The Theory Of Social Contract Theory - 2326 Words

Social Contract Brian Horvath Cleveland State University Business Society Government The concept of social contract theory is that in the beginning man lived in the state of nature. They had no government and there was now law to regulate them. There are three main philosophers Thomas Hobbes, John Locke, and Jean-Jacques Rousseau that are best known for the social contract theory. In the twentieth century moral and political theory with John Rawls’ Kantian version of social contract theory and was then followed by David Gaunthier. Feminists and race conscious philosophers have argued that social contract theory is an incomplete picture of our moral and political lives. Thomas Hobbes political theory is best understood†¦show more content†¦Another is Hobbes argues is that humans are not only self-interested but they are reasonable; he believes people have it in them to be rational when they pursue their desires. Rationality is an instrument that sums up the best means to whatever ends we might happen to have. As we learned Hobbes believes men are natur ally self-interested and also rational so then this means they will listen to the authority of a Sovereign this way they can live in a civil society that shares a common interests with them. An argument he uses for this is the State of Nature of men. State of nature is when men are only self-interested so they are more or less equal to one another. Hobbes believes that in a society that runs off a State of Nature would be brutal to live in, because everyone is always in fear of losing their life to another person in this state. Since men are reasonable they can find their way out of this society by recognizing the laws of nature. The laws of nature can show people in a harsh society the means it takes to escape a State of Nature society and create a civil society. The most important thing to understand when talking about the laws of nature is that everyone must be willing to pursue peace while also continuing the right to pursue war only when others do not pursue peace. Being

The Philosophy Of Jean Piaget And John Dewey - 1387 Words

As a World War II veteran who smuggled Jews across enemy borders, Lawrence Kohlberg always wondered if he was a â€Å"good† man. What was more noble; protecting human lives, or upholding the law? Kohlberg, inspired by the philosophy of Jean Piaget and John Dewey, began researching ways to determine moral righteousness. Using his experience as a war veteran, he created mock simulations where one needed to choose between two distinct options. Kohlberg used these simulations, known as moral dilemmas, to observe the differences in answers he received. Subsequently, he was able to arrange the responses into various phases to determine stages of morality. Lawrence Kohlberg’s studies on the stages of moral development have opened doors to the classifying of moralities. A moral dilemma involves making a decision that could potentially change someone’s fate. An example that is commonly used is the Heinz Dilemma: â€Å"In Europe, a woman was near death from a special kind of cancer. There was one drug that the doctors thought might save her. It was a form of radium that a druggist in the same town had recently discovered. The drug was expensive to make, but the druggist was charging ten times what the drug cost him. He paid $400 for the radium and charged $4,000 for a small dose of the drug. The sick woman s husband, Heinz, went to everyone he knew to borrow the money and tried every legal means, but he could only get together about $2,000, which is half of what it cost. He told the druggistShow MoreRelatedJean Piaget And Lev Vygotsky And Vygotsky s Views On Teaching Philosophy And The Children Of The Future Essay1119 Words   |  5 PagesIntroduction: Dewey predicted that â€Å"if we teach today’s students as we taught yesterday’s, we rob them of tomorrow.† (John Dewey, 1944). This made great sense to me while I was doing my observation period in January 2015. 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A Game of Thrones Chapter Ten Free Essays

Jon Jon climbed the steps slowly, trying not to think that this might be the last time ever. Ghost padded silently beside him. Outside, snow swirled through the castle gates, and the yard was all noise and chaos, but inside the thick stone walls it was still warm and quiet. We will write a custom essay sample on A Game of Thrones Chapter Ten or any similar topic only for you Order Now Too quiet for Jon’s liking. He reached the landing and stood for a long moment, afraid. Ghost nuzzled at his hand. He took courage from that. He straightened, and entered the room. Lady Stark was there beside his bed. She had been there, day and night, for close on a fortnight. Not for a moment had she left Bran’s side. She had her meals brought to her there, and chamber pots as well, and a small hard bed to sleep on, though it was said she had scarcely slept at all. She fed him herself, the honey and water and herb mixture that sustained life. Not once did she leave the room. So Jon had stayed away. But now there was no more time. He stood in the door for a moment, afraid to speak, afraid to come closer. The window was open. Below, a wolf howled. Ghost heard and lifted his head. Lady Stark looked over. For a moment she did not seem to recognize him. Finally she blinked. â€Å"What are you doing here?† she asked in a voice strangely flat and emotionless. â€Å"I came to see Bran,† Jon said. â€Å"To say good-bye.† Her face did not change. Her long auburn hair was dull and tangled. She looked as though she had aged twenty years. â€Å"You’ve said it. Now go away.† Part of him wanted only to flee, but he knew that if he did he might never see Bran again. He took a nervous step into the room. â€Å"Please,† he said. Something cold moved in her eyes. â€Å"I told you to leave,† she said. â€Å"We don’t want you here.† Once that would have sent him running. Once that might even have made him cry. Now it only made him angry. He would be a Sworn Brother of the Night’s Watch soon, and face worse dangers than Catelyn Tully Stark. â€Å"He’s my brother,† he said. â€Å"Shall I call the guards?† â€Å"Call them,† Jon said, defiant. â€Å"You can’t stop me from seeing him.† He crossed the room, keeping the bed between them, and looked down on Bran where he lay. She was holding one of his hands. It looked like a claw. This was not the Bran he remembered. The flesh had all gone from him. His skin stretched tight over bones like sticks. Under the blanket, his legs bent in ways that made Jon sick. His eyes were sunken deep into black pits; open, but they saw nothing. The fall had shrunken him somehow. He looked half a leaf, as if the first strong wind would carry him off to his grave. Yet under the frail cage of those shattered ribs, his chest rose and fell with each shallow breath. â€Å"Bran,† he said, â€Å"I’m sorry I didn’t come before. I was afraid.† He could feel the tears rolling down his cheeks. Jon no longer cared. â€Å"Don’t die, Bran. Please. We’re all waiting for you to wake up. Me and Robb and the girls, everyone . . . â€Å" Lady Stark was watching. She had not raised a cry. Jon took that for acceptance. Outside the window, the direwolf howled again. The wolf that Bran had not had time to name. â€Å"I have to go now,† Jon said. â€Å"Uncle Benjen is waiting. I’m to go north to the Wall. We have to leave today, before the snows come.† He remembered how excited Bran had been at the prospect of the journey. It was more than he could bear, the thought of leaving him behind like this. Jon brushed away his tears, leaned over, and kissed his brother lightly on the lips. â€Å"I wanted him to stay here with me,† Lady Stark said softly. Jon watched her, wary. She was not even looking at him. She was talking to him, but for a part of her, it was as though he were not even in the room. â€Å"I prayed for it,† she said dully. â€Å"He was my special boy. I went to the sept and prayed seven times to the seven faces of god that Ned would change his mind and leave him here with me. Sometimes prayers are answered.† Jon did not know what to say. â€Å"It wasn’t your fault,† he managed after an awkward silence. Her eyes found him. They were full of poison. â€Å"I need none of your absolution, bastard.† Jon lowered his eyes. She was cradling one of Bran’s hands. He took the other, squeezed it. Fingers like the bones of birds. â€Å"Good-bye,† he said. He was at the door when she called out to him. â€Å"Jon,† she said. He should have kept going, but she had never called him by his name before. He turned to find her looking at his face, as if she were seeing it for the first time. â€Å"Yes?† he said. â€Å"It should have been you,† she told him. Then she turned back to Bran and began to weep, her whole body shaking with the sobs. Jon had never seen her cry before. It was a long walk down to the yard. Outside, everything was noise and confusion. Wagons were being loaded, men were shouting, horses were being harnessed and saddled and led from the stables. A light snow had begun to fall, and everyone was in an uproar to be off. Robb was in the middle of it, shouting commands with the best of them. He seemed to have grown of late, as if Bran’s fall and his mother’s collapse had somehow made him stronger. Grey Wind was at his side. â€Å"Uncle Benjen is looking for you,† he told Jon. â€Å"He wanted to be gone an hour ago.† â€Å"I know,† Jon said. â€Å"Soon.† He looked around at all the noise and confusion. â€Å"Leaving is harder than I thought.† â€Å"For me too,† Robb said. He had snow in his hair, melting from the heat of his body. â€Å"Did you see him?† Jon nodded, not trusting himself to speak. â€Å"He’s not going to die,† Robb said. â€Å"I know it.† â€Å"You Starks are hard to kill,† Jon agreed. His voice was flat and tired. The visit had taken all the strength from him. Robb knew something was wrong. â€Å"My mother . . . â€Å" â€Å"She was . . . very kind,† Jon told him. Robb looked relieved. â€Å"Good.† He smiled. â€Å"The next time I see you, you’ll be all in black.† Jon forced himself to smile back. â€Å"It was always my color. How long do you think it will be?† â€Å"Soon enough,† Robb promised. He pulled Jon to him and embraced him fiercely. â€Å"Farewell, Snow.† Jon hugged him back. â€Å"And you, Stark. Take care of Bran.† â€Å"I will.† They broke apart and looked at each other awkwardly. â€Å"Uncle Benjen said to send you to the stables if I saw you,† Robb finally said. â€Å"I have one more farewell to make,† Jon told him. â€Å"Then I haven’t seen you,† Robb replied. Jon left him standing there in the snow, surrounded by wagons and wolves and horses. It was a short walk to the armory. He picked up his package and took the covered bridge across to the Keep. Arya was in her room, packing a polished ironwood chest that was bigger than she was. Nymeria was helping. Arya would only have to point, and the wolf would bound across the room, snatch up some wisp of silk in her jaws, and fetch it back. But when she smelled Ghost, she sat down on her haunches and yelped at them. Arya glanced behind her, saw Jon, and jumped to her feet. She threw her skinny arms tight around his neck. â€Å"I was afraid you were gone,† she said, her breath catching in her throat. â€Å"They wouldn’t let me out to say good-bye.† â€Å"What did you do now?† Jon was amused. Arya disentangled herself from him and made a face. â€Å"Nothing. I was all packed and everything.† She gestured at the huge chest, no more than a third full, and at the clothes that were scattered all over the room. â€Å"Septa Mordane says I have to do it all over. My things weren’t properly folded, she says. A proper southron lady doesn’t just throw her clothes inside her chest like old rags, she says.† â€Å"Is that what you did, little sister?† â€Å"Well, they’re going to get all messed up anyway,† she said. â€Å"Who cares how they’re folded?† â€Å"Septa Mordane,† Jon told her. â€Å"I don’t think she’d like Nymeria helping, either.† The she-wolf regarded him silently with her dark golden eyes. â€Å"It’s just as well. I have something for you to take with you, and it has to be packed very carefully.† Her face lit up. â€Å"A present?† â€Å"You could call it that. Close the door.† Wary but excited, Arya checked the hall. â€Å"Nymeria, here. Guard.† She left the wolf out there to warn of intruders and closed the door. By then Jon had pulled off the rags he’d wrapped it in. He held it out to her. Arya’s eyes went wide. Dark eyes, like his. â€Å"A sword,† she said in a small, hushed breath. The scabbard was soft grey leather, supple as sin. Jon drew out the blade slowly, so she could see the deep blue sheen of the steel. â€Å"This is no toy,† he told her. â€Å"Be careful you don’t cut yourself. The edges are sharp enough to shave with.† â€Å"Girls don’t shave,† Arya said. â€Å"Maybe they should. Have you ever seen the septa’s legs?† She giggled at him. â€Å"It’s so skinny.† â€Å"So are you,† Jon told her. â€Å"I had Mikken make this special. The bravos use swords like this in Pentos and Myr and the other Free Cities. It won’t hack a man’s head off, but it can poke him full of holes if you’re fast enough.† â€Å"I can be fast,† Arya said. â€Å"You’ll have to work at it every day.† He put the sword in her hands, showed her how to hold it, and stepped back. â€Å"How does it feel? Do you like the balance?† â€Å"I think so,† Arya said. â€Å"First lesson,† Jon said. â€Å"Stick them with the pointy end.† Arya gave him a whap on the arm with the flat of her blade. The blow stung, but Jon found himself grinning like an idiot. â€Å"I know which end to use,† Arya said. A doubtful look crossed her face. â€Å"Septa Mordane will take it away from me.† â€Å"Not if she doesn’t know you have it,† Jon said. â€Å"Who will I practice with?† â€Å"You’ll find someone,† Jon promised her. â€Å"King’s Landing is a true city, a thousand times the size of Winterfell. Until you find a partner, watch how they fight in the yard. Run, and ride, make yourself strong. And whatever you do . . . â€Å" Arya knew what was coming next. They said it together. † . . . don’t . . . tell . . . Sansa!† Jon messed up her hair. â€Å"I will miss you, little sister.† Suddenly she looked like she was going to cry. â€Å"I wish you were coming with us.† â€Å"Different roads sometimes lead to the same castle. Who knows?† He was feeling better now. He was not going to let himself be sad. â€Å"I better go. I’ll spend my first year on the Wall emptying chamber pots if I keep Uncle Ben waiting any longer.† Arya ran to him for a last hug. â€Å"Put down the sword first,† Jon warned her, laughing. She set it aside almost shyly and showered him with kisses. When he turned back at the door, she was holding it again, trying it for balance. â€Å"I almost forgot,† he told her. â€Å"All the best swords have names.† â€Å"Like Ice,† she said. She looked at the blade in her hand. â€Å"Does this have a name? Oh, tell me.† â€Å"Can’t you guess?† Jon teased. â€Å"Your very favorite thing.† Arya seemed puzzled at first. Then it came to her. She was that quick. They said it together: â€Å"Needle!† The memory of her laughter warmed him on the long ride north. How to cite A Game of Thrones Chapter Ten, Essay examples

Student Retention and Persistence at Community College free essay sample

This paper presents a review of the factors that drive adults to become students. The paper looks at how adults seek to satisfy that drive and how persistence and retention serve to satisfy goals and objectives. The paper also discusses the factors that influence persistence including satisfaction based on academic record, socialization and congruence of character as well as changes in technology, global economy and relationships. Statistics on retention become significant as colleges compete with other channels of academic service (institutional, situational, organizational and non-institutional). Studies have divided adult education into formal, non-formal and informal learning situations. Formal learning takes place in traditional institutional settings such as universities, colleges and community colleges, leading to degrees or credit; non-formal learning is that provided by organizations such as learning networks, churches and voluntary associations and may be on an organized or ad hoc basis; informal learning refers to the experiential exposure in daily living situations . We will write a custom essay sample on Student Retention and Persistence at Community College or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page (Coombs, Prosser, and Ahmed, 1973).

Symbolism In A Rose For Emily Essays - A Rose For Emily,

Symbolism In A Rose For Emily Symbolism in A Rose for Emily In the short story, A Rose for Emily by William Faulkner, symbolism is used very frequently through out the story. There are several different symbolic subjects in this story such as the house, Miss Emily as a monument, Homer and the Yankee views, and Miss Emilys old Negro servant who represents death in the story. In many different ways, symbolism has a very deep and underlying insight to the story of A Rose for Emily. Miss Emily is compared to her house in many different ways. Descriptions of the decaying house symbolize Miss Emilys physical and emotional decay, and as well as her mental problems. The representation between herself and her house is shown through constant neglect and unappreciation. In one point that Faulkner makes, the house is described to be stubborn and unrelenting, as Miss Emily is also portrayed on many occasions. Examples of her stubbornness is not letting the new guard attach metal numbers above her door when the town began to receive free mail service, when she refuses to believe that her father is dead, and refuses to pay her taxes. Just as the house seems to reject progress and updating, so does Miss Emily, until both of them become decaying symbols of their dying generation. Miss Emily also represents the Old South. Her southern heritage and points of view are represented through her actions. Her stubbornness and unrelenting attitude are very strong characteristics of t he Southern heritage. She refused to believe that the times were changing and refused to change into the new society. The Southern heritage is also represented through Miss Emilys strict and repetitive ways. The story basically addresses the changes in the South after the Civil War. Miss Emily is considered a monument of Southern manners and an ideal of past values. The Old South generations were deteriorating very rapidly by changing traditions, and as well as mannerisms. When Miss Emily died, her and her house both become symbols of their dying generation. Homer Barron is the representative of the Yankee attitudes toward the Griersons and also toward the entire South. The South is known for being traditional, and the North is known for being very adaptable to change. Homer Barron was from the North and also represented the next generation with its more modern ideas (Faulkner 315). In some stories, Negroes sometimes represent death. In the short story, A Rose for Emily, the color black is symbolic for death, as well as depression and gloom. Death is very prevalent in this story through the deaths of her father, Homer Barron, and herself in the end. A Rose for Emily contains many examples of strong symbolism throughout the story. This short story contains a high rate of symbolism, which is thoroughly distributed and revealed throughout the entire story. Because Miss Emily refuses to accept the changing times, she symbolizes a completely different era than in which the town she lived in. Symbolism is very prominent throughout the story, and plays one of the biggest roles in the underlying meaning of the entire story. English Essays

Types of Verb Forms and Functions in English

Types of Verb Forms and Functions in English A book by the A verb is customarily defined as a part of speech (or word class) that describes an action or occurrence or indicates a state of being. But just when is a word a verb? Generally, it makes more sense to define a verb by what it does than by what it is. Just as the same word (rain or snow, for example) can serve as either a noun or a verb, the same verb can play various roles depending on how its used. Put simply, verbs move our sentences along in many different ways. Here, by identifying 10 types of verbs, well briefly consider some of their more common functions.   Auxiliary Verbs and Lexical Verbs An auxiliary verb (also known as a helping verb) determines the mood or tense of another verb in a phrase. In the sentence It will rain tonight, for example, the verb will helps the verb rain by pointing to the future. The primary auxiliaries are  the various forms of be, have, and do. The modal auxiliaries include can, could, may, must, should, will, and would. A lexical verb (also known as a full or main verb) is any verb in English that isnt an auxiliary verb: it conveys a real meaning and doesnt depend on another verb: It rained all night. Dynamic Verbs and Stative Verbs A dynamic verb indicates an action, process, or sensation: I bought a new guitar. A stative verb (such as be, have, know, like, own, and seem) describes a state, situation, or condition: Now I own a Gibson Explorer. Finite Verbs and Nonfinite Verbs A finite verb expresses tense and can occur on its own in a main clause: She walked to school. A nonfinite verb (an infinitive or participle) doesnt show a distinction in tense and can occur on its own only in a dependent phrase or clause: While walking to school, she spotted a bluejay. Regular Verbs and Irregular Verbs A regular verb (also known as a weak verb) forms its past tense and past participle by adding -d or -ed (or in some cases -t) to the base form: We finished the project.   An irregular verb (also known as a strong verb) doesnt form the past tense by adding -d or -ed: Gus ate the wrapper on his candy bar.   Transitive Verbs and Intransitive Verbs A transitive verb is followed by a direct object: She sells seashells. An intransitive verb doesnt take a direct object: She sat there quietly. (This distinction is especially tricky because many verbs have both transitive and intransitive functions.) Does that cover everything verbs can do? Far from it. Causative verbs, for example, show that some person or thing helps to make something happen. Catenative verbs join with other verbs to form a chain or series. Copular verbs link the subject of a sentence to its complement. Then there are performative verbs, mental-state verbs,  prepositional verbs, iteratives, and reporting verbs. And we havent even touched on the passive or the subjunctive. But you get the idea. Though they can get tense and moody, verbs are hard-working parts of speech, and we can count on them to make things happen in many different ways. * Stephen Pinker, The Stuff of Thought. Viking, 2007​

Judaism 1 Essay Example | Topics and Well Written Essays - 500 words

Judaism 1 - Essay Example This statement fits a theological statement since logic and theology clash with each other. This statement is inclined towards faith rather than a legal statement. The second key element commandment is to learn Torah and to teach it to others. No doubt, Torah is a vital book in Judaism as it tells Jews about past events. For Jews, there is no â€Å"old testament,† as the New Testament is no part of Jewish scripture. With any sacred text, interpretations vary as Jews from traditional to modern. For instance, the concept of interest, can very amongst scholars on what interest really is defined as. Is it consider to be interest to charge money on money or making a profit through a product? This is again is a theological statement since Torah is a sacred text that is not considered as law or implemented as law. It is not an educational context text per se, but is regarded highly in Judaism as a sacred and the only true text. Hence, it’s a theological statement and not a mor al or a logical statement. Another key component that is part of 613 Commandments is being keen in prayers. For observant Jews, prayer is vital in their religion. Prayers should be done with right intention, clarity and observance. The law means that a Jew who is keen in his prayers will reach salvation in my opinion. The law means that Jews to acknowledge the bounties of God, must be engaged in his remembrance.

The Acme Company Case Study Example | Topics and Well Written Essays - 500 words

The Acme Company - Case Study Example The Acme Corporation is looking for an international bank to manage its bank related operations on a global scale. Citibank is considered to be one of the biggest banks of the world and it has operations all over the world. The bank is located in more than 100 countries and it has more than 200 million customers around the world. Compliance is the biggest issue in corporate banking and Citibank's fraud management team is considered to be the best in the business. Acme's banking issues can easily be resolved by Citibank because of their swiftness in operations. Among all the international banks Citibank has more branches in Asia and in the Middle East as compared to all other international banks. The bank can tailor made the services and provide effective services for global organizations. In the case of managing the working capital "Citibank" is the best choice because it provides services like liquidity management, international and domestic clearances, check outsourcing systems etc. The bank offers internet bases banking and swift transfer through the wire transfer options. The centralization of cash can be done easily through Citibank. The clearing service of Citibank is amongst the top in the world and the frequency of transactions is $1 trillion per day.

Argument essay Example | Topics and Well Written Essays - 250 words - 2

Argument - Essay Example This is therefore quite unfair more so for the â€Å"less genius† children who desire to further their education in a bid attain diplomas and degrees. It is, however, worth noting that due to the hardness and difficulty of the exam, people studying in China have become more smart and innovative since it increases the children’s thinking capacity. In U.S, however, education system is based on student’s abilities and talents. Equally important, studying in the US to gives me the chance expand my horizon since it gives me a wide pool of opportunities more so when it comes to the job market. By learning in the US, I have been able to learn numerous things in life that I could not have imagined or done if I had decided to learn in China. The US is among the most developed countries, and it possess a highly innovative and technologized systems across its various industries. Studying in America therefore enables me to gather the knowledge needed to operate these systems and thus subsequently expanding my horizon. However, I think one can also expand their horizon while learning in China too since China is equally highly industrialized and technologized. Conclusively, I am for the opinion that studying in the US is a good idea since it has numerous advantages and opportunities. In fact, I think that studying in the US enables me to interact with people of various diversities thus enabling me to have a diverse mind. Therefore, I recommend that other educational systems, the Chinese education system to be precise, to follow the American example. I also think that studying in the US increases my chances of attaining high level education from well-established universities, since I can learn numerous new concepts due to diversity. Therefore, I think every person who has the will and ability to study in the US should take that opportunity without a moment of

Importance of Customer Relationship Management (CRM)

Importance of Customer Relationship Management (CRM) Abstract: Purpose The primary goal of this paper is to review the literature that critically addresses the importance, application, influence on business and quality service of CRM and impact of CRM application on customer satisfaction and loyalty which consequently affects profitability and performance. Specifically, this paper seeks to present shifting view from transactional business to relational business, which shows significant importance of relationship marketing. Managers knowing the importance of customer focus business should act on time to retain customers, and fulfill their needs and wants in current competitive business environment analyzing and capturing valuable information regarding their customers for better forecasting of future. Design/methodology/approach This paper critically reviews the literature, with regard to importance, views, business application and overtime shifting from transactional marketing to relational one and application of CRM in businesses in the academic literature over the past years. Findings CRM is a new choice for business performers through which they can reach customer satisfaction and loyalty and they can improve profitability and performance of the company. CRM is a business strategy and philosophy that fulfills customers changing expectations and needs and provides individualized and customized service to customers. CRM improves pricing strategy and enhances decision-making. CRM enables better allocation of resources across the customer portfolio. Research Limitations/implications According to vast amount of literature that is published by different experts in this area it is difficult to provide brief review regarding CRM, besides CRM it self is a very wide topic including managerial perspective and technological side. However the researchers have done their best for such an ambitious undertaking. Obviously there is a need for more detailed studies of each and every elements of CRM. Keywords- CRM (Customer Relationship Management), loyalty, Customer satisfaction, retention Paper type- literature review 1. Introduction The way companies do business has changed tremendously during the last fifty years, changing from a product-oriented industry to a more market-oriented where the customer is in the center. This has increased the competition between the companies on the market, where each company has to work out a strong updated competitive strategy if they want to stay in the business because they can not rely on old competitive advantages any more, as for example technology. (Lindbom Jonsson, 1992). Besides, a key driver of this change is the advent of CRM which is underpinned by information and communication technologies (Ryals Knox, 2001). Globalization, increasing competition and advances in information and communication technology has forced companies to focus on managing customer relationships in order to efficiently maximize revenues. Customer relationship management (CRM) is the key competitive strategy businesses need to stay focused on the needs of the customers and to integrate a customer- facing approach throughout the organization. By using information and communication technology, businesses are trying to get closer to the customer so that they can create long-term relationships. Thus, deploying CRM initiatives has become very common (Sevki and Rifat, 2005). Firms are embracing CRM as a major element of business strategy, because technological applications permit a precise segmentation, profiling and targeting of customers and competitive pressures require a customer-centric culture (Gurau, Ranchhod, Hackney, 2003).It is known and as many experts believe, it takes up to five times more money to acquire a new customer than to get an existing customer to make a new purchase. Hence, customer retention is in particular important to every business because of their resources and competition. Moreover, a dissatisfied customer causes market damage because they are more likely to defect to competition and more likely to persuade others to defect. It is therefore no surprise that CRM is an important topic of conversation in business world (Feinberg, Kadam, Hokam, Kim,2002), so firms have to look at CRM as comprehensive business strategy for fulfilling the needs of customers and differentiating their service for different customers, besides concerning CRM as a key tool for reaching customer satisfaction and loyalty in a mutual beneficial relationship. 2. Evolution of Relationship The evolution of relationship management is described by different stages by different scholars (Bauer, Gottgens, Grether, 2001). Several different process models of relationship development have been proposed. In a widely cited article, Dwyer, Schurr, and Oh (1987) distinguish between five general phases in a dynamic model of relationship marketing: awareness, exploration, expansion, commitment, and dissolution. Broadly speaking, their framework suggests that, after becoming aware of the company for the first time, customers search for exchange benefits and perform trial purchases. There is an increase in the benefits obtained from the relationship once transactions have been evaluated positively, and a commitment towards the relationship develops. Finally, as relationships rarely last forever, the customer eventually withdraws from the relationship for whatever reason and switches to another supplier. Other authors have taken closely-related approaches, using lifecycle theory to mo del the dynamics of relationship marketing, sometimes varying the number of relationship stages (e.g. Diller 1995b). 3. Emergence and Evolution of CRM The discipline of marketing grew out of economics, and the growth was motivated by a lack of interest among economists in the details of market behavior and functions of middlemen (Bartels 1976; Sheth, Gardener, and Garrett 1988). Marketings early bias for distribution activities is evident as the first marketing courses (at Michigan and Ohio) were focused on effectively performing the distributive task (Bartels1976). Early marketing thinking centered on efficiency of marketing channels (Cherrington 1920; Shaw 1912; Weld 1916, 1917). Later the institutional marketing thinkers, because of their grounding in institutional economic theory, viewed the phenomena of value determination as fundamentally linked to exchange (Alderson 1954; Duddy and Revzan1947). Although institutional thought of marketing was later modified by the organizational dynamics viewpoint and marketing thinking was influenced by other social sciences, exchange remained the central tenet of marketing (Alderson 1965; Bagozzi 1974, 1978, 1979; Kotler 1972). The demise of the distributive theory of marketing began after World War II as marketing focus began to shift from distributive functions to other aspects of marketing. With the advent of market research, producers, in an attempt to influence end consumers, began to direct and control the distributors regarding product merchandising, sales promotion, pricing, etc. Thus repeat purchase and brand loyalty gained prominence in the marketing literature (Barton 1946; Churchill 1942; Howard and Sheth 1969; Sheth 1973; Womer 1944). The marketing concept evolved and consumer, became the focus of marketing attention (Kotler 1972). However, marketing orientation was still transactional as its success was measured in such transactional terms as sales volume and market share. Only in the 80s, marketers began to emphasize customer satisfaction measures to ensure that they were not purely evaluated on the basis of transactional aspects of marketing and that sale wasnot considered as the culmination of all marketing efforts. Several ideas of relationship marketing emerged much before Berry (1983) who introduced the term relationship marketing into the literature. For instance, McGarry (1950, 1951, 1953, and 1958) included contractual function among the six activities in his formal list of marketing functions. The contractual function falling within the main task of marketing supported McGarrys relational orientation and his emphasis on developing cooperation and mutual interdependency among marketing actors. He stated contractual function as is the a structured cooperative action focusing on the long-run welfare of business with continuous business relationship developing a two-way communication for mutual interdependence attitude knowing that cost of dealing with continuous contact is much less than casual contacts; by selling only to regular and consistent customers costs can be reduced by 10-20% (Schwartz 1963). Wroe Alderson (1965) focused on inter and intra-channel cooperation, and many relationship marketing scholars have emerged from the tradition of channel cooperation research (Anderson and Narus 1990; Stern and El-Ansary 1992; Weitz and Jap 1995). They supported development of relationship marketing knowledge. In USA, several scholars began examining long-term inter-organizational relationships in business-to-business markets, while in Europe, the Industrial Marketing and Purchasing (IMP) Group laid emphasis on business relationships and networks (e.g., Anderson, Hakansson and Johanson 1994; Dwyer, Schurr and Oh 1987; Hakansson 1982; Halen, Johanson and Seyed-Mohamed 1991; Jackson 1985). As relationship marketing grew in 1980s and 1990s, several perspectives emerged. One perspective of integrating quality, logistics, customer services, and marketing is found in the works of Christopher, Payne, and Ballantyne (1992) and in the works of Crosby, Evans, and Cowles (1987). Another approach of studying partnering relationships and alliances as forms of relationship marketing are observed in the works of Morgan and Hunt (1994), Heide (1994), and Vardarajan and Cunningham (1995). Similarly, conceptual and empirical papers have appeared on relationship-oriented communication strategies (Mohr and Nevin 1990; Owen 1984; Schultz, Tannenbaum, and Lauterborn 1992); supply chain integration (Christopher 1994; Payne et. al. 1994); legal aspects of relationship marketing (Gundlach and Murphy 1993); and consumer motivations for engaging in relationship marketing (Sheth and Parvatiyar 1995a). As observed by Sheth and Parvatiyar (1995b), relationship marketing has historical antecedents going back into the pre-industrial era. Much of it was due to direct interaction between producers of agricultural products and their consumers. In recent years however, several factors like de-intermediation and computer and telecommunication technologies have contributed to the rapid development and evolution of relationship marketing. A greater emotional bond between the service provider and the service user also develops the need for maintaining and enhancing the relationship. It is therefore not difficult to see that relationship marketing is important for scholars and practitioners of services marketing (Berry and Parsuraman 1991; Bitner 1995; Crosby and Stephens 1987; Crosby, et. al. 1990; Gronroos 1995). Furthermore, Key account management programs led to the foundation of strategic partnering relationship programs within the domain of relationship marketing (Anderson and Narus 1991; Shapiro 1988). In the current era of hyper-competition, marketers are forced to be more con cerned with customer retention and loyalty (Dick and Basu 1994; Reicheld 1996). As several studies have indicated, retaining customers is less expensive and perhaps a more sustainable competitive advantage than acquiring new ones. Marketers are realizing that it costs less to retain customers than to compete for new ones (Rosenberg and Czepiel 1984). On the supply side it pays more to develop closer relationships with a few suppliers than to develop more vendors (Hayes et. al. 1988; Spekman 1988). In addition, several marketers are also concerned with keeping customers for life, rather than making a one-time sale (Cannie and Caplin 1991). Therefore, concerning evolution steps of CRM, obviously its application affects different aspects of business on top of all profitability for both parties, better supply chain management and marketing channel management, customer satisfaction and loyalty, higher retention rate in lower cost and sustainable relationship could be mentioned. 4. The definition and scope of CRM Customer Relationship Management (CRM) has become a leading business strategy in highly competitive business environment. CRM can be viewed as managerial efforts to manage business interactions with customers by combining business processes and technologies that seek to understand a companys customers (Kim, Suh, Hwang, 2003). Companies are becoming increasingly aware of the many potential benefits provided by CRM. Some potential benefits of CRM are as follows: (1) Increased customer retention and loyalty, (2) Higher customer profitability, (3) Creation value for the customer, (4) Customization of products and services, (5) Lower process, higher quality products and services (Jutla, Craig, Bodorik, 2001). CRM is fundamentally an improved tool in marketing and branding practice (Brunt, 2001; Chablo, 2001; Fournier et al., 2001; Wang, 1998). Others present it as a sophisticated information technology project, if not only that and usually with the caveat that it should not be framed as such (Gentle, 2004; Sharp, 2003; Davis Joyner, 2001; SAS Institute, 2001). Still others see it primarily as a toolkit for developing service management processes (Buttle, 2005; Peelen, 2005), or argue that it is fundamental to the extended enterprise which requires integrating supply chain management with customer relationship management (Kracklauer et al., 2004; Piller et al., 2004). Most by now agree that CRM is about growing customer equity and frame it in profit-driven terms (Gupta Lehmann, 2005; Blattberg et al., 2001). But some disagree, arguing that the final result will be higher profits but the foundation is relationship development to grow loyalty and strengthen barriers against customer defect ion (Peppers Rogers, 2005; Prahalad Ramaswamy, 2001). A narrow perspective of customer relationship management is data base marketing emphasizing the promotional aspects of marketing linked to database efforts (Bickert1992). However, this doesnt mean that CRM is database marketing. Customer information and knowledge is used in CRM to better understand and serve customers. Based on customer knowledge the right value should be selected, created and communicated to customer to reach customer satisfaction and loyalty. CRM is based on the ability to facilitate communication and decision-making to provide consistent, high-quality, and cost-effective services to all stakeholders (Andrade, 2003). Attract, retain and develop customer relationship where the main purpose is to create faithful customers, who are pleased with their choice of supplier and who think that they get value for their money (Berry and Parasuraman, 1991). CRM is an active, participatory and interactive relationship between business and customer. The objective is to achieve a comprehensive view of customers, and be able to consistently anticipate and react to their needs with targeted and effective activities at every customer touch point (Piccoli, OConnor, Capaccioli, Alvarez, 2003). Relationship marketing is to identify and establish, maintain and enhance and when necessary terminate relationships with customers and other stakeholders, at a profit, so that the objects of all parties involved are met, and that is done by mutual exchange and fulfillment of promises (Gronroos, 1996).) Relationship marketing is marketing based on interaction within networks of relationships (Gummesson, 1993). A relation means that there are at least two parties who are in contact with each other, networks contain of several complex relationships and interaction means that the parties perform activities and work together (Gummesson, 2002). Similarly, Morgan and Hunt (1994), draw upon the distinction made between transactional exchanges and relational exchanges by Dwyer, Schurr, and Oh (1987), to suggest that relationship marketing refers to all marketing activities directed toward establishing, developing, and maintaining successful relationships. Consider the following summary from Peelen (2005: 3-5) supplemented by other sources as noted. CRM is: A comprehensive development process Customer differentiation Data warehousing and mining The core business strategy Integrated collaboration Empowering the customer (Newell, 2003) A total company reorientation (Buttle, 2005) Customization in products or services (Sharp, 2003) Building mutual value (Peele, 2005; Targetbase, 2001) Building customer equity (Gupta and Lehman, 2005; Shaw, 2001) CRM is a set of business processes and overall policies designed to capture, retain and provide service to customers (Scott, 2001), or a coherent and complete set of processes and technologies for managing relationships with current and potential customers and associates of the company, using the marketing, sales and service departments, regardless of the channel of communication(Injazz and Karen, 2004). CRM is a process designed to collect data related to customers, to grasp features of customers, and to apply those qualities in specific marketing activities (Swift, 2001). So in a single view, CRM is a business strategy enabled by managerial philosophy and technology which applies customer knowledge and database to deliver the quality product and service to provide the best value to customers looking at each customers different needs and wants by customized and individualized service or product to reach customer satisfaction and loyalty in current competitive market. 4.1. CRM; Retention and Loyalty Some experts consider CRM only as customer retention in which a variety of after marketing tactics is used for customer bonding or staying in touch after the sale is made (Vavra, 1992). A more popular approach with recent application of information technology is to focus on individual or one-to-one relationship with customers that integrate database knowledge with a long-term customer retention and growth strategy (Peppers and Rogres 1993). Similarly, CRM goals are to symbiosis and fulfillment of promises (Rapp and Collins, 1990, Ndubisi, 2003). In other words, a key objective is to foster customer loyalty_ a deeply held commitment to re-buy or re-patronize a preferred product or service in the future despite there are situational influence and marketing efforts having the potential to cause switching behavior (Oliver, 1999). CRM requires organizations to lay more emphasis on retaining existing customers rather than on creating new ones (Clark and Payne, 1997). And in a very close definition, the shift in emphasis from customer acquisition to customer retention has been at the heart of relationship marketing (Payne, 1995). While retaining customer loyalty has been a sales principle for a very long time, CRM is actually a tremendous step forward in creating a system that can provide a means for retaining individual loyalty in a world of nearly 6 billion souls (Croteau Li, 2001). In order to understand CRM, you must also understand the changing nature of the customer because customers are not what they used to be (Greenberg, 2001).CRM is a combination of people, process and technology that seeks to understand a companys customers. It is an integrated approach to manage relationships by focusing on customer retention and relationship development (Chen, 2003). It is the number one focus when todays competiti ve market has become more saturated and competitive (Xu, 2002), and it is to turn customers into partners (Arun Balakrishnan, 2003) or to turn current and new customers into regularly purchasing clients, and then to progressively move them through being strong supporters of the company and its products, to finally being active and vocal advocates for the company (Christopher, 2003). Acquiring a better understanding of existing customers allows companies to interact, respond, and communicate more effectively to significantly improve retention rates (Chen Popovich, 2003).Therefore, customer retention depends on the relationship substance built up due to interaction between the parties (Eriksson and Là ¶fmarck, 2000). In summary, CRM struggles to build the relationship with customers and retain them to profit the company in long-term and reduce the cost of attracting new customers. 4.2. CRM; Customization and Individualization CRM is an integrated effort to identify, maintain, and build up a network with individual consumers and to continuously strengthen the network for the mutual benefit of both sides, through interactive, individualized and value-added contacts over a long period of time (Shani and Chalasani, 1992), it is about managing data to better understand and serve customers (Arun Balakrishnan, 2003). Jackson (1985) applies the individual account concept in industrial markets to suggest CRM to mean, Marketing oriented toward strong, lasting relationships with individual accounts. In other business contexts, Doyle and Roth (1992), ONeal (1989) and Paul (1988) have proposed similar views of CRM. CRM is a concept that enables an organization to tailor specific products or services to each individual customer. In the most advanced scenario, CRM may be used to create a personalized, one-to-one experience that will give the individual customer a sense of being cared for, thus opening up new marketing opportunities based on the preferences and history of the customer (Wilson, 2002). CRM is also a costumer-focused business strategy that aims to increase customer satisfaction and customer loyalty by offering a more responsive and customized service to each customer (Fayerman, 2002). So value-laden relationship supported by data management for individual accounts offering personalized service or product is in heart of CRM, that results in customers unique experience of being with the company and makes barriers in front of brand switch, and this is the step forward to customer satisfaction and loyalty. 4.3. CRM; Value Creation CRM is the process of creating, maintaining and enhancing strong value-laden relationships with customers and other stakeholders (Kotler, 1998; Payne, 2004). It is ongoing collaborative business activities between the supplier and a customer on one-to-one basis for the purpose of growing the total market by creating better end user value at a reduced cost (Sheth, 1998). CRM is the infrastructure that enables the delineation of and increase in customer value, and the correct means by which to motivate valuable customers to remain loyal; indeed, to buy again (Dychà ©, 2001). 4.4. CRM; Customer Knowledge Management CRM is about managing customer knowledge to better understand and serve them. Meaningful customer relationships are those characterized by high level of emotional value, which is created by more than functional and instrumental components; the company and the customer should share something in common, it can be background, interests, values and beliefs. This can be attained by gaining knowledge about the customers, what role the brand plays in the customers life, now and in the future, as well as being aware of the expectations of the customers. Real meaning derives from anticipation and a company addressing issues that the customer does not expect them to address (Barnes, 2003). The company should keep track of everything they buy and ask them if they were satisfied with their last purchase. The customers should bee seen as the most valuable assets of the service company because they do not only pay for the service, if the company listens to them they will tell the company how it ca n get them to spend even more (Geller, 1997). Organizations and their staff need not only to empathize with the customer, but they need to respond appropriately to his/her needs. Once that is apparent, they need to respond by providing what is necessary on time and at the expected cost. This can be much more difficult than meets the eye, since customers do not always have a clear idea of what they want and sometimes require the vendor or service provider to simulate their imaginations (Solomon, 1999). The goal of CRM is to create as effective customer relationships as possible and during that time also develop future competences within the company. Although satisfied customers opinions make it easier to continuously improve the competences of the company, these are not enough. The company needs to detect the customers unexpressed needs, and primarily the customers future needs. The worst scenario that might occur for the company, when using these types of customer feedback activitie s, is that the company realizes that it needs to bring new innovations into their customer relationships (Storbacka Lehtinen, 2000). So, innovation and creativity besides better understanding of customers present and future needs and changes in customers tastes and values lies under better relational factor that gathers valuable knowledge for the company. 4.5. CRM; Information Technology Some scholars have applied the importance of information technology to define CRM. CRM unites the potential of IT and relationship marketing strategies to deliver profitable, long-trade relationship (Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard and Lynette Ryals). CRM is not a technology, though. Technology is a CRM enabler (Greenberg, 2001). CRM technology applications link front office (e.g. sales, marketing and customer service) and back office (e.g. financial, operations, logistics and human resources) functions with the companys customers touch points (Fickel, 1999). A companys touch points can include the Internet, e-mail, sales, direct mail, telemarketing operations, call centers, advertising, fax, pagers, stores, and kiosks. Often, these touch points are controlled by separate information systems. CRM integrates touch points around a common view of the customer (Eckerson and Watson, 2001). As stated previously, CRM is a technology based business strategy that manages cu stomer data through data collection and data mining systems and data warehousing and transforms the customer data to valuable managerial supporting knowledge. Technology supports better marketing channel and customers touch points management. 4.6 CRM; Organizational Strategy Today, customers are more highly educated, under higher stress, more specialized, living longer, and more influenced by global culture than those of the 60s and 70s when our view of marketing was formed (Wilson, Daniel, McDonald, 2002). This as well as the emergence of e-Business, organizational dynamics, and cultural change issues has dramatically shifted organizations ´ functional units to focus on the customer. Consequently, organizations have recognized the need to develop customer-centered orientations (Romano, 2003). Organizations are learning more about their customers and their preferences, needs, and expectations (Jukic, Jukic, Meamber, Nezlek, 2003) According to Schultz (2000) the practice of planning, creating, and managing customer relationships has nowadays become the heart of organizational strategy and the key to customer retention. Similarly, CRM is the core business strategy that integrated internal processes and functions, and external networks, to create a nd deliver value to targeted customers at a profit (Francis Buttle, 2004). 4.7 CRM; Profitability It is shown that the large impact on profitability of small increases in customer retention rates, was the start out, making the marketing community more conscious of the need to manage customer relationships in the long term as well as prior to the first sale (Wilson, 2002; Reichheld and Sasser, 1990). Similarly, CRM can help businesses enhance their customer relationships by attracting more profitable customers and establishing stronger and more durable customer relationships (Falk, 2004). Blomqvist (1993) proposed the following key characteristics of relationship marketing: every customer is considered an individual person or unit; activities of the firm are predominantly directed towards existing customers; implementation is based on interactions and dialogues; and the firm is trying to achieve profitability through the decrease of customer turnover and the strengthening of customer relationships. The long-term orientation is often being emphasized because it is believed that marketing actors will not engage in opportunistic behavior if they have a long-term orientation and that such relationships will be anchored on mutual gains and cooperation (Ganesan 1994). CRM is the set of methodologies and tools that help an enterprise manage customer relationships in an organized way (Lawson-Body Limayem, 2004). In other words, CRM can be defined as an interactive process achieving the optimum balance between corporate investments and the satisfaction of customer needs to ge nerate the maximum profit. It involves (Gebert, Geib, Kolbe, Riempp, 2002): Measuring both inputs across all functions including marketing, sales and service costs and outputs in terms of customer revenue, profit and value. Acquiring and continuously updating knowledge about customer needs, motivations and behavior over the lifetime of the relationship. Applying customer knowledge to continuously improve performance through a process of learning from successes and failures. Integrating the activities of marketing, sales and service to achieve a common goal. Implementing appropriate systems to support customer knowledge acquisition, sharing and measuring CRM effectiveness. Constantly flexing the balance between marketing, sales and service inputs against changing customer needs to maximize profit. There for, customization and individualization besides long-term relationships aiming to build loyal customers and increase retention rate will directly profit the company. 4.8. CRM , LTV and Customer Selectivity CRM is business philosophy and set of strategies, programs, and systems that focuses on identifying and building loyalty with a firms most valued customers (Michael Leavy and Barton Weitz, 2004), it is a cross-functional process for achieving a continuing dialogue with customers, across all their contact and access points, with personalized treatment of the most valuable customers, to increase customer retention and the effectiveness of marketing initiatives (Day and Van Den Bulte, 2002) CRM is a management approach that enables organizations to identify, attract and increase retention of profitable customers, by managing relationships with them (Bradshaw and Brash, 2001; Hawkes, 2000). When evaluating customer profitability, marketers are often reminded of the 80/20 rule (Gloy, Akridge, Preckel, 1997). Similarly, companies have come to realize that in order to develop long-term, successful relationships with their customers they need to focus on economically valuable customers while eliminating economically valueless ones, instead of treating all customers equally, it is better to develop customer-oriented strategies (Verhoef Donkers, 2001). To cultivate the full profit potentials of customers, many companies already try to measure and use customer value in their management activities (Rosset, Neumann, Eick, Vatnik, Idan, 2002). Therefore, many firms are needed to assess their customers value and build strategies to retain profitable customers. As several researc h studies have shown not all customers are equally profitable for an individual company (Storbacka2000).Customer relationship management is a comprehensive strategy and process of acquiring, retaining, and partnering with selective customers to create superior value for the company and the customer (Sheth2001). Furthermore, Diller (2000) has id

The Power And The Glory By Graham Greene :: essays research papers

The Power and the Glory by Graham Greene It is the story-teller's task to elicit sympathy and a measure of understanding for those who lie outside the boundaries of State Approval. I. One day I gave The Power and the Glory to... a native of Mexico who had lived through the worst persecutions... She confessed that your descriptions were so vivid, your priest so real, that she found herself praying for him at Mass. I understand how she felt. Last year, on a trip through Mexico, I found myself peering into mud huts, through village streets, and across impassible mountain ranges, half-believing that I would glimpse a dim figure stumbling in the rain on his way to the border. There is no greater tribute possible to your creation of this character - he lives. An excerpt from the letter of Californian Catholic teacher to Graham Greene, 1960 In a particular Mexican state the Church had been outlawed and the priests had to go underground by the threat of being shot. After several months from the governor's office appeared a news, that there was still one priest, Father Montez, who was moving from village to village working on the Church by administering the sacraments, listening confessions and saying masses. A young lieutenant of police, and ardent revolutionist and an anti-clerical, asked his chief to let him search for the priest who, as the authorities understood it, was guilty of treason. Two photographs were pasted up together in police station. One was the picture of an American bank robber who killed several police officers in Texas; the other was that of the priest. No one noticed the irony, including the young lieutenant, who was more interested in arresting the priest. When the officer received permission to look for Father Montez, the priest was already in the village, where he came to get aboard the boat that would take him in the city Vera Cruz and safety. In the village he met Mr. Tench, old dentist who wanted somebody to speak English with. But before Father Montez could get aboard the boat news came to him that an Indian woman was dying several miles inland. True to the call, the priest sat on the mule and went to administer the last rites to the dying woman, even though he realized that he might not find another ship to carry him to safety. There was one other priest in the region, Father Jose. But Father Jose was so coward, that he renounced the church up to the point of taking a wife, a shrewish old woman. The authorities paid no attention to him at all, for they The Power And The Glory By Graham Greene :: essays research papers The Power and the Glory by Graham Greene It is the story-teller's task to elicit sympathy and a measure of understanding for those who lie outside the boundaries of State Approval. I. One day I gave The Power and the Glory to... a native of Mexico who had lived through the worst persecutions... She confessed that your descriptions were so vivid, your priest so real, that she found herself praying for him at Mass. I understand how she felt. Last year, on a trip through Mexico, I found myself peering into mud huts, through village streets, and across impassible mountain ranges, half-believing that I would glimpse a dim figure stumbling in the rain on his way to the border. There is no greater tribute possible to your creation of this character - he lives. An excerpt from the letter of Californian Catholic teacher to Graham Greene, 1960 In a particular Mexican state the Church had been outlawed and the priests had to go underground by the threat of being shot. After several months from the governor's office appeared a news, that there was still one priest, Father Montez, who was moving from village to village working on the Church by administering the sacraments, listening confessions and saying masses. A young lieutenant of police, and ardent revolutionist and an anti-clerical, asked his chief to let him search for the priest who, as the authorities understood it, was guilty of treason. Two photographs were pasted up together in police station. One was the picture of an American bank robber who killed several police officers in Texas; the other was that of the priest. No one noticed the irony, including the young lieutenant, who was more interested in arresting the priest. When the officer received permission to look for Father Montez, the priest was already in the village, where he came to get aboard the boat that would take him in the city Vera Cruz and safety. In the village he met Mr. Tench, old dentist who wanted somebody to speak English with. But before Father Montez could get aboard the boat news came to him that an Indian woman was dying several miles inland. True to the call, the priest sat on the mule and went to administer the last rites to the dying woman, even though he realized that he might not find another ship to carry him to safety. There was one other priest in the region, Father Jose. But Father Jose was so coward, that he renounced the church up to the point of taking a wife, a shrewish old woman. The authorities paid no attention to him at all, for they