Family System Theory Essay

Human Beings depend on each other to survive and thrive. Whether in family group, business or organizational networks, relationships have the potential to be the resources for accomplishing important goal. Our interactive process can become a hindrance or a source of a productive action. Families are considered systems because they are made up of interrelated elements or objectives, they exhibit coherent behaviours, they have regular interactions and they are interdependent on each other. This is apparent in the relationship between flowers and bees, where bees use the flowers as a source of food, and the flowers depend on the inter-flower traffic that the bees provide to spread their pollen and insure healthy genetic diversity within the flower community. These two species are interconnected and cannot be understood in isolation. If the bees become damaged, the flowers suffer, and vice versa. When any part of such a network is altered or damaged, it affects all the other parts of that network, for all are interconnected (Dombeck & Wells, 2006). The Family Systems insight is that what is true about flowers and bees is also true of human relationships. People live in families and social groupings, and depend upon one another for the means that insure their mutual survival, including (as Maslow has taught us) food clothing and shelter, but also safety, belonging and social support. Family members are interconnected: Every person within a family has a role to play within the life of the family as a whole. Alteration or damage to one family member affects the entire family, for all are interconnected. A change in one persons functioning can be followed by reciprocal changes in the functioning of others in the family. Family systems theory views the family as an emotional unit that implies a deep, multi-generational connection between family members that significantly influences behaviors of its members outside of their conscious awareness. Family Systems theory or Bowen theory is based on three main assumptions: clients problematic behavior may serve a function or purpose for the family clients problematic behavior may be a function of the families inability to operate productively the maladaptive behavior may be a symptom of dysfunctional patterns handed from generations I find the family systems theory to be the most practical and effective approach towards making positive changes within the family unit. Unlike other theories, Family Systems theory focuses on the entire family unit instead of a particular individual, family structure , a developmental stage, crisis or a behavior causing the dysfunction in the family. The theory provides a holistic and a realistic view of the problem and how best it can be treated by assisting the family members in realizing the problem and using the family as its own resource to solve the problem. Research has shown that incorporating Family System theory into therapeutic practice can enhance the recovery of the client and the family as a whole.

Sewing for Millionaires

Sewing for Millionaires A two-hour drive from the capital of San Jose, Costa Rica, sits the small community of Turrialba where mostly young workers sit and sew baseballs destined for Major League Baseball teams. Rawlings Sporting Goods Company moved its baseball manufacturing operations from Haiti in 1986 when the political landscape of the country began to change. Rawlings selected the town of Turrialba due to the incentives offered to the company by the Costa Rican government. Rawlings was awarded a free-trade zone in which the company would be allowed to operate duty-free in the country.Rawlings pays no import tariffs on the goods it imports to manufacture its baseballs, and the finished product can be shipped duty-free into the United States under the Caribbean Basin Initiative. The Turrialba region was hard hit economically in the 1980s when a major highway from the capital bypassed the town. Because travelers no longer stopped in Turrialba, the Costa Rican government wanted to develop the local area through foreign investment. Rawlings found the potential workforce better educated, and more disciplined than its workers in Haiti. The country was also well known for being very politically stable.With few employment opportunities in the area, Rawlings had no difficulty in securing dedicated and motivated employees. Although Costa Rica is the wealthiest country in Central America, per capita income is still only about $4,200 a year. Costa Rica has a national unemployment rate of 6. 7 percent. However, the rate can vary from region to region. With the completion of the new highway and declining employment opportunities in the coffee and sugarcane industries, many local residents of Turrialba were eager to find stable employment. Most Rawlings employees in Costa Rica are engaged in sewing operations.In the plant, 300 employees sit in rows of high back chairs and sew baseballs. Many employees break the boredom of the work by listening to music on their headphone s. The plant employs a total of 575 workers. At one time Rawlings employed approximately 1,900 workers at the Costa Rican plant, however, employment fell when the company shifted production of its lower quality baseballs to China. The Rawlings plant takes a baseball core and wraps it in yarn. The product is then covered with cowhide and sewn by hand. Baseballs must be sewn by hand in order to achieve the quality level demanded by the Major Leagues.Each worker sews 108 perfect stitches using a long needle and thread. The balls are then inspected, cleaned, and stamped with the MLB logo and the signature of the commissioner of baseball. The balls are then packed and shipped to the port city of Limon where they are loaded onto a ship bound for Port Everglades, Florida. The baseballs are then trucked to Rawlings’ Springfield, Missouri facility, and then to Major League teams or retail stores. Rawlings has been the exclusive supplier of baseballs to the Major Leagues since 1977. Th e Costa Rican facility produces approximately 2. million baseballs a year, with 1. 8 million of those going to Major League Baseball. The remaining balls are sold to minor league and college baseball teams, or sold to the public through retail stores or the Websites of MLB and Rawlings. Although Rawlings refuses to disclose the price of the baseballs paid by MLB, the baseballs retail on the company’s Website for $12. 99 per unit. Employees are paid $1. 21 per hour and receive the value of 67 cents an hour in benefits, or about 30 cents per ball produced. Workers can go home early in the week if they complete their production quotas.Rawlings workers earn about 14 percent above the Costa Rican minimum wage. In addition to their wages, Rawlings employees in Costa Rica must be paid for eleven holidays, receive two weeks of paid vacation a year, and receive a Christmas bonus equal to one month’s pay. The Company must also pay into a retirement and medical plan and provide f our months of maternity leave when needed. A 2004 New York Times article questioned the pay and working conditions of the Rawlings plant in Costa Rica. The article accused Rawlings and MLB of running a sweatshop in Costa Rica where workers were underpaid and worked in an unhealthy environment.Consumer advocate Ralph Nader joined in the criticism by writing a letter to Bud Selig, MLB Commissioner and the Executive Director of the MLB Player Association. In the letter Nader condemned the two men for allowing baseballs to be manufactured in what he considered to be poor conditions. Portions of the letter follow: â€Å"Your respective organizations must not ignore their roles in this exploitation and abuse of worker rights committed under Major League Baseball and Player Association product sourcing and licensing agreements. † â€Å"American consumers and baseball fans currently have no guarantee that any icensed Major League Baseball products are not being made under sweatshop conditions that violate basic human and worker rights standards. † Major League Baseball consumer products vice president, Howard Smith, responded to the rising complaints by stating: â€Å"I can assure you that there is no company we do business with that knowingly goes into a factory with sub-par working conditions. † Not everyone agrees with Mr. Smith. Maribel Alezondo Brenes worked at the Rawlings plant for seven years before her doctor told her to stop working there for health reasons.Carpal tunnel syndrome has been noticed in the Rawlings employees due to the repetitive nature of the work. Dr. Carlos Guerrero who worked at the Rawlings plant as company physician says that up to 90 percent of Rawlings employees may have experienced pain from the work, from minor cuts to disabling injuries. Others feel that the plant has been a good addition to the region, including Warny Gomez, who worked at the Rawlings facility for four years and made enough money to attend colle ge and to become a teacher.With average pay for Major League Baseball players close to $2. 3 million a year, some Rawlings employees feel that their compensation is unjust. Many, however, feel like Alan Cascante, an eight-year employee of the baseball factory: â€Å"We can live on that (Rawlings wages). We never made that working in the fields. † Plant manager, Ken West agrees with Cascante, by saying â€Å"The best thing’s the pay. We’re a good place to work. † The debate over pay and working conditions of employees who supply MLB with its products appears to be growing in some quarters.People like Kenneth Miller; a self-appointed champion of sweatshop workers takes his message to the fans by camping outside ballparks. He tells potential consumers of MLB products that the baseball player bobble head doll they are about to purchase was made by a Chinese worker who works 20 hour shifts for very little pay. Miller states that he often finds indifference amo ng consumers. Some tell him: â€Å"Why are you trying to interrupt our nice day at the ballpark? Miller and a handful of others are pressuring MLB to take greater control over the working conditions of its suppliers, such as Rawlings. As the debate continues in the United States over the working conditions and pay of the Costa Rican employees and others, baseballs are sewn in Turrialba with pictures of Alex Rodriquez, Mike Piazza, and other baseball players hanging on the walls of the factory. Rawlings’ employees, however, are too busy sewing baseballs for the millionaire players to even notice the pictures hanging above them.

A View of the Political Power of the Weimar Republic during the Golden Age

A View of the Political Power of the Weimar Republic during the Golden Age â€Å"The Weimar Republic enjoyed a golden age of political stability in the years 1924-28† When the armistice was signed by Germany in 1918, Germany was in a complete state of disarray. A naval mutiny broke out in Kiel, and Germany was plunged into a revolution. Several groups scrambled for control of Germany. Eventually, the Weimar Republic was formed, it promised a democratic republic with equal rights to all its citizens. However, to say the republic calmed tensions and provided political stability post-1918 would be far from accurate. Hyper-inflation and the harsh terms of the treaty of Versailles led to increasing resentment towards the newly-found republic from the German public up to the crisis year of 1923. However, historians have argued that between 1924 and 1928, Germany experienced a period of political stability, this is mainly attributed to Stresemann’s addressing of the hyper-inflation crisis by introducing the Rentenmark, as well as American loans and investment from the Dawes plan assisting the German economy in recovering. However critics have argu ed that there is no such thing as the â€Å"golden age† and that the Weimar Republic was still in a state of crisis. Some historians argue that it would be impossible to describe the period in Germany from 1924-1928 as a â€Å"golden age of political stability â€Å"because there was no stable Government during this period. Over this period there were 9 successive governments in the space of 4 years, all of them being coalition governments. The frequent change in leadership meant there was no time for any meaningful impact to take place as the next Government would scrap what the previous Government had been planning. In addition, some of the Governments during the period were minority Governments, leading to cases were Governments were unable to pass legislation due to other parties grouping together to prevent it from passing. The lack of strong government during the period highlighted the weakness of German democracy and led to the German public becoming disenfranchised with the establishment. However, looking at the period pre-1924, and compare it to the years 1924-28, it is clear that following 1924, there was a period of growing stability. Up to 1923, inflation was increasing at an exponential rate with the Government printing more and more money in order to pay of the overwhelming debts they held following the treaty of Versailles. The continual printing of money led to the Deutschmark becoming so worthless many German’s opted for a primitive barter economy instead. Hyper-inflation was only made worse by the French-Belgium invasion of the Ruhr. German workers in the Ruhr went on strike meaning reparations weren’t being paid; this led to a joint force of France and Belgium occupying the Ruhr. The German government at the time opted for a policy of passive resistance; they paid the German workers to stay on strike, but did not actively confront the occupying forces. The effect of passive resistance was that it led to even more money being paid out then the annual reparation payments cost them, which in turn exacerbated the hyper-inflation crises When Stresemann became chancellor in 1923 he set up a new currency, the Rentenmark which helped stabilise the economy and effectively ended the hyper-inflation crisis. Therefore, the crisis period up to 1923 is in great period with the relatively calmer more prosperous years from 1924-28. During this â€Å"golden age† real wages for Industrial workers increased and there was a sense of newfound prosperity, quite the opposite of the years leading up to the golden age. On the other hand, some historians would argue that the so-called economic prosperity of the â€Å"Golden age† wasn’t as prosperous as it is made out to be. Stresemann says in a speech shortly before his death â€Å"the economic position is only flourishing on the surface,† whilst the economy grew from 1924-1927 it shrunk in 1928; unemployment was a continuous issue, by March 1926 unemployment was at 3 million, this and the wall street crash which happened just after the golden age indicate that whilst the economy seemed to have recovered, in reality the foundations it was built on were unsafe to begin with. In conclusion, I would argue that whilst the Weimar Republic appeared to be more politically stable, the reality was that the short-lived prosperity was only due to American investment, and when the wall-street crash occurred, Germany was unable to rely on the USA, leading to an economic disaster. Thus the Weimar Republic enjoyed a false sense of political stability, but no real stability was present.

Globalization of the Korean Auto Industry Research Paper

Globalization of the Korean Auto Industry - Research Paper Example State also opted for industry restructuring/ regulating, and concentrated on export led strategy. Rise in domestic demand due to the betterment of economic condition of the country, further enhanced the auto industry of Korea. It took Korea barely three decades to move along the learning curve and secure the place of fifth largest automobile manufacturer in the world. It is notable that exports and foreign auto manufacturers have played a key role in supporting and pulling through the industry in the worst times. This paper throws light on the road taken and success achieved by the Korean automobile industry along with its impact on the economy of Korea. It also aims to explain the reasons for its global competitiveness and what distinguishes it from American automobile industry. The next section of the paper would compare the Korean and American automobile industries which would then be elaborated by an example. It would be followed by the challenges faced currently by the Korean au tomobile industry. Lastly, the paper would conclude with some recommendations to tackle the challenges. Korean Auto Industry Development The history of Korean Automobile Industry can be traced back to 1960s when the Government of Korea took a policy decision to develop auto industry in the country. In the first five year plan of the country, initiated in 1962, emphasis was laid on the creation of indigenous automotive industry. In its initial phase, i.e. in 1960s, the automobile majors were largely involved in assembling of semi knocked down and fully knocked down kits which were nothing but imported components of automobiles. To ease out the conditions for the development of the industry, the state banned import of fully assembled cars although it encouraged foreign partnerships for transfer of technology to the domestic players. With the support of the state, the industry progressed to give rise to four major players which were Hyundai, Kia, Daewoo and Samsung Motors. Hyundai was formed in 1967 with the aim of manufacturing a wholly indigenous car. It started on the learning curve by creating an assembly line to assemble fully knocked down kits. It tied up with Ford, Mitsubishi and Honda for technology transfers in order to initiate local manufacturing of automobiles. It was not until 1976, that Korea achieved the feat of manufacturing automobiles domestically. After eighteen technology transfers, from its foreign partners, Hyundai launched ‘Pony’, in 1976. Pony was the first Korean developed automobile (Korean Development Bank 175). It also holds the distinction of being the first Korean car to be exported. In 1985, Hyundai achieved the landmark quality certifications to meet the quality requirements of EEC, Canada and America which enabled it to export to these geographies also apart from Middle East and Africa. Kia, another automobile firm owned by a chaebol (large Korean business house) was established in 1971. Kia started its product line w ith three wheeled trucks and in a span of three years graduated to manufacture four wheel vehicles. Kia produced its first passenger car ‘Brisa’, in 1974 in technological partnership with Japan’s Honda. Similarly Shinjin Motors (now Daewoo) tied up with Japan’s Toyota to acquire capital and technical knowhow in automobile production. In 1972, Toyota’s share was taken over by General Motors which steered the firm to become the largest automobile

Classical Realism Essay Example | Topics and Well Written Essays - 1500 words

Classical Realism - Essay Example Elephant is a collection of short stories by Carver which includes the following: Boxes, Whoever Was Using This Bed, Intimacy, Menudo, Elephant, Blackbird Pie, and Errand. Carver used a "dirty realism" technique in presenting his thoughts in these short stories, "a North American literary construct born in the late 20th century where the narrative is stripped down to its fundamental features."2 A derivation of minimalism, dirty realism is present in most of the author's literary works, one essentially characterized by a focus on surface description and an economy of words. This literary genre is present in Elephant as it tends to eschew adverbs and allow context to dictate meaning.3 In minimalist stories, just like that of Carver's, the characters tend to be featured as unexceptional beings through the use of meaningful contexts and through incorporation of adverbs.4 Dirty realism is generally seen as a hallmark of Carver's Elephant as in the rest of his works. Setting out the differences between Carver's dirty realism and 19th century classical realism, the latter focuses on a broad category of artistic styles attempting to merge or combine classicism and realism in textual presentation. It is likewise broadly defined as "the faithful representation of reality", a literarily technique practiced by several schools of writing. Realism takes interest in scientific method, rational philosophy, and a reaction against the classic romanticism.5 It emphasizes "the immediate, the here and now, the specific action, and the verifiable consequence."6 The combination of classicism and realism seems to be an oxymoron, as classicism tends to idealize the subject matter while realism tends to develop a reaction against the idealists.7The 19th century realism tends to have a remarkable and monotonous agreement in main features. There is an excessive use of minute external detail, alongside with viewing the vaunted objectivity and impersonality as a faade for immorality and cynicism, neglecting the ideal. As rapid industrialization and urbanization take place, an expanding population and a rise in middle-class affluence provide an abundant ground for literary explorations, which is often regarded as "a strategy for imagining and managing the threats of social change."8 With Madame Bovary, the term was clearly established in France. Dickens was likewise held as "a novelist of the ideal or romantic school, welcoming the wholesome spirit of realism."9 As a dirty realist, Carver's objects are conveyed with a representational quality which may not be described as metaphorical, universal, or direct. His dirty realism is characteristically represented through truth and a depiction of commonplace events, characters, and settings. It considers characters and events which are very ordinary and uninteresting, attributing meaning and value to them.10 In his Elephant and Other Stories, he presents everyday objects in a realist, descriptive manner, with relevance to their relatedness in the syntax of sentences and the 'world' of the story.11 Intimacy, a story in the collection, suggests a constant fascination with animate objects with the character's expression of inexplicable things through the medium of objects depicted in the text. The story revolves around a man and his

Nanotechnology and acne Research Paper Example | Topics and Well Written Essays - 250 words

Nanotechnology and acne - Research Paper Example Nanotech medication can be devised that have strong antimicrobial properties to treat this infectious skin disease. The use of encapsulated benzoyl oxide in chitosan-alginate nanoparticles is used for the purposes of improving the activity as well as the tolerability of the anti-acne agent. Biodegradable and biocompatible nanoparticles are used in the synthesis of nontoxic anti-acne agents 6Ï€(d1 - d2)gr2/ÃŽ ·.These drugs will use stokes law once they have dissolved in the body fluid to diffuse to the target site of action. As the nanoparticles will be sinking into the body fluid forces will be acting on it. The force that will be acting in resistance of the particle will be equivalent to 6Ï€rÃŽ ·v, where r represents the radius of the blood vessel, ÃŽ · is the body fluid viscosity, and v represents the velocity at which the nanotech drug will be moving along the blood vessels. The force acting downward is equal to Ï€r2 (d1 - d2)g, where d1 represent the density of the body, d2 is the density of the blood, and g represents gravitational force. Upward and downward forces are always in balance at any constant velocity of fall. Stokes law finds its application in several fields hence its validity in the use of nanotech drugs in the treatment of acne is authentic. Therefore, when the formula is combined together, the velocity at which the nanotech drugs will be t=moving at will be v = 6Ï€(d1 - d2)gr2/ÃŽ · (Farokhzad & Langer, 2009) useful in the treatment.

In Defense of Traditional Marriage By R. Anderson Essay

In Defense of Traditional Marriage By R. Anderson - Essay Example Anderson in his article about traditional marriages argues that a marriage should still be viewed in the traditional sense of it being a reunion between a man and woman for the purpose of procreation as is indicated in the constitution (Anderson, 2013). His argument therefore dispels the gay activists’ attempts to have this wording changed in the formal documents simply because they have already been accorded the right to get married. The article further ascertains that this definition of marriage has been in existence way before there was any evidence of same sex marriages and hence cannot be changed now. Furthermore, the moment the federal government will change this definition; it will mean that it will be on the road to changing other things as well and being cornered to allow enforcement of other untraditional issues in the marriage institution such as allowing polygamy and the likes. Anderson stands with his word that simply because the gays were allowed to get married i n the states that they have does not allow them the power to demand a change of the traditional institutional definition of marriage (Anderson, 2013). They should be glad with what they have been accorded and remain silent on the issue and let traditions remain as they have always been. The argument by Anderson leans more towards deductive reasoning where he starts by stating the general rules and laws of marriages that have always been and moves to focusing on the sole aspect of procreation. This argument is based on only one major point and a few others that are not too strong to support the traditional marriages or even provide enough reason to avoid the definition of marriage being changed in the constitution despite it being an age old definition whose changes will open up a Pandora’s box of other issues related to modern marriages. The argument of

The effects of exercise benefits Essay Example | Topics and Well Written Essays - 1250 words

The effects of exercise benefits - Essay Example This is so because exercise does not just improve physical stamina but also influences social and psychological aspects of one’s life. Engaging in physical activities can prove to be more beneficial than what people already expected and this is what will be discussed in detail below. Obviously, exercise benefits participants physically, building healthy habits in maintaining fit bodies and staying away from certain diseases. In fact, physical activities are being given a lot of importance that training children to become physically active is one of the objectives of many fitness scholars. Kenneth H. Cooper, for instance, encourages parents to become involved in engaging their children in physical activities for them to get used to it and for the parents to become good models for the children because as they grow older, there is the great tendency of becoming inactive. Girls are found to become inactive around age fourteen while boys at fifteen. This is so because of the change s which happen in the children’s body (Cooper, 15-16). However, the importance of physical exercise should be well-pointed out to them. First and foremost, exercise increases muscle size and builds muscle strength. Jogging, walking or aerobic exercises increase the supply of oxygen-rich blood available to skeletal muscles for aerobic cellular respiration. This helps the regulation of blood in the body maintain normal processes and prevent diseases. Engaging in such activities on a daily basis builds endurance for prolonged activities. Anaerobic activities on the other hand like weight lifting, increase muscle size and builds strength. One might say that strength and endurance are not actually needed in relation to work nevertheless, it should be noted that the more sedentary the lifestyle of a person is because of the nature of his job, the more one needs to do physical activities to stay healthy. Aerobic exercises for instance, increase the oxygen demand of the muscles, incr easing cardiac output and the rate of oxygen delivery to the tissues. Moreover, oxygen delivery also increases because more capillary networks are developed by skeletal muscles because of long term training (Tortora & Grabowski, 687). In contrast to an active lifestyle, being sedentary exposes a person to obesity, heart problems, depression and other related diseases. In addition to the physical benefits, people who exercise also enhance themselves psychologically. Studies show that exercise can help alleviate long term depression. James Blumenthal, PhD, a clinical psychologist at Duke University experimented on patients and he found out that those who did exercise had higher rates of remission comparable to those who did not exercise but were taking antidepressant. His conclusion about this observation is that, exercise is as effective as antidepressant for patients with major depressive disorder. He further adds that exercise â€Å"seems not only important in treating depression but also in preventing relapse† (Weir). More studies show and explain why exercise benefits people positively on the psychological aspect such as the fight or flight mechanism. Patients with heightened sensitivity to anxiety have been observed to be able to adjust to circumstances that may cause anxiety better than those who have no or less physical activitie

New York Times Article Review in environment Essay

New York Times Article Review in environment - Essay Example New technologies, such as high-efficiency heating and cooling equipment in office buildings, pumps and motors in industrial settings, compact fluorescent bulbs and low-emitting diodes, etc., provide an opportunity to slash energy use, reducing emissions from electricity generation. However, high prices do not allow any considerable re-equipment of the US population. The new initiative offers a wonderful solution of the problem. The auction is to bring hundreds of millions of dollars annually. This money can be used to assist residential and business customers to upgrade their equipment. The author of the article fairly suggests that the initiative should become the foundation of federal-state partnership. Conducted by the federal government, the auction is likely to raise much more money, leading to a significant reduction of energy use and gas emissions. Set under a national cap and run by the federal government, the auction could bring tens of billions annually. The states could get funds for implementation of their decisions and regulation on utilities, the location of power plants, building codes and land use. Many states take steps in the direction of energy efficiency. So Massachusetts has cut the annual growth in electricity demand by nearly one-third. Rebates, low-interest loans and incentives allowed residential and business customers reequip their settings reducing the use of energy and saving their money. California promotes solar power installations and energy efficient building designs. Connecticut has issued a law making utilities to re-equip and inve st into energy efficiency projects. The International Energy Conservation Code and its equivalents for residential and commercial buildings have become the guidelines for action in many states. According to the Clean Air Act states should get federal funds to carry out their local strategies on pollution prevention. The federal-state

The Great Gatsby in the American Dream Essay Example for Free

The Great Gatsby in the American Dream Essay The 1920s and 1930s represent two decades in our countrys history that were very much connected to one another but extremely different in the economy. The Great Gatsby takes place during the roaring 20s, a time of extravagant parties and attempts at finding happiness after World War I. On the other hand, The Grapes of Wrath takes place during the 30s while America is suffering from the Great Depression and people are leaving their homes and lives to find success and work in California. Although the times were very different economically, both were taken over by people striving for the American Dream of wealth and social status in an attempt of getting happiness, success, and a better life. During the 20s, people wanted to escape the terrors of the war and during the 30s they were attempting to survive during the devastation of the Great Depression. Both The Great Gatsby and The Grapes of Wrath do an amazing job of representing peoples desires for the American Dream and more specifically the failure rather than success that came as a result of their efforts. The American Dream depicted by The Grapes of Wrath is very different from the dream of the 20s and The Great Gatsby. For one, money and wealth is much scarcer and extravagant parties are far from peoples minds. In The Grapes of Wrath there is a very distinct line between the rich and the poor and this separation increases as those who are rich go to all lengths to ensure that they remain in the upper class. Many of the upper class seem to live in California where there is land and opportunity, while much of the lower class consists of dust-bowl farmers who have been forced to leave their land and travel to California in search of work. The land owners in California are afraid that these dust-bowl farmers will eventually take over their property and make it their own, so they are doing everything in their power to ensure that the poor farmers are not successful. Even still, they hire them for their dirty work and treat them poorly as there are many more to take their place. Many of the poor farmers begin turning their backs on their families and friends in an attempt at succeeding as individuals. This selfish attitude is the same attitude held by the California land owners who are unwilling to share their fortune with anyone else due to fear and lack of trust. The Grapes of Wrath builds up several different dreams for the American depending on their background. The California land owners dreams consist of eagerness for wealth and greed to remain in a position of power over the dust bowl farmers that are working their land. On the other hand, many of the poor farmers have simple dreams of just keeping their dignity and not allowing themselves to give up on their families. In the end, it is the Joad familys ability to keep their dignity and hold together as a family that helps them to rise above all of the tragedies they encounter. The Grapes of Wrath concludes with a much more hopeful tone than The Great Gatsby and passes on to the reader the importance of men joining together and doing what is right for all of mankind as opposed to what is most beneficial to the individual. Jim Casys death in Chapter 26 is a perfect example of how the California land owners are threatened by the idea of the poor farmers joining together and revolting. His death is also an example of how a man or woman can make an unselfish decision and risk what is best for them individually to do what is best for all of mankind. Tom is very struck by Casys bravery and finds the power within himself to follow in Casys footsteps and help unite people to fight the injustices of their current situation. His own dream becomes an attempt to do all he can to better life for the common American man. The American Dream was not only different in the 20s than it was in the 30s, but it has continued to evolve and change up through today. Despite the differences in these dreams, there is a central goal to all of them: the pursuit of happiness. In both of these books and much of the world today, people seek and dream of attaining just utter happiness. For centuries, lots of people have been trying to obtain money, careers, success, and more. Although these dreams are separate from one another, they are all just a means by which people feel they may hopefully obtain their dream of being happy. The question is when will people begin to realize that it is not these materialistic goals that will provide them with happiness, but rather things like humility, love, family, and religion? These are true sources of happiness and real answers to the American Dream.

Processes of Mergers and Acquisitions

Processes of Mergers and Acquisitions CHAPTER ONE: INTRODUCTION 1.1 Background Mergers and acquisitions (MAs) have become the dominant mode of growth for firms seeking competitive advantage in an increasingly complex and global business economy (Adler, 1997). According to (Schuler et al, 2003) a merger happens when two companies agree to join their operations together to form a new company in which they participate as equal partners. On the other hand, in an acquisition, one firm buys a controlling or full interest in another firm with the understanding that the buyer will determine how the combined operations will be managed. ultimately, wealth increases for shareholders in the acquiring company. In practice, however, acquisitions often produce disappointing results. An example to illustrate this is a study by Mercer Management Consulting who looked at 150 acquisitions worth more than 500 million dollars. The Mercer study concluded that 50 percent of the acquisitions eroded shareholder value, while another 33 percent created only marginal returns. (Hill, C.W. L, 2007, pg.504).Another study by a stream of empirical researchers examined the post-acquisition performance of companies and has generally failed to find consistent evidence of improvements in shareholder wealth after post acquisition stage. These findings appear to hold both in the short run (Firth 1980; Franks and Harris 1989; Higson and Elliot 1998:16-20) and in the long run (Gregory 1997; Kennedy and Limmak 1996; Sudarsanam and Mahate 2003:13-50).These findings reveal that mergers and acquisitions may not yield successful results relative to th e sought advantages. This is indeed worrying and raises questions about the value creation of mergers and acquisitions. An important factor affecting the performance of mergers and acquisitions is the transfer of knowledge between the two units. Knowledge transfer is critical to the performance of knowledge creation and in leveraging knowledge for greater organisational performance (Von Krough et al., 2000). Therefore, there is a need for efficient knowledge transfer in mergers and acquisitions. In international mergers and acquisitions, two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge-intensive firm, strategic management should enable the development and sharing of new knowledge and other resources. It is believed today by numerous researchers and managers that knowledge is one of the strongest sources of sustainable competitive advantage for Multi National Corporations (MNCs). The importance of developing and sharing knowledge in order to stay competitive for the future has been underlined by many. (Grant, 1996). There are two forms of knowledge which are tacit and explicit knowledge. Tacit knowledge is not easily expressible and therefore difficult to communicate to others. Explicit knowledge on the other hand, is formal and systematic so can therefore be easily communicated. (Nonaka and Takeuchi, 1995, pg.98). Tacit knowledge is non-linguistic, as it deals with the processes of the mind that is interested in reasoning and analysis. The data it renders is non-numeric, and is codified as personal or biased. From the above-mentioned definition of tacit knowledge, it can be seen as something that is rooted on experiences, deeply attached or related to emotions, is connected with the ideals, ethics and emotions of the subject. Explicit knowledge on the other hand is being codified when it is interpreted, used, and shared. These forms of knowledge transfer can be affected by various factors which can be catogorised as organisational and individual factors. These can become barriers if not managed properly because they have a significant impact on knowledge transfer. This dissertation would therefore focus on the key organisational factors that affect the transfer of knowledge. The paper will establish the relationship between these factors and knowledge transfer in international mergers and acquisitions. These factors are flexible structures, organisational culture, communication and Information technology. (Ives et al., 2003 and Spender, 1996) 1.2 ?ignifi?ance of the Study Over the last few years there has been an upsurge in interest among scholars on the importance of knowledge management in firms. This is because in successful organizations, their main advantage comes from the knowledge of their employees. In the past mergers and acquisitions were mainly conducted to obtain wealth. However, in recent years multinational corporations (MNCs) emphasize on the knowledge assets that can be gained from mergers and acquisitions. Thus, techniques for archiving, transferring, and increasing knowledge are fundamental factors for the high quality performance of organizations (Maurer, 1999). When companies undertake acquisitions in an international setting the challenge to transfer knowledge becomes more crucial therefore tacit and coded knowledge must be managed and developed in order to obtain an efficient transfer process. This dissertation will therefore examine the organisational factors that influence the transfer of both tacit and explicit knowledge in acquisitions and the role the organisational factors play in the knowledge transfer process. This paper will begin by reviewing relevant literature on knowledge, knowledge management, transfer of knowledge in acquisitions and the organisational factors that influence the process, Chapter 3 will discuss a summary of the methodology. The results of the abovementioned objectives will be presented in Chapter 4 and a critical and analytical discussion of all results is presented in Chapter 5. Conclusions are then made from the analysis and discussion in the previous sections in Chapter 6. To conduct this study, a semi structured interview will be conducted on two financial institutions engaged in an acquisition. The study will identify the key organisational factors that influence the transfer of both tacit and explicit knowledge in the acquisition, the effect of the organisational factors in the transfer process and the factor that has the greatest impact on transfer of knowledge. The focus of the case study will take place in the banking sector .This is because it is part of the global financial sector, which pursues a high level of International mergers and acquisitions.(IMAs). The findings of this study will benefit employees as well by giving light to the actions taken by their respective organizations to aid them cope with the changes brought about by the relationship between knowledge transfer and organisational factors. 1.3 Aims and Objectives The aims and objectives are to answer the main research question and to propose a strategic and effective way of managing the factors that affect transfer of knowledge in order to obtain efficiency. The main research question is : What are the effects of the key organisational factors that influence knowledge transfer in international mergers and acquisitions? Following from the research question, the main objectives will be to establish: Key Organisational factors that influence the transfer of both tacit and explicit knowledge in the acquisition. The effect of the organisational factors in the transfer process. The factor that has the greatest impact on transfer of knowledge ?HA?TER 2: LITERATURE REVIEW To answer the research question this chapter starts with a brief insight into the nature of knowledge, and then proceed to provide a critical review of transfer of knowledge in mergers and acquisitions and then focus on the key organisational factors that affect the transfer of this knowledge. 2.1 The Nature of Knowledge Knowledge can be experience, concepts, values or beliefs that increase an individuals capability to take effective actions (Alavi Leidner 1999).Knowledge can be categorized according to its form and content. With regard to this, a number of typologies have been used, such as embodied versus embedded knowledge (Granovetter, 1985), knowledge as intrinsically versus instrumentally valuable (Degenhardt, 1982), scientific versus practical knowledge (Hayek, 1945), and know-what versus know-how (Gupta and Govindarajan, 2000).ref Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organisations, it often becomes embedded not only in documents or repositories but also in organisational routines, processes, practices, and norms. (Davenport and Prusak, 2000) In the literature on Knowledge Management (KM), there is much debate about what constitutes knowledge, what is data and what is information. Most literature on Knowledge Management classifies knowledge into two main categories: explicit knowledge and tacit knowledge. Explicit knowledge can be defined as things that are clearly stated or defined, while tacit knowledge can be defined as things that are not expressed openly, but implied (Choo 2000, Herschel et al., 2001). This section will make a distinction between the two forms of knowledge tacit and explicit knowledge which was proposed by (Polyani 1962). Explicit knowledge is codifiable and objective and therefore easily transmitted, conceptualized and stored, with little cost. Codes can be differentiated by taking into account the number of elements and combination rules a code consists of, as well as the degree of ambiguity allowed. (Jorna, 2001). (Davenport and ?ru?ak, 1998, pg.41) say: the aim of c?difi?ation is to put organisational knowledge into a form that makes it accessible to those who need it. It literally turns knowledge into code to make it organised, explicit, portable, and as easy to understand as possible. New technologies play an important role in the knowledge codification and make the prospect for those activities increasingly promising. Knowledge managers and users can categorise knowledge, describe it, map and model it, simulate it, and embed it in rules and recipes. Each of these approaches has its own set of values and limitations. Knowledge is being codified when it is interpreted, used, and shared. Codified knowledge comes in the form of organization of thoughts that matter to the individual and can be used for common decisions. Tacit knowledge is converted to explicit or codified knowledge, a form of knowledge that is used by company and/or organisation members. Codified knowledge is essential in the diagnosis, performance, training, and planning of the events in the company or in the life of an individual. Tacit knowledge on the other hand, resides within individuals and is non-codifiable, acquired through experience, personal and subjective. These features make tacit knowledge difficult to formalise and transmit, leading to loss of organisational knowledge. Much of organisational knowledge is tacit (Cook and Yanow, 1993.) This form of knowledge is non-linguistic, as it deals with the processes of the mind that is interested in reasoning and analysis. The data it renders is non-numeric, and is codified as personal or biased. From the above-mentioned definition of tacit knowledge, it can be seen as something that is rooted on experiences, deeply attached or related to emotions, is connected with the ideals, ethics and emotions of the subject. It is this type of knowledge that has strong potential to be a source of competitive advantage, because it is difficult to assess from the outside and not readily available. The focus of this dissertation will be on these two types of knowledge. According to (Nonaka and Takeuchi, 1995), knowledge is created through interactions amongst individuals with different types and contents of knowledge. Through this social conversion process, tacit and explicit knowledge expands in terms of both quality and quantity. (Nonaka, 1990, 1991, 1994: Nonaka and Takeuchi, 1995) .This process goes through four modes of conversion between tacit and explicit knowledge which are Socialization (from tacit to tacit) Externalization (from tacit to explicit). Combination (from explicit to explicit) and finally Internalization (from explicit to tacit). 2.2 Knowledge Management Knowledge management has been an important topic in organizations for years. Companies have hugely emphasized the importance of knowledge as the basis for competitive advantage (Teece, 1998). According to (Zack,1999), there is an obvious difference among knowledge, data and information. Data correspond to observations or facts that are not meaningful. Information results from the placement of data within a meaningful context. Knowledge, on the other hand, is more intricate because it can be both implicit and explicit. Implicit knowledge is understood and applied, and developed from experience. It is shared through interactive conversations and narration of shared experiences. Companies have implemented knowledge management strategies to promote organizational learning. According to (Sarvary,1999), a knowledge management system is the infrastructure necessary for the organization to implement the Knowledge Management process. This comprises IT and organizational communications. Organizational culture, internal governance mechanisms and appropriate incentive schemes are also required. (Zack,1999) stated that effective knowledge creation, sharing, and leveraging requires an organizational climate and reward system that values and encourages cooperation, trust, learning, and innovation and provides incentives for engaging in those knowledge-based roles, activities, and processes. I have consistently observed this aspect to be a major obstacle to effective knowledge management. The success of these strategies is contingent upon the battle between organizational roles and formal and informal structure with socio-cultural factors affecting knowledge management. Culture, power relations, norms, management philosophy, and reward systems are examples. Knowledge management as a task, particularly in project-based international organisations, is an evolution of cognitive processes and social interaction. As knowledge formulation moves through the stages of intuiting, interpreting, integrating, and institutionalizing the tasks become less uncertain and more tangible. A mix of control mechanisms is therefore crucial for effectively managing knowledge capture and transfer within the organization. (Crossan et al., 1999) 2.3 Knowledge Transfer in International Mergers and Acquisitions One of the most prominent contemporary trends in the business of an enterprise is the increasing internationalization of their basic activities. This trend originally started in the most developed countries of the world, where enterprises reached a level of development by economies of scale, as a basic precondition for further progress, which enable enterprises to spread rapidly into international markets. Today however, globalisation can be considered as a precondition for the survival of an organisation notwithstanding the size or the country of origin. Internationalization of business functions began with sales and marketing, continued with production, and today it covers strategic research and development as well (Kolalovic, 2004).Because the prerequisite of an economic development is the openness of the economy, globalisation of businesses has been an economic rule. Local enterprises accepted the importance of mergers and acquisitions as a great help in penetrating the internati onal market and in gaining competitiveness (Hill, 2007). International mergers and acquisitions (IMA) have ballooned in the past two decades and key drivers of this have been globalisation and technological development. These key drivers have brought rise to an easiness of reaching markets, acquiring, managing and monitoring businesses abroad. On a macro level, International mergers and acquisitions (IMAs) can help companies remain competitive, achieve economies of scale and scope and improve positioning in the global environment. On a micro level, gaining valuable tangible and intangible assets can give industry specific competitive advantages; enhance efficiency, market power and growth potential. Notwithstanding, the approach or strategies adopted by managers towards mergers and acquisitions (MAs), they may not yield successful results relative to the sought advantages. The risks associated with cross-border (MAs) are many and can precipitate tremendous failure. Knowledge transfer is one of these risks which will be a focus of this paper. (Galbraith and Stiles, 1984). Knowledge transfer means conveying or moving knowledge from one person or place to another. In the world of business, knowledge management would mean the manner on how we move knowledge from one point of the organisation to another (Rutkowski, 1999). However in international mergers and acquisitions, knowledge would be conveyed from one organisation to another but in a cross cultural context. Knowledge capture and transfer can be regarded as strategic issues. They benefit the organisation as a whole. The process of accumulating and documenting knowledge learned is more tactical because it involves costs attributable to a specific project and managers need to determine which type of knowledge will be useful for the organisation before they are codified. According to (Davenport ,1996) and( Halal ,1996), the most recent and widely used vessel of knowledge transfer is the modern technology. Many companies worldwide use the Web or the internet access as a channel of knowledge sharing in workgroup and company levels. The purpose of the use of modern technology networks is to distribute information and computing resources among employees within the organization, enable the sharing of knowledge and expertise, overcome knowledge transfer barriers, exchange documents, and communicate effectively. According to (Keen, 1997), modern technology in knowledge transfer has reach, range, and ease of use. Reach relates to the people who can access the companys online services and information resources. It can be possible for the organization to gather, transfer or share information from their systems through any computer linked to another computer anywhere across the globe. Range relates to the information and services that can be automatically cross-linked. The World Wide Web is a way of sharing information. Ease of Use pertains to how the system can access and navigate the use of the technologies. Web browsers are good examples of information retrieval systems. In the transfer of knowledge in international mergers and acquisitions, most individuals are reluctant to share and transfer knowledge due to various factors. The announcement of a merger or acquisition creates a highly stressful environment of uncertainty, fear and distrust (Cartwright Cooper, 1992). Even if redundancies are not planned, individuals in both the acquired and the acquiring firms may fear loss of status and changes to their established work norms (Hunt et al, 1987; Schweiger Denise, 1991:49). They may react by resisting senior managements initiatives to encourage co-operation between the combining firms and may ultimately resign (Buono Bowditch, 1989; Levinson, 1970, pg.98). These researched negative reactions are likely to be particularly problematic when knowledge transfer is an explicit merger objective. Knowledge transfer is above all an inter-personal process. Whilst codified knowledge may be shared relatively easily, the experiences and insights required to in terpret and apply this knowledge reside within individuals. Individuals cannot be forced to share this knowledge with others but can only do so willingly. When we specifically consider the international or global transfer of knowledge, then as (Bresman et al,1999,pg.17) have noted, with respect to international acquisitions, the lack of personal relationships, the absence of trust, and cultural distance all conspire to create resistance, frictions, and misunderstandings. This observation is consistent with the conviction that a significant source of dissatisfaction in organizations today is the poor structures and networks for mediating and diffusing knowledge, values and experience within the organisational environment (Claes, 1999,pg.68). Since the competitive advantage of most organisations is their knowledge, individuals from the acquired company in an acquisition refuse to share their knowledge because they might feel the acquirers will eventually find them unimportant and possibly make them redundant. Some also leave and take their knowledge with them to utilise in another company. This is the reason why it is very necessary to identify the factors that influence the transfer of knowledge and improve on these factors to facilitate the process. These factors can be either individual, knowledge based or organisational factors. This dissertation will however, focus specifically on the organisational factors. This is because when they are identified and managed efficiently they help produce a positive transfer of knowledge. 2.4 Organisational Learning (Fisher and White, 2000) defined organisational learning as a reflective process, played out by members at all levels of the organization, which involves the collection of information from both the external and internal environments. This information is filtered through a collective sense-making process, which results in shared interpretations that can be used to instigate actions resulting in enduring changes to the organizations behaviour and theories-in-use.According to Crossan et al. (1999), organizational learning entails a tension between gaining knowledge of new learning or exploration, and using what has been learned or exploitation. This includes individual, group and organizational levels of learning, which are connected by the processes of intuiting, interpreting, integrating, and institutionalizing. 2.5 Organisational factors affecting Knowledge Transfer in Mergers and Acquisitions (Hybels and Weaver, 2007) define communication as any process in which people share information, ideas and feelings. It involves not only the spoken and written word but also the body language, personal mannerisms and anything that adds meaning to the message. Communication can be verbal and non verbal. In mergers and acquisitions, effective communication is very important because it helps coordinates and improves the transfer of knowledge. Communication is a process and consists of various elements which include sending of information, receiving information and feedback. This is in a form of of a basic communication model where the sender encodes the message, uses an appropriate medium to transmit the message and the receiver decodes the message (Hollensen, 2001). Whilst every organization has a unique environment particular key organisational factors such as communication, structure, culture and technology play a crucial role in the overall performance of the organization.(Galbraith, 2002). Therefore, this dissertation will focus on these key factors: Organisational Culture, Flexible structures and support, Information Technology and Communication to determine its effect on knowledge transfer. 2.5.1 Organisational Culture (Schein, 1985) defines organizational culture as a set of implicit assumptions held by members of a group that determines how the group behaves and responds to its environment. It is reflected in the aspects of the organization such as its mission. It is reflected in the way the employees act, what they expect of each other, and how they make sense of each others actions. Most of all, it is deeply rooted in the core values of the organization. According to (Hill C, W, L, 2007) organisational culture comes from several sources. Firstly, influential leaders can have an influence on the culture of the organisation. Secondly, the social culture of a country where the company was founded also influences its corporate culture. The third influence is the history of the company and lastly decisions that yield high performance tend to become embedded in the values of the firm. Many acquisitions fail because of the differences in corporate culture that exist amongst both units. This is because; if the differences are not managed properly they cause a strain on the integration process. An example is the Daimler and Chrysler merger which experienced a clash of corporate culture. Though it is not surprising that the merging of a German company and an American company would present dissimilarity in corporate cultures, there was insufficient support or consideration for these challenges offered to staff. Ideally both Daimler and Chrysler were to benefit equally from each others strengths and capabilities and ultimately increase performance but the cultural clashes significantly affected the corporate structure and success of the merger. (Hill, C.W. L, 2007, pg.505). This caused high management turnover and eventually loss of knowledge and expertise. (Bresman et al.,1999:17) therefore ?trepoe? the importance of cultural compatibility influencing international merger and acquisition success by arguing that the similarities of both parents organisational culture play a critical role in determining the international mergers and acquisitions extent of knowledge acquisition. With the view that cultural compatibility increases the possibility to acquire knowledge and the acquired knowledge then contributes to form new corporate cultures. (De long and Fahey, 2000) identified four ways in which culture influences knowledge transfer. Firstly, culture shapes assumptions about what knowledge is and what type of knowledge is worth managing. Secondly, culture defines the relationships between individual and organisational learning by determining who can control a specific type of knowledge. Thirdly, culture creates the context for social interaction that determines how knowledge will be used in a particular situation. Lastly, culture shapes the processes by which new knowledge is created legitimated and distributed in an organisation. For (M?rpoini,2004) the high failure rates of acquisitions observed over a long period of time by researchers are often due to company manager systematically overlooking the major cultural and organisational complexities involved in integrating the merging firms operations and informal networks. As the increasing number of ?rpo?-border acquisitions brought public attention to the ?la?he? of management styles and ?hilpopohie?, many poh?lar? tried to test whether organisations pould dipolay a higher level of cultural pom?atibility for a ?upoepoful acquisitions. Many thought companies with compatible cultures would be less problematic to acquire and generate value but a research by (Schoenberg, 2000) found out that the impact of cultural compatibility on acquisition performance is revolving around the form of post acquisition integration and the relative attractiveness of the acquirers culture. When knowledge is deeply embedded in a unique culture and organisational setting, transfer of knowledge becomes very difficult and costly. Researchers have argued that a major determinant of how much knowledge a company gains from a merger or an acquisition is its ability to learn from each other. (Hamel et al, 2002,). An example is the merger between General motors (GM) and Toyota in 1985 to build the Chevrolet. Toyota achieved its objectives from the merger and transferred all the knowledge to General Motors which was never put to good use. GM focused on the explicit knowledge forgetting that the tacit knowledge was embedded in the organisation. They should have worked together as a team to transfer both types of knowledge throughout the organisation. We can therefore say that to maximize the transfer of knowledge in a merger or acquisition both units need to adopt a common knowledge sharing culture across every part of the organisation. A shared culture may help informal integrating mechanisms such as knowledge networks to operate more efficiently. As such, a common culture may be of greater value in a multinational that is pursuing a strategy that requires cooperation and coordination between globally dispersed subsidiaries. (Hill, C.W. L, 2007, pp.472-474). Organisational culture can also be maintained by effective communication, organisational culture training as part of the due diligence process, maintaining trust from the pre acquisition stage and then finally staff must be trained on the core values of both units. According to (Baker and English, 2006), aspects of the business culture that can carefully be managed and improve knowledge transfer within the organization, is the use of a common business language and codes, the creation of a shared vision, and the construction of a common company culture that promotes knowledge transfer .Human due diligence should take place more openly and managers must make use of cultural assessment tools like employee surveys and face-to-face interviews. It is therefore useful to let the managers from both companies jointly review this data and agree on the cultural elements for the new company (Harding and Rouse, 2007). Managers must also be aware that basic approaches, values, and philosophies about employment regulation vary widely from country to country around the world. 2.5.2 Communication (Hybels and Weaver, 2007) define communication as any process in which people share information, ideas and feelings. It involves not only the spoken and written word but also the body language, personal mannerisms and anything that adds meaning to the message. Communication can be verbal and non verbal. In mergers and acquisitions, effective communication is very important because it helps coordinates and improves the transfer of knowledge. Communication is a process and consists of various elements which include sending of information, receiving information and feedback. This is in a form of of a basic communication model where the sender encodes the message, uses an appropriate medium to transmit the message and the receiver decodes the message (Hollensen, 2001). The positive outcome of the transfer of knowledge depends on an effective communication process which begins with the sender sharing the information, structuring the message in such a way that the receiver understands, selecting the appropriate method to convey the message to the recipient and then once an appropriate channel is selected and used, the receiver receives the message. Here he/she must decode the message. Meaning is attached to the various symbols and the channel used by the sender and now the receiver must interpret the message. This interpretation involves gaining an understanding from the message and is influenced by the receivers personal experiences, relationship with the sender, knowledge, perceptions and culture. Feedback is the final step in the communication process. Feedback is the response the receiver sends to the sender. In feedback the receiver conceives, encodes and selects the channel just like the original sender did. The original sender then becomes the receiver since he decodes, interprets and responds (feedback) to the response (feedback) the original receiver sent.However, this communication process is subject to many influences that determine its successful transfer. (Welch, D Welch, L, 2007). There are different ways of communicating tacit and coded knowledge. These are face to face and electronic communication. Face to face tends to be the most influential medium of communicating. This Processes of Mergers and Acquisitions Processes of Mergers and Acquisitions CHAPTER ONE: INTRODUCTION 1.1 Background Mergers and acquisitions (MAs) have become the dominant mode of growth for firms seeking competitive advantage in an increasingly complex and global business economy (Adler, 1997). According to (Schuler et al, 2003) a merger happens when two companies agree to join their operations together to form a new company in which they participate as equal partners. On the other hand, in an acquisition, one firm buys a controlling or full interest in another firm with the understanding that the buyer will determine how the combined operations will be managed. ultimately, wealth increases for shareholders in the acquiring company. In practice, however, acquisitions often produce disappointing results. An example to illustrate this is a study by Mercer Management Consulting who looked at 150 acquisitions worth more than 500 million dollars. The Mercer study concluded that 50 percent of the acquisitions eroded shareholder value, while another 33 percent created only marginal returns. (Hill, C.W. L, 2007, pg.504).Another study by a stream of empirical researchers examined the post-acquisition performance of companies and has generally failed to find consistent evidence of improvements in shareholder wealth after post acquisition stage. These findings appear to hold both in the short run (Firth 1980; Franks and Harris 1989; Higson and Elliot 1998:16-20) and in the long run (Gregory 1997; Kennedy and Limmak 1996; Sudarsanam and Mahate 2003:13-50).These findings reveal that mergers and acquisitions may not yield successful results relative to th e sought advantages. This is indeed worrying and raises questions about the value creation of mergers and acquisitions. An important factor affecting the performance of mergers and acquisitions is the transfer of knowledge between the two units. Knowledge transfer is critical to the performance of knowledge creation and in leveraging knowledge for greater organisational performance (Von Krough et al., 2000). Therefore, there is a need for efficient knowledge transfer in mergers and acquisitions. In international mergers and acquisitions, two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge-intensive firm, strategic management should enable the development and sharing of new knowledge and other resources. It is believed today by numerous researchers and managers that knowledge is one of the strongest sources of sustainable competitive advantage for Multi National Corporations (MNCs). The importance of developing and sharing knowledge in order to stay competitive for the future has been underlined by many. (Grant, 1996). There are two forms of knowledge which are tacit and explicit knowledge. Tacit knowledge is not easily expressible and therefore difficult to communicate to others. Explicit knowledge on the other hand, is formal and systematic so can therefore be easily communicated. (Nonaka and Takeuchi, 1995, pg.98). Tacit knowledge is non-linguistic, as it deals with the processes of the mind that is interested in reasoning and analysis. The data it renders is non-numeric, and is codified as personal or biased. From the above-mentioned definition of tacit knowledge, it can be seen as something that is rooted on experiences, deeply attached or related to emotions, is connected with the ideals, ethics and emotions of the subject. Explicit knowledge on the other hand is being codified when it is interpreted, used, and shared. These forms of knowledge transfer can be affected by various factors which can be catogorised as organisational and individual factors. These can become barriers if not managed properly because they have a significant impact on knowledge transfer. This dissertation would therefore focus on the key organisational factors that affect the transfer of knowledge. The paper will establish the relationship between these factors and knowledge transfer in international mergers and acquisitions. These factors are flexible structures, organisational culture, communication and Information technology. (Ives et al., 2003 and Spender, 1996) 1.2 ?ignifi?ance of the Study Over the last few years there has been an upsurge in interest among scholars on the importance of knowledge management in firms. This is because in successful organizations, their main advantage comes from the knowledge of their employees. In the past mergers and acquisitions were mainly conducted to obtain wealth. However, in recent years multinational corporations (MNCs) emphasize on the knowledge assets that can be gained from mergers and acquisitions. Thus, techniques for archiving, transferring, and increasing knowledge are fundamental factors for the high quality performance of organizations (Maurer, 1999). When companies undertake acquisitions in an international setting the challenge to transfer knowledge becomes more crucial therefore tacit and coded knowledge must be managed and developed in order to obtain an efficient transfer process. This dissertation will therefore examine the organisational factors that influence the transfer of both tacit and explicit knowledge in acquisitions and the role the organisational factors play in the knowledge transfer process. This paper will begin by reviewing relevant literature on knowledge, knowledge management, transfer of knowledge in acquisitions and the organisational factors that influence the process, Chapter 3 will discuss a summary of the methodology. The results of the abovementioned objectives will be presented in Chapter 4 and a critical and analytical discussion of all results is presented in Chapter 5. Conclusions are then made from the analysis and discussion in the previous sections in Chapter 6. To conduct this study, a semi structured interview will be conducted on two financial institutions engaged in an acquisition. The study will identify the key organisational factors that influence the transfer of both tacit and explicit knowledge in the acquisition, the effect of the organisational factors in the transfer process and the factor that has the greatest impact on transfer of knowledge. The focus of the case study will take place in the banking sector .This is because it is part of the global financial sector, which pursues a high level of International mergers and acquisitions.(IMAs). The findings of this study will benefit employees as well by giving light to the actions taken by their respective organizations to aid them cope with the changes brought about by the relationship between knowledge transfer and organisational factors. 1.3 Aims and Objectives The aims and objectives are to answer the main research question and to propose a strategic and effective way of managing the factors that affect transfer of knowledge in order to obtain efficiency. The main research question is : What are the effects of the key organisational factors that influence knowledge transfer in international mergers and acquisitions? Following from the research question, the main objectives will be to establish: Key Organisational factors that influence the transfer of both tacit and explicit knowledge in the acquisition. The effect of the organisational factors in the transfer process. The factor that has the greatest impact on transfer of knowledge ?HA?TER 2: LITERATURE REVIEW To answer the research question this chapter starts with a brief insight into the nature of knowledge, and then proceed to provide a critical review of transfer of knowledge in mergers and acquisitions and then focus on the key organisational factors that affect the transfer of this knowledge. 2.1 The Nature of Knowledge Knowledge can be experience, concepts, values or beliefs that increase an individuals capability to take effective actions (Alavi Leidner 1999).Knowledge can be categorized according to its form and content. With regard to this, a number of typologies have been used, such as embodied versus embedded knowledge (Granovetter, 1985), knowledge as intrinsically versus instrumentally valuable (Degenhardt, 1982), scientific versus practical knowledge (Hayek, 1945), and know-what versus know-how (Gupta and Govindarajan, 2000).ref Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organisations, it often becomes embedded not only in documents or repositories but also in organisational routines, processes, practices, and norms. (Davenport and Prusak, 2000) In the literature on Knowledge Management (KM), there is much debate about what constitutes knowledge, what is data and what is information. Most literature on Knowledge Management classifies knowledge into two main categories: explicit knowledge and tacit knowledge. Explicit knowledge can be defined as things that are clearly stated or defined, while tacit knowledge can be defined as things that are not expressed openly, but implied (Choo 2000, Herschel et al., 2001). This section will make a distinction between the two forms of knowledge tacit and explicit knowledge which was proposed by (Polyani 1962). Explicit knowledge is codifiable and objective and therefore easily transmitted, conceptualized and stored, with little cost. Codes can be differentiated by taking into account the number of elements and combination rules a code consists of, as well as the degree of ambiguity allowed. (Jorna, 2001). (Davenport and ?ru?ak, 1998, pg.41) say: the aim of c?difi?ation is to put organisational knowledge into a form that makes it accessible to those who need it. It literally turns knowledge into code to make it organised, explicit, portable, and as easy to understand as possible. New technologies play an important role in the knowledge codification and make the prospect for those activities increasingly promising. Knowledge managers and users can categorise knowledge, describe it, map and model it, simulate it, and embed it in rules and recipes. Each of these approaches has its own set of values and limitations. Knowledge is being codified when it is interpreted, used, and shared. Codified knowledge comes in the form of organization of thoughts that matter to the individual and can be used for common decisions. Tacit knowledge is converted to explicit or codified knowledge, a form of knowledge that is used by company and/or organisation members. Codified knowledge is essential in the diagnosis, performance, training, and planning of the events in the company or in the life of an individual. Tacit knowledge on the other hand, resides within individuals and is non-codifiable, acquired through experience, personal and subjective. These features make tacit knowledge difficult to formalise and transmit, leading to loss of organisational knowledge. Much of organisational knowledge is tacit (Cook and Yanow, 1993.) This form of knowledge is non-linguistic, as it deals with the processes of the mind that is interested in reasoning and analysis. The data it renders is non-numeric, and is codified as personal or biased. From the above-mentioned definition of tacit knowledge, it can be seen as something that is rooted on experiences, deeply attached or related to emotions, is connected with the ideals, ethics and emotions of the subject. It is this type of knowledge that has strong potential to be a source of competitive advantage, because it is difficult to assess from the outside and not readily available. The focus of this dissertation will be on these two types of knowledge. According to (Nonaka and Takeuchi, 1995), knowledge is created through interactions amongst individuals with different types and contents of knowledge. Through this social conversion process, tacit and explicit knowledge expands in terms of both quality and quantity. (Nonaka, 1990, 1991, 1994: Nonaka and Takeuchi, 1995) .This process goes through four modes of conversion between tacit and explicit knowledge which are Socialization (from tacit to tacit) Externalization (from tacit to explicit). Combination (from explicit to explicit) and finally Internalization (from explicit to tacit). 2.2 Knowledge Management Knowledge management has been an important topic in organizations for years. Companies have hugely emphasized the importance of knowledge as the basis for competitive advantage (Teece, 1998). According to (Zack,1999), there is an obvious difference among knowledge, data and information. Data correspond to observations or facts that are not meaningful. Information results from the placement of data within a meaningful context. Knowledge, on the other hand, is more intricate because it can be both implicit and explicit. Implicit knowledge is understood and applied, and developed from experience. It is shared through interactive conversations and narration of shared experiences. Companies have implemented knowledge management strategies to promote organizational learning. According to (Sarvary,1999), a knowledge management system is the infrastructure necessary for the organization to implement the Knowledge Management process. This comprises IT and organizational communications. Organizational culture, internal governance mechanisms and appropriate incentive schemes are also required. (Zack,1999) stated that effective knowledge creation, sharing, and leveraging requires an organizational climate and reward system that values and encourages cooperation, trust, learning, and innovation and provides incentives for engaging in those knowledge-based roles, activities, and processes. I have consistently observed this aspect to be a major obstacle to effective knowledge management. The success of these strategies is contingent upon the battle between organizational roles and formal and informal structure with socio-cultural factors affecting knowledge management. Culture, power relations, norms, management philosophy, and reward systems are examples. Knowledge management as a task, particularly in project-based international organisations, is an evolution of cognitive processes and social interaction. As knowledge formulation moves through the stages of intuiting, interpreting, integrating, and institutionalizing the tasks become less uncertain and more tangible. A mix of control mechanisms is therefore crucial for effectively managing knowledge capture and transfer within the organization. (Crossan et al., 1999) 2.3 Knowledge Transfer in International Mergers and Acquisitions One of the most prominent contemporary trends in the business of an enterprise is the increasing internationalization of their basic activities. This trend originally started in the most developed countries of the world, where enterprises reached a level of development by economies of scale, as a basic precondition for further progress, which enable enterprises to spread rapidly into international markets. Today however, globalisation can be considered as a precondition for the survival of an organisation notwithstanding the size or the country of origin. Internationalization of business functions began with sales and marketing, continued with production, and today it covers strategic research and development as well (Kolalovic, 2004).Because the prerequisite of an economic development is the openness of the economy, globalisation of businesses has been an economic rule. Local enterprises accepted the importance of mergers and acquisitions as a great help in penetrating the internati onal market and in gaining competitiveness (Hill, 2007). International mergers and acquisitions (IMA) have ballooned in the past two decades and key drivers of this have been globalisation and technological development. These key drivers have brought rise to an easiness of reaching markets, acquiring, managing and monitoring businesses abroad. On a macro level, International mergers and acquisitions (IMAs) can help companies remain competitive, achieve economies of scale and scope and improve positioning in the global environment. On a micro level, gaining valuable tangible and intangible assets can give industry specific competitive advantages; enhance efficiency, market power and growth potential. Notwithstanding, the approach or strategies adopted by managers towards mergers and acquisitions (MAs), they may not yield successful results relative to the sought advantages. The risks associated with cross-border (MAs) are many and can precipitate tremendous failure. Knowledge transfer is one of these risks which will be a focus of this paper. (Galbraith and Stiles, 1984). Knowledge transfer means conveying or moving knowledge from one person or place to another. In the world of business, knowledge management would mean the manner on how we move knowledge from one point of the organisation to another (Rutkowski, 1999). However in international mergers and acquisitions, knowledge would be conveyed from one organisation to another but in a cross cultural context. Knowledge capture and transfer can be regarded as strategic issues. They benefit the organisation as a whole. The process of accumulating and documenting knowledge learned is more tactical because it involves costs attributable to a specific project and managers need to determine which type of knowledge will be useful for the organisation before they are codified. According to (Davenport ,1996) and( Halal ,1996), the most recent and widely used vessel of knowledge transfer is the modern technology. Many companies worldwide use the Web or the internet access as a channel of knowledge sharing in workgroup and company levels. The purpose of the use of modern technology networks is to distribute information and computing resources among employees within the organization, enable the sharing of knowledge and expertise, overcome knowledge transfer barriers, exchange documents, and communicate effectively. According to (Keen, 1997), modern technology in knowledge transfer has reach, range, and ease of use. Reach relates to the people who can access the companys online services and information resources. It can be possible for the organization to gather, transfer or share information from their systems through any computer linked to another computer anywhere across the globe. Range relates to the information and services that can be automatically cross-linked. The World Wide Web is a way of sharing information. Ease of Use pertains to how the system can access and navigate the use of the technologies. Web browsers are good examples of information retrieval systems. In the transfer of knowledge in international mergers and acquisitions, most individuals are reluctant to share and transfer knowledge due to various factors. The announcement of a merger or acquisition creates a highly stressful environment of uncertainty, fear and distrust (Cartwright Cooper, 1992). Even if redundancies are not planned, individuals in both the acquired and the acquiring firms may fear loss of status and changes to their established work norms (Hunt et al, 1987; Schweiger Denise, 1991:49). They may react by resisting senior managements initiatives to encourage co-operation between the combining firms and may ultimately resign (Buono Bowditch, 1989; Levinson, 1970, pg.98). These researched negative reactions are likely to be particularly problematic when knowledge transfer is an explicit merger objective. Knowledge transfer is above all an inter-personal process. Whilst codified knowledge may be shared relatively easily, the experiences and insights required to in terpret and apply this knowledge reside within individuals. Individuals cannot be forced to share this knowledge with others but can only do so willingly. When we specifically consider the international or global transfer of knowledge, then as (Bresman et al,1999,pg.17) have noted, with respect to international acquisitions, the lack of personal relationships, the absence of trust, and cultural distance all conspire to create resistance, frictions, and misunderstandings. This observation is consistent with the conviction that a significant source of dissatisfaction in organizations today is the poor structures and networks for mediating and diffusing knowledge, values and experience within the organisational environment (Claes, 1999,pg.68). Since the competitive advantage of most organisations is their knowledge, individuals from the acquired company in an acquisition refuse to share their knowledge because they might feel the acquirers will eventually find them unimportant and possibly make them redundant. Some also leave and take their knowledge with them to utilise in another company. This is the reason why it is very necessary to identify the factors that influence the transfer of knowledge and improve on these factors to facilitate the process. These factors can be either individual, knowledge based or organisational factors. This dissertation will however, focus specifically on the organisational factors. This is because when they are identified and managed efficiently they help produce a positive transfer of knowledge. 2.4 Organisational Learning (Fisher and White, 2000) defined organisational learning as a reflective process, played out by members at all levels of the organization, which involves the collection of information from both the external and internal environments. This information is filtered through a collective sense-making process, which results in shared interpretations that can be used to instigate actions resulting in enduring changes to the organizations behaviour and theories-in-use.According to Crossan et al. (1999), organizational learning entails a tension between gaining knowledge of new learning or exploration, and using what has been learned or exploitation. This includes individual, group and organizational levels of learning, which are connected by the processes of intuiting, interpreting, integrating, and institutionalizing. 2.5 Organisational factors affecting Knowledge Transfer in Mergers and Acquisitions (Hybels and Weaver, 2007) define communication as any process in which people share information, ideas and feelings. It involves not only the spoken and written word but also the body language, personal mannerisms and anything that adds meaning to the message. Communication can be verbal and non verbal. In mergers and acquisitions, effective communication is very important because it helps coordinates and improves the transfer of knowledge. Communication is a process and consists of various elements which include sending of information, receiving information and feedback. This is in a form of of a basic communication model where the sender encodes the message, uses an appropriate medium to transmit the message and the receiver decodes the message (Hollensen, 2001). Whilst every organization has a unique environment particular key organisational factors such as communication, structure, culture and technology play a crucial role in the overall performance of the organization.(Galbraith, 2002). Therefore, this dissertation will focus on these key factors: Organisational Culture, Flexible structures and support, Information Technology and Communication to determine its effect on knowledge transfer. 2.5.1 Organisational Culture (Schein, 1985) defines organizational culture as a set of implicit assumptions held by members of a group that determines how the group behaves and responds to its environment. It is reflected in the aspects of the organization such as its mission. It is reflected in the way the employees act, what they expect of each other, and how they make sense of each others actions. Most of all, it is deeply rooted in the core values of the organization. According to (Hill C, W, L, 2007) organisational culture comes from several sources. Firstly, influential leaders can have an influence on the culture of the organisation. Secondly, the social culture of a country where the company was founded also influences its corporate culture. The third influence is the history of the company and lastly decisions that yield high performance tend to become embedded in the values of the firm. Many acquisitions fail because of the differences in corporate culture that exist amongst both units. This is because; if the differences are not managed properly they cause a strain on the integration process. An example is the Daimler and Chrysler merger which experienced a clash of corporate culture. Though it is not surprising that the merging of a German company and an American company would present dissimilarity in corporate cultures, there was insufficient support or consideration for these challenges offered to staff. Ideally both Daimler and Chrysler were to benefit equally from each others strengths and capabilities and ultimately increase performance but the cultural clashes significantly affected the corporate structure and success of the merger. (Hill, C.W. L, 2007, pg.505). This caused high management turnover and eventually loss of knowledge and expertise. (Bresman et al.,1999:17) therefore ?trepoe? the importance of cultural compatibility influencing international merger and acquisition success by arguing that the similarities of both parents organisational culture play a critical role in determining the international mergers and acquisitions extent of knowledge acquisition. With the view that cultural compatibility increases the possibility to acquire knowledge and the acquired knowledge then contributes to form new corporate cultures. (De long and Fahey, 2000) identified four ways in which culture influences knowledge transfer. Firstly, culture shapes assumptions about what knowledge is and what type of knowledge is worth managing. Secondly, culture defines the relationships between individual and organisational learning by determining who can control a specific type of knowledge. Thirdly, culture creates the context for social interaction that determines how knowledge will be used in a particular situation. Lastly, culture shapes the processes by which new knowledge is created legitimated and distributed in an organisation. For (M?rpoini,2004) the high failure rates of acquisitions observed over a long period of time by researchers are often due to company manager systematically overlooking the major cultural and organisational complexities involved in integrating the merging firms operations and informal networks. As the increasing number of ?rpo?-border acquisitions brought public attention to the ?la?he? of management styles and ?hilpopohie?, many poh?lar? tried to test whether organisations pould dipolay a higher level of cultural pom?atibility for a ?upoepoful acquisitions. Many thought companies with compatible cultures would be less problematic to acquire and generate value but a research by (Schoenberg, 2000) found out that the impact of cultural compatibility on acquisition performance is revolving around the form of post acquisition integration and the relative attractiveness of the acquirers culture. When knowledge is deeply embedded in a unique culture and organisational setting, transfer of knowledge becomes very difficult and costly. Researchers have argued that a major determinant of how much knowledge a company gains from a merger or an acquisition is its ability to learn from each other. (Hamel et al, 2002,). An example is the merger between General motors (GM) and Toyota in 1985 to build the Chevrolet. Toyota achieved its objectives from the merger and transferred all the knowledge to General Motors which was never put to good use. GM focused on the explicit knowledge forgetting that the tacit knowledge was embedded in the organisation. They should have worked together as a team to transfer both types of knowledge throughout the organisation. We can therefore say that to maximize the transfer of knowledge in a merger or acquisition both units need to adopt a common knowledge sharing culture across every part of the organisation. A shared culture may help informal integrating mechanisms such as knowledge networks to operate more efficiently. As such, a common culture may be of greater value in a multinational that is pursuing a strategy that requires cooperation and coordination between globally dispersed subsidiaries. (Hill, C.W. L, 2007, pp.472-474). Organisational culture can also be maintained by effective communication, organisational culture training as part of the due diligence process, maintaining trust from the pre acquisition stage and then finally staff must be trained on the core values of both units. According to (Baker and English, 2006), aspects of the business culture that can carefully be managed and improve knowledge transfer within the organization, is the use of a common business language and codes, the creation of a shared vision, and the construction of a common company culture that promotes knowledge transfer .Human due diligence should take place more openly and managers must make use of cultural assessment tools like employee surveys and face-to-face interviews. It is therefore useful to let the managers from both companies jointly review this data and agree on the cultural elements for the new company (Harding and Rouse, 2007). Managers must also be aware that basic approaches, values, and philosophies about employment regulation vary widely from country to country around the world. 2.5.2 Communication (Hybels and Weaver, 2007) define communication as any process in which people share information, ideas and feelings. It involves not only the spoken and written word but also the body language, personal mannerisms and anything that adds meaning to the message. Communication can be verbal and non verbal. In mergers and acquisitions, effective communication is very important because it helps coordinates and improves the transfer of knowledge. Communication is a process and consists of various elements which include sending of information, receiving information and feedback. This is in a form of of a basic communication model where the sender encodes the message, uses an appropriate medium to transmit the message and the receiver decodes the message (Hollensen, 2001). The positive outcome of the transfer of knowledge depends on an effective communication process which begins with the sender sharing the information, structuring the message in such a way that the receiver understands, selecting the appropriate method to convey the message to the recipient and then once an appropriate channel is selected and used, the receiver receives the message. Here he/she must decode the message. Meaning is attached to the various symbols and the channel used by the sender and now the receiver must interpret the message. This interpretation involves gaining an understanding from the message and is influenced by the receivers personal experiences, relationship with the sender, knowledge, perceptions and culture. Feedback is the final step in the communication process. Feedback is the response the receiver sends to the sender. In feedback the receiver conceives, encodes and selects the channel just like the original sender did. The original sender then becomes the receiver since he decodes, interprets and responds (feedback) to the response (feedback) the original receiver sent.However, this communication process is subject to many influences that determine its successful transfer. (Welch, D Welch, L, 2007). There are different ways of communicating tacit and coded knowledge. These are face to face and electronic communication. Face to face tends to be the most influential medium of communicating. This

The Stranger by Albert Camus - Man or Monster? :: The Stranger The Outsider

Man or Monster in Camus’ The Stranger (The Outsider) In Albert Camus’ absurdist novel, The Stranger, Meursault’s detachment from society and his killing of the Arab reveal moral and ethical implications for him and his society. As is common in many absurdist novels, Camus discusses the estrangement - and later development - of an individual in a benign and indifferent universe, one in which conformity prevails. Camus not only satirizes the conformity of society, but religion and the legal system as well. By writing in the first person (from the standpoint of Meursault), he draws in the reader, making the evils of society more prevalent. The conflict is established at the end of Part I, when Meursault kills an Arab; an action not uncommon in Algiers during this period of social unrest (the 1930’s). He does not do it intentionally, but rather because of the intensity of the moment and the blinding sunlight reflecting off of the Arab’s blade.   The fact that Meursault kills an Arab is of little importance in this novel. The jury and the general population despise him because he is different, not because of the murder. Even Meursault’s lawyer predicts that the punishment will be minimal. Throughout the entire trial, the prosecution stresses Meursault’s lifestyle and his indifference to everything. They bring up his mother’s funeral and say that he showed no signs of emotion. To make things worse, he went to a Fernandel comedy and had sex with Marie on the very next day. The prosecutor once states, â€Å"...all I see is a monster.† It is true that Meursault was different from the rest of society. However, he changes throughout the trial and eventually becomes an existentialist hero. This is because he finds meaning in life. It is ironic, though, that he learns to appreciate life after his is effectively over. His apathetic approach to life is made clear from the first page: â€Å"Maman died today. Or yesterday maybe, I don’t know.† This foreshadows his approach to everything else in the book. His indifference to Maman’s death contrast’s significantly to Salamano’s distress at losing his dog. Many of the characters in this book also function to highlight his qualities through contrast. At the end of the book, after coming to a realization, Meursault does not want to die and for the first time, he shows emotion. He shakes and screams at the chaplain and says, â€Å"It was the first time in my life I wanted to kiss a man,† when Celeste speaks up for him at the trial.