 6 but they ar without methodological and Henry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database selling & Customer Strategy Management 61 Crie ? psychometric validation. Only Bearden and Teel7 have investigated the various types of response victimization a Guttman scale. The data be collected from ? ve items of increasing volume (1) family and friends warning, (2) return of the item and/or complaint, (3) take with the manufacturer, (4) contact with consumer associations or of? ial organisations and (5) levelheade d action, notably when the customer does not obtain satisfaction with the seller. 8 empirically validated, this scale does not, however, take into account the non-behavioural responses highlighted by previous research, and a single item relates to private action. 9 Of a rather formative nature, every item contributes in its own way to the development of the intensity of the responses. Day10 con? rms the relevance of the use of such(prenominal) a scale. The main aim of this taxonomy is to clarify the various responses a dissatis? d consumer could use, in mold to track down more precisely those which the political party behind abide by direct. DEFINING CONSUMER COMPLAINT BEHAVIOUR Among the various types of response to dissatisfaction, any(prenominal) of them more direcly concern CCB. The ? rst conceptual base of this phenomenon concerning post-purchase was stated at the end of the 1970s. 11 Jacoby and Jaccard12 de? ne it as an action begun by the individual who entails a commu nication of roundthing negative to a product (service), either towards the conjunction or towards a third entity. For Day et al. 13 it is the con taking over of a given act of consumption, following which the consumer is confronted with an palpate generating a high dissatisfaction, of suf? cient come to so that it is, neither likened mentally, nor quickly forgotten. Fornell and Wernerfelt14 consider that the complaint is an attempt of the customer to change an off billet. Finally, Singh15 suggests that this behaviour, activated at an emotional or sen eonntal take by a comprehend dissatisfaction, is part of the more general framework of responses to dissatisfaction which consists of two dimensions (see besides Day and Landon16).The ? rst dimension, grounded completely or in part in actions initiated by the consumer (conveying expression of his/her dissatisfaction not completely to the seller, but in any case to third parties, friends or relations17,18), is behavioural but does not necessarily entail action towards the ships federation it is essentially within this dimension that CCB should be considered. The second dimension refers to absence of action by the consumer, for example when he/she forgets a generative fortune of dissatisfaction. 19,20 In this way, CCB mustiness, rather, be conceived as a c atomic number 18 for, ie its ? al manifestation does not directly depend on its initiating factors but on evaluation of the patch by the consumer and of its evolution over time. So, CCB truly constitutes a subset of all feasible responses to perceived dissatisfaction around a purchase episode, during consumption or during self-command of the good (or service). In fact, the notion of complaint behaviour includes a more general terminology which alike involves the notions of quetch, communication ( interchange of mouth) or recommendation to third parties21 and even up the notion of boycott.This notion is conceptually inserted in a set of exp licit demonstrations, principally towards the seller, of a consumers dissatisfaction. It seems hence that it is necessary to include in the de? nition of CCB a set of responses, heterogeneous in their targets the take away of this behaviour not being separable from understanding of all the responses to dissatisfaction. 62 Database merchandising & Customer Strategy Management Vol. 11, 1, 6079 Henry Stewart Publications 17412439 (2003) Consumers complaint behaviour DISSATISFACTION Behavioural response none-behavioural response Towards company Perceptible by the companyTowards market Not perceptible by the company Inactivity Change of attitude Complaint Legal action going away Negative word of mouth Repeat purchase or behavioural loyalty Simple complaint Repair compensation Figure 1 Responses to dissatisfaction and complaint behaviour In the rest of this paper, therefore, the term complaint behaviour is use in the conceptual meaning of a public behavioral response to dissatisfac tion. So, for a company, only part of these responses go out be perceptible, including complaint in the sense set forth previously (Figure 1). On the other hand, it is the retailer who will be most affected by CCB.The manufacturer is seldom sought out, so such crucial reading reaches him only r arely, and a good deal not at all. 22,23 A TYPOLOGY OF DISSATISFIED CONSUMERS Several authors have tried to individualise groups of consumers with regard to the type of response adopted in the bigr framework of dissatisfaction. Most researchers beerise a normative typology within which the complainers can be put but without really distinguishing particular groups. These are inappropriate to the non-complainers,2427 in this way these works are more concerned with responses to dissatisfaction than CCB in its fastidious sense.They are poor in terms of possible categories and are not grounded in a loaded analysis of response styles. Certain typologies even so allow a few speci? c beha viours in the expression of CCB to be extracted, for example the irritated actives,28,29 the activists,30 the complainers, the irates,31 the voicers,32 the slightly pique or the champions. 33 For Hirschman34 the complaint must be considered as feedback on the quality delivered by the company, the complainers are called alert customers (because they allow the company to improve the product or service) asHenry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database marketing & Customer Strategy Management 63 Crie ? Table 2 Main types of complainers Behaviour Complaint (prostestation) Public action Voicers Champions Complainers Authors speed and Freeman Weiser36 Etzel37 Shuptrine38 Bearden39 Day40 Gronhaug and Zaltman41 Singh42 Keng43 Masson44 Warland45 Singh46 Weiser47 Pfaff48 Warland49 Singh50 Dart51 Lost in action Weiser55 35 Private action Slightly offended Irates Authors Weiser52 Dart53 Singh54Request for repair Measures of retaliation Active upsets Irritated Detractors Activists opposed to inert customers. The complaint is therefore a factor of enhancement for company performance. Taken as a whole the typology of dissatis? ed consumers overlaps with that of the responses to dissatisfaction and develops its structure at the same time as the intensity of the CCB modalities chosen by consumers, going from simple complaint to retaliatory measures in a register of public or private actions (Table 2).Generally oral presentation, the various typologies outlined do not allow retailers or manufacturers to appreciate the complexity and variety of CCB in methodicalnessing to respond in an effective way, but it is belike that certain behaviours will be more speci? c in a given situation. For example, within the framework of a dissatisfaction bound to durable goods (high equipment casualty and high commitment), one would tend to observe among complainers a stronger proportion of irritated actives or irates. In a weakly competitive market they will tend t o be activists.If the usual quality level of products is weak, detractors and irates will be observed. Finally, within the framework of a well-established kinship a major(ip)ity of champions or slightly offended quite a little would be expected. TOWARDS A DIACHRONIC APPROACH TO CCB The literature does not propose a rationalisation in the organisation of antecedents and determinants of CCB. This de? ciency is essentially due to the fact that CCB is regarded as an contiguous act and not as a process. In fact, this concept lacks a slip awayly identi? ed theoretical framework which allows the rganisation of a heterogeneous set of factors that initiate and modulate it and which can take into account resemblances and differences that besides comply with the more orbiculate notion of dissatisfaction responses. Indeed, an ambiguity in the study of CCB results from the fact that it should not include, by semantic de? nition, the non-behavioural aspect of responses to dissatisfaction o r customers leaving. The 64 Database Marketing & Customer Strategy Management Vol. 11, 1, 6079 Henry Stewart Publications 17412439 (2003) Consumers complaint behaviour iachronic nature of the phenomenon of complaint could probably explain similarities and differences which exist between these two concepts. The number of implied variable stars strengthens the idea that CCB is not an instantaneous phenomenon, it is the outcome of a process of preliminary evaluations under the in? uence of initiating and modulating factors. This come also raises the suspense of the effect of time on a consumers initial impulse to complain. CCB occurs after increasing re? ection by the consumer. 5657 and Stephens and Gwinner,58 offer the ? rst wideitudinal approach to CCB on the basis of in-depth interviews.For them, CCB results from a geminate cognitive evaluation. 59 The ? rst is de? ned as a process by which the individual estimates how much in? uence a particular situation, in a given environmen t, has on his/her well being. The second may be analysed as a problem resolution strategy. The CCB depends then on the situation and on the psychological resources of the individuals. Within this framework, it is then relevant to forecast that generally the intention to complain or protest must occur at the same time as dissatisfaction and under the in? uence of initiating factors.This primary feather intention is then the object of various distorting or modulating factors meaning that the ? nal outcome is often different from that intended, it can be highly altered or just not come about at all. This idea then leads to the consideration of a number of non-behavioural responses to dissatisfaction or responses not perceptible by the company (cf. Figure 1) as being in some way failed CCBs. It is thus relevant to analyse how this intention arises and changes over time. After a phase of generalization represented by the initial level of dissatisfaction, then a phase of re? ction nec essary for the integrating of its cause and for the evaluation of the possible responses, there follows a phase of decision and of action which will in fact re? ect only the residual dissatisfaction at the conclusion of the process. This remaining dissatisfaction can neverthe little(prenominal) be reinforced to reach a higher(prenominal) level than that of the initial dissatisfaction, for example if the consumer is strengthened in his/her decision, either by the problem worsening, by the salespersons attitude or by the encouragement of third parties. In that case, measures taken by the consumer can be more signi? ant than those initially intended. hitherto the process does not stop with the voicing of the complaint, it also includes evaluation of the companys response and concludes with the ? nal behaviour which ensues from it (repurchase or exit). It is then advisable to restore, in a diachronic framework, various streams of literature whose main object is to explain the result of this process. Indeed, when researchers take time into account in CCB, it is essentially the available time to protest that is considered60 and not the period separating the episode of dissatisfaction from the response to it.But, the procedural bangledges are connected in time. They echo study relative to processes, that is to maintain sequences of actions, or sequences of reasoning in the sense that they order, or at least structure, the forward motion of several operations, possibly several procedures. This cognitive approach to complaint behaviour places it totally within the framework of a decision process. TOWARDS AN INTEGRATION OF THE VARIOUS ANTECEDENTS AND DETERMINANTS OF CCB In a simplistic way and besides its diachronic aspect, it is possible to distinguish within the conceptual part of the literature related to the determinantsHenry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database Marketing & Customer Strategy Management 65 Crie ? Psychological empy rean Sociocultural factors Frustration/assurance acquirement Attribution Attitude/complaint Experiences Educational level DISSATISFACTION Negative word of mouth Economic sphere Structure of the market Frequency of purchases Interactions buyer / seller Costs of the complaint Probability of success pass judgment profit Incomes Switching barriers Equity Loyalty InformationTYPE OF RESPONSE Complaint Legal action Inactivity Leaving Ethical sphere Figure 2 Antecedents and determinants of CCB of CCB, third spheres of factors which interact with different weights to lead, eventually, to CCB or to other modalities of response to dissatisfaction such as de? ned above. The psychological sphere is made up of individual variables re? ecting the propensity to CCB. The stinting sphere groups together elements of cost and alter structures. Finally, the ethical sphere incorporates transactional integrity, concentrating on the erception of the value of the link with the company and on the accuracy and dish upfulness of the information given, for example, regarding ways to resolve the disputes, etc (Figure 2). On the other hand, the diachronic approach to CCB requires its various antecedents and determinants to be anchored on two points ? rst on the initiating factors and secondly on the factors modulating the mode of complaint. This point of view allows not only integration of the various explanatory theories and the synthesis described above but also for a mulct path to complaint to be distinguished from a long one.This distinction, notably, can take into account the role of time and of both types of factors on CCB. In a short path the in? uence of the modulating factors is less, the complaint occurring mostly at the sale point, almost simultaneously with delivery of the product or service. It is an conterminous emotional reaction rather than an extended process. In a long, extended path, however, there are more modulating factors which seem to shape the type of response. (The variables of the ethical sphere work as initiators, those of the economic sphere have a modulator role and those of the psychological sphere can be classi? d as either type. ) On the whole, four entities are directly involved in CCB the product or service, the customer, the supplier and the episode of dissatisfaction. These various actors allow, within the framework of a diachronic approach, the multiple antecedents and determinants of CCB (Table 3) to be re-ordered. 66 Database Marketing & Customer Strategy Management Vol. 11, 1, 6079 Henry Stewart Publications 17412439 (2003) Consumers complaint behaviour Table 3 Various determinants of CCB fit to the stage and the actorStage of CB Actor Product/service Initiation of CB Dissatisfaction level Modulation of CB Structure of the market Alternatives obtain rate Price, complexity of the product/service Attitude, Experience/CB Learning, Information/CB Loyalty Education, Age, Sex Ethnicity Way of demeanor Se condary evaluation of response possibilities Absence of concern of post purchase Ease of access to the company Switching barriers Switching cost Customer/seller interactions Size of the company, parentage sector Expected pro? t Transaction be of CB Probability of success Importance of consumer organisations CustomerPerceived frustration Perceived inequity toast (self control) Will to act Primary evaluation of the dissatisfaction Supplier Quality defect Incident/product or service Episode Situation, circumstances Dissatisfaction ascription Time-spatial simultaneity of the dissatisfaction and response possibilities Initiating factors of CCB Several factors may lead to CCB. Introducing and determining, partly, a consumers choice of a given type of response to dissatisfaction, they allow on the one hand a better understanding of consumers motivation for CCB and, on the other hand, a forecast of what response will be the most likely to be adopted.Ordinarily consumers need to be dissa tis? ed in order to complain but other variables are necessary to switch from dissatisfaction to complaint. Such variables may lie in ascription of the cause of dissatisfaction or in psychosociological characteristics of the individual consumer (see Table 3). Dissatisfaction Dissatisfaction is a necessary antecedent of CCB, but is often not suf? cient61,62 (see also Jacoby and Jaccard,63 Westbrook64 and Ping65 on the notion of complaint without dissatisfaction66). It is the activating factor of the process. 7 Besides, Oliver68 underlines the existing relationship between the intensity of the dissatisfaction and this behaviour. 69 Grandbois et al. ,70 Richins,71 Maute and Forrester72 prove that the gravity of the problem is correlated in a lordly way with the various responses to dissatisfaction including CCB. The more the dissatisfaction affixs, the more the verbal complaint strengthens and the more the probability of leaving the company grows. For Singh and Pandya,73 the relation ship intensity-type of response is not linear and admits threshold effects.When the level of dissatisfaction exceeds a given threshold consumers tend to use either negative word of mouth or leaving or appeal to a third party. On the other hand, the relationship between attitude to the Henry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database Marketing & Customer Strategy Management 67 Crie ? complaint and CCB itself can be modulated by the intensity of the dissatisfaction. 7476 Attribution of the cause of the dissatisfaction Psychosociological factorsTo lead to CCB, the consumer has to identify clearly the party responsible for his or her dissatisfaction during a given consumption episode (Table 3). In numerous cases it is the consumer himself/herself, for example when he/she judges he/she did not make the right choice. So, even if for Valle77 the attribution of responsibility for dissatisfaction operates as an intermediary between the discombobulation and the response which follow, it is advisable to classify it as an initiating factor of CCB. According to Weiner et al. 78 a success or trial can be attributed either to elements under the control of the individual ( internecine causes), or to environment or situational factors (external causes). On the other hand, the performance can be attributed to invariant factors (stable) or evolving with time (unstable). The type of attribution achieved by the consumer determines a priori the response that may be chosen. If an external attribution is necessary for a private type action, a legal action or a request for repair, in the case of an internal attribution it is especially inactivity which dominates. 9 Usually, consumers who perceive the cause of their dissatisfaction as being stable (the same problem may recur) or controllable (the individual thinks that the retailer could have prevented the trouble) are more disposed(p) to leave the product or the company and to engage in negative word of mouth th an those who think that the problem has little chance of recurring and that the supplier could not prevent it (see also Folkes80). roughly individual characteristics are to be considered as initiators of CCB, although they can also play a modulating role harmonize to the situation (Table 3).Fornell and Westbrook,81 concord to Mischel,82 associate CCB with the feeling of frustration felt by a dissatis? ed consumer. Frustration arises not only when the objective assigned to a given behaviour is blocked or interrupted in the lead its ful? lment, but also when the result achieved has a lower level than that sought, or when its realisation requires more resources than the consumer can, wants or expects to spend to reach the desired objective. This feeling is also present when the means to reach the satisfaction, both at the resources level and at the wanted object level (product or brand), are curbd or suppressed.Along the same lines, frustration can arise in situations of purchase i ntention (unavailability of the product or of the brand) or in post-purchase situations (dissatisfaction of use or of ownership). The more substantial the frustration, the greater the risk of aggressiveness and CCB. For Stephens and Gwinner83 the tune of dissatisfaction adds to the daily air and CCB is connected to a double evaluation of the situation during a cognitive process. Three constituents form the primary evaluation of the stress (1) the level of modi? ation of the individual objectives (2) the incongruity between these objectives and the incident (3) the level of the persons ego infringement (humiliation, self-esteem, ethical values). A second evaluation of possible response strategies is then initiated according to (1) the responsibility attribution for the confusion (2) the possibility of solving the problem (capacities of the individual, probability of success) (3) the feeling that things will go better afterwards. If 68Database Marketing & Customer Strategy Managemen t Vol. 11, 1, 6079 Henry Stewart Publications 17412439 (2003) Consumers complaint behaviour the resulting stress of the primary evaluation can be reduced by a solving strategy (secondarily estimated), the probability of CCB is great. If, on the other hand, this strategy risks increasing the initial stress, the main probability turns out to be a non-behavioural response or a response towards the market (see Figure 1). Other individual characteristics may also in? ence the start of a complaint process,84 eg loyalty to the brand, product or supplier the level of quality assessment, the educational level and tastes the ability to detect quality differences (a function of experience) and the acquired level of information percept of the cost/pro? t ratio of the possible actions. For Lapidus and Pinkerton,85 the consumerretailer relationship is one of social exchange and, therefore, equity speculation may be applied in order to explain the initiation of CCB.The consumer compares his/her i nputs/outputs ratio with those that he/she perceives to be learnd by the seller. Naturally this comparison can be biased according to the trend (positive or negative) of the revealed inequity. The complaint appears then as an attempt to reduce the perceived inequity (see also Blodgett et al. 86). Secondly, the costs inherent in the complaint and its perceived outcome can be considered as inputs and outputs of this theory. Finally, knowledge theory can also be mentioned the inclination to CCB is essentially a function of past experiences8790 and of their outcome. 1 Modulator factors of CCB Dissatisfaction can be organised around two congruent factors the former is situational, the latter temporal. It can indeed occur where the product is purchased or the service is delivered and thus be immediate, but it can also take place at a distance from the act of purchase. In the same way, the response to dissatisfaction can be either immediate or deferred. So the CCB can consist of rather a short path in the case of a dissatisfaction on the spot and of an immediate response, or a long circuit in the case of delayed dissatisfaction with regard to the purchase act or of a postponed response.It is then, especially in this last situation, that numerous variables can intervene to modify the consumers actual response, by lead or aggravating it ultimately the intensity of the CCB will thus depend on an evaluation of the situation during a temporal process. The market structure, sociocultural characteristics or evaluation of the various costs associated with CCB will act as modulators of the process outcome. The market structure The market structure can be regarded as an element in? uencing the response type choice adopted by a dissatis? ed consumer (see Table 3).For Hirschman,92 consumers are ready to voice their complaints in two circumstances (1) the way they balance the certainty of leaving and the hesitation of an improvement in the product or service quality and (2) t he estimation they make of their capacity to in? uence the organisation by voicing their concerns. These two factors are far from being independent. Fornell and Didow93 situate CCB in the large ? eld of rational choice with the slight difference that choice in economic theory is in the pre-purchase period, while CCB is generally a post-purchase phenomenon.The objects of choice are also different products and work in the ? rst case, type of response in the second. In this theoretical framework, they show that verbal action can be Henry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database Marketing & Customer Strategy Management 69 Crie ? expressed as a predilection function and as the possibility of purchasing elsewhere. Indeed, in a restricted competitive environment, verbal action will be the only possible action for a dissatis? ed consumer. 4,95 In contrast, when competitors are numerous, the customers leaving becomes the most likely reaction and his/her action is t hen situated at the market level (see Figure 1). Therefore, the market structure appears as a powerful determinant of CCB. On the other hand, and within this framework, sensitivity of the various customer segments, either to price or quality, shapes the dominant response type to dissatisfaction. Those sensitive to price may leave the company, those sensitive to quality are more inclined to complain. 6 It also seems that buyerseller interaction frequency (ie purchase rate) plays a part in the preference for verbal action. 97 The more frequent these interactions the fewer the public actions. 98 On the other hand, Barksdale et al. 99 report that the lower the level of purchase at the same supplier, the greater the tendency to CCB. rising purchases lead to more complaints and the usual suppliers receive more complaints than the new ones. For Weiser,100 the degree of ease of access to the company and the willingness of the customer to complain are determining elements in the choice of a response type. In a more speci? way, Andreasen101 emphasises, within the framework of nearly monopolistic markets or markets perceived as such, that the response type is a function of the perceived heterogeneity of the offer quality level of knowledge level of perceived switching costs probability of success of a verbal action both for the individual and the connection supposed complaint level of other consumers and the degree of loyalty to the product, brand or supplier. The attractiveness of the alternatives or the availability of substitutable goods shows a strong relationship with the response type adopted by the consumer. 02 In the same way, the more measurable the company the more the number of complaints. 103,104 Day et al. 105 classify in three categories the factors which can in? uence the propensity to CCB (1) the circumstances de? ning the interests at work and evaluation of the costs and likely pro? ts of a search for compensation (2) the characteristics of the indivi duals or the situation surrounding the costs and the purely psychological pro? ts of alternative actions, as well as the general tendency of the mediation interventions (3) market conditions and the legal climate.For Day et al. , this latter category determines the probability of a favourable outcome to the action taken. Generally speaking this type of action will also depend on the nature of the product or service, the working(a) channels of complaint and the third parties which could intervene. On the other hand, for Andreasen and Best,106 the inclination of consumers to perceive problems depends on the nature of the exchange. For services this propensity is greatest, because they are, by nature, more dif? cult to assess (see Shuptrine and Wenglorz,107 Bearden and Masson108).But there is also a unit of time and place during service delivery which favours CCB. Referring to the attribution theory, Zeithaml and Bitner109 consider that because the customer is an actor in service deli very, the customer appropriates more willingly a part of responsibility in his/her dissatisfaction and tends to protest less often. Sociocultural factors Some sociocultural factors have to be acknowledged as modulators of the complaint process (see Table 3). For Day 70 Database Marketing & Customer Strategy Management Vol. 11, 1, 6079 Henry Stewart Publications 17412439 (2003)Consumers complaint behaviour et al. ,110 (1) the standards of life history and the effectiveness of the marketing system, (2) the degree of regulation and control of economic activities and marketing practices and (3) the availability of information to help consumers make their choice or to know where to complain, represent three groups of characteristics to be taken into account for a cross-cultural approach to the phenomenon. Richins,111 within the framework of an international comparison, shows that in the USA the factors most correlated to CCB are price, the dif? ulty the consumer faces in resolving the c onfusion by himself and the attribution of the cause of dissatisfaction. In the Netherlands Richins found the correlating factors were price, responsibility for the disparage and its felt intensity. The most determinative variables remain the attribution of responsibility and the perceived consequences of a complaint, two variables less correlated to CCB in the American sample. Cornwell, Bligh and Babakus112 clearly highlight that ethnic origin plays an important role in CCB especially through values and the way of life.Webster113 also ? nds an in? uence of ethnic factors when the effect of social variables is controlled. Furthermore, women generally have a greater inclination to complain and people living in rural areas are more prone to negative word of mouth. 114 For Farhangmehr and Silva,115 educational level is a determining variable the higher it is the more consumers tend to complain in a dissatisfaction situation (see Gronhaug,116 Morganosky and Buckley117). In their study, the reasons for silence on the part of the consumer are the effort and waste of time involved (44. per cent) which can be compared with the expected gain the feeling of not being understood or that the problem will not be resolved (30. 3 per cent) and not knowing where and how to complain (21. 1 per cent) which is related to the consumers information level. Obviously these proportions can vary with the opinion that consumers have about the possibility of resolution of their problem according to the sector or company concerned. 118 Gronhaug and Zaltman119 show that economic indicators such as income have only a weak explanatory power and that it is the same for demographic factors. 20123 For Singh124 the complainers tend to have superior incomes, a higher educational level, are still working and are younger (also Bearden et al. 125). Laforge126 indeed shows that elderly people complain less, this in organization with the sociological theory of learned helplessness which makes the i ndividual passive because he/she perceives the situation as uncontrollable. The costs of the complaint In reference to the works of Landon,127 the pro? t of a complaint is a function of the result minus the cost of complaint.This result is itself estimated with regard to the importance and the nature of the damage sustained. The consumers preference for verbal action is then related to the expected value of the complaint outcome (connected with the importance of the dissatisfaction) minus the associated costs. 128 The latter depend notably on the image of the company, especially in the resolution of disputes, on the consumers experience of CCB and on the nature of the dispute. An arbitration is thus achieved between cost and pro? of every possible action so as to gain maximum value. 129 Gronhaug and Gilly130 use transaction costs theory131 in order to explain the various consumer responses to dissatisfaction. Three dimensions of this theory (speci? city, uncertainty and exchange fr equency) can be invoked to Henry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database Marketing & Customer Strategy Management 71 Crie ? explain CCB. Does approaching the distributor or manufacturer entail speci? c costs? Generally, CCB requires time and effort thus generating a mixture of ifferent types of costs, eg opportunity cost of the elapsed time, deliberation costs, transportation costs these can be called CCB transaction costs. These costs are speci? c to the envisaged response type whether it is actual or not. They cannot be paid off afterwards, at outflank they could be employ as a learning stage in order to reduce them during a later complaint. Uncertainty arises from any transaction (ie complaint) and the consumer looks for information to reduce this uncertainty to a bearable level. Finally, the complaint frequency has a direct in? ence on its organisation, possibly becoming a routine, thus reducing the associated costs. This theory thus explains more freq uent CCB when consumers have superior educational level they know their rights so the level of uncertainty associated with the complaint is reduced and there is, therefore, a global decrease of the perceived costs of a complaint. Nevertheless, as a general rule, the majority of dissatis? ed customers do not complain. Kolodinsky132 insists yet on the assessment, by the consumer, of the temporal cost of the choice of an appropriate response.Furthermore, as the search for a new product or supplier also generates numerous costs, it is often the case that the dissatis? ed consumer refrains from any action. 133,134 managerial IMPLICATIONS FOR HANDLING COMPLAINTS Businesses are, too often, completely hopeless at dealing with complaints, although complaint management has become an important issue for many companies. Some elements of the various theories mentioned above allow managers to understand better the complaint process in order to cope with it better.First of all, and within the fra mework of relationship marketing, complaint management is a major strategic issue. On the one hand complaint management has a retention function in the sense that where a customer satis? ed with the treatment of his/her complaint gets a second-order feeling of satisfaction his/her con? dence with the company is strengthened. therefore companies that respond to consumer dissatisfaction and complaints with appropriate recovery strategies and satisfactory complaint resolution can turn dissatis? ed consumers into satis? ed ones, positively in? uencing repurchase rates (eg Bearden and Oliver135).To decrease the effect of dissatisfaction and the incidence of except negative actions, companies need to show, at the least, that they are responsive to legitimate complaints. But, if problems are resolved poorly, they are only the beginning of a multitude of hidden actions which do not come to the attention of the business. So, proper intervention of customer complaints improves repeat patro nage intentions and reduces negative word of mouth. 136 Finally, in dealing with complaints, truly marketing-oriented companies must visualize not only the costs of the remedy, but also the cost of not settling the complaint.The usual rationale is that complaints represent valuable feedback to companies that allows them to take corrective action vis-a-vis the defective product or service as regards either the critical incidents137 or adjustment of the offer to match customer expectations. Both actions are of strategic nature the ? rst is concerned with customer relationship management and retention, the second with an equally long-term strategy, ie continuous improvement of the product or service in order to ? t customer expectations. 72 Database Marketing & Customer Strategy ManagementVol. 11, 1, 6079 Henry Stewart Publications 17412439 (2003) Consumers complaint behaviour From an operational point of view, the complaints handling process begins before the customer addresses his/ her complaint to the seller or manufacturer. All must be done in order that the various costs associated with this behaviour are reduced, so that complaints are encouraged, facilitated and even solicited in order for companies to take corrective action. Kotler138 suggests that the best thing a retailer can do is to make it easy for a customer to complain.For example, Saint Maclou, a French nationally-advertised carpet manufacturer and retailer, indicates on each bill the establish of the person to contact if a problem arises and, if the trouble remains unresolved, the name of a more empowered executive is given. Access to the company thus has to be multichannel. The customer must be assured that he/she will be learned to and that his/her problem will probably be successfully resolved. Lastly, and according to justice theory, the consumer must be conscious that the failure will be corrected fairly, that is to presuppose with impartiality, transparency, effectiveness and fairness.A s the majority of dissatis? ed consumers leave the company without sound off, managers have to overcome customers natural disinclination to complain. consequently this process is concerned with service recovery, that is to say, the recti? cation of mistakes or compensation of customers. Service recovery is de? ned as the response a provider makes to a service failure139 service failure usually requires dissatisfaction on the part of the customer. It begins with give thanks for the approach by the customer salespeople or staff need to learn to use complaint welcome procedures.Then the complaint must be listened to. Psychologically speaking it is important for the customer to cope with his/her frustration through a kind of debrie? ng by oral or written expression of the trouble. For instance, complaint earn to Railtrack in the UK rose to an all time high in 2001, without the writers realistically expecting any immediate bene? t other than the ability to articulate their frustratio n. Complaint, especially voice, gives the customer an opportunity to tell their side of the story which serves as a kind of reward for the customer. 40 Furthermore, Levy and Weitz141 argue that a salespersons willingness to listen can be an important source of consumer dissatisfaction and complaint intentions. A salespersons willingness to listen has been described as the degree of attentiveness a person shows. 142 According to Palmroth,143 a salesperson must remove questions until s/he understands the full nature of the complaint without appearing to place blame on the customer. These salespeople should be seen as trustworthy, friendly, expert, honest, helpful and concerned.The third step is concerned with the acknowledgment of the failure, if justi? ed. (If not, it is necessary to explain why and, according to the attribution theory, to gently point out the misuse of the service or product. It should also be noteworthy that some consumers may complain not out of dissatisfaction but in an effort to gain fraudulently from retailers or manufacturers. ) This is, however, related to the salespersons familiarity with the product and awareness of any possible problems with the merchandise in question.Apologies are the next step and empowered contact employees must be able to offer immediate redress where possible or advice on the way to proceed, always in order to reduce customers costs and frustration. Indeed, of customers who register a complaint, about 60 to 75 per cent will do business with the provider again if their complaint has been resolved, and this Henry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database Marketing & Customer Strategy Management 73 Crie ? gure goes up to 95 per cent if the customer feels that the complaint was resolved quickly. Furthermore, providing compensation is a common response to customer complaints. In addition to the tangible bene? ts received, customers typically see the compensation as a emblematical expression of regret by the provider. 144 In a word, courteous and fast treatment by front of? ce personnel can enhance favourable post-complaint responses145 and staff must persuade the customer that all will be done to ensure that the trouble does not recur. Other authors provide some rules of thumb.For example, Davidow146 presents a model framework that divides the organisational responses to complaint into six separate dimensions timeliness, facilitation, redress, apology, credibility and attentiveness. Nevertheless, according to Mitchell,147 a study shows that 51 per cent of his sample who had complained about a service and 23 per cent about products were less than completely satis? ed with the responses they received. The importance of regulatory authorities in determining how complaints should be managed in a marketing sense, and their active involvement in researching this area and etting standards should also be noted. Generally speaking the legal analysis assumes that it is important that companies are involved in ? xing problems with consumers. But more often, sector- found organisations are proactive and say codes of conduct or of deontology in order to provide a conventional frame for a wide range of business activities, including complaints. For instance, Consumer Complaint Form (CCform coordinated by the Federation of European Direct Marketing) is a European Commission Information Society Technology funded project to reach a consensus between business, consumers, academics and egulators on new, more ef? cient and transparent processes for complaints management. The CCform project aims to develop an online, multilingual complaint form and a best practice business process. With CCform, consumers will be able to make complaints in their own language, and then the form will be translated into the companies preferred tongue. Note that cultural norms appear to change the way people react to dissatisfaction and so the response type. Consumers will be able to tra ck the progress of their complaint, and, if necessary, escalate their grievance to a dispute resolution service or regulator.CCform can be used by any company doing business by e-commerce, distance selling or local retail operations. 148 Complainants may have recourse to a third party and an escalation in the process can result. In this sense, the complaint handling can also be seen as a dispute prevention mechanism. On the other hand, and from a customer relationship management point of view, CCB is an important early warning. Furthermore, Powers and Bendall-Lyon149 have shown that the number of complaints increased as a result of the introduction of a complaint management programme in an hospital context.Complaint management programmes enable organisations to receive complaint information in order to identify and accommodate dissatis? ed customers and identify common failure points in order to improve service quality. Each complaint either by phone, face to face, earn or e-mail, should be recorded in the database. The manager should be able to link each product, customer and complaint together. For example, a customer with an increasing complaint rate may be in a leaving phase and should be carefully monitored. Indeed, and although customer 4 Database Marketing & Customer Strategy Management Vol. 11, 1, 6079 Henry Stewart Publications 17412439 (2003) Consumers complaint behaviour relationship management aims to establish and maintain current customer relationships by focusing on the speci? c customers needs in order to deliver high levels of customer satisfaction and company loyalty, one major aspect of customer relationship management is the effective handling of customer complaints. CONCLUSION AND FUTURE RESEARCH This paper allows CCB to be placed and de? ed within the larger framework of responses to dissatisfaction and then suggests an integrating framework of diachronic nature. Until now research into CCB has taken a deductive approach, researchers tr ying to deduce its causes from contextual or individual elements without being really interested in the process taking place in a temporal space of variable duration. The various works of literature studied offer different explanations for CCB but few of them consider the sequence and interaction of initiating or modulating factors in a process.CCB is indeed essentially described in its immediate nature, that is to say as an instantaneous event. Nevertheless, the nature and intensity of response to dissatisfaction certainly depend on the type of experience and on the responsible product/service but they also involve two other actors (the supplier and the customer) in a diachronic framework. The variability of individual reactions, notably revealed by the lack of a clear typology of complainers and noncomplainers, results from a different weighting of constitutive elements of the process over time.The joining together and organisation of these elements, from which three large areas c an be isolated (the utilitarian sphere of the economists, the ethical sphere of equity and the psychological sphere, notably represented by attribution), supply a synthetic approach by describing CCB in two stages initiation and modulation. The initiation phase is related to the dissatisfaction level which determines the opening of the process. It is then followed by a search for attribution of the problem and by the perception of the inequitable character of the transaction engendering frustration or stress which the individual will try to minimise.It is during the evaluation of the problem resolution strategies that modulators, such as experience and attitude towards the complaint, personality of the individual and his/her sensitivity to quality, will or will not allow the process to evolve towards the actual complaint. Other factors of this type can be isolated, such as loyalty level and information level, the degree of nearness (commitment) in the relationship with the supplier, the market structure (particularly the possibility of choice alternatives) and ? ally, the hoped/expected utility of the complaint with regard to the perceived costs as well as the accessibility of the company for CCB. If CCB is taken to be a process it becomes easy to link together all the response types following an episode of dissatisfaction and this knowledge is helpful for complaints handling, eg in encouraging the customer to complain or in avoiding his leaving. The TARP study150 indeed indicates that 90 per cent of dissatis? ed consumers initiate no action and leave the product, brand or company.So, the managerial implications arise not only from contextual factors but also from the diachronic aspect of the phenomenon. Although initiators are only weakly accessible to action by the manager, except by avoiding dissatisfaction and by strengthening the perceived equity of transactions, some Henry Stewart Publications 1741-2439 (2003) Vol. 11, 1, 6079 Database Marketing & Custom er Strategy Management 75 Crie ? modulators can be amended so as to lead the dissatis? ed customer to complain more frequently. Thus the company can contribute to the modi? ation of consumers attitudes towards CCB by rendering more favourable the perception of previous experiences restoring a feeling of equity after a complaint decreasing the costs, particularly the psychological ones and ? nally, establishing interpersonal relationships that reduce the attraction of alternatives. It is necessary to reward customers who complain by including them in this step and by getting them used to this cultural change. It is necessary to insist on the urgency of a dissatisfaction communication to the company and to shorten the response delay (free phone number, speci? coupon, website, CCform. . . ) in order to minimise the negative constituents of the modulators. From a passive role of complaint reception, the company has to evolve towards a proactive stage in the genesis and the actual expres sion of CCB. It is then necessary to gather information about dissatisfaction as quickly as possible in order to divert a process which would otherwise probably lead to the customer leaving. So, complaints must be regarded more as a marketing tool than as a cost (better service to the customer and customer retention) they constitute a fundamental element of relationship marketing.This synthesis should encourage the number of research studies into the diachronic side of CCB, in the sense that any dissatisfaction (of external attribution) requires that the consumer get in touch with the company. So, the relationship between dissatisfaction, complaint intention and actual response deserve to be clari? ed in connection with time. It is also advisable to analyse more exactly consumers expectations of complaints. It is indeed by satisfying these expectations that marketers can hope to increase the number of complainers. References 1 Hirschman, A. O. 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(1984) Consumer and community involvement An geographic expedition of their theoretical and empirical linkages, Journal of Consumer Affairs, Vol. 18, No. 1, pp. 6479.. 50 Singh (1988) and (1990) op. cit. 51 Dart and Freeman (1994) op. cit. 52 Weiser (1995) op. cit. 53 Dart and Freeman (1994) op. cit. 54 Singh (1988) and (1990) op. cit. 55 Weiser (1995) op. cit. 56 Kolodinsky (1995) op. cit. 57 Conlon, D. E. and Murray, N. M. (1996) Customer perceptions of corporate responses to product complaints The role of explanations, Academy of Management Journal, Vol. 9, No. 4, pp. 10401056. 58 Stephens, N. and Gwinner, K. P. (1998) Why dont some people complain? A cognitive-emotive process model of consumer complaint behavior, Journal of The Academy of Marketing Science, Vol. 26, No. 3, 172189. 59 Lazarus, R. S. (1966) Psychological stress and the coping process, McGraw Hill, New York. 60 Kolodinsky (1995) op. cit. 61 Day (1984) op. cit. 62 Oliver, R. L. (1987) An investigation of the interrelationship between consumer (dis)satisfaction and complaint reports, Advances in Consumer Research, Vol. 14, pp. 218222. 63 Jacoby and Jaccard (1981) op. cit. 4 Westbrook, R. A. (1987) Product/consumption based affective responses and postpurchase processes, Journal of Marketing Research, Vol. 24, No. 3, pp. 258270. 65 Ping, R. A. (1993) The effects of satisfaction and structural constraints on retailer exiting, voice, loyalty, opportunism and neglect, Journal of Retailing, Vol. 69, No. 3, pp. 320352. 66 These authors mention the possibility of complaint by satis? ed consumers, either to try to obtain more from the company, or for fear of a future breakdown or because of doubt in the performance of the product or because of propensity to complain. 67 Singh, J. 1989)