The Western Experience Essay Example | Topics and Well Written Essays - 750 words

The Western Experience - Essay Example Indeed we were going to the new world that we did not know anything about although we felt that there must be wonderful things that we needed. Reaching the new land which was strategically located in the Pacific Northwest part of the country prompted us to take a journey which is popularly known as the Oregon Trail. The hardship we experienced with our children was one of its kinds. I influenced my family because I wanted to start of life in the west. In the beginning, the desire to explore new world overwhelmed me and I could not think about any other thing (Peavy & Smith, 1998). Before the adventure life was very interesting and relaxing especially to women who did not have much to do in their homes. Women did not expect their men to explore the tales of gold and prosperous green land in the west because their husbands were already established businessmen or working on their lands. I initially believed that life was satisfying because I did not lack anything I wanted (Woodworth-Ney , 2008). However, one time I just changed my mind and decided to explore the great things that existed in the west. There was severe depression in the Midwest as well as propaganda from fellow traders and other government officials regarding the fertility and the value of land in the west. I fully packed my wagon with foodstuff such as beans, coffee, dried meat, flour as well as clothing and furniture. Interestingly, I had to drop some of my heavy household items such as furniture because they were too heavy to be carried while crossing rivers (Peavy & Smith, 1998). Although we ran through fairly even country of the Great Plains, there was a good number of obstacles on the way such as the perils of crossing rivers as well as the candid risk of the Indian attackers. We drew our wagons into a circle at night to create a rough-and-ready barrier for fear of the India attacker. Few people died from accidental discharge of firearms or be drowned while we were crossing rivers. In addition, there were other more mundane causes such as diseases, some people would fall off horses and the difficulties of walking along rocky terrain that was full of steep ascents and descents as well as injuries got from overturning and runaway wagons (Woodworth-Ney, 2008). I travelled almost 2000 miles along with other pioneers whom we were forced to travel through five states after the journey began in Missouri. The journey was full of people with different ages and sex. Most of the women we travelled with complained that their husbands forced them to take the journey in search for new places despite the fact that they were already established in their homes (Woodworth-Ney, 2008). Travelling in group was amazing since we could make stories and also for our safety. Some of our properties were being robbed at gunpoint by highway people along the trail. It was really heartbreaking to see women bearing children and losing them on the way due to unbearable conditions thus forcing them to liv e the bodies behind (Morito, 2012). Jefferson wanted to boost the economy by using resources which would arise due to exploration of new fertile land. I currently stay in Williamette Valley. There were several significant technological, infrastructural and economic growths that resulted as the Oregon Trail. Domestic farming was introduced into the West because of enormous herding and introduction of the domestic animals by us. Surprisingly, I can see some of the modern highways and railroads built alongside the Oregon Trail.

Primary Nursing Essay Example | Topics and Well Written Essays - 2000 words - 1

Primary Nursing - Essay Example Thompson ET all introduces the concept of primary nursing right from the beginning of its start in the 60’s. The sprouting of this particular type of healthcare all through the globe and its major influence to patient care is critically discussed. In this article, the author mainly insists on the influence of technology on this field and how hard it was for nurses back when everything was manual. Since the nurse has to work for 24 hours taking care of her patients, this field is thought provoking and in the early days of its invention, most of the primary nurses took care of fewer patients due to the nature of the work that was involved in the monitoring of the patients. The nurse had to manually move to each patient, take care of them and move to the next one. This was tedious and in most cases, the patients never got that right kind of care that they needed. However, due to technological changes in the medical industry, primary nursing has been on the increase and most insti tutions of higher learning have included the field in part of their study.Bowman ET all has similar opinions and insists that there has been improvements in primary nursing ever since its invention. The author compares the current situation of nursing and how it was in its early days and some of the changes that have been seen in the area. Comparing the way primary nursing was in the 60’s and now, it is pretty obvious that the field has undergone a lot of changes. First is the various means that nurses use to monitor patients.

Importance Of National And Organisational Culture Management Essay

Importance Of National And Organisational Culture Management Essay With the recent acquisition of Nexen Inc. by CNOOC Limited, the problem of managing cross cultural challenges arises. This is because of the cultural differences between China and Canada which both companies represent. This management report addresses the envisaged challenges of national and organisational culture arising from CNOOC acquisition of Nexen, by applying Hofstede cultural models. The report commences with introduction, followed by background of CNOOC acquisition of Nexen. It also discusses meaning and importance NC and OC culture; it then discusses the challenges and management strategies. It would conclude and make recommendations on how to mitigate the challenges. WORD COUNT: 2,498 PRESENTED TO: MS. Gillian Pallis CONTRACT CONCERNING PLAGIARISM I have read the code of practice regarding plagiarism contained in the students introductory Handbook. I realize that this code governs the way in which the Centre for Energy, and Mineral Law and Policy regards and treats the issue of plagiarism. I have understood the code and in particular I am aware of the consequences, which may follow if, I breach the code. I also authorize the centre to scan the e-copy of my research paper through the plagiarism detection software to detect plagiarism. SIGNED: ___________________________________ Date: TERMS OF REFERENCE This is a report by 110024120 an MSC student in International Oil and Gas Management, University of Dundee, Centre for Energy, Petroleum Law and Policy (CEPMLP). The report has been prepared exclusively for and at the request of the Senior Strategy Team of CNOOC Limited to address potential management challenges to the continued effective control of business arising from the acquisition of Nexen Inc. This report is focused on the perspective of delivering suitable management practices in meeting the envisaged challenges. The aim of the report is to present a critical and informed analysis of appropriate managerial strategies and practices for the challenges of national and organisational culture differences in post-acquisition performance. It concludes with some recommendations for consideration by the Senior Strategy Team of CNOOC and Nexen. TABLE OF CONTENTS TERMS OF REFERENCE 2 TABLE OF CONTENTS 2 LIST OF ABBREVIATIONS 4 KIFs Knowledge Intensive Firms 4 KIWs Knowledge Intensive Workers 4 CHAPTER ONE 5 1. INTRODUCTION 5 CHAPTER TWO 6 2. BACKGROUND OF CNOOC ACQUISITION OF NEXEN 6 CHAPTER THREE 7 3. MEANING AND IMPORTANCE OF NATIONAL AND ORGANISATIONAL CULTURE 7 CHAPTER FOUR 8 4. THE CHALLENGES OF NATIONAL AND ORGANISATIONAL CULTURE 8 4.1. HOFSTEDE FOUR DIMENSIONS MODELS FOR NATIONAL CULTURE 8 4.2. HOFSTEDE SIX DIMENSION MODEL FOR ORGANISATIONAL CULTURE 9 4.3. ANALYSIS OF THE MODELS AND CHALLENGES OF NC AND OC DIFFERENCES 10 4.4. STRATEGIES FOR MANAGING CULTURAL CHALLENGES 11 13 13 13 13 13 CHAPTER FIVE 13 5. CONCLUSION 13 CHAPTER SIX 14 6. RECOMMENDATION 14 BIBLOGRAPHY 15 APPENDIX 18 HOFSTEDS CULTURAL INDEX, SCORES FOR SELECTED COUNTRIES 18 LIST OF ABBREVIATIONS NC National Culture OC Organisational Culture NXY New York Stock Exchange KIFs Knowledge Intensive Firms KIWs Knowledge Intensive Workers CHAPTER ONE 1. INTRODUCTION CNOOC Limited made global headlines on July 23, 2012 when it announced the acquisition of NEXEN, a Canadian based oil and Gas Company at the cost of $15.1 Billion. The acquisition is seen as Chinas largest Oil and Gas Company overseas acquisition Lauren (2012). NEXEN was founded in 1971 and is headquartered in Calgary, Canada. Nexen is a global energy company and is listed on the Toronto and New Yorks stock exchange under the symbol of NXY (www.nexeninc.com). Nexen is strategically located in different regions of the world; it has over 3,067 employees that add value for shareholders through successful oil and gas exploration and development. Consequent to the acquisition of Nexen, CNOOC Limited is now among one of the largest independent oil and gas exploration and production companies in the world (www.cnooc.com). According to Barney (1988) many international acquisitions creates value for the acquirer through cooperation and integration to enhance sustainable growth. The objective of acquisition is to bring companies together and increase their competitive advantage through knowledge transfer, innovations and management skills. This is also a justification for an acquisition Fitzgibbon Seeger (2002). However, most international acquisitions come with complex management challenges Hitt, Harrison and Ireland (2001). Many factors are responsible for these challenges. Thus, this management report is aimed to address the envisaged challenges of national and organisational culture to the effective business performance in CNOOC acquisition of Nexen. This report will apply Hofstede (1980) four dimensions models and Hofstede (1990) six dimensions models as literature to argue that the challenges of NC and OC will affect post acquisition performance. The application of the two models is in line with a separate model developed by Hofstede for comparing OC differences. This is also consistent with Schein (1985) argument that organisational culture differences are not the same with national culture. The report will discuss the background of CNOOC acquisition of Nexen. It also discusses the meaning and importance of NC and OC culture; it then discusses the challenges and management strategies. It would conclude and make recommendations on how to mitigate the challenges. CHAPTER TWO 2. BACKGROUND OF CNOOC ACQUISITION OF NEXEN CNOOC Limited was established in 1999 and listed on the Hong Kong Stock Exchange and New York Stock Exchange in 2001 and is 70 percent owned by China National Offshore Oil Corporation (www.cnoocltd.com). CNOOC is one of Chinas largest producers of oil and natural gas and is also among the largest independent oil and gas exploration and production Companies in the world (www.cnoocltd.com). According to the chairman Mr Wang Yilin, based on the strategic business objective to expand CNOOC overseas business and deliver sustainable growth, thus complementing the large offshore production footprint in China. Extending its global presence to oil rich region like Western Canada, and other parts of the world are mandates for management to achieve. Consequently, the opportunity for the acquisition of NEXEN is an important part in CNOOC international business growth platform as mentioned by Chief Executive Officer of CNOOC Mr Li Fanrong, CNOOC Press release (2012). The acquisition of NEXEN by CNOOC Limited was announced on July 23, 2012 and approved by NEXEN shareholders on September 20, 2012 at the cost of $15.1 Billion (www.nexeninc.com). The acquisition will bring in benefits for both firms. CNOOC brings in a reassurance of stable company and strong financial base for investment, while Nexen Inc. will play an important part in international business growth platform. However, securing approval and making purchase does not end acquisition challenges. The challenges of acquisition may be ahead of what happens afterwards, the issues after takeover Lauren (2012). For NEXEN a Canadian company with western values and culture, the management and staff are accustomed to working independently. But with the acquisition, they will align with CNOOC as their new Chinese owner with a different culture and orientation Lauren (2012). As both companies are knowledge intensive firms (KIFs) with knowledge intensive workers (KIW) there will be challenging issues on NC and OC differences Alvesson (2004). Thus, this report addresses the challenges of NC and OC in CNOOC acquisition of NEXEN. We will proceed by looking at the meaning and importance of NC and OC. CHAPTER THREE 3. MEANING AND IMPORTANCE OF NATIONAL AND ORGANISATIONAL CULTURE NATIONAL CULTURE This was defined as the collective programming of the mind acquired by growing up in a particular country Hofstede (1991). National culture is reflected in basic values, such as feelings of right and wrong, good and evil, beautiful and ugly, rational and irrational Olie (1990). NC impacts many forms of organisational behaviour, ranging from decision-making styles and human resources management to behaviour in groups Kirkman, Love Gibson (2006). NC is treated as a relatively stable feature that changes very slowly Erez Earley, 1993; Hofstede (2001). ORGANSATIONAL CULTURE Hofstede (1980) defined organisational culture as the collective programming of the mind that differentiates the members of one organisation from others. Trice and Beyer (1984) views it is a system of publicly accepted meanings which operate for a group at a particular time; it is a pattern of shared basic assumptions developed by a group or organisation on how to cope with its environment, that are stable and difficult to change, and difficult to observe because many important parts of culture are invisible Schein (1985); and more so it can simply imply the way we do things around here Deal and Kennedy (1982). IMPORTANCE The importance of national and organisational culture in international acquisition cannot be disregarded Hatch, 1993; Schein, 1985 and Hofstede (1980). Managing international business or acquisition means handling and understanding both cultural differences at the same time. Knowledge of cultural practices across borders is significant for multinationals in order to hold the company together. National cultures are embedded in values, whereas organisational cultures are embedded in practices, when both cultures are ignored there could create challenges that affects post-acquisition performance. CHAPTER FOUR 4. THE CHALLENGES OF NATIONAL AND ORGANISATIONAL CULTURE For the purpose of analysing the challenges of national and organisational culture, this report applies Hofstede cultural models to illustrate the major cultural differences which CNOOC of China and Nexen of Canada represent. Canada reflects the western cultural values wheras China reflects the Oriental Confucian group. The models are identified as follows: 4.1. HOFSTEDE FOUR DIMENSIONS MODELS FOR NATIONAL CULTURE INDIVIDUALISM/COLLECTIVISM This implies disharmony of interests on personal and collective goals Parsons and Shils (1951). Hofstede (1980) culture index (from the appendix) scored Canada 80 while China scored 20. This shows that the Canadians are highly independent of their organizations, preferring personal time, freedom, and challenge, whereas the Chinese employees have a stronger sense of belonging to their organization. POWER DISTANCE This refers to how different societies find different solutions on social inequality Mauk (1977). China scored 80 while Canada scored 39, indicating that Chinese employees are more comfortable with structured hierarchical levels and supervisors who make decisions. Canadians, on the other hand, prefer a more participatory style. UNCERTAINTY AVOIDANCE This implies the degree to which cultural members are willing to accept and deal with risky situations or unknown future Hofstede (1980). China scored 30 while Canada scored 48, meaning that the Chinese try to avoid risk and anxiety, while the Canadians neither seek nor avoid ambiguous situations. MASCULINITY/FEMININITY This refers to stereotyping gender expectations in organisations Hofstede (1984). China scored 66 while Canada scored 52, meaning that China has medium/high masculinity culture; whereas Canada has a medium/low masculinity culture. 4.2. HOFSTEDE SIX DIMENSION MODEL FOR ORGANISATIONAL CULTURE PROCESS ORIENTED VERSUS RESULT ORIENTED Process oriented cultures are dominated by technical and bureaucratic routines, while results oriented by a common concern for outcomes. In results-oriented units, everybody perceived their practices in about the same way; in process-oriented units, vast differences exist in perception among different levels and parts of the unit Hofstede (2011). JOB ORIENTED VERSUS EMPLOYEE ORIENTED Job oriented assumes responsibility for the employees job performance, while employee-oriented cultures assume a broad responsibility for their members wellbeing. At the level of individual managers, the distinction between job orientation and employee orientation has been popularized Blake and Moutons Managerial Grid (1964). PROFESSIONAL VERSUS PAROCHIAL Professionals usually imply the highly educated members identified primarily with their profession; while in Parochial, the members derive their identity from the organization for which they work. This is widely known as local versus cosmopolitan. OPEN SYSTEM VERSUS CLOSED SYSTEMS This dimension refers to the common style of internal and external communication, and to the ease with which outsiders and newcomers are admitted. It shows that organizational openness is a societal characteristic which means organization cultures also contain elements from national culture differences. TIGHT VERSUS LOOSE CONTROL This dimension deals with the degree of formality and punctuality within the organization; it is partly a function of the units technology: as most companies tend to show tight control, while others like advertising agencies show loose control. PRAGMATIC VERSUS NORMATIVE This last dimension describes the prevailing way of being flexible or rigid in dealing with the environment, particularly with customers. This dimension measures the degree of customer orientation, which is a highly popular topic in the marketing literature Hofstede et al. (1990). 4.3. ANALYSIS OF THE MODELS AND CHALLENGES OF NC AND OC DIFFERENCES By analysing the above cultural models as postulated by Hofstede, in the four dimension models we can identify differences in power distance, uncertainty avoidance, individualism/collectivism and femininity/masculinity between Canada and China which both companies represent. For the six dimensions models, CNOOC has process oriented culture with beurocratic routines while Nexen is more result oriented having concern for outcomes (www.nexeninc.com). Also Nexen culture are more job oriented while CNOOC have employee oriented culture with broad responsibility for their members wellbeing (www.cnoocltd.com). These cultural differences as illustrated creates challenges of conflicts, costs, and difficulties Hosted (1980; 2001). The cultural differences are also responsible for challenges and obstacles to achieving integration benefits Bjorkman, Stahl, Vaara (2007). It leads to decrease in shareholders value Datta and Puia (1995). It can complicate post acquisition integration and resource sharing Brock (2005). It causes human resource challenges like feeling of uncertainty and insecurity, causing culture clash and negative emotional reactions of employees towards acquisition Elsass and Veiga (1994) and culture collision Cartwright and Cooper (1993). They also lead to communication problems, ego clashes, inter-group conflicts, low employee morale, poor performance and ultimately retention Adkins and Caldwell (2004). However, these challenges can be mitigated by applying management practices and strategies. 4.4. STRATEGIES FOR MANAGING CULTURAL CHALLENGES Managing the challenges of national and organisational culture involves applying management practices or strategies by managers to reduce the challenges. The strategies are as follows: CULTURE INTEGRATION It involves the varying extent to which we can integrate more than one cultural perspective, mind-set, and behaviour into ones identity and worldview. It implies being able to move easily among cultures. It highlights the central importance of developing leaders and managers to the point where they have an ethno-relative experience of cultural difference Randy and Jacob (2009). SYNERGY APPROACH The approach involves adopting the strategy of managing the differences in culture. This implies recognising the challenges and using them to their advantage, rather than ignoring or allowing the challenges to cause problems Adler (1997). Managers therefore should be taught how to respect culture differences at work and how to work with them to maximise the contribution of each employee Cascio (1998). RESPECT FOR HOST COUNTRY CULTURE This means accepting the cultural difference without any judgment. No particular culture should claim perfection over the other culture. Cultures are different and for people they represent the ability to manage life situations and conditions the way they are familiar with for a long time Anisha (2011). IGNORING THE CULTURAL DIFFERENCES The strategy implies a stage where the managers ignore the differences. It later becomes irrelevant as the managers and employees would be having good understanding about each others cultures and practices and they would have to respect the cultures. The employees and managers in this strategy feel that our way is the only way Adler (1997). CULTURAL ADAPTATION This strategy involves mutual understanding and simplification of complicated demanding processes of behaving in a different cultural condition. This step does not mean that the participating partner should give up their cultural background, but rather they should use their knowledge of their own culture to gain knowledge about the partners culture Anisha (2011). CHAPTER FIVE 5. CONCLUSION The challenges of national and organisational culture remain crucial in post-acquisition performance. Although CNOOC may experience many complex problems during the integration process, however the challenges of national and organisational culture differences can be very devastating. This is because most successes and failures of international acquisitions have been attributed to the challenges of cultural differences ( From the analysis of Hofstede cultural models we identify cultural differences between China and Canada which CNOOC and Nexen represent. For individualism/collectivism, it implies that Canadian employees are more independent of their organization, preferring freedom, whereas Chineese employees have a stronger sense of belonging to their organization. In power distance, China employees are more comfortable with structured hierarchical levels while Canada, on the other hand, prefer a more participatory style. With respect to uncertainty avoidance, Chineese tries to avoid risk and anxiety, while Canadians neither seek nor avoid ambiguous situations. In masculinity/femininity, China has medium/high masculinity culture whereas Canada has a medium/low masculinity culture. In terms of the organisational culture six dimensions models; there are cultural disparities between CNOOC and Nexen in the OC. Consequently, we can surmise that national and organisational culture differences are the biggest challenges that could affect international acquisition performance Hofstede (2001) such as that of CNOOC and Nexen. Thus, in order to mitigate these challenges, the recommendations below are made for the senior strategic team to adopt. CHAPTER SIX 6. RECOMMENDATION For CNOOC to enjoy sustained business performance in the acquisition of Nexen, the following recommendations are made to mitigate the challenges of NC and OC: Firstly, CNOOC should adopt culture management approach. This implies the process of developing or reinforcing an appropriate culture in the organisation Pretorius (2004). Culture management is also concerned with culture change, culture reinforcement, implementation and change management. The approach will achieve effective control of cultural difference challenges between CNOOC and Nexen. Secondly, culture training for employees is vital. It will sensitize them to the discriminations, biases and negative feelings of the diverse employees in the organisation Farren and Nelson (1999). Through training, employees can understand cultural diversity that exists between CNOOC and Nexen. Cultural training will also promote cooperation and coordination among employees to enable them live harmoniously and work comfortably. Thirdly, CNOOC should create awareness on cross cultural communication. This is because all levels of communication are affected by cultural dimensions like words, language, body language, gestures, etiquette dos and donts, clothing, gift giving, dining, customs and protocols William (2005). The knowledge of cross cultural communication is necessary because what may be considered perfectly acceptable and natural in China, can be uncultured or offensive in Canada. BIBLOGRAPHY BOOKS SOURCE Alvessson, M. (2004). Knowledge Work and Knowledge Intensive Firms. Oxford University Press, May 20th , 2004. pg102. Deal, T. E. and Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading MA: Addison-Wesley. Cited in; Management An Introduction, by David Boddy with Steve Paton. Pearson Education Limited, 2011, Fifth Ed. Pg. 79. Hitt, M., Harrison, J. and Ireland, R. (2001). Mergers and acquisitions: A guide to creating value for stakeholders. Newyork: Oxford University Press. Copyright 2001, Pg5-6. Hofstede, G. (1984). International Differences in Work Related Values (2nd ed.) Beverly Hills CA: SAGE Publications. ISBN 0-8039-1444-X Hofstede, G. (1980). Cultures Consequences: International differences in work related values, 1980, p.25, Beverly Hills, CA: Sage Publications. JOURNALS AND ARTICLE SOURCE Adler, N. J. (1997). International Dimensions of Organisational Behaviour, Cincinnati, Ohio: South-Western College Publishing. Adkins, B. and Caldwell, D. (2004). Firm or subgroup culture: Where does fitting in matter most? Journal of Organisational Behaviour, 25 (8) pp. 969-978. Barney, J. (1988). Returns to biding firms in merger and acquisitions: Reconsidering the relatedness hypothesis. Strategic Management Journal, 9(S1), 71-78. Bjorkman, I., Stahl, G., and Vaara, E. (2007). Impact of cultural differences on capability transfer in acquisitions: The mediating roles of capability complementarity, absorptive capacity, and social integration. Journal of International Business Studies, 38: 658-672. Brock, D. M. (2005). Multinational acquisition integration: the role of national culture in creating synergies. International Business Review, 14(3): 269-288. Cascio, W. F. (1998). Managing Human Resources Productivity, Quality of work Life, Profits, Boston: McGraw Hill. Cartwright, S. and Cooper, C. L. (1993). The role of culture compatibility in successful organisational marriage. Academy of Management Executive, 7(2): 57-70. Datta, D. K. and Puia, G. (1995). Cross border acquisitions: An examination of the influence of the relatedness and cultural fit on shareholder value creation in U.S. acquiring firms. Management International Review, 35: 337-359. Elsass, P. M. and Veiga, J. F. (1994) Acculturation in acquired organisations: A force-field perspective. Human Relations, 47(4): 431-454. Erez, M. and Earley, P.C. (1993). Culture, Self Identity, and Work. Oxford: Oxford University Press. Fitzgibbon, J. E. and Seeger, M. W. (2002). Audience and metaphor of globalization in the Daimler Chrysler AG merger. Communication Studies, 53(1), 40-55. Hatch, M. (1993). The dynamics of organisational culture. Academy of Management Review 18: 657-694. Hofstede, G. and Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organisational Dynamics, 14, 483-503. Hofstede et al., (1990). Attitude, Values and Organisational Culture: Disentangling the concepts. Geert Hofstede. Institute research on Intercultural Cooperation, Maastricht and Tilburg, the Netherlands. Hofstede, G. (1991). Cultures and Organisations: Software of mind. Intellectual Cooperation and its Importance for survival, Harper Collins, 1991, pp. 79. Kirkman, B. L., Lowe, K. B. and Gibson, C. B. (2006). A Quarter Century of Cultures Consequences: A Review of Emperical Research Incorporating Hofstedes Cultural Values Framework. Journal of International Business Studies; Washington, 37(3), 285-320. Lodorfos, G. and Boateng, A. (2006). The Role of Culture in the Merger and Acquisition Process. Management Decision, 44(10), 1405-1421. Marks, M. L. and Marvis, P. M. (1986). The Merger Syndrome. Psychology today, 20 (10), 36-42. Mauk, G. (1977). The daily power game, Martinus Nijhoff Social Sciences Division. Olie, R. (1990) Culture and Integration Problems in International Mergers and Acquisitions. European Management Journal, 8 (2), 206-215 Parsons,T and Shils, E. (1951). Toward a General Theory of Action, reprinted as Talcott, Shils, Tolman, Stouffer and Kluckhohohn et al., Towards a General Theory of Action: Theoretical foundations of social Sciencies, Transaction Publishers, 2001. Schein, E, H. (1985). Organisational Culture and leadership. San Francisco: Jossey Bass. Schein, E. (1990). Organisational Culture. American Psychologist, 45 (2), 109-119. Trice, H. M. and Beyer, J. M. (1984). Studying organisational culture through rites and rituals. Academy of Management Review, 9, 653-669. Trompenaars, F. and Hampden-Turner, C. (1980). Riding the waves of culture: understanding cultural diversity in global business. New York: McGraw Hill. INTERNET SOURCE Anisha, C. (2011). Managing Cross Cultural Differences: Strategies to overcome differences. Dept. of management Studies and Research, Gulbarga University, Gulbarga, Karnataka. June 30, 2011. http://www.indianmba.com/Occasional_Papers/OP252/op252.html last visited January 06th, 2013. CNOOC, Press release, (2012). CNOOC Limited enters into definitive agreement to acquire Nexen Inc. http://www.cnoocltd.com/encnoocltd/newszx/news/2012/2062.shtml last visited January 16th, 2013. Farren, C. and Nelson, B. (1999). Retaining Diversity, Executive Excellence, New Delhi: Sage, July, pg.7. http://www.delhibusinessreview.org/v_2n2/dbrv2n2e.pdf last visited January 12th, 2013. Lauren, K. (2012). Nexen to be acquired by Chinas CNOOC for $ 15.1B cash. July 23, 2012 http://www.therecord.com/news/business/article/766128nexen-to-be-acquired-by-china-s-cnooc-for-15-1b-cash last visited January 14th, 2013. Hofstede, G. (2001). Cultures Consequences: Comparing Values, Behaviours, Institutions and Organizations across Nations. Sage Publications. http://geert-hofstede.com/dimensions.html last visited January 18th, 2013. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, Unit 2. http://scholarworks.gvsu.edu/orpc/vol2/iss1/8 last visited January 13th, 2013. Nexen Inc, About us; CNOOC Acquisition of Nexen. http://www.nexeninc.com/en/AboutUs/CNOOCAcquisition.aspx last visited January 18th, 2013. Pretorious, W. (2004). The impact of organisational culture on effectiveness. May 08, 2005. http://www.upetd.up.ac.za/thesis/available/etd_3162004_131828 last visited January 15th, 2013. Randy, M. and Jacob, M. (2009). Leadership Practice for a Global Society, NASPA Pre-Conference Workshop, March 8th, 2009. http://www.docstoc.com/docs/77255010/Managing-Cultural-Differences-Global-Leadership-Strategies-for-the-21St-Century last visited January 17th, 2013. William Wardrobe, (2005). Beyond Hofstede: Cultural applications for communication with Latin American, Association for Business Communication Annual Convention. http://www.businesscommunication.org/convensionsnew/proceedingsnew/2005new/pdfs/13abc05.pdf last visited January 14th, 2013.

Case Management Essay -- Health Care, Hospitals

Case Management Case management has become the standard method of managing health care delivery systems today. In recent decades, case management has become widespread throughout healthcare areas, professionals, and models in the United States; and it has been extended to a wide range of clients (Park & Huber, 2009). The primary goal of case management is to deliver quality care to patients in the most cost effective approach by managing human and material resources. The focus of this paper is on the concept of case management and how it developed historically, the definition of case management, the components of case management, and how it relates to other nursing care delivery models. History of Case Management The concept of Case management has was first introduced in the 1970’s by insurance companies as a way to monitor and control costly health insurance claims, commonly created by a catastrophic accident or illness (Jacob & Cherry, 2007). Today almost every major health care organization has a case management program managing and directing the use of health care services for their clients. Also, case management by payer organizations is recognized as external case management. Hospitals recognized the need for the case management model in the mid 1980’s to manage the lengths of stay of hospitalized patients and the treatment plans (Jacob & Cherry, 2007). In 1983, the Medicare prospective payment program was implemented which allowed hospitals to be reimbursed a set payment based on the patient’s diagnosis, or Diagnosis Related Groups (DRG), regardless of what treatment was provided or how long the patient was hospitalized (Jacob & Cherry, 2007). To keep the costs below the diagnosis related payment, hospitals ... ...ut supplements nursing care in a health care facility (Jacob & Cherry, 2007). For example, if a hospital’s medical-surgical unit uses a team nursing approach to patient care, a system of case management also might be in place to assist with coordinating the patient’s total care through discharge (Jacob & Cherry, 2007). Moreover, case management is not always necessary with every patient in a health care facility. Typically case management is generally reserved for the seriously ill or injured, chronically ill, and high cost cases (Jacob & Cherry, 2007). In brief, case managers are a unique segment of the healthcare workforce. They share the same goals and standards of practice but are multidisciplinary and have diverse academic educational backgrounds and work environments (Park & Huber, 2009). case management leads to better manage health of individuals. â€Æ'

Character Sketch †Cephalus from Plato’ S Republic Essay

Choose one of the three main characters from Book One of Plato’s Republic (Cephalus, Polemarchus or Thrasymachus). Write a character sketch that shows how the personality, social status, life situation and position affect the views the character holds about life and about the virtue of justice. Include the definition of justice for the character you are describing. In book one, we are introduced to four main characters: Socrates, Cephalus, Polemarchus, and Thrasymachus. Republic takes place in the home of Cephalus and Polemarchus, in the Piraeus. Cephalus is a elderly and financially secure merchant and businessman. He lives his life in moderation, he doesn’t over-reach and try to become too wealthy, and was also not a fan of excessive spending. He certainly wouldn’t approve of the credit card debts that many Americans have. But thanks to his financial security, Cephalus has a comfortable life in old age. By living his life in moderation, the transition to an elderly lifestyle has not been shocking or depressing. Cephalus will admit that these are not his Golden Years, per say – it’s certainly not the greatest period in his life, but thanks to that moderation, he finds the old age to not be as much of a burden as his friends do. His friends are depressed and woeful of their age. They miss the lifestyle that they had in their youth. Because of their age, they can no longer partake in the things they thought made them happy – sex, drugs, rock and roll, essentially. Cephalus has a simple idea of justice. Though he never goes to describe it himself, we can pull some context from his discussion with Socrates to fill in the details. Cephalus is an honest man, and as we said, he lives his life in moderation in all aspects. He doesn’t strive for unlimited wealth, but still values that wealth he has, and likely behaves ethically and morally for that reason. Cephalus keeps his desires at bay – he works hard, and he enjoys himself, but always manages to hold onto most of his money. The problem is, it seems to Socrates to be easier to live a ‘just’ and moderate life, because of the wealth that Cephalus possesses. Because Cephalus values wealth, he seems to put a heavy emphasis on the repayment of debts (and avoidance of debt in the first place as well) in his ideal of justice. He feels that if he can go to his next life not owing anyone a penny, it will lift a burden on his soul, in a metaphysical sense. A peace of mind comes with not lying or engaging in deception – which is easier to maintain when wealthy and not faced with problems (like, for example, feeding and clothing your family – some people will do anything when they are seemingly backed into a corner). Thanks to wealth, Cephalus is (at least in his own point of view) able to live a life without lies, without deception, and without debts.

Philip Pearlstein Two Models with Blow-Up Chair & Salvador Dali Essay

Through the development of art, the fascination of the female body has been a main motif. It is Venus, Roman Goddess of love who has intrigued the artist, and held their attention for well over a few centuries. She has been not only Venus, but also Aphrodite (the Greek Goddess of Love), she has been Mary, mother of Christ in Gothic tradition and she had been found in the countless faces of women depicted by Picasso, Monet, Degas, Warhol (for isn’t Monroe a goddess? ). The link in these references is that this goddess, whomever she is, is holding the fascination of male artist. This is not to say that female artists have not taken up the trend which she invokes, but the purpose here is to discover how differently she is seen through their eyes in comparison with male visions of ‘love’. Pearlstein’s innovation in completing this project is one of Modernism, mixed with Realism. Pearlstein paints an oil painting of two females. They appear plastic wrapped within the canvas due to the severe highlights Pearlstein applies to both of their bodies. They lay beside each other, one on the chair the other next to the chair, and they both appear to be asleep. These two models or Venus’ are full frontal nude. The viewer is unable to see if they are ashamed or not from their faces because one of them is hiding her face and the other one’s head extends beyond the canvas (this is a trademark of Pearlstein). Though both Venus’ are or appear asleep they are active with the coloring and highlights which Pearlstein has seen fit to attribute to them. The line of light glares down the frontal figures body, highlighting the left breast, the stomach wrinkles and over the curves of both of the legs. This mimics the curves and highlights given to the plastic chair which she ‘sleeps’ upon. The other model fades into the background, yet still has that tiny shot of highlight upon the same appendages and other body parts which the first Venus had on her. The interesting item in this painting is that there are two female figures being painted. This is coupled with the fact that here too, like all the ones before it, Venus is apathetic, or at best the viewer is unable to tell what she (they) are feeling. Never mind the composition, Venus is still without a ‘voice’ in this painting. Through the very brief glimpse of feminine fecundity, and pulchritude, Venus remains elusive, and stoic. It has taken the art movement of the 20th century to see the full force of Venus. She has, with the help of female artists, broken her silence. In Dali’s oil on canvas The Persistence of Memory (1913) the theme of paranoia is persistent in this dreamscape. The distortion of the piece exudes a frightening use of spatial mobility and form. Surrealism is a way in which the expression of fantasy can be forthcoming in the world of Art. Dali exemplifies this notion in his use of foreground and background shapes and the pure psychic automatism which is symbolized in the clocks. Dali’s focus in this work is mainly about freedom; although the context of this work is based on paranoia and the weightiness of time the work is also free from previous constraints of other artistic movements in that it is not a painting dedicated to reason or moral purpose. Dali’s painting is that of a dream and reason becomes a series of disjointed objects in space; there is no rhyme in his work unless it is free verse; that is to say that there is no structure as prior to surrealism the viewer is used to seeing structure. Dali’s work often reflect what Virginia Woolf was so diligently experimenting with, which is unconscious writing or free narrative. Dali painted as though the conscious mind was sleeping, and that is why his paintings are so often reminiscent of dreams as Janson states, â€Å"The notion that adream can be transposed by ‘automatiatic handwriting; directly from the unconscious mind to the canvas, bypassing the conscious awareness of the artist, did not work in practice. Some degree of control was unavoidable. Nevertheless, Surrealism stimulated several novel techniques for soliciting and exploiting chance effects† (Janson â€Å"The History of Art 807) . Even the central figure in The Persistence of Memory is portrayed as though it were sleeping. The unfinished background is almost anachronistic with the foreground as it exhibits a cliff sliding off into a body of water. It seems as though Dali made the background on purpose to confuse the viewer since dreams are intended to be symbolic of personal meaning. The sky in the background also seems incomplete with no visible clouds but merely a color palette that drifts off into a sfumato haze. The background however is not what Dali wanted the viewer to be stricken with as a first impression. The central figure of the painting is unfinished as well. Dali painted an eyeball, and a nose and made no more attention to the rest of the figure. This feeling of incompleteness is unnerving and truly embodies the emotional state and perception of dreaming. The painting is purely inspired by that part of Dali’s unconscious mind. Although the painting exhibits that Dali used controlled in certain aspects of the work such as the use of diagonals, and linear shapes, but the overall impression of the painting lies within the angles, the objects and the general ambience of the piece. The clocks themselves prove to be unnerving both their positions and their lack of solid form, as though they are oozing across the plane in the foreground and the limb near the horizon of the painting, as well as across the half finished face. Another artistic ploy that Dali uses in The Persistence of Memory is his use of shadow; not merely darkness but the chiaroscuro so prevalent in the piece. This furthers the theory of this paper that Dali uses surrealism to tap into the unconscious and the dream world. Dali does the opposite in this painting of previous artists; he places the darkness in the foreground of the painting and the brightness in the background. This is symbolic because Dali wants to evoke to the audience that in the dream world the objects that are in front of the dreamer’s face are not always tangible but looming and undefined. In the background the objects are illuminated but this illumination does not add in defining the object because Dali here uses space to further illustrate his unconscious perspective; the objects in the background are too far away and cannot be seen. Thus, each part of the painting is uncomfortably defined. It is almost nonsensical; these objects of Dali’s in space without a coherent theme except for these persistence clocks. The clocks are the main meaning and focus of the painting and it is through these objects that the theory of this paper rests. The clocks present the theme of paranoia (as mentioned prior). Not only are they draped over the main objects in the foreground but their rendering is disconcerting. Each clock offers a different time, and one clock is closed so that the viewer cannot decipher its time. It is interesting that Dali did not distort the closed clock; it signifies a secret and further exemplifies the state of the dream world present in this painting; that is, the one clock that could offer a valid time is closed and unable to be seen by the painter, or the audience. The contention in the painting is that the central figure of the face is sleeping and is thus oblivious to the clocks, to time, to the unfinished landscape. That is the quintessential meaning of a dream; the sleeping figure is unaware to symbolism, to action, to time, and that is how Dali exudes incoherence in the dream world.