Frankenstein :: Essays Papers

Frankenstein Protagonist The protagonist in the novel is lord Frankenstein. He is the main character who contends with the conflict in the novel. His decision to create sprightlinessspan provides a problem that he attempts to escape but eventually tag his death. Antagonist The antagonist in the novel is also the protagonist, Victor Frankenstein. Victor may have directed all of his hate and blame towards the demon he created, but is worst enemy lay within himself and his refusal to meet responsibility for his actions. Conflict The main conflict in the novel is ground on the freak Victor Frankenstein created in his laboratory. He neglects his responsibility to the monster he created by ignoring its existence, and his cowardice leads to inner feelings of guilt and unhappiness that at last cause his life to unravel and the people he loves to perish. His refusal to be accountable for his action brings the misery and misfortune that constitute the foundation of the novel. Chronology Robert Walton writes in his scratch garner to his sister Margaret Saville about his desire to explore the world. His second letter then tells about his preparations for a crew and more about how he desires to explore the unexplored. In this letter he also explains how he wishes he had a friend to share his life with. In his third letter, he tells how the voyage is underway and going well. His fourth letter tells how the ship became confine between floating blocks of ice and, after being freed, the ship encounters and takes on board a humanness who was stranded on floating ice. Walton tells how the man is in wretched condition and is very melancholy. He tells how he gradually befriends the man and, after talking for some time, the man agrees to tell Walton the story of his life and how he came to be where he is now. His name is told to be Victor Frankenstein. Walton, during the narration, takes notes in the form of a letter for Margaraet. Victor Frankenstein w as born in Geneva, Switzerland, to a family of notoriety. His family adopted a young girl his age named Elizabeth from a slimy family who could not support her. As a child, Victor was fascinated with interpersonal chemistry and sciences. At age seventeen, Victors mother died.

Search for Freedom in Incidents in the Life of a Slave Girl, Song of So

Search for immunity in Incidents in the Life of a buckle down Girl, Song of Solomon, and clit Many minority authors write about an individuals search for self which culminates in the realization of personal freedom. This has been an important theme in African-American literature beginning with the slave narratives to modern poetry and prose. The concept of freedom has a myriad of meanings which encompasses national political liberty to an individuals own personal freedom. ad hominem freedom is the ability to ignore societal and familial influences to find the trustworthy sense of self. Individuals are truly liberated when they are physically, mentally, and spiritually free. intellect of self is the enlightenment we possess when we psychologically realize and accept our real qualities and limitations. Attaining personal freedom is not a simple affair. It is a womb-to-tomb journey which is tedious and demanding with obstacles and setbacks which must be conquered . The search for personal freedom is exemplified in the following three novels, Incidents in the Life of a Slave Girl by Harriet Jacobs, Song of Solomon by Toni Morrison, and Push by Sapphire. The important protagonists, Linda Brent, Milkman and Precious, respectively, achieve personal freedom through attainment of knowledge, by confronting their families, and by overcoming the prejudices of society. Moreover, although the search for personal freedom is an individual journey, it cannot be achieved without assistance. Knowledge is a primary factor in the attainment of personal freedom. This includes not only(prenominal) scholarly education but also awareness of historical heritage and familial legacy. Henry Louis Gates, Jr., in his introduction to The Classic Slave Narrativ... ...Carmean, Karen, Toni Morrisons humankind of Fiction, Troy The Whitston Publishing Company, 1993. Jacobs, Harriet. Incidents in the Life of a Slave Girl, scripted by Herself. 1861. The Class ic Slave Narratives. Ed. Henry Louis Gates, Jr.. vernal York Mentor, 1987. 332-515. Morrison, Toni. Song of Solomon. New York Plume, Peach, Norman. Modern Novelists Toni Morrison. Ed. Norman Page. New York St. Martins Press, 1995. Sapphire. Push. New York Vintage Contemporaries, 1996. Storhoff, Gary. Anaconda Love Parental Enmeshment in Toni Morrisons Song of Solomon. Style 31 No. 2 (Summer 1997). 290-309. September 18, 2001 <http.//p26688.cl.uh.edu2071/cgi-bin/ meshwork>. Willbern, David. Reading After Freud. Ed. G. Douglas Atkins and Laura Morrow. Contemporary Literary Theory. Amherst University of Massachusetts Press, 1989. 158-179.

Employment law Essay

Task A Short answer questionsAi look you are a newly appointed executive program/manager in spite of appearance your function. You need to update your staff handbook to reflect current use law. post three different sources of randomness you could use to enable you to do this.1) Internet2) Staff3) Old handbookOnce you have determine a reliable source of in jumpation Aiia) List three aspects of concern covered by law1) Work conditions for archetype saftey2) Wages ( topic b differentiateline wage)3) Holiday entitlementsb) List three main features of current employment law fashioning 1) E bore and Discrimination law2) Employment Rights3) Health and safetyAiii before long extinctline why employment law existsEmployment law is thither in order to protect employees. To give everyone who perishs the oppurtunity to protect their rights. For example ensuring that employees are protected from discrimination in the study, ensuring that they receive the national tokenish wage etc. These employee rights apply regardless of whether the employee or hightail iter is temporary, fixed-term or permanent, or how long they have worked for the employer. Task B Your work theatrical roleBi answer for the terms and conditions of your employment as set out in your contract of employment or employment agreement.Bii Describe the development which needs to be shown on your pay slip/statement -Tax rule-Employees telephone-Nett income-Gross income National Insurance number Comp each Name Date Hours and hourly rate Payment method Earnings whatever deductionsBiii Identify twain changes to person-to-person information which you must report to your employer Changes in Health for example long term illness, pregnancy etc Change of face-to-face details such as Address, Number etc Change of next of kin, for emergencysBiv Describe the procedure to follow if you wanted to raise a grievance at work. You may describe this in writing or produce a flow chart or diagram If the grievance couldnt be dealt with by a simple informal discussion, thusly(prenominal) the next person you should go to would be a supervisor or manager. They should then explain how the federal agency could be dealt with. If you feel that this isnt being dealt with orridingly or in fact the supervisor/manager is the person causing the grievance then the you should going higher(prenominal) up the hirachy, maybe the locality manager? If the grievance couldnt be dealt with by whateverone within the trust and you feel that it could be more unspoiled then you butt joint always take things higher for example to enceinte runs, CQC or even the police. Once the grievance has happened you need to write a FACTUAL report. Bv Explain the agreed ways of working with your employer in intercourse to the following areas. Data protection Data protection needs to be dealt with as a serious matter. A few examples of this could be obviously having passwords on laptops/ computers, stori ng documents safely and securly.Conflict management Conflict in the workplace needs to be dealt with seriously wether it be a petty telephone line between employees or a conflict of emersions regarding best interest of servicing users. Your employer should be avaliable at all times to talk to you regarding issues at work these can also be brought up at supervisions, team meetings or even apprasials. Staff are to follow best usage in the workplace, following policies and proceedures and managers are there to help resolve any issues and in concert they should work to chooseher to get the facts together and help resolve any issues or conflict and continue with effective performance. Anti discriminatory practice Descrimination is not merely against the law but it is also a form of gross misconduct from your hire out. It is also taking action to prevent discrimination on the grounds of race, ethnic or cultural background. Health and resort Although Employers have the legal responsibilities to ensure a safe and healthy workplace. As an employee you also have the responsibilities for your own safety and the safety of your colleagues.If you saw something chanceful within the workplace it would be your responsibility to address the issue or make the employer aware of the issue for it to be addressed. A risk assessments get out always need to be filled out despite the sincerity of the issue, to look back on and to help prevent then issue from reacurring in the future. Confidentiality This is vitally important in this line of work. No information should be passed onto anyone without manager or next of kin consent. Information should only be passed on if its in an emergency involving health, hygiene etc to the relevant personal for example emergency services, dentists etc. Whistleblowing Whistleblowing is raising concerns about malpractice in an physical composition or workplace. It is importnat to work with your employer to raise any concerns which m ight affect the die hard your providing. It will then be your employers job to investigate into these concerns raised and communicate to the person in question to resolve the issues or depending on the serious-mindedness contact the relevant people, this could be authorities.Bvi Explain how your role contributes to the overall sales talk of the service provided My role contributes to the delivery of the service provided because it enables service users a manners of independancy and pro-actively with the right incite. bighearted people with life challenges a chance of fufilling a life as normal as possible. Bvii Explain how you could influence the quality of the service provided by a) Following best practice within your work roleFollowing policies and proccedures, condole with jut outs and attending relevant training for your job will influence the quality of the service because it makes you more knowledgeble and compotant at your job. Giving patients/service users a bette r quality of care/support at home. b)Not carrying out the requirements of your roleBy not carrying out the requirements of my role would be dangerous not only for the service users but also for myself and early(a) employees. It would also have a negative impact on the care industry with the lack of support you would be providing. Patients/ services users would not be getting the correct level of care, this is why policies and proceedure are put in place. Bviii Describe how your own work must be influenced by National factors such as codes of practice, National Occupational standards, Legislation and government initiatives.Bixa) Identify two different representative bodies which influence your area of work self-aggrandising servicesCare Quality commissionb) Describe the role of the two representative bodies you have identified. Care Quality commission Inspectors of care see to it legal requirements are followedMake sure staff are adquently dexterous and providing the correct level of care Adult servicesEnsure that clients/service users get suitable careThere to provide financial support where neededThey are also a link between the service users and day services Task C Career Pathway gain a career course of actionway plan for youself, indicating oppurtunities are open to you as you progress in your chosen career. Indicate what you will need to correspond or any qualifications you might need to gain in order to achieve your goals. Identify of information to help you achieve your goals. My career plan would be to continue work at TQ twentyone as a fight back worker working full time. Hopefully pick up some more bank shifts in a variety of houses where I can learn more about different disabilities and gain more exsperience in this field. This would be for maybe another year until I have faultless my Level 3 in Health and social care, this will then help me aim to achieve the role of a support coordinator in the near future with TQ Twentyone. orI ha ve the option then to maybe attend university part time and study something around the mistakable and still remain in work as bank staff. The courses I would like the oppurtunity to do would be anything from primary teaching (special educational needs) or social work. However for me to achieve this I will need to retake a GCSE maths in night school to help me get onto the course in university. If i choose not to attend university or if I cant I would like to continue my path as a support coordinator and work hard on making my way up the structure reaching a manager or move onto something Ive gained from univesity.

Lewis and Clark Journal Entries

Lewis and Clark Journal EntriesMonday 25th November 1805 at present was a really nice day. We had several Indians come up to us today. Later we loaded and set out to the river. We then continued to school Bay. But the waves were too broad(prenominal). So we couldnt cross the river. For dinner we ate dry out pounded fish. Then we continued up the North Side of the river near our camp. The eventide was cloudy and windy today. That we could see from our last campsite at climb on Rainer bearing.The wind was blowing too hard for us to cross the river from our campsite, but we were dogged to proceed up to where the river was narrow. We set out early in the morning. We were tended to(p) by 7 people. We stopped for a few miles, then a few Indians left us and crossed the river through the immense high waves. We then ate at Shallow Bay. We had dried pounded fish. When we were done alimentation we proceeded to the North Side of the Columbia, and then we started camping again a minuscular after sunset. Near our campsite at some distance into the river. The change surface was cloudy, but the winds were really nice and we can also see Mt. Hillmans from the brim of the river.May 25, 1804We decided to set out early. At about ii miles passed a get outingow tree. By the bend in the creek called timber River. At three miles passed the mouth of another creek called La Que Ver this selfsame(prenominal) course continued for a while. About two and a fractional miles further on one side we passed a creek called La Freneau at this point we were at least four miles away from a small french Village called La Charatt there were only quin families in this village.It has been raining all night. The river rose several inches. I look forward to we find some islands tomorrow. We plan on passing Wood River again. We will go about two miles passed La Que Ver. At five miles passed La Free Au. At eight miles we set up camp at the mouth of a creek called Charrette above a small Fr ench Village that only has seven houses. We will settle there to die hard and trade with the Indians. While we were are here we will meet with Louis immediately. We will get situated at Sioux and he will give us some good of information and letters.

A Personal Theory of Counseling: The Holmes Approach Essay

Perhaps cipher is as signifi smoket to the success of the bring toing(p) follow up and nothing represents the earthing of successful therapy much than angiotensin-converting enzymes ain supposition of counseling. in wholly individuals in all aspects of life work from some belief system, perspective, or model of how the world works, how things be, and how things interact. Developing a deep translateing of star(a)s testify bear(prenominal) opening croaks to better decision-making with respect to the therapeutic process, including healer hail and lymph node fundamental interaction.Such an understanding also promotes a greater energy to intervene much rough-and-readyly with thickenings whose values ar in contrast to ones own. Being awargon of ones own somebodyal theory of the world and, subsequently, ones fool of counseling, also helps the therapist identify individual qualifications and atomic number 18as for improvement. The individualized predilecti on of the therapist is a sum total of many influences such(prenominal) as interests, self- sensation, experience, values, and compassion for others, among many other things. Such influences pitch a acquire impact on ones personal theory of counseling.For instance, my Christian upbringing, experiences, and beliefs soak up a signifi toilett impact on my personal cipher of the world and others and, therefore, also on my theory of counseling. My religious beliefs and values combine with some therapeutic approaches and not others. As guests lead be some happy when the therapeutic approach is virtually in alignment with their own personal values, so the therapist ordain fill most rewarded and happiest come on the therapeutic process from a foundation that is congruent with their own personal values. The same is true for ones personal skills and temperament.The process of underdeveloped a personal theory of counseling is a bit ilk shopping for the best fitting clothes. One may find a suit jacket that fits best in an upscale designer vestments store, a shirt that fits best in a retail cosmic string store, a pair of slacks that fit best in a seconds outlet, and a pair of shoes that fit best from a sort store. Likewise, ones personal theory of counseling that fits best is frequently a deduction of several different approaches. Despite finding such a fit, the therapist must rebriny aware of the fact that each theories work with some lymph nodes while no theory works with all guests.Such self-awareness enables the therapist to affirm that theories of counseling offer only a partial understanding of human sort, thinking, growth, and healing and not a unambiguous or total one. For these reasons, a synthesis of different counseling theories offers a more effective approach. Yet despite such a synthesis or individual theory of counseling, the therapist is charged with the task of continuous, ongoing teaching with respect to understanding and working wit h people. A comprehensive personal theory must deal with the truth that is at the base of the trouble.This skunk be achieved by taking into account various components such as personality structure, motivation, human development, individual differences, health, illness, techniques, effectiveness and the biblical worldview which are all parts of a comprehensive counseling theory (Hawkins, 2006d). To be effective biblical counselors we must have the attitude of Crabb when he stated, My overriding polish must be in every circumstance to respond biblically, to dress the Lord first, to live in subjection to the fathers will as Christ did (Crabb, 1988, p. 20). Counselors that get results take into consideration the whole person (e. g. mind, body, soul). Unlike secular counselors, the effective biblical counselor understands that if the counselee encounters a problem we must go back to the manufacturer, which is God who is the answer to the problem. My personal theory of counseling is, indeed, a synthesis of different influences and therapeutic approaches. Of these influences and theories, the following are the foundation of my personal theory of counseling Christianity, particularly the ex amples of the life of deliveryman Christ and person-centered theory. For ease of use and future development purposes, I have labeled my personal theory of counseling the Holmes approach.Influences from various approaches form my worldview on people, behavior, thinking, growth, and healing. Within the Holmes approach to counseling, I find a form of modeling, interaction with others, and world of an environment that most promotes growth and healing. In considering the development of a personal philosophy, several key areas are considered. First, a personal theory includes assumptions about human nature. Second, a theory addresses key concepts including personality development, learning theory, an explanation of health versus ill health, and the roles of behavior, cognition, an d affect, among others.Third, therapeutic goals and objectives are considered. Fourth, a personal theory elucidates the therapeutic process which defines the role and function of the counselor, the therapeutic kindred, and the lymph glands experience. Finally, primary techniques and procedures are identified that are used to help swop. The following is an initial, sophomoric sense of my own developing personal theory. Assumptions About tender Nature The main component of my personal theory of counseling is the person-centered approach developed by Carl Rogers. This approach will be my main one for interaction with leaf nodes.The reason for person-centered theory driving my therapeutic approach is because its observation tower or worldview toward individual function and interaction is most congruent with my own beliefs and values. Person-centered therapy is a humanistic therapy that focuses on individual existence and change (Corey, 2009 Leijssen, 2008 Stiles, Barkham, Mellor -Clark, & Connell, 2008 Wilkins & Gill, 2003 Ziegler, 2002). The principles of Carl Rogers work are founded on respect for others, b positiond by treating everyone with empathy, honesty and giving them categorical acceptance (Corey, 2009).Person-centered therapy makes the assumption that individuals have the internal or innate power to heal themselves (Corey, 2009). The person-centered or client-centered approach to therapy posits a client-therapist relationship geared toward encouraging these intrinsic healing abilities (Stiles et al. , 2008 Wilkins & Gill, 2003). The view that each individual has within him or her ability to grow and heal is congruent with my Christian belief that within our self is our power of strength through Christ.As 1 Chronicles 20 10 expresses, Wealth and respect come from you you are the ruler of all things. In your hands are strength and power, (NKJV). Through the reading Dr. Ronald Hawkins model for guiding the counseling process poses that man should be viewed as a set of five concentric circles (Hawkins, 2006). The first circle is the human spirit which portrays God but is needs sinful. The second circle is the soul, where the persons feelings, thoughts, will, and conscience are included. The threesome is the persons physical body.Lastly, he adds two more circles to demonstrate components or elements of influence affecting persons. One is labeled as secular systems such as education, economy, government, society, church, friends, and family. The other is labeled as supernatural systems, in general God, Satan, good angels, and fallen angels. Hawkins model focuses in on the actions of the individual. Key Concepts Genuineness, un circumstanceal demonstrable fit out, and sympathetic understanding are the main components of the stance model by the therapist toward the client in person-centered therapy (Leijssen, 2008).Rogers argued that these three elements in and of themselves are sufficient for promoting chang e and fuller functioning in clients. A main goal of the person-centered approach is to shoot the breeze clients through exhibition of these aspects in access to a fuller acceptance of self-worth (Corey, 2009 Wilkins & Gill, 2003 Ziegler, 2002). unequivocal positive regard and acceptance from the therapist promotes greater self-awareness and self-acceptance in clients (Corey, 2009).Therapy is the means by which clients will remove the personal barriers that constrain and restrict the natural power of self-growth and healing. The immanent worth of the individual forms the basis of the main ideas behind person-centered therapy, as easy as Christianity (Adams, 2009 Leijssen, 2008 Reinert, Edwards, & Hendrix, 2009). The goal of evaluate Christ into ones life is similar to the goal of therapy in the person-centered approach the need of the client for self-acceptance (Leijssen, 2008).As the goal of accepting Christ equates to macrocosm saved, a condition of worthiness, so the person-centered therapist is charged with the goal of seeking, in a non-directive manner, to assist the client in confronting feelings and beliefs that prevent the client from achieving congruence between such feelings and beliefs and self-image (Adams, 2009 Leijssen, 2008 Reinert et al. , 2009). The scripture tells us in Romans 151-3, We then who are fast(a) ought to bear with the scruples of the weak, and not to transport ourselves. Let each of us please his neighbor for his good, leading to edification.For even Christ did not please Himself but as it is written, The reproaches of those who reproached You fell on Me, (NKJV). Our Lord and Savior wants our lives to be edified through one another. Holmes therapy, as with person-centered therapy, will enable those in the helping profession to care for our brothers and sisters in love, not by legal opinion or trying to solve their problems, but by just being there to help carry the load and enable them to live oftentimes more free ly. As with Jay Adams (1986), in this system the true goal of Christian counseling is sanctification through the power of the Holy Spirit. The change for which Christian counselors deform has a spiritual direction and their aim is to help people win in the right direction. All change toward God is good, and all change away from God is bad. Sanctification, change toward God is the goal of all Christian counseling, (Adams, 1986, p. xiii). The fundamental goal of Holmes therapy is not necessarily symptom relief. Rather, the therapy involves identifying and exploring mistaken goals and inefficacious beliefs and values so that the client can make choices that are more congruent with their true self.In exploring these issues, the client will gain a more meaningful sense of who they are and come to accept that they have the freedom to control their life, but with that freedom comes the province of the choices that they make. By accepting this responsibility, the client will be able to develop a more accurate identity which gives greater meaningfulness to their life and develop the tools to identify and fulfill their needs defined by this new, developing self. Therapeutic change occurs for the client in acquaints as they become more and more independent from the therapist.The mend client will be one who lives without the guise of pretense and who can accurately perceive his or her needs, opportunities, and self-worth in the external environment. As individuals can actualize their innate potentiality through a relationship with Christ, the Holmes therapist assists the client in recognizing their innate potentiality. Growth, healing, and enrichment of life are all realistic due to this innate ability. The golden rule of Christian faith is to do unto others as you would have others do unto you. Such interaction in person-centered therapy stems from the creation of an environment of unconditional positive regard.As one must willingly come to Christ to receive the b enefits of such a life, the functions and role of the therapist in person-centered therapy is non-directive (Leijssen, 2008). The therapist does not provide answers or interpret what the client says or probe for unconscious conflicts or even direct the client toward specific topics. Instead, the therapist provides a safe and unchallenging environment of empathetic earreach and unconditional positive regard in which the client feels comfortable self-disclosing feelings, beliefs, and attitudes (Leijssen, 2008).The therapist then restates or reframes the words of the client. The role for the client is to challenge his or her own feelings, especially those that are negative and undermine self-worth, and to be self-revealing. When fusing Christianity, person-centered therapy, and behavior therapy in the Holmes approach the function of the counselor is to serve as an conscious guide, but non-judgmental through the clients process of change.In order to do this, the counselor needs to asse ss where the client is right now. at that place is little need to dwell on where the client has been other than when assessing how anterior patterns of thoughts and behaviors have affected their reliable state (Corey, 2009). The counselor helps the client understand their approach to life and how maladaptive strategies and choices have affected their ability to meet their needs and feel happy (Corey, 2009 Terjesen, Salhany, & Scuiotto, 2009 Zeigler, 2002).Moreover, the counselor helps the client see their role in creating their misery and helps the client own up to their current state. This facilitates taking responsibility for ones current existence and sets the stage for the client in accepting personal responsibility for their change process. To second this, the counselor helps instill a greater sense of hope and points of positive qualities of the client that can or already are contributing to their growth. taken from the person-centered and behavior therapies, in the Hol mes approach the clients role in therapy is that of a learner in the sense that they will gain awareness and insight into how they make for, their self defeating beliefs and erroneous attributions, and how poor choices have affected their ability to fulfill needs and desires (Corey, 2009 Terjesen et al. , 2009 Zeigler, 2002). The client develops the willingness (or courage) to attempt change when they realize the responsibility they have in giving their life meaning, abandoning ineffective beliefs/attitudes, and making choices that lead to need/want fulfillment.In essence, the client comes to an understanding that they are the only one that can solve their problems. I believe the therapeutic relationship is the catalyst that permits the client to accept their role in the change process. In accordance with the Rogerian view (Raskin, Rogers, & Witty, 2008) it is vital that the counselor and client operate as collaborative equals, despite any desire by the client for therapeutic di rectives (Corey, 2009 Terjesen, Salhany, & Scuiotto, 2009 Zeigler, 2002). In this relationship the counselors most important contribution is genuineness.Such authenticity allows the counselor to interact with the client in a congruent way and be real with the client. Unconditional positive regard and acceptance as well as empathetic understanding are also part of the relationship. These aspects of the relationship allow the client to experience their interaction with the counselor as genuine and foster rely and self acceptance. These attributes help the client see themselves in a more positive light and encourage the client to take risks necessary for change.

Culture and Its Importance

journal of steering selective information Emerald obligate Do heathen residuums be jerk off a affair Difference? linguistic contextual Factors Affecting Cross- heathenish every(prenominal)iance achiever Rosabeth Moss Kanter, Richard Ian Corn Article information To cite this chronicle Rosabeth Moss Kanter, Richard Ian Corn, (1994),Do heathenish Differences Make a credit line Difference? Contextual Factors Affecting Cross- pagan relationship victor, daybook of Management phylogenesis, Vol. 13 Iss 2 pp. 5 23 change slight link to this catalogue http//dx. oi. org/10. 1108/02621719410050219 D agreeloaded on 26-10-2012 References This document contains references to 30 otherwise(a) documents Citations This document has been cited by 26 other documents To copy this document email&160protected com This document has been d stimulateloaded 3632 condemnations since 2005. * Users who downloaded this Article in resembling manner downloaded * Rosabeth Moss Kanter, (200 4),The ch whollyenges of leadership Interview with Rosabeth Moss Kanter, Strategic Direction, Vol. 0 Iss 6 pp. 7 10 http//dx. doi. org/10. 1108/02580540410533190 Rosabeth Moss Kanter, 1997&8243Strategies for success in the late planetary economy An interview with Rosabeth Moss Kanter, Strategy &038 Leadership, Vol. 25 Iss 6 pp. 20 26 http//dx. doi. org/10. 1108/eb054603 M devicein E. Smith, (2003),Changing an organisations culture correlates of success and failure, Leadership &038 Organization exploitation Journal, Vol. 24 Iss 5 pp. 249 261 http//dx. doi. org/10. 108/01437730310485752 Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GREENWICH For Authors If you would give c be to write for this, or any other Emerald publication, then enrapture use our Emerald for Authors service. Information round how to choose which publication to write for and compliancy guide marchess argon avail subject for all. Pl readiness visit www. eme raldinsight. com/authors for overmuch information. About Emerald www. emeraldinsight. om With e actuallywhere forty years have intercourse, Emerald Group Publishing is a leading independent publishing house of global research with impact in subscriber line, society, public policy and education. In total, Emerald publishes over 275 journals and to a great extent than 130 book series, as well as an extensive set up of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The musical arrangement is a partner of the Committee on Publication Ethics (COPE) and in equal manner do toys with Portico and the LOCKSS initiative for digital archive preservation. Related content and download information correct at snip of download. Do Cultural Differences Make a Busines s Difference? Contextual Factors Affecting Cros s- heathenish dealingship Succes s Rosabeth Moss Kanter and Richard Ian Corn Harvard Business instill, Boston, Massachusetts, U S A I for ecast Turks ar Turks, and they argon truly diffe carry from Canadians, or nonh Ameri messs or Brits or whatever. exclusively when I went to Turkey, I was transaction with some Turks who had been patronageing with Canadians for 10-15 years they netherstood us and had conformed to our miens.Yes, they were still Turks, but they k bleak what Canadians expected. And they k red-hot Canadians truly well, so they forgave us when we do faux pas, they understood that we like Christmas twenty-four hour period off. They were patient and gave us a year to understand them. Cultural Differences 5 Canadian executive, describing experiences in his attach tos joint venture in Turkey Of course, initially there were apprehensions slightly be bought by contrasteders. Foreigners to us is any unitary outside the topical anesthetic community.American executive, describing his unions scholarship by a British confederacy In Search of Cultural Differences As economies widen and organiza tions increasingly form cross-b order of magnitude relationships, there is a resurgence of interest in the management problems caused by nurture ethnical differences in value, ideologies, organisational assumptions, work practices, and demeanoural flairs spawning research reminiscent of harbor character studies quest the bet on World War.Recent findings about the ethnic propensities of major countries appear robust, replicated in surveys of the values of film directors1-3, as well as used to excuse institutional patterns deep down countries4. Such findings are often consistent with stereotypes evoked by handlers to explain others and themselves. Cultural frequentizations roll easily off the tongues of batch in our studies. For type several(prenominal) Europeans predicted problems Volvo and Renault could earn in combining Volvos Swedish equalitarianism with Renaults french hierarchy.A German executive working in a French-American union commented that Germans an d Americans had much values in gross than either did with the French, invoking this as an Important contributions to the end studies and interviews for this paper by Kalman Applbaum, Pamela Yatsko, Madelyn Yucht, Paul Myers, Claudia de Dominicis, Tom Hughes, Liska Ouellette, Saba Hapte-Selassie and Thuy Tranthi are gratefully ac slamlight-emitting diodeged, as is the assist of the Division of Research of the Harvard Business School. secure 1993 by R. M. Kanter and R. I. Corn. Used by permission. Journal of Management education, Vol. 13 no. 2, 1994 pp. 5-23. MCB University Press, 0262-1711 Journal of Management Development 13,2 6 explanation for why an American sent to London to lead the integration aggroup was viewed as ungainly by the French partner for failing to make authoritative decisions5. Further much(prenominal), throng often assume ethnical heterogeneity creates tensitys for organizations.Managers, even indoors a single bucolic, often prefer homogeneity to he terogeneity, because divided experiences and culture are a basis for trust6. Yet, time internal pagan differences cl azoic outlast at some take of generality, it is more difficult to specify how the front end of such differences feigns organisational and jitneyial effectiveness. Evidence and observations in a range of situations raise questions about the usefulness of the cultural differences approach for managers. For example ?When quite a little of different national cultures interact, they can be remarkably adapt equal, as in the Japanese chronicle of borrowing practices from other countries7. And even though it is purportedly more difficult for managers to operate outside their home culture, multinational companies imbibe prospicient succeeded even when expatriate managers make mistakes. Many industrial faithfuls fork over operated successfully in exotic countries composition dis philander in sensibility towards local values or treating host-country person nel slight well than home-country personnel8. Technical druthers can override national orientation. at that place is evidence that standardised educational experiences e. g. for managers or practiced trafficals erase ideological differences those within the resembling profession tend to espouse similar values regardless of nationality9,10. At Inmarsat, an external satellite consortium owned by companies from over 60 countries and staffed at its London headquarters by 55 nationalities, differences mingled with functions were a greater theme of encounter than differences in the midst of nationalities.Although stereotypes abounded (Spaniards are often late Indians like to talk), engineers who shared a technical orientation quick adjusted to apiece others foibles easily enough that a reading programme on cross-cultural management was poorly attended11. ? Tensions in the midst of organizations which count to be caused by cultural differences often fleck out, on adjac ent examination, to have more significant structural causes. A Scottish wind company had worry in its first supranational union with a French company.The failure was widely explained by employees as caused by differences surrounded by a beer culture and a wine culture. Its adjacent partnership with a Dutch company was more effective, supposedly because of the greater compatibility with the Dutch. But in the first partnership, the companies set up umpteen dealbusters12, from letting lawyers treat for executives, to ignoring assumptions about future business strategy. In the second case, they erudite from their mistakes and changed the demeanor they worked with their partner. National cultures had little to do with failure in the first font and success in the second. Cultural value cut backs and issues of difference in general are more ap upgrade at early compass points of relationships than later, before mass came to know for to each one bingle(prenominal) other m ore holistically. And outsiders of any kind, even from the next neighbourhood, can go overm different. But once heap get to know each other beyond first impressions, relationship dynamics are often determined by power rather than culture. Resistance to the new American chief executive of a British retailer was unsusceptibility to change, non to culture differences.National culture issues were simply virtuoso more mo of listening as he moved from outsider to insider they did not affect his ability to do his work of managing a fast and successful turnaround13. ? pro lay out country value tendencies are often inform at a very high level of generality, as on average over large populations themselves far from homogeneous. Thus, they fail to apply to many an(prenominal) pigeonholings and individuals within those countries. There are strong individual, regional, and ethnic differences within countries that are masked by the attempt to find country patterns.For example, an America n who had served in Japan during the indorsement World War liked the docile women he cut there. He decided to marry a Japanese woman, completely to discover later on the marriage that she came from the sensation part of Japan that encouraged assertive, superior women. And not moreover are there individual as well as ethnic differences within countries, but individuals themselves derive their behaviour from many influences and can let in multiple identities. The chairman of Matra Hachette in Paris calls himself a Gascon, a Frenchman, and a European. Finally, group cultural tendencies are always more ap put up from outside than inside the group. Indeed, volume often entirely develop alert of their own value or culture in transmission line to someone perceived as an outsider6. The British writer George Orwell observed that national identity and cultural similarity is salient only for those returning from oversea or when the country is menace otherwise, people hold stiffl y to their laissez faire and are more aware of differences among those within the alike nation.For these reasons, then, we wondered about the mountain under which cross-cultural interaction would affect business performance. The Foreign Acquisitions story To learn more about managerial issues provoked by cultural differences, we looked for situations in which cross-cultural interactions business leader produce organisational tensions. Kanters studies of international strategic alliances and joint ventures, inform in a series of Harvard case studies and phrases14, had uncovered a large number of strains among cross-border partners, but well-nigh of Cultural Differences 7Journal of Management Development 13,2 8 these involved strategic, organisational, political, or fiscal issues. But possibly that was because the relationship amongst venture or alliance partners is fictitious to be one of relative equality and independence each partner retains its own cultural identity as well as control over its own operations, co-operating with the other for limited purposes while insulating means activities from the relationship. We looked for some other test in the realm of overseas acquisitions, in which cultural differences would perhaps play a greater type.Foreign acquisitions of US companies addd over the last decade. In 1990, 446 such deals, valued at $46. 2 billion, were completed, compared with only 126 deals valued at $4. 6 billion in 1982. Foreign acquisitions of US companies accounted for 28. 1 per cent of the total value of merger and acquisition performance involving at least one company in 1990, compared with only 7. 6 per cent in 198215. This acquisition situation, we proposed, would heighter from Decaturen American managers awareness of their own culture and its contrast to the merchant banks culture, as they merged operations or shifted control over decisions.Since American companies were more accustomed to acquiring strange operations tha n cosmos larnd, the reversal of roles experienced when being acquired would perhaps exaggerate tensions enough to meet cultural issues to the emerge. Therefore, we demonstr equal a aviate project with eight companies. T he Companies Approximately 75 interviews with major(postnominal) and middle managers were conducted by Harvard Business School teams in 1992 and 1993 at eight mid-sized New England-based American companies which had been acquired by outside(prenominal) companies in the period mingled with mid-1987 and 1990 (with one exception acquired in 1984).All companies had enough experience with the immaterial rise to provide time for cross-cultural bear upon to lead and any problems to surface but the acquisition was overly recent enough for managers to have refreshing memories. The circumstances surrounding the acquisitions differed in some regards. peerless was a purely arms-length pecuniary in out-of-pocketment in which a well-known sporting goods sha per was acquired by a Venezuelan financial group as its only US holding in a leveraged bargainout from investors who had acquired it ii years to begin with as long as pro buy the farms were high, there was minimal contact with the heighten.In twain other cases, there was a annals of relationships amongst the overseas grow and the acquired company prior to the acquisition a familyowned retailer had developed a business partnership with a larger but similarly family-owned British chain four years before the acquisition as part of a succession plan and a metals manu concomitanturer had make a number of joint ventures with a Japanese conglomerate rise seven years before the acquisition, turning to its Japanese partner as a defensive tactic against a hostile takeover threat.Other acquisitions to a fault stemmed from financial distress an armaments manufacturer was bought by a British conglomerate afterwardwards the US company faltered under a successiveness of four differe nt American owners an abrasives manufacturer was bought by a French company as a white knight in a takeover battle with a British company and a US retailer was exchange to a Japanese retailer when it no nightlong fit its US manufacturing company parents strategy. In many of the cases, then, distant acquirers were sought by the US companies to act upon a problem.Two of the companies, habituated the nom de guerres Metalfab and Hydrotech, were observed by the second author in particular depth. some(prenominal) were engineeringoriented manufacturing companies with operations primarily in the US and annual sales in the midst of $100 and $200 million. Both were previously owned by financially-troubled US parents whose core business was in a different industry, and both were bought by well-respected, internationally-experienced companies in the aforestate(prenominal) industry.Corn conducted 30 interviews at Metalfab, a manufacturer of false metal products acquired about five year s earlier by Fabritek, pseudonym for a Swedish manufacturer in the same business. He also conducted 21 interviews at Hydrotech, a designer and manufacturer of hydraulic systems acquired about three years earlier by Gruetzi, pseudonym for a German-Swiss manufacturer of industrial energy systems.But while Metalfab was acquired by a company of similar size and was operating at a pretax profit, Hydrotechs new parent was much larger and more diversified geographically and technologically, and Hydrotech was accumulating significant losses. Cultural Differences 9 Overview of the Findings The interviews at all eight companies focus oned on the history of the companies relationships, their business situations and business strategies, the amount and kind of cross-cultural contact in the midst of managers, difficulties and how they had been resolved, and any organizational changes which had come about as a issue of the merger.We expected cultural differences to play a prominent role in the dynamics of the integration, especially because so many questions probed these issues specifically from asking for characterizations of usual American and parent country managers to comparing managerial tendencys in concrete situations. (The nurture was hence biased towards finding cultural differences and tensions because of them. ) We expected many difficulties to arise, necessitating many organizational changes, and we expected American companies to resist learning from their foreign company parents.We also expected some combinations to be more volatilisable than others, such as the Japanese-American interactions, either because of prejudice or because of values and style differences. We found, instead, that nationality-based culture was one of the less significant variables affecting the integration of the companies and their organizational effectiveness. We found that relatively some issues or problems arose which could be labelled cultural, even though managers were ab le to identify style differences easily that fit common cultural patterns.We also found that very few measures were interpreted to facilitate cultural integration. Only a prevail number of difficulties were encountered or organizational changes Journal of Management Development 13,2 10 necessitated, and US companies learned from their foreign parents. Furthermore, there was no discernable pattern of cultural compatibility all nationalities worked well with their American acquisitions. In general, mergers and acquisitions create significant stress on organizational members, as separate organizational cultures and strategies are blended, ven within one country12. Differences in national cultures are assumed to add another bottom of complexity to the merger process. But our findings suggest that considerationual factors play the dominant role in determining the smoothness of the integration, the success of the relationship, and whether or not cultural differences become rugged. Th ese findings lead us to conclude that the significance of cultural differences between employees or managers of different nationalities has been over stated.Cultural values or national differences are used as a convenient explanation for other problems, both interpersonal and organizational, such as a failure to respect people, group power and politics, resentment at subordination, poor strategic fit, limited organizational communication, or the absence of problem-solving forums. Such differences are invoked as explanations for the uncomfortable behaviour of others when people have limited contact or fellowship of the linguistic context slow the behaviour.Culture versus Context as an Explanatory Factor Most interviewees were able to identify a number of ways in which they differed culturally from their foreign colleagues in values, interpersonal style, and organizational approach. Many of these fit the position of countries on dimensions Hofstede1 set, especially power distance a nd individualism/ collectivism. The first difference issue mentioned, however, was an objective one Language problems. A majority of Americans found the difficulty in overcoming language differences with all but the British acquirers to be the biggest minus surprise of their respective mergers. whiz American at Metalfab stated that during initial oppositions, we assumed that when we spoke English to the Swedes and they nodded their heads, they understood what we were saying. nary(prenominal) we realize the nods only meant that they comprehend the words. Employees at Metalfab and Hydrotech also recalled accommodateings in which their foreign colleagues would agree to play some new procedure, only to go right back to doing things the same old way as soon as they left the run across. American employees noted cultural differences in decision-making styles.Many repugnd that their foreign parents management team took a longer-term view. Americans at Hydrotech and Metalfab routine ly have a bun in the ovened frustration with the un entrustingness of German-Swiss and Swedish managers to make decisions without a great deal of analysis. Europeans noted the American temperament for fast, less thoughtful decisions. A British manager involved in the armaments company acquisition said, Unlike American companies which manage by every quarter numbers, we at UK headquarters base our strategy and business policies on long-run positioning.American interviewees also identified a number of differences in interpersonal style between themselves and their foreign colleagues which they holdingd to national culture. The Swiss were described as very orderly and efficient, the Swedes were universally described as being very serious. British managers were described as less emotional, less community-oriented, more deliberate, and much less apt(predicate) to shoot from the hip than Americans. Europeans were described by nearly all American employees as being more formal, less o pen and outgoing, and slower to form friendships than are Americans.Japanese managers were described as very courteous and polite. Several Metalfab employees stated that the Swedes were much more in all likelihood to conclude with each other publicly than were Americans. One American official recalled that in the early days of the merger, he and an American colleague would stare at each other in board meetings while the Swedes argued among themselves. The American manager claimed that his American colleagues would have been much more plausibly to discuss such differences privately.The Swedes were also described as having less respect for authority and greater willingness to confront their superiors publicly than are Americans signs of low power distance in Hofstedes terms. Other employees stated that Swedish managers are not as results-oriented as Americans when it comes to running meetings, ending meetings without a resolution or an taking into custody of the next steps. Swede s were described by several American employees as very critical, both of themselves and others.One American manager stated that Americans are taught that it is more reconstructive to give pats on the back than to focus entirely on shortcomings as the Swedes are inclined to do. In short, most of those interviewed found differences between themselves and their foreign colleagues to be distinctly identifiable and straightaway noticeable following their respective mergers. Employees portiond a majority of these differences to national culture. But a proximate analysis of these responses reveals a drift for employees to attribute to culture differences which are more situationally-driven.For example, several employees stated the Swedes were unwilling or incapable of adjusting their planning and promise assumptions in light of changes in the environment, that the Swedes were more determined than are Americans, to meet old budget targets. This may job the fact that as parent, the Swedes and German-Swiss have the ultimate responsibility for financial results. Similarly, slower decision making may suppose the fact that the Swedish parent involves more people in the decision-making process than does its American hyponym.Of course, the use of greater participation may itself reflect differences in values between Americans and Swedes, but it may also reflect differences in the organizational culture of parent and auxiliary or in country-specific industry practices. Senior managers by and large had more direct contact with the foreign parent and thus more contextual information. They were much more likely to identify differences in business context that explained apparent differences in cultural values. Senior executives at the American retailer acquired by a British company attributed differences in management practices to differences inCultural Differences 11 Journal of Management Development 13,2 12 business environments in the US and UK. For example, the B ritish company appeared to be less arouse in people and more interested in facilities. But this was because its operating expenses tended to be weighted more towards rent than to labour, because British supermarkets were typically primed(p) in expensive urban areas, whereas in the US supermarkets were generally found outside the commercial core of the city, and US chains had unions which drove up labour costs.There was also a tendency for American employees to attribute interpersonal difficulties with foreign colleagues to cultural differences without recognizing that Americans act in much the same way. There are recent public examples of American board meetings interrupted by public bickering. The popularity of the view that committees rarely procure anything similarly attests to the fact that Europeans are not the only ones who have difficulty establishing clear agendas in their meetings.Finally, in the US, American employees frequently complain about superiors who rarely hand out constructive criticism. In sum, Americans were routinely able to identify a number of differences between themselves and their foreign colleagues, but the attribution of these differences to nationality often seemed to be misdirected. Additionally, in many cases, these differences are more declarative of perception than of reality. Perhaps it was more convenient to attribute differences to culture than to context because of the popularity of national character stereotypes.The role of national stereotypes was do clear in contrasting what American managers said about their own foreign acquirers (whom they knew well) compared with other nationalities (which they knew less well). An American senior executive at the sporting goods manufacturer had highly incontrovertible things to say about his Venezuelan parent, calling Venezuelans lovable, amiable, showing a high story of concern for people. In contrast, he said, The companies you do not want to have take you over are the Ge rmans and the Japanese. They feel they know how to do it better and just come in and take over.But the companies in our study acquired by Japanese and German-Swiss parents reported just the opposite that the Japanese, for example, were eager to learn from the American companies they acquired. In short, the greater the experience with managers from another country, the less reliance on negative stereotypes. Furthermore, while many interviewees were able to identify behavioural style differences between American managers and their foreign parents, they also spoke of cultural compatibilities in values, business strategies, and organizational approach. Such similarities overrode style differences.Both retailers in the pilot study, for example, spoke of the common concerns and philosophies they shared with their foreign parent one Japanese, one British. Finally, just because people could localise to differences, that did not mean that the differences had operational consequences. Inte rviewees were asked to assess the extent to which cross-cultural differences created difficulties in the relationship between parent and supplemental. Interestingly, many employees felt that although differences exist between their cultures, such differences did not create significant problems for employees.This finding cuts to the heart of this studys central question if cultural differences between a parent and subsidiary do not necessarily lead to significant inter-organizational conflict, what factors moderate the relationship between cultural heterogeneity and organizational conflict? wherefore do American employees of foreign companies feel that cultural differences between their own firm and their foreign parent have not been oddly problematic? Here, our findings suggest that a number of contextual factors act as mediators in determining whether or not these differences will be problematic.Contextual Factors as observe Determinants of Cros s-cultural Relationship Succes s Six factors emerged in the pilot study that accounted for the ease with which the merger was implemented and the relatively few difficulties attributed to national cultural differences (1) the zing of the relationship, especially in contrast to recent experiences of the acquired companies (2) business compatibility between the two companies, especially in terms of industry and organization (3) the willingness of the acquirer to invest in the keep performance of the acquiree and to allow operational liberty while performance improved (4) mutual respect and communication based on that respect (5) business success and (6) the pas keen-sighted of time. Cultural Differences 13 Relationship Desirability The first issue sets the stage for whether the relationship begins with a haughty orientation. When people are in distress, poorly-treated in previous relationships, have had positively charged experiences with their foreign rescuer, and play a role in initiating relationship discuss ions, they are much more likely to view the relationship as preferable and work hard to accommodate to any differences in cultural style so that the relationship succeeds. First, almost all of the companies in the pilot study were acquired by foreigners after a period of financial distress.A Hydrotech employee said, Everyone here was aware of the firms financial problems at the time of the acquisition. News of the secure was viewed favourably. Gruetzi kept our doors from being padlocked. Everyone recognized that without Gruetzi, Hydrotech might not have make it. While Metalfab did not have Hydrotechs financial problems at the time of its acquisition, its employees took comfort from Fabriteks strong financial condition at the time of the takeover. The abrasives company was rescued by its French acquirer as a white knight in a takeover battle. In all these cases, people were thus more likely to view their Journal of Management Development 13,2 14 acquirers as saviours than villains. Cultural problems were therefore not problematic.When asked to describe their initial respondion to the acquisitions, interviewees in several companies began with a comment of how difficult manner had been under its condition parent. Several foreign parents in our study therefore compared favourably with each subsidiarys motive US parents. Hydrotech and Metalfabs former parents had neither understood the business of its subsidiary nor shown any desire to invest in their subsidiarys long growth. The armaments company had four recent owners, several of whom stripped corporate assets and art collections, an experience one manager referred to as being raped. under(a) new owners who cared about them, employees were therefore more inclined to tolerate and adapt to cultural differences.In other cases, national differences were not a problem because the US and non-US companies had spend several years getting to know each other through joint ventures. The British retailer and the Jap anese conglomerate had long worked closely with the American companies they eventually bought. Nearly every respondent at Metalfab and Hydrotech spoke with high regard for their parents technical expertise, manufacturing skill, knowledge of the international marketplace, and reputation for quality. As one employee commented, Our concerns about the takeover were quickly put to rest. After all, Gruetzi was not an unknown quantity. They were an industry leader and we had worked with them on several projects in the past.In contrast, respondents who were less familiar with the operations of their acquirer appear to have been the most concerned and discerning about the parole of the merger when it was first announced. As one employee recalled, At first I was sickened by the proclamation, but when I saw Fabriteks product line and the obvious potential for synergy, I became extremely excited. Several respondents also mentioned that if the acquirer had a reputation for dismantling its acq uisitions, they would have been far less sanguine about the takeover and the possibilities for success. Reputation was based not only on past direct experience but also on assumptions about how companies like that behaved. One Metalfab employee claimed that compared with other countries, the Swedes are just like us.The conventional wisdom at Metalfab was that Scandinavian firms had a history of keeping their acquisitions intact. Finally, the ability to choose made a difference. In several cases, the companies themselves initiated the search for a foreign partner. The element of surprise that creates anxiety and hesitation was missing. A Hydrotech employee stated We wanted to be sold I viewed the announcement as a real positive someone wanted to buy us Business Compatibility organisational similarities were more important to most companies than national cultural differences. At the time of their respective mergers, employees of Metalfab, Hydrotech, and both retailers in the study took immediate comfort rom the fact that their new acquirers were in the same industry as they, especially the retailer sold by an American manufacturer to a Japanese retailer. As one Hydrotech employee stated Our former parent showed no commitment to, or interest in, our business. Now, there is a much better fit. Another employee stated Everyone was initially apprehensive about the takeover but at least we were bought by a company which understands and cares about our business. This turned our initial apprehension into excitement. on similar lines, Metalfab employees reacted very favourably to the news that a metal company was purchasing a metal company.Organizational similarity meant that employees could feel that they play important roles in carrying out their parents strategy and desire that their parent values their contribution. As one Hydrotech employee stated Despite the fact that Gruetzi is a much larger company than our former parent was, it is easier to see how we fit into their plans. Thus, at both Hydrotech and Metalfab, the benefits of the merger were transparent to employees. As one manager stated, This was an easy announcement to make the merger spoke for itself. Employees at Hydrotech and Metalfab felt that sharing a common technical orientation with their parent allowed both rganizations to more easily overcome national differences. Several employees evince what a pleasure it was to work with a parent organization that understands the business they are in. As one engineer stated, our two firms are like twins that were separated at birth. Employees at both Hydrotech and Metalfab also feel that their parents expertise and credibility in the industry has made it easier to accept them in the role of acquirer. One Metalfab employees comment captured the attitude of the firms employees towards foreign ownership when he claimed It doesnt bother me in the least that our parent is a foreign company because we speak the same language, Metal A majo rity of those interviewed concluded that they would now prefer being taken over by a foreign company in the same business than by an American firm in a different industry. Cultural Differences 15 Investment without Interference Of all the actions taken by a foreign partner, none seems to have a more positive impact on morale and on attitudes towards foreigners than a foreign owners decision to invest capital in its subsidiaries. Fabritek spent $11 to 12 million upgrading the production facilities of its US subsidiary during each of the first two years following the acquisition and has invested an additional $6 to 8 million annually ever since.Gruetzi has similarly invested in new equipment for Hydrotechs Ohio production facility. To most American employees, such coronation demo that its new parent was committed to the companys long-term health. When investment was accompanied by operational autonomy, the relationship was viewed very favourably and cross-cultural tensions minimized . In three cases sporting goods manufacturer acquired by a Venezuelan company and both the retailer and the manufacturer acquired by Japanese companies purport lack of cultural tensions was a function of the Journal of Management Development 13,2 16 minimal interference of the foreign company in its new US operations. They et us do what we are good at, said an executive at the sporting goods firm, which is make money. Employees at Hydrotech and Metalfab were strike by the extent to which their parents allowed them to manage their own operations. As one Hydrotech employee stated Things have turned out much better than I in the first place expected. Gruetzi has not overmanaged us, they kept our management team intact, and we have not been force to spend a lot of our time defending ourselves. Metalfab employees were similarly sunny that their parent has allowed the firm to retain day-to-day control While our parent provides us with suggestions, they have allowed us to run the sh ow here.We argue that American employees are less likely to view cultural heterogeneity as a problem when foreign management allows such autonomy along with adding resources. It should be pointed out that complete autonomy was not welcomed by all employees a minority of employees (those dissatisfied with their firms policies) mentioned that they would be happier if the parent took a more active role in managing its subsidiary. At least one Hydrotech engineer wished that Gruetzi would force the company to standardize its designs and acquire better tools for its engineers to work with. At Metalfab, several employees expressed disappointment that its parent had not prevented the company from moving operations to Mexico.Furthermore, that high degrees of autonomy have possibly slowed down the speed with which the merged organizations develop a common culture. Several Metalfab employees reported that it has been difficult to pull our two families together and get the message out to custom ers that we are one firm. Still, for the Americans autonomy generally meant that they did not feel foreigners were imposing foreign ways on them, which made them more tolerant of differences rather than resistant to them. Open Communication and reciprocal Respect Nearly all interviewees agreed that open communication and showing mutual respect are critical to developing trust and ensuring a successful partnership.One retailer, for example, felt that its new Japanese parent wanted to learn from American practice, which made them feel valued and made rapport with the Japanese easy to develop. Tensions occurred, in contrast, when foreign colleagues did not show respect for American technology and expertise. At Fabritek, Swedish engineers and marketing personnel initially viewed Metalfabs traditional, composite products as inferior to their own, all-metal product, which involve tighter engineering and manufacturing tolerances in order to ensure a perfect seal. As a result, Americans said that the Swedes saw themselves as the real engineers in the company. But note here that the tensions were caused by technical differences, not cultural ones. ) Similarly, Hydrotech engineers described their German-Swiss colleagues as very peremptory and protective about Gruetzis products there was a feeling that Hydrotech engineers should not tamper with their parents designs. Employee sensitivity to possible cultural differences contend a significant role in reducing outbreaks of cross-cultural tension. One Hydrotech employee reasoned that cultural clashes had been avoided mainly because employees had been so concerned that such tensions could occur that they put more effort into trying to understand one another.Similar concerns led executives at Fabritek and Metalfab to schedule frequent meetings with each other soon after the merger these meetings improved understanding and lessened tension between the two firms. Ironically, one senior American official recalled that he ha d rarely met with executives from the firms former US parent even though they were located right down the road from the company. Though formal cross-cultural training programmes were rare, open communication helped build relationships. Sensitivity to cultural differences and willingness to deal with problems directly minimized organizational tension. Cultural Differences 17 Business Success Nothing succeeds like success. People are willing to overlook cultural differences in relationships which bring clear benefits.But unsuccessful ventures produce squabbling even among people who are culturally similar. Creating opportunities for joint success between parent and subsidiary pass ons acceptance of cross-cultural differences and creates support for the relationship. Several months before Hydrotechs acquisition by Gruetzi, a company project had gone sour due to a technical malfunction. After the merger, Hydrotech used Gruetzis technology to solve the problem. For the many employees wh o had suffered through the projects difficulties, this single act sold the virtue of the partnership. Another Hydrotech employee stated We had not realized how quickly Gruetzis technology could be put to use.In only one year, our department was able to bid on two projects and win a $45 million contract. Nothing could possibly send a more positive message about the benefits of partnership than winning business because of it. Ongoing financial performance affects the quality and nature of communications between parent and subsidiary, and thus plays a role in determining whether or not cultural differences are viewed as problematic. If success get overs tensions, deteriorating performance increases them. Employees noted that travel budgets came under increasing pressure during periods of poor performance, and thus, fewer meetings take place between American and foreign employees.In difficult times, communication between parent and subsidiary may deteriorate as employees in each organi zation focus on their own problems. Finally, poor performance leads to frustration, fingerpointing, and reduced trust. One Hydrotech manager noticed that as Gruetzi has encountered more financial difficulties, they became increasingly demanding of Hydrotech and focused more on the companys short-term operating results than in the past. The Pas sage of Time Does time heal all wounds? Time, at least, reduces anxieties and replaces stereotypes with a more varied view of other people. The levels of cross-cultural Journal of Management Development 13,2 18 tension vary as a function of the stage in the relationship-building process.Anxieties at Hydrotech and Metalfab were highest during the days immediately following the announcement of each takeover. This initial anxiety declined as the merger entered a transition signifier in which management showed reluctance to create conflict. Employees of both subsidiaries also reacted positively to foreign managements willingness to discuss issues and listen to their concerns at that time. correspond to one employee, these meetings made us feel good about the changes and made us realize how alike our philosophies were. But during the transition phase, employees also underestimated the degree of cultural heterogeneity and the potential for conflict to erupt.As management began to focus on more substantive issues and the amount of communications between American and foreign employees grew, a new realization set in that the cultural differences between the two firms were greater than initially realized, which required more awareness and sensitivity to avoid conflict. It appears likely then, that employee perceptions of cross-cultural tension are affected by the passage of time and by the merger process itself. One might also expect that employee attitudes towards cultural heterogeneity will change as Americans and foreign employees work together and become more familiar with each others customs and values. Mistrust is always m ore likely at early stages of relationships.People at Hydrotech and Metalfab felt their new foreign parents were particularly guarded in discussing their technology during the first months together. As one employee mentioned It was like playing poker game during the first year. You always got an manage to your question but the question was answered as narrowly as possible even when, by withholding information, the answer was misleading. But another engineer recognized the significance of sharing technology noting that when our parent provides us with technology, they are giving us their lifes work. T he Negative Side of cross-cultural Interaction T hreat and disfavour Positive views of the relationship between US company and foreign parent predominated, but they were not universal in the companies studied.Top management and those with the greatest day-to-day contact were most likely to be favourable. Those at lower ranks anxious about the implications for their careers were more likely to express negative views, including prejudice and resentment, reacting the most nationalistically to the news of a foreign takeover. One American reported how sick he was over the fact that this country is gradually being sold off to foreigners. Some higher level managers commented that they would have been more comfortable if their acquirer had been American, but this preference did not seem to affect the relationship. A manager at the armaments company reported We would rather have been bought by a US company.There is an element of national pride, especially in our industry. We are very patriotic. There is no one in the company that would say we are a British firm. We all wear and buy made in USA products. Still, nationalist sentiments did not prevent this manager from declaring the relationship a success and identifying very few crosscultural problems. The most significant factor in determining employee reactions to acquisition was expedience how the change would affect their own standing in the firm. Virtually all interviewees reacted to news of the acquisition with the same question How will this impact on my career in this organization? .Those employees who were most likely to suffer a loss of prestige or power, or who had reason to feel threatened by the mergers were most likely to react unfavourably to it. However, the fact that the bulky majority of employees in both companies did not react in this way attests to just how apparent the benefits of these mergers were to most employees. Therefore threat could work both ways if the foreign company improved performance, jobs would be saved. A manager at the armaments company observed, The community and employees understand there are differences between us and the British. But for them, having good jobs is more valuable. When corporate survival is at stake, people cannot afford to have culture become an issue.Attitudes were make by symbolic acts taken by the foreign parents as much as by more su bstantive actions. One Metalfab employee recalled the day that Fabriteks professorship arranged to have group photographs taken of all employees in the US so that they could be shown to people back in Sweden. Fabritek immediately impressed me as a very people-oriented company. The Attribution of Organizational Problems to National Culture Our findings suggest, then, that contextual factors act to either fan the flames of intergroup conflict and cross-cultural polarization or encourage organizational members to accept these differences. In the pilot study, organizational and technical compatibilities overwhelm cultural differences.Cultural differences thus seem to be a residual category to which people attribute problems in the absence of a supportive context. Cultural differences do not mechanically cause tensions. But when tensions do arise often due to situational factors such as lack of communication or poor performance people blame many of the organizational difficulties they encounter on cultural heterogeneity on the presence of others who seem different rather than to the context within which these problems took place. This view is consistent with Chris Argyriss perspective on defensive routines in organizations16. Why do people blame culture for problems and scribe differences between their own behaviour and that of their foreign colleagues to dispositional factors (the kind of people they are) rather than to situational factors (the organizational context)? First, cultural heterogeneity presents a conspicuous target for employees to point at when looking for an explanation for their problems. Such differences are readily apparent in early stages of contact between people who differ in a visible way, such as race, gender, or language, especially when there are only a few tokens such as expatriate managers among many locals6. Pre- Cultural Differences 19 Journal of Management Development 13,2 20 onceived notions and prejudices which employees bring into the evaluative process increase the likelihood that people will attribute behaviour to nationality. In-group discrimination is evoked in situations of cross-cultural contact. Research has shown that people want to favour members of their own group (the in-group) over others. Motivational theorists hold that self-esteem is enhanced if people value their own group and vilipend other groups17,18. Such favouritism leads to a set of cognitive biases which honor the distinction between in-group and out-group members. People expect in-group members to display more sexually attractive and fewer undesirable behaviours than out-group members19.As a result, people are more likely to infer negative dispositions from undesirable and out-group behaviours than from undesirable in-group behaviours, and are less likely to infer positive dispositions from desirable outgroup behaviours than from desirable in-group behaviours20-23. Furthermore, people tend to rally behaviour which is congruen t with their expectations over behaviour which is inconsistent with their views24,25. Thus, memories reinforce in-group favouritism as well. In-group biases are especially likely to form when individuals identify powerfully with their group and when in-group members view other groups as a threat17. During an acquisition process, employees who work for, and identify with their company for many years suddenly find that another firm, with its own culture vision, values, and ways of doing things is responsible for their future.Cross-border mergers offer a particularly favourable environment for such biases to develop because group membership is clearly defined by national as well as organizational boundaries. At both Hydrotech and Metalfab, in-group favouritism and cognitive biases may have been the operate forces behind the tendency among Americans to attribute wrongfully bad news to their foreign parent (i. e. out-group members). In one case, Hydrotech management had frozen salaries and extended the required working week from 40 to 44 hours after the merger in an effort to impress Gruetzi by showing a willingness to make a few difficult decisions. Many Hydrotech junior employees attributed this unpopular policy to Gruetzis management.Ironically, according to one middlelevel manager, when Gruetzi found out about these changes, they gave Hydrotechs president one month to reverse the policy. In another example, soon after Metalfab announced plans to transfer some of its manufacturing operations to Mexico, rumours began circulating on the grind floor that the Swedes were behind the decision. When senior management in the US found out about the rumours, the companys president called a meeting with all employees and took full responsibility for the decision. But many blue-collar workers continued to blame the Swedes for this unpopular move. They also attributed the decision to downsize the American workforce to the companys foreign parent.A second explanation for wh y cultural differences are inappropriately invoked is called the perfect attribution error26 a tendency to attribute ones own behaviour to the situation but others behaviour to their character. People attribute negative behaviour of foreign colleagues to their nationality or culture (dispositional factors) rather than to situational or contextual factors which are operating behind the scenes27. For example, Metalfab interviewees initially viewed their Swedish colleagues as fractious (i. e. the Swedes are a tenacious people) before it occurred to them that language problems had caused many early misunderstandings.They attributed the fact that their Swedish colleagues were more engineering oriented and less marketing oriented to national biases (Swedes design bulldozers for the kind of work a garden shovel could do) rather than to differences in product features and to the requirements of the European market. For example, rigid engineering standards for Fabriteks all-metal products required engineers in Sweden to play a more central role in the parents operations, whereas the competitiveness of the US market demanded that marketing personnel play a more critical role in US decision making. But those who had more direct contact with the foreign parent, such as senior managers, also had more contextual information and were less likely to make the fundamental attribution error.If in-group biases and the fundamental attribution error are behind the tendency to view cultural heterogeneity as problematic, what steps might management take to promote inter-organizational co-operation in cross-border mergers? Our findings suggest that actions which make the relationship desirable, reduce uncertainty, show respect for the other group, create communication channels, and ensure business success will encourage employees to identify with their foreign colleagues and view the company as one organization. Creating an atmosphere of mutual respect, promoting open communication , investing in the future, maximizing opportunities to experience joint success, and taking steps to familiarize employees with their counterparts products and markets reduce the likelihood that cultural differences will be viewed as a source of organizational tension.Conclusion These pilot study findings are only suggestive, of course. We have a small number of cases from one region. While none of them can yet be called a longterm success, they have survived a period of integration during which other companies which perhaps did experience debilitating cultural problems could have called off the marriage. We could be looking only at the winners that managed cultural differences well. Indeed, those companies experiencing problems were more likely to turn down our request to participate in the pilot study. But if atilt towards successes, then this research points to some of the circumstances that contribute to successful cross-cultural relationships.And since we biased the interviews towards identification of cultural differences and cultural tensions, the relative absence of tension gives additional weight to our argument that contextual and situational factors, such as technical fit, business performance, and abundant communication, are more significant determinants of relationship effectiveness. Cultural Differences 21 Journal of Management Development 13,2 22 Employees at each of the companies studied were able to identify a number of cultural differences between their own organization and that of their parent. Nevertheless, few employees viewed cultural heterogeneity as a significant source of tension in their firm. Such findings lend support to the notion that national cultural differences do not necessarily increase the amount of tension between organizations or make partnerships among companies from different countries untenable.This article proposes that there are a number of factors which help to determine how employees react to foreign ownership. It calls into question the assumption that the larger the social distance or cultural gap between the national cultures of two merged organizations, the greater will be the potential for strain in the relationship between employees. The findings from our pilot study suggest contextual factors are extremely important mediators in crosscultural relationships. These factors influence how cultural differences are interpreted and whether they are viewed by employees as problematic. Indeed, they may even determine whether cultural differences are identified at all. References 1. Hofstede, G. Cultures and Organization, McGraw-Hill, New York, NY, 1991. 2. Kanter, R. M. , Transcending Business Boundaries 12,000 World Managers View Change, Harvard Business Review, Vol. 69, May-June 1991. 3. Hampden-Turner, C. , The Boundaries of Business Commentaries from the Experts, Harvard Business Review, Vol. 69, September-October 1991. 4. Lodge, G. C. and Vogel, E. F. (Eds), Ideology and National Competiti veness An Analysis of social club Countries, Harvard Business School Press, Boston, MA, 1987. 5. Kanter, R. M. , Applbaum, K. and Yatsko, P. , FCB and Publicis ( A ) Forming the Alliance, Harvard Business School Case Records, Boston, MA, 1993. 6. Kanter, R. M. manpower and Women of the Corporation, Basic Books, New York, NY, 1977. 7. Westney, E. , Imitation and Innovation T he carry of Western Organizational Patterns to Meiji, Japan, Harvard University Press, Cambridge, MA, 1987. 8. Starbuck, W. H. , acquire by Knowledge-intensive Firms, Journal of M anagement Studies, Vol. 29 No. 6, 1992, pp. 713-40. 9. Haire, M. , Ghiselli, E. E. and Porter, L. W. , Managerial T hinking, Wiley, New York, NY, 1966. 10. Wuthnow, R. and Shrum, W. , Knowledge Workers as a New Class Structural and Ideological Convergence among Professional-Technical Workers and Managers, Work and Occupations, Vol. 10, 1983, pp. 471-87. 11. Myers, P. and Kanter, R. M. Inmarsat 1991 , Harvard Business School Case Rec ords, Boston, MA, 1992. 12. Kanter, R. M. , When Giants Lea r n to Dance M aster ing the Challenges of S trategy, Management, and Careers in the 1990s, Simon and Schuster, New York, NY, 1989. 13. Kanter, R. M. and Gabriel, L. , BhS ( A ) Opening Boundaries, Harvard Business School Case Records, Boston, MA, 1992. 14. Kanter, R. M. , Competing on Relationships How Companies Build Collaborative Advantage, Harvard Business Review, May-June 1994. 15. M&038 A Almanac, Vol. 26 No. 6, 1992, p. 54. 16. Argyris, C. , Overcoming Organizational Defenses Facilitating Organizational Learning, Allyn &038 Bacon, Boston, MA, 1990. 17. Tajfel, H. and Turner, J. C. An Integrative hypothesis of Intergroup Conflict, in Austin, W. S. and Worchel, S. (Eds), T he S ocial Psychology of Intergroup Relations , Brooks/Cole, Monterey, CA, 1979, pp. 33-47. 18. Turner, J. C. , Rediscovering the affectionate Group A S elf-categorization T heory, Blackwell, Oxford, 1987. 19. Howard, J. W. and Rothbart, M. , Socia l smorgasbord and retrospection for In-group and Outgroup Behavior, Jour nal of Personal ity and S ocial Psychology , Vol. 38 No. 2, 1980, pp. 301-10. 20. Taylor, D. M. and Jaggi, V. , Ethnocentrism and Causal Attribution in a South Indian Context, Journal of Cross Cultural Psychology, Vol. 5 No. 2, 1974, pp. 162-71. 21. Allen, V. L. and Wilder, D. A. Categorization, Belief Similarity, and Intergroup divergence, Jour nal of Personal ity and S ocial Psychology , Vol. 32 No. 6, 1975, pp. 971-7. 22. Allen, V. L. and Wilder, D. A. , Group Categorization and Attribution of Belief Similarity, Small Group Behavior, Vol. 10 No. 1, 1979, pp. 73-80. 23. Pettigrew, T. F. , The Ultimate Attribution Error Extending Allports Cognitive Analysis of Prejudice, spirit and Social Psychology Bulletin, Vol. 5 No. 4, 1979, pp. 461-76. 24. Hastie, R. and Kumar, P. A. , Person Memory Personality Traits as Organizing Principles in Memory for Behavior, Journal of Personality and Social Psychology, Vol. 3 7 No. 1, 1979, pp. 25-38. 25. Srull, T. D. Lichtenstein, M. and Rothbart, M. , Associative Storage and Retrieval cognitive processes in Person Memory, Jour nal of E xper imental Psychology L ea r ning, M emor y and Cognition, Vol. 11 No. 2, 1985, pp. 316-45. 26. Ross, L. , The Intuitive Psychologist and His Shortcomings Distortions in the Attribution Process, in Berkowitz, L. (Ed. ), Advances in Experimental Social Psychology, Vol. 10, Academic Press, New York, NY, 1977, pp. 173-220. 27. Jones, E. E. and Nisbett, R. E. , The instrument and the Observer Divergent Perceptions of the Causes of Behavior, in Jones, E. E. , Kanouse, D. E. , Kelley, H. H. , Nisbett, R. E. , Valins, S. and Weiner, B. Eds), Perceiving the Causes of Behavior , General Learning Press, Morristown, NJ, 1971, pp. 79-94. Further Reading Locksley, A. , Ortiz, V. and Hepburn, C. , Social Categorization and Discriminatory Behavior get rid of the Minimal Intergroup Discrimination Effect, Journal of Personality and Social Psychology, Vol. 39 No. 5, 1980, pp. 773-83. Maass, A. , Salvi, D. , Arcuri, L. and Semin, G. , Language Use in Intergroup Contexts The Linguistic Intergroup Bias, Journal of Personality and Social Psychology, Vol. 57 No. 6, 1989, pp. 981-93. Tajfel, H. , Social Psychology of Intergroup Relations, Annual Review of Psychology, Annual Reviews, Stanford, CA, 1982, pp. 1-39. Cultural Differences 23

Jean Watson’s Theory

As a nurse establishing a sympathize with alliance with a client is non easy. jean Watson was the developer of a theory, which emphasizes how nurses express c be to their patients. In this paper the author will discuss Jean Watsons theory, background, descriptions of her 4 concepts surround, gay being, nursing, and health, also describe of an actual nurse-client affinity which includes the description of the condole with trice between a nurse and her 10 year old patient, which includes the fondness moment and use of four of Watsons carative factors.Jean Watson was innate(p) in a small town Appalachia Mountains of West Virginia on 1940. In 1961 she graduated from The Lewis Gale School of nursing. She earned her bachelors degree in 1964, and her masters degree in psychiatrical and psychic health nursing in 1966. Later in 1973 she obtained her PhD in educational psychological science and counseling (Nursing Theory, 2012). Watsons theory is grounded by cristal branches known as the Caritas Processes these 10 statements helped to leave behind and ethic or philosophy from, which we practice.Caritas represent charity, compassion, and homoity of spirit (Arslam & Azkan, 2012). It con nones activething very fine, indeed, something precious that needs to be cultivated and sustained. The original theory developed in 1979 was organized around ten carative factors (Arslam & Azkan, 2012). Jean Watsons carative factors were a combination of interventions that were related to the human care process with full participation of the nurses with the patient. Watsons philosophy and sciences of affectionateness addresses how nurses express care to their patients.According to her theory, feel for elicit be demo and practiced by nurses. warmth for patients promotes growth a caring environment accepts a person as he or she is and looks to what she or he may choke (Watson lovingness recognition Institute, 2012). Watsonss theory of caring has for major factors human being, health, environment, and nursing (Nursing Theory, 2012). To Watson a human being was not only a body, unless we should view a human as a whole, including their emotions (Arslam & Azkan, 2012).Watson believed a person should be understood, respected, and assisted by a nurse (Arslam & Azkan, 2012). She described health as the mavin of the body, mind, and soul (Watson Caring Science Institute, 2012). Watson described environment as the things that restore the client olfactory property comfortable that provides safety, reduces stress, and a clean place (Nursing Theory, 2012). This can include the work setting and how nurses present themselves to the client. She views nursing as a human science where we can combine art ethics of human to human process.Nurses are to promote health, prevent illness, caring of the sick and returned health (Arslam & Azkan, 2012). According to Watson, the nurses role is to establish a caring relationship with the patient thi s is achieved by the nurse going beyond an objective perspicacity (Watson Caring Science Institute, 2012). During the relationship there is a moment when the nurse and the patient come to energizeher in such(prenominal) a way that an occasion for human caring is created, Watson called this occasion the Caring Moment (Arslam & Azkan, 2012).Working as a mental health nurse I project been able to develop a nurse-client relationship with my patients. However, there is a specific graphic symbol that I will neer forget the interaction with this patient makes me relate to Watsons theory and the caring moment she describes in her theory. One evening working as a charge nurse in the childrens unit, Sarah a 10 year-old African American girl arrived to the unit via ambulance she was flood tide directly from take aim where she was go down on a 72- hour involuntary psychiatric hold because of her acerb her wrist with a blade and axiom she involveed to die.That day, her two days old er sister had reported to her natural education teacher in school that her and her sister were both been sexually roastd by their biological father at home. Immediately child services were notified and many a(prenominal) school counselors attempted to talk to Sarah while still in school to get her side of the story but Sarah refused to share any cultivation with anyone, alternatively she showed the school staff her ego inflicted cuts on her both wrists saying This helps my pain. At this moment the school called the department of mental health to evaluate Sarah.When she arrived to the unit, she looked confused, scared, and tearful at times. She was still refusing to talk to anyone when consumeed about the situation stating I just want to die. I introduced myself to Sarah with a smile, I explained to her she was put on a psychiatric hold and let her know what was coming next during the admission process to reduce her anxiety level (Townsend, 2008). The caring moment begins while doing Sarahs nursing assessment and the question of her been sexually abuse had to come, when I asked her she states, You are so pretty and nice can I stay and alert here with you? In that moment my heart comes to my stomach and my eyes become watery, I stayed quite not knowing what to answer. Few atomic number 16s of silence came and short she starts sharing information and even giving expatiate of her sexual abuse from her fathers part. The information she gives me is very explicit and shocking coming from an innocent ten year old girl. Then she stands up and hugs me saying I want to stay her with you please. I hugged her back and began crying dingy with Sarah, unforgettable, and priceless moment has marked my nursing career in a way that I know a nurse has to be splendid to herself and to others.During nurse- client interaction with Sarah I used four of Jean Watsons carative factors. The fist carative factor I used was the installation of faith-hope, which center been ge nuinely present, and enabling and sustaining the deep belief system (Arslam & Azkan, 2012). I time-tested to make Sarah feel comfortable by providing a quiet and still place to perform her nursing assessment. I also tried to provide hope to her by making her feel cared for, I asked her if she was hungry and offered her some juice and some snacks, and I admired the beautiful hair and smile.I asked her about her relationship with her mother and sister and asked her if she believed they loved her. I asked her these questions so she can reflect and realized there was people that loved and cared for her (Townsend, 2008). The second carative factor I implemented was the development of a helping- considering human caring relationship that implies developing and sustaining a helping-trusting authentic relationship (Watson Caring Science Institute, 2012).I implemented this factor by obtaining Sarahs trust so she can express her feelings of her living situation at home which was extreme ly central to understand her situation and provide quality care and an tell apart treatment. I maintain intermittent eye contact so she would feel acknowledge but not intimidated and I maintained myself at her height level at all times so she would not feel powerless (Townsend, 2008).I explained to her the admission process at her maturate level letting her know as much as mathematical what to expect from the hospitalization and explain the program guidelines to her. I reassured her many times she was in a safe environment. The third carative factor I used was the promotion and acceptance of the expression of compulsory and disallow feelings, to Watson this means being present to, and supportive of the expression of positive and negative feelings as a connection with deeper spirit of self and the one being cared for (Watson Caring Science Institute, 2012).Sarahs case was a very sensitive case which required the nurse to be very cautious in not making Sarah feel blame or judge for the situation, taking into status this a 10 year old with multiple self inflicted cuts in her wrist, she is feeling suicidal and there was a possibility of emotional and physical trauma. Even though it was extremely important to ask Sarah about her cuts and attainable abused from her father I decided to focus on her positive feelings asking her about her siblings for example.Per hospital protocol within the first 15 minutes of arrival patients are required to go through a body search to check for any contraband, signs of abuse or self harm. During this physical assessment I saw Sarahs cuts, I had to ask her if she had cut herself and looking down she shake her head up and down. I stayed calm paying attention to my body language and gestures, a negative facial expression or gesture toward her behavior of cutting herself could have had a negative effect on the nurse-client relationship affecting her trust toward myself (Townsend, 2008).In that moment I decided not to focus on fi nding out the reason she had to cut herself. I was there for Sarah audience to her, attentive in a calm environment, where she matt-up protected and cared for. I did not want her to feel pressured or judge. Later during the assessment she began talk of her cuts and expressing her feelings. The fourth carative factor I used in Sarahs care, which is the ending of sensitivity to oneself and to others. To Watson this meant the cultivation of ones spiritual practices and transpersonal self, going beyond ego self (Watson Caring Science Institute, 2012).I personally been a mother of a seven-year old at that time I now felt that need to protect her and make her feel safe. During the nursing assessment there was a moment where I became tearful when she was sharing details about the sexual abuse describing how sometimes she would rather urinate in her bed to avoid making noise so her father would not wake up and abused her that particular night. I became sensitive to her story, it was imp ractical not to show any emotions.In personal reflection the nurse-client relationship with Sarah taught me that a nurse needs to cared for her patient and have compassion, which to me is what nursing is about compassion, and empathy. I was able to obtain Sarahs trust which is extremely important not only in nursing over all but when dealing with trauma patients. Sarah was able to express her feelings and share crucial information with me. Personally I discovered I was meant to be a mental health nurse I felt rewarded when Sarah hugged me and cried with me.I believed I do a difference in her life in that moment she felt safe and cared for. The author in this paper has described the four concepts of Jean Watsons theory human being, environment, health, and nursing. Watsons educational background and caritas warning were briefly described. The author included an actual nurse-client relationship between a mental health nurse and a ten year old, including the caring moment and describ ing the implementation of four of the ten carative factors Jean Watson developed.ReferencesArslam, A., & Azkan, A. (2012, March). A model Where Caring and Healing MeetsWatsons theory of Human Caring. Turkish journal of Researcher and development in nursing, 14(2), 61-72. Nursing Theory. (2012). Jean Watson. Retrieved from http//www.nursing-theory.org Townsend, M. (2008). Psychiatric psychic Health Nursing (6th ed.). Philadelphia, PA F.A Davi. Watson Caring Science Institute. (2012). Jean Watsons Theory. Retrieved from http//www.watsoncaringscience.org