Mary Shelleys Frankenstein Essay Example for Free

Mary Shelleys Frankenstein Essay At first, Frankenstein agrees (after being convinced), but then is afraid of what could happen if two creatures like the first one were alive, therefore destroys the creation he has not yet finished. Henry is killed by the creature, in which Frankenstein is blamed, who again falls terribly ill again; there he gets acquitted of his crime. He marries Elizabeth who gets murdered by the creature on her wedding night. Frankenstein dies and therefore the monster commits suicide as his creator has died. The creature is grotesquely described, mainly in chapter five, a main scene in the novel. Words such as his yellow skin scarcely covered the work of arteries and muscles beneath are used, which give the reader horrific images of how this creature must look, Shelly then contrasts the image created with nice images, such as teeth of pearly whiteness, juxtaposition is used here because after the reader is made to believe the creature looked lovely, the view rapidly changes, but these luxuriances only formed a more horrid contrast with the watery eyes, that seemed almost the same colour as the den white sockets in which they were set, showing how horrific this creature truly looked. This description is that of an adult, however the creatures mind has been reborn so he must now be pure and innocent, therefore shouldnt be described in such horrible ways, making us feel sorry for him. The creature is seen as a child, this is because he has never been born or seen the world before, so couldnt possibly have an adult mind, he did not know how to speak, read or write when born, and had to teach himself this knowledge, as Frankenstein did not help. Frankenstein should of treated the creature as if he was a new baby, and help him, because he had not done anything wrong at this point, until he had abandoned him, so he was lonely and confused. He tried to befriend Frankenstein during the beginning of his life by muttering words to him in a friendly manner, although Frankenstein took this as though he was going to attack him, He held up the curtain of the bed; and his eyes, if eyes they may be called, were fixed on me. His jaws opened and he muttered some inarticulate sounds, while a grin wrinkled his cheeks but I escaped and rushed downstairs. The grin was taken by Frankenstein as an evil grin, signifying that the monster did not like Frankenstein, but in reality, the creature was just trying to be friendly. However, Frankenstein was disgusted with his creation, and decided to leave the apartment, not to return, therefore the creature was abandoned and lonely, also he wouldnt have known what to do seeing as he could not understand the world, and they could equally not understand his hideous looks, therefore making the reader feel sorry for the monster as he hasnt done anything, I did not dare return to the apartment which I inhabited, this also shows he is scared to return. The perception created by Shelley of the monster, is one that he cannot possibly be friendly because of how ugly he is, therefore people shout abuse and refuse to talk to him in a civilized way without mocking him or commenting on how ugly he looks. Other people may be scared of him, so try to run away when he gets close, this will make him feel angry with all the people who judge him by first impressions, without taking the courtesy to get to know him. He could of easily been a good man but society cast him out so he rapidly became the opposite, which makes us feel sorry for him as he cannot help being ugly and never gets a chance to show his nice personality, such as saving children from drowning. He is a victim of Frankensteins ambitions and then abandonment, as Frankenstein was very eager, almost too eager, to create him, but after he saw what he had made, quickly despised him, left him alone, with no easy way of living, thus upsetting the creature because he never did anything wrong, just wanted to be loved. Frankenstein should of looked after his creation because it is his responsibility, or should of never even created him if he had thought of the possibilities/consequences that could of happened, creating sympathy for the creature because no one wants him, not even his own father. The creature uses religious imagery when speaking to Frankenstein, such as; Remember that I am thy creature; I ought to be thy Adam, but I am rather the fallen angel and he is telling Frankenstein that he has just been born and is inquisitive like Adam and Eve were when venturing into the garden, but now he has fallen because of his abandonment, so perceives himself as a fallen angel. Also, relating to Adam, shows he believes he must have an Eve, such as a bride. Frankenstein uses questions at their meeting on the glacier, such as Do you dare approach me? And do not you fear the fierce vengeance of my arm wretched on your miserable head? trying to intimidate and draw the creature in, also he uses the word, Devil, to explain how much he hates the creation and thinks he is pure evil, this is also relating to religiousness. Then the creature explains to Frankenstein about how he feels about being alive and looking the way he does, which makes Frankenstein feel quite sorry for him, although the monster had admitted he murdered his family, but only because he wanted to get back at Frankenstein. The creature reasons with Frankenstein and asks him to create a lady creation, Still thou canst listen to and grant me thy compassion, Frankenstein agrees to do this as long as he leaves him alone and does not harm any more people. Frankenstein beings working on his creation on the second creation, but one night he sees the creature and realises what destruction has already took place, which frightens him about the destruction that two creations could do, creating devastating consequences. We then feel sorry for the creature because he has no friends and will carry on being lonely, but our feelings drastically change when the creature threatens to be with him on his wedding night, making the reader feel angry with the creature for creating such havoc in Frankensteins life, although in the back of the readers mind, they still feel sorry for the creature because he is forever lonely. We can see the creature as romantic, as he would like a bride, this relates to Frankenstein when he is calm and peaceful in the mountains, acting almost romantic towards the scenery; The pleasant sunshine, and the pure air of day, restored me to some degree of tranquillity; and when I considered what had passed at the cottage. Frankenstein should of acted like a father to the creature because he created him so should take care of him, show him whats right and wrong, how to read/write/speak and general life skills. Instead, Frankenstein does none of these and does the opposite, abandoning him, leaving him to fend for himself. He also created the creature out of different body parts from other peoples bodies making him look disproportional and abnormal, as well as looking ridiculous. He had been designing and creating this creation for so long and wanted to create him over such a long period, that when the creature was finally created he truly repulsed it, I had worked hard for nearly two years, for the sole purpose of infusing life into inanimate body. For this I deprived myself of rest and health. I had desired it with an ardour that for exceeded moderation, showing that he desperately longed for a great creation, we then feel sorry for him as he had spent so much time and effort, just for it to turn out in a catastrophic way. He was very careless when creating him, which would obviously cause problems for the creature when setting foot in the public eye; this was not fair on the creature. He also talks about the creature in a grotesque way, making the reader feel afraid of him, and at the same time, sorry for Frankenstein for having to live with the consequences of this disgusting thing, therefore having to either look after him or find a way of getting rid of him. He then becomes afraid about what he has created and the consequences that would arise from doing so, so therefore being seriously mentally ill, as he cannot cope with the fact that he has created something so ridiculous and destructible. The reader feels sorry for him because he has become ill and this isnt fair. Frankenstein challenges the creature to a fight, Be gone or let us try our strength in a fight, in which one must fail, this is because he is so angry and repulsed with the creature for ruining his life that he wants to settle this finally and this makes the reader believe how upset he is, wanting to clear the creature out of his mind and life. His anger spirals out of control as he vulgarly insults the creature; Relieve me from the sight of your detested form, showing how much he truly dislikes the creature, therefore he must be causing pain to him in some way, mentally or physically. However finally Frankenstein decides to give the creature a chance and reasons with him about creating a lady monster, which is a good deed, making us honour him because he is trying to treat the creature well. Frankenstein then becomes afraid of what two creatures would cause and destroys his creation, at this point, the creature promises Frankenstein he will be with him on his wedding night. On the wedding night, the creature carries out his ultimatum and murders Frankensteins wife, which shocks and devastates Frankenstein because he was not expecting him to murder his bride, and rather killed himself instead. This upsets the reader because this would really harm Frankenstein, and was truly an act of pure evil. Also, earlier in the novel, the creature had killed his younger brother and his best friend to get back at him, which truly devastated Frankenstein, also a very horrific type of payback. Frankenstein could be perceived as a hero of modern day science because he went to extraordinary lengths and research to create human life, using science, which no one else before him had ever successfully done. He was also portrayed as a villain for playing with nature and God because people should take life how it is and not try to create more complex designs that God did not want to happen. However I do not believe that Frankenstein was a victim of the time he lived in because he simply shout not have created life without considering the drastic consequences that would happen. I think the perspective of this novel is that Shelley had lost the three of her four children and also her mother, during labour, possibly reflecting as a feeling of abandonment and loss due to death, she can therefore relate to the creature and Frankenstein because his close family and friends were murdered. I have sympathy for the creature more than Frankenstein because he was abandoned when he was first born, this was unfair because he hadnt done anything wrong and could not help the way he looked. Frankenstein should not have created him if he had thought properly about what he was doing; he had acted selfish for leaving the monster behind and abandoning him. Also, Frankenstein gets the creatures hopes up by saying he will create a companion for him, but then destroys his dream, which upsets the monster greatly. He has no friends, family etc. and this is not fair on him. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Mary Shelley section.

Emerging Logistics Strategy Essay Example for Free

Emerging Logistics Strategy Essay The purpose of this paper is to identify and describe the emerging business logistics strategies which have emerged in the market place over the last few decades and will remain dominant well into the better half of twenty first century. Analysis through this work will argue that the two strategic concepts, namely supply chain integration and cycle time compression, represent distinctly different yet complementary approaches to corporate logistics which form the frameworks around which hundreds of firms are building successful logistics system. INTRODUCTION Logistics Strategy is the science of evaluating the most cost effective methodology of distributing goods to market while achieving service level objectives. It is important for companies to recognize that logistics strategy can be product-specific, customer-specific, and location-specific and that supply chains for each industry are dynamic and evolving. It is always a challenge for logistics strategy planners to develop a series of logistics strategies for different clients, integrating manpower, facilities and workflow in the logistics strategies together to compromise with other clients’ logistics strategies. The choice of an appropriate and effective logistics strategy must be guided by the objectives of the firm as well as by its capabilities and resources. In addition, the development of successful logistics strategy must recognize and deal with important factors and conditions in the firm’s external business environment. The environment of logistics has changed greatly because of global integration and the gradual shortening of lifecycles of products. For that reason a brief overview of what are, perhaps, the most significant of these factors in the business environment like increasing globalization, mergers and acquisitions, downsizing, new IT systems etc. are also discussed. In this paper, contemporary logistics strategy and evolution of emerging strategies like SCM and Cycle time reduction will be explained. Implementation issues and other challenges like reaping the benefits of IT,  choosing a trade-off between complementary strategies; integration issues etc. are elaborately discussed. This paper will mostly discuss the logistics strategy which the companies are adopting to succeed in the emerging markets like India, China etc. Emerging markets are becoming hot destinations for carrying out business mainly because of access to low cost labors and material. However at the same time how the firm mitigates the risk associated with doing business in foreign territory and how it manages the associated cost of transportation will also be discussed. Logistics Strategy and its importance When a company creates a logistics strategy it is defining the service levels at which its logistics organization is at its most cost effective. Because supply chains are constantly changing and evolving, a company may develop a number of logistics strategies for specific product lines, specific countries or specific customers. The supply chain constantly changes and that will affect any logistics organization. To adapt to the flexibility of the supply chain, companies should develop and implement a formal logistics strategy. This will allow a company to identify the impact of imminent changes and make organizational or functional changes to ensure service levels are not reduced. Parameters Involved in Developing a Logistic Strategy A company can start to develop a logistics strategy by looking at four distinct levels of their logistics organization. * Strategic: By examining the company’s objectives and strategic supply chain decisions, the logistics strategy should review how the logistics organization contributes to those high-level objectives. * Structural: The logistics strategy should examine the structural issues of the logistics organization, such as the optimum number of warehouses and distribution centers or what products should be produced at a specific manufacturing plant. * Functional: Any strategy should review how each separate function in the logistics organization is to achieve functional excellence. * Implementation: The key to developing a successful logistics strategy is how it is to be implemented across the organization. The plan for implementation will include development or configuration of an information system, introduction  of new policies and procedures and the development of a change management plan. Components to Examine when Developing a Logistics Strategy When examining the four levels of logistics organization, all components of the operation should be examined to ascertain whether any potential cost benefits can be achieved. There are different component areas for each company but the list should at least include the following: * Transportation: Does the current transportation strategies help service levels? * Outsourcing: What outsourcing is used in the logistics function? Would a partnership with a third party logistics company improve service levels? * Logistics Systems: Do the current logistics systems provide the level of data that is required to successfully implement a logistics strategy or are new systems required? * Competitors: Review what the competitors offer. Can changes to the company’s customer service improve service levels? * Information: Is the information that drives the logistics organization real-time and accurate? If the data is inaccurate then the decisions that are made will be in error. * Strategy Review: Are the objectives of the logistics organization in line with company objectives and strategies. A successfully implemented logistics strategy is important for companies who are dedicated to keeping service levels at the highest levels possible despite changes that occur in the supply chain. Current logistics operating environment Since 1990s, the environment of logistics has changed greatly because of global integration and the gradual shortening of lifecycles of products. The mode of production in enterprises has changed from the traditional mass production mode led by products into the mass customization production mode to facilitate increasing global market competition. Srinivasa (2001) pointed out three main reasons of such revolution. 1. Change of manufacturing strategy In the past, logistics was recognized as a distinct function with the rise of mass production systems. Since 1990s, the Japanese philosophy of distributed manufacturing and lean manufacturing has become the key technique which is widely adopted around the world. Consequently, the logistics operation is  forced to change in order to fit such new Japanese manufacturing strategy. As a whole, logistics has become an extremely complicated process in which expert knowledge is required. 2. Change of customer demand Business environment as a whole is becoming extremely volatile. As product life cycle becomes shorter, manufacturers can no longer push their products down the supply chain easily. On the contrary, it is the consumer who pulls the products along this supply chain. Price and quality are no longer sufficient to thrive in this market. As speed to market and flexibility of the supply chain become the winning criteria, logistics management has grown much more complex in order to satisfy these conditions simultaneously. 3. Globalization As enterprises expand their markets beyond national boundaries, the need for more sophisticated services like multi-modal transport and international trade rules compliance increases. Hence, redesign of logistics operation is essential in order to achieve greater efficiency and effectiveness on these issues. These issues revealed the complexity of logistics management in that traditional logistics operation which includes large quantity of stock storage and distribution cannot fulfill the real time, flexibility logistics service demand among the supply chain parties. Moreover, since logistics network has became more complex, it takes time to make critically decision in resource allocation and work task arrangement accurately. In the current dynamic scenario where business landscape has changed a lot and more and more business are becoming customer centric firms have realized that to remain competitive they need to consider logistics as a part of their strategy and not just another fu nction. Companies have gained significant advantages over their competitors by focusing and crafting a logistics strategy which suits their requirement. However, there is no fixed Logistics strategy solution in place for any type of industry. It depends on and varies from the type of goods, nature of industry, the market it serves etc. Below are some of the questions that a firm’s logistics strategy must address. Fast / Slow -A company logistics strategy must handle fast moving products differently from slow and medium moving products within their own  distribution center(s) and within their distribution network. It is to be seen is it economically beneficial to set up regional fast facilities and a centralized slow facility? DSD / Non-stock A company must have a clear understanding of all of the cost components and lost profit opportunities for products that are deemed Direct store Delivery or non-stock items. There has to be a logistics strategy in place that clearly delineates when an item should be inventoried. Third Party Services -Does your company need to own and/or operate its own distribution facilities or is it more effective to have third party logistics providers manage some or all aspects of your logistics functions? What are the economical, service and other considerations your company needs to consider before taking these steps? Hub and Spoke -Are there economical cost of goods advantages to sourcing products into a centralized distribution center that subsequently distributes to regional facilities or branches through a hub and spoke distribution network? Inbound Logistics -Are there opportunities to reduce your landed cost of goods through improved inbound logistics strategy including load consolidation, reduced handling, backhauls, etc.? Outbound Logistics-Are there opportunities to reduce your outbound transportation costs through improved private fleet routing? Through improved carrier rate shopping, through load consolidation opportunities, etc.? Facility Consolidation-Is your company operating too many distribution centers that are underutilized? What are the economical benefits and service impacts of closing one or more of your distribution points? Inventory reduction-Is your company carrying the right assortment and inventory levels to achieve service level objectives? To minimize inventory assets, to minimize storage and handling costs? Supply Chain-Are there opportunities to work with your trading partners to reduce supply chain complexities and improve service levels for specific products / vendor product lines? Are there internal supply chain policies that hinder cost-effective operations? Global Logistics-Are there opportunities to improve global logistics to reduce inventory levels in the supply chain? To reduce order cycle times? To reduce supplier lead times? To reduce logistics costs? With these questions in mind we proceed to see what have been few emerging and successful strategies and what the challenges in implementing them are. Emerging Logistic Strategies: Given the expanding complexities of global operations, information about logistics costs and capabilities is crucial to evaluating whether and how to leverage emerging markets as a means for increasing profit margin. Globally, there has been a trend to source from or manufacture in low-cost jurisdictions and emerging markets. This trend, however, is often offset by increased logistics costs and delivery times, along with a growing number of complexities that need to be managed. Senior management has begun to realize that lowering unit procurement costs does not translate directly to lower per-unit total landed costs — the total costs associated with importing goods or parts from distant emerging market locations. The complexities of managing logistics in emerging market locations ultimately add to the total landed costs of the associated goods. Therefore, the process of redesigning supply chain operations to establish logistics management capabilities in emerging markets is a fundamental dimension of a long-term business strategy. Components of this strategy should include a focus on end-to-end integrated operations design and sound process discipline. Further, this focus should include a means to achieve flexibility, responsiveness and resiliency to enable more effective competition in today’s environment of increasingly dynamic global business conditions. To leverage opportunities in emerging markets, companies must transition or expand from managing logistics in a limited number of local geographies to managing them in emerging market geographies worldwide — in a very efficient, agile manner that supports the responsiveness and flexibility associated with an On Demand Business. Companies can leverage specific approaches to transforming their global logistics capabilities and better support the business goals of lower cost sourcing or fulfillment by taking advantage of emerging market jurisdictions. Global supply chain management — a rapidly changing environment Because of competitive pressures in the global marketplace, companies are rapidly migrating to low-cost sources of labor and materials, which are typically located in countries that also represent emerging market opportunities. But the speed of this change may bring challenges associated with escalating shipping costs and increased supply chain risk, and these challenges could exceed a company’s internal skill and resource capacity. If  you are adopting global sourcing practices, you may not yet have the foreign trade experience necessary to manage regulatory compliance and related global supply chain management complexities. For example, multiple, autonomous business units within an organization can contribute to a fragmented logistics process as well as create missed opportunities for leveraging economies-of-scale. Individual business units may also lack the necessary economies-of-scale needed to establish a competitive foothold and gain sufficient influence in emerging markets. Balancing inbound and outbound supply chain logistics requires a comprehensive strategy that incorporates all the key functions of a supply chain to accelerate or expand sourcing from emerging markets. This horizontally integrated approach also helps you make strategic decisions regarding partnerships, shipping and other factors, to help ensure that savings from global sourcing are not eroded by increased logistics costs. Even more significantly, such a strategy can enable you to go beyond sourcing to position your organization to leverage your logistics capabilities to sell and distribute products within those emerging markets. Challenges to leveraging emerging markets in supply chain cost management As you expand your geographic reach of global sourcing into emerging markets, you will likely encounter a growing number of supply chain and logistics challenges, many of which directly or indirectly contribute to a large portion of total landed costs. Each issue can be grouped into one of two categories: tangible or intangible. Tangible challenges of working in emerging markets include obvious things such as the limited physical infrastructure of roads, bridges, harbors and airports. Other limiting items include the communications infrastructure needed to support the necessary IT connectivity. As constraints due to infrastructure bottlenecks represent a clear challenge, government agencies are more aptly able to focus on these items because the benefit for improvement extends beyond just the business sector. Enhancements to physical infrastructure help the greater population of the emerging marketplace and contribute to modernizing an entire region or industry. Physical infrastructure improvements tend to have greater visibility and  political momentum, and often involve just a few government agencies. For example, the current infrastructure expansion in China as described by EFT Research in late 2005:1 †¢ Between 2005 and 2008, more than US$70 billion per annum will be spent to create 75,000 new mil es of expressways †¢ Forty-three airports have been added since 2001, a major focus for expansion †¢ By 2010, China plans to double the number of shipping port berths from the 34,000 currently in use and will spend approximately US$6 billion each year to do so †¢ Between 2005 and 2020, China will build 25,000 km of new rail lines at a cost of US$250 billion. The net effects of current infrastructure limitations in China and other emerging markets are longer-than-expected lead times and greater variability in shipment cycle times. These factors have a direct impact on owned inventory levels and the overall cash-to-cash cycle time — both of which drive the need to tie up more working capital in the supply chain. These shipment cycle time delays, which can be typical, are often offset by shifting to expedited, or premium freight service levels. However, these shifts to faster service levels are what significantly erode the expected savings in procurement and sourcing. While tangible infrastructure and expansion challenges within emerging markets often get the most press and visibility, it is the intangible items that create the greatest headaches for global logistics managers. The list of intangibles consists of items that often carry â€Å"hidden costs† not fully grasped by companies entering an emerging market. Included are all the tariffs, duties, taxes, customs declarations processes, security and compliance requirements, and the daunting task of dealing with government agencies and multiple third parties in a foreign language. The complexity is exacerbated by variables that can constantly change and remain in a near-fluid state. Managing day-to-day events is complicated by the need to factor in multiple working locations, distant time zones, multiple handoffs of products and associated information, different national holidays, language and cultural barriers, and the ongoing regulatory changes. For example, effective January 1, 2006, the Ministry of Commerce of China updated numerous regulations for export processing zones, while at the same time Chinese customs issued new regulations for bonded logistics parks that support export-related handling activities. Understanding how such changes  impact your supply chain requires in-country operating experience and deep collaborative relationships with logistics services providers who manage daily in this dynamic environment. Not to be overlooked is the significant influence that culture and management style can have on implementing and managing a logistics operation. For example, some of the fundamental differences prevalent in the Far East: confrontation avoidance, top-down decision making and agreements formed through handshakes with less regard to contractual specifics are the norm. While the Western approach to dealing with supply chain partners and vendors is to collaborate and pursue a win-win outcome, that attitude rarely prevails in many emerging market locations. Do not underestimate the impact of negotiating style and approach for dealing with suppliers found in different business cultures. In emerging market countries where rule of law can be erratic, establishing sound relationships with known entities is critical. Getting a jump on technical obstacles to integrated supply chain management Leveraging emerging markets as both product source and product destination can be a dynamic response to global market pressures; however, many companies are not well positioned to take advantage of these opportunities. The key objectives for the technical aspects of managing logistics in emerging markets are to build flexibility into the design, develop a core competency to bring logistics suppliers on board in a seamless fashion, and to enable meaningful information capture that supports continuous improvement. For example, effective supply chain management depends on visibility into the status and location of in-transit materials and products, but many companies do not have these systems in place. Fortunately, many technology-based solutions are available from a range of providers. Nearly all transportation companies offer some type of shipment status or information-sharing system accessible through their Web sites. In addition, there are dozens of advanced logistics planning and execution software applications that companies can install and use themselves. While there is no comprehensive solution that effectively serves all industry verticals and logistics partners across the supply chain, it remains critical that companies efficiently integrate multiple applications across diverse trading partners. Even with an integrated value chain that seeks to  leverage leading applications, true visibility into order and shipment status across the logistics chain depends on tightly defined processes and the ability of all logistics partners to exchange and provide timely status reports on materials in transit. Managing logistics within and outside of emerging market locations can make these processes even more challenging — the increase in variables makes consistent execution and the timely exchange of information very difficult to achieve. Meanwhile, the very nature of an emerging market means that the number of logistics services providers with the appropriate experience is limited. And switching logistics providers can be very expensive. So part of the challenge becomes finding partners who either have the appropriate experience or have established networks and partnerships with reputable local providers. Managing and mitigating the risks associated with emerging market logistics In order to address the challenges of leveraging emerging markets as a cost reducing, and eventually, a profit-boosting strategy, companies are finding that they need to develop a strategy for managing logistics that can support multiple service-level requirements. As one element of such a logistics strategy, you need to determine how, where and to what extent the services of logistics suppliers should be engaged. There are several logistics management options to consider before you enter a new or emerging market. One end of the spectrum involves developing extensive multifunction logistics talent within your company, and then managing specific tactical activities and numerous contracts with logistics suppliers that provide narrowly defined services within a specific region or country. In this scenario, pitfalls include the time it takes to develop or recruit the necessary level of logistics talent and leadership, and the administrative cost of managing dozens, if not hundreds, of logistics suppliers. The other end of the spectrum involves leveraging already established and proven capabilities of a few logistics service providers — or even one — who can orchestrate the many activities, dependencies, and relationships across a global logistics network. Companies taking this approach are able to react to new and emerging opportunities in a shorter, more cost-effective time horizon. Figure 1 summarizes the spectrum of relationships with logistics partners. Figure 1: Logistics service provider options While core asset-based logistics providers are critical to logistics execution, there continues to be a competitive desire among service providers to offer strategically integrated solutions with a global reach that include already established relationships in key emerging market locations. As companies decide which model to pursue and which logistics service provider(s) to engage as potential long-term partners in an emerging market, there are a number of factors to consider: †¢ Experience with integrating logistics across the supply chain and related business functions such as direct procurement †¢ Demonstrated ability to lead supply chain transformation in phased initiatives that align with current and future customer requirements †¢ An understanding of the unique characteristics of the emerging market(s) where you are considering expanding sourcing activities or establishing operations and distribution capabilities †¢ Familiarity with your industry vertical and the nature of your supply chain requirements †¢ Proven capabilities to advise on support and manage international trade and customs regulations †¢ The capacity to offer robust middleware as an enabler of cross-functional IT integration with multiple supply chain partners †¢ The experience and capacity to act as information broker between you and your supply chain partners †¢ Infrastructure and business process designs that are highly scalable and redundant †¢ A track record of solid financial health and sound corporate governance A global logistics view in alignment with a top-down business strategy helps to avoid a piecemeal logistics contracting or outsourcing management approach that could exacerbate the challenge of integration and shipment visibility. Your approach to outsourcing should help you develop a responsive, plug and play, logistics management capability that will support your entry into emergi ng markets. This is also a key capability for enabling an adaptive global supply chain footprint and competitive advantage. To further support this goal, it is important to consolidate and align your supply chain management infrastructure, processes and procedures to reduce costs and improve efficiency. Leading logistics providers now have the resources and expertise to help you design your network and make location decisions that optimize the tradeoffs in cost, service level and risk; but you should be aware that such companies may also be driven by their own business goals. When you  receive advice about which emerging markets to target, ask yourself whether this advice is aligned to your business goals, or whether it reflects the logistics supplier’s own growth strategy. It is very important to look for an objective logistics partner who can establish clear business performance metrics and accountability for the entire ship-to deliver cycle. This includes activity from the shipping dock in the source country through each leg and mode of shipment. Such information should be a key part of the overall supply chain performance management dashboard — your logistics service provider should be able to supply you with a range of data and performance metrics such as on-time delivery, damage rates, error rates, cost/sales percentages and related financial metrics that drive continuous improvement efforts. IBM Case Study — overcoming emerging market implementation hurdles Strong global partnerships with leading logistics suppliers are a highly valued asset when it comes to entering emerging markets. IBM offers a case in point. Several years prior to the sale of their personal computing division to Lenovo, IBM shifted PC fulfillment operations to low-cost jurisdictions and emerging market locations. IBM had been conducting business in China for many years, which provided a leverage point for establishing the necessary legal entity and business model to support a manufacturing operation that could act as a global fulfilment center for a limited line of products. Setting up shop in one of China’s free-trade zones offered proximity to key suppliers and abundant availability of low-cost labor during a time of intense, industry wide cost pressures. But from a logistics management perspective, the implications seemed daunting. IBM needed to design and implement the capability to ship from a factory in Shenzhen to customer locations in the United States, Europe and the rest of Asia. This effort required robust process design with multiple logistics suppliers, not to mention the trade-management-related complexities associated with exporting from a free-trade zone to numerous other countries — most of which had their own unique entry and customs-related procedures. In the high-tech industry, the supply chain must be responsive and fast. In logistics, this means pre-clearing shipments through customs while flights are in-transit. The most minor of data inaccuracies on the commercial invoice or shipping  manifest during the entry process can delay shipments for hours. While an import delay of only a few hours may not seem drastic, the result can be a missed cutoff time with the in-country ground service delivery provider. This means an entire day can be added to the shipment cycle time. IBM found that design and implementation challenges resided at the most basic levels. The infrastructure and necessary processes just for getting the trucks from the manufacturing site to the Hong Kong airport caused delays. The frequency and timing of the flight schedules became the hard constraint that all other cutoff times were forced to meet. Getting the necessary level of lift capacity during the high-volume, end-of-quarter seasonal peaks required frequent communication and forecast updates with freight forwarders. Continuous design improvements were needed to reach the necessary process and system integration needed between the freight forwarder, broker and customs agents in the designated country. For small shipments, IBM took advantage of integrated services provided by UPS and FedEx, both of which have ground and air assets for multi-leg shipment continuity. More problematic were larger shipments requiring multiple third party logistics organizations in a series of freight and information handoffs. IBM believes that a core logistics objective should always be to design and implement an integrated end-to-end solution that includes a process and technology design spanning all involved parties, from the shipping site to the final customer delivery location. Other emerging-market implementation hurdles faced by IBM China is not the only major emerging market with strategic significance to the IBM supply chain and global business model. For many years, IBM has sold and distributed products in East European countries. Over the past two years, IBM has expanded operations in countries such as Hungary and the Czech Republic. IBM’s most recent effort included going live with assembly and fulfilment operations with an OEM partner in Hungary. Prior to making a decision about the final location, IBM conducted a network optimization study. Its purpose: to understand the tradeoffs between fulfillment costs, logistics costs, inbound transit times from supplier locations, and outbound transit times to customers throughout Europe. The longer transit times and greater variability were key to understanding if entering the Hungarian marketplace to seize the benefit of lower fulfillment costs was an optimal  supply chain decision. The distance from the manufacturing site to the primary airport in Budapest is a three-hour commute on a two-lane highway. For time-sensitive orders, this long transit time effectively pushes back the cutoff time for shipping to around noon, a loss of nearly a half day. Once the decision was made to operate and ship finished products from Hungary, several supply chain and logistics design points became important to the overall cost reduction strategy. Here are some key elements that helped enable logistics management for IBM in an Eastern European emerging market location: †¢ Extended vendor managed inventory (VMI) programs and pricing agreements with OEM partners to ensure purchase-order flow continuity and control †¢ Extended IBM’s logistics contract agreements to components suppliers on inbound lanes in order to mitigate rising logistics costs and transit time variability †¢ Formed strong partnership with logistics service provider to allow for vendor on premises activity — service supplier resources and systems that manage the flow of finished goods off the back dock †¢ Utilized the network of experienced logistics management professionals in the European region to ensure operational communications and continuity within the same time zones †¢ Took advantage of IBM business presence in-country and local resources to ease the language, culture, and knowledge barrier during transition and initial set up. The above examples reflect IBM’s ability to efficiently enter and enable logistics operations as a strategic component of our global business operating model. Figure 2: IBM logistics cost savings 1995–2004 The cost savings illustrated in Figure 2 were realized during a time when IBM was entering emerging market locations to enable an integrated global footprint. The largest portions of savings were in procurement by utilizing fewer core service providers, and the physical network design efficiencies of operating in key emerging market locales. Realizing competitive advantage from logistics transformation You can prevent rising costs and complexities from eroding the benefits of your global sourcing strategy. The advantages of a strategic approach to logistics are broad and can result in a significant increase in shareholder value. In fact, managing logistics  costs, service-level lead times and overall supply chain security is critical to your marketplace competitiveness. Figure 3: IBM Global Logistics Operating Model The IBM model for managing global logistics highlights its capabilities as a Global Trade Orchestrator. IBM is able to scale this capability for both internal divisions and external customers. The key to managing global logistics is to enable your company’s supply chain with the capability to efficiently unplug from one location or operating scenario, and enter a new or emerging market location. This capability will be both a strategic requirement and a competitive advantage, as long as worldwide business, economic and socio-political variables remain dynamic. Enabling this strategic capability requires cross-function process design, technology integration, and subject matter expertise ranging from network optimization, logistics contract and operations management to global trade and compliance management. This level of orchestration and collaboration is very scalable when merged seamlessly with a global governance model and strategically oriented leadership. Cycle time compression Logistics managers have long recognized the importance of order cycle time, and this concept has entered into the planning and operation of inventory control and distribution systems for decades. More recently, logistics executives have come to recognize the strategic significance of planning, and indeed reducing, the cycle times in their systems. Throughout many different industries, and taught by the examples of successful Japanese competitors, firms are working to reduce the total time required to bring products to marketplace. As George Stalk and Thomas Hout explan in their best-selling book competing against time, today, time is on the cutting edge of competitive advantage. The ways leading companies manage time- in production, in sales and distribution, in new product development and introduction- are the most powerful new sources of competitive advantage. A cycle time compression logistics strategy can be applied to distribution and production, and firms have also shown how the strategy can be employed in product development and roll out. In one frame of reference, cycle time can  be thought of as the time which elapses between the point at which a customer places an order and the point at which the property is received. Traditionally, logistics managers have attempted to control or reduce this order cycle time by increasing in stock availability rates, pre-positioning field inventories close to customers, or using premium flight services to speed delivery. While effective, these tactics are not without cost. From another point of view, customer order cycle times are obviously important, but they do not measure the true response time of the firm since the finished goods inventory performs the function of uncoupling the demand process from the production process. From this point of view, the cycle time is the length of time material remains in the firm as it flows from raw material, to production, to finished goods, and on to delivery to the customer. Attacking this cycle time has several benefits. First, it makes the firm more responsive; that is, the firm may be able to produce and distribute a product to a given customer more quickly. Second, cycle time reduction will reduce the time that material is held as inventory, and hence will increase inventory turnover and return on assets. Firms have employed many different tactics to achieve cycle time compression in their logistics processes, but most successful applications share these common characteristics: (1) The responsiveness of the total system is increased. The firm can more quickly respond to changing customer requirements because the logistics system has become more flexible and adaptive, and more easily able to react to changes in plans. (2) Inventory levels are reduced at all points in the system as on-hand stocks come to reflect more closely true customer requirements. (3) Risk and the associated costs of risk are reduced. As the cycle time falls, the demand forecasting horizon can be reduced, which reduced the risk of stock out, lost sales, obsolescence, redistribution, expediting, and all the other problems associated with forecast error. (4) The information content of the system increases. The system comes to rely  on fast and accurate transmission of information as a substitute for the inventory previously used to operate the system. To reduce cycle time companies need to look at the four major discrete cash cycles within their firms. — Sales Cycle — – Delivery Cycle– –Billing/Collection Cycle – –Make/Buy Inventory Cycle – The sales cycle is the first one to tackle. How long does it take from first contact with a customer to get a signed purchase order? Typically you’re incurring, and paying for, sales expenses during that process. If your normal sales cycle is three months, is there any way to collapse it to two months? One of the best ways to answer that question is by bringing together people within the organization who both work in the sales arena and interface with it. It can also be helpful to have someone from the outside who is not all that familiar with the process in the review. Benefits of cycle time reduction are common in all four areas. The result will be reduced cycle times that translate into a more effective organization and additiona l money in the bank. Cross-docking: The need for speed In today’s high velocity supply chain world, companies are increasingly focusing on distribution methods that will drive efficiency and increase customer satisfaction. Gone are the days where customer service was merely a buzz word. With the focus on customer service, companies have moved away for a supply driven business towards a demand driven business. Companies are also constantly searching for ways to reduce inventory and holding cost. The increase in speed has forced companies to search for ways to reduce product cycle time and move product quickly and cost effectively. Over the years, companies have seen a dramatic increase in the number of stock keeping units (SKU). The increase in the number of SKUs has added complexity to the business and also has increased the cost and time needed to manage the business. Department heads face additional pressure as they are required to stock shelves with the right products and ensure that customer demand is met all times. In today’s high speed world, shipping windows are changing rapidly, as retail clients demand increased speed to meet store requirements. To achieve these goals, cross-docking has been pushed to the frontline of the distribution strategy. What is cross-docking? Cross-docking is a system that relies on speed and agility and is normally used in hub-and-spoke operations. Cross-docking, in short, is the shipment and receiving of goods by bypassing the storage facility. In the process of cutting out the need for a storage facility, inventory can move quickly from one end of the supply chain to the other. Cross-docking is a fairly simplistic way of handling inventory that involves loading and unloading inventory from an incoming truck onto an outboard truck. During cross-docking storage time varies. However, most experts would agree that anything less than two days can be considered as cross-docking. In some cases staging also takes place. For all of its simplicity, cross-docking requires detailed planning and collaboration with partners. Companies require advance knowledge of product shipment and final destination of goods. Setting up the required infrastructure and systems can take time and capital. Logistic managers are increasingly making use of technology such as Warehouse Management Systems (WMS) and automated processes. It is important to note that technology is not the key to success. However, the right system can smooth out problems and increase visibility in the chain. Companies now have the ability to send products on a Friday night, receive them on Saturday, and sell the products later in the day. How is it used? Cross-docking is used in a variety of strategies that include consolidating loads of less-that-truck load (LTL) carriers, consolidate loads from multiple suppliers and/or plants, deconsolidating orders, and preparing for shipping. Cross-docking can be divided into different complexity levels including one-touch, two-touch and multiple-touch. One-touch is considered the highest productivity as products are not loaded on the dock, but is loaded directly on the truck. During two-touch the focus is on load optimization and driving efficiencies. Inventory is received and staged on the dock, without making use of a storage facility. During multiple-touch, products are received and staged for reconfiguration and customization. An increasing number of companies are starting to use cross-docking in their operations. In a 2008 cross-docking trends report in the US, 52 percent of respondents stated that use cross-docking with a further 13 percent planning to start cross-docking in the next 24 months. A number of companies are  outsourcing cross-docking. By doing so, they avoid the challenges of setting up and running a cross-docking operation. Many companies start small and pilot projects are common as they explore the configuration that best fits their needs. For cross-docking to succeed it needs to be a coordinated effort that relies on close partnership and collaboration. What are the advantages? One of the key advantages of cross-docking is that companies are reducing their need for warehousing space, which reduces inventory holding cost. Cross-docking facilities are much cheaper to set up and run than warehouses and companies can save on the capital investment in warehouses. In some cases, companies can reduce warehouse floor space and sell off or lease out underutilized facilities. Companies like Toyota have designed and built their own cross-docking facilities. Normally these facilities are strategically located to reduce distance and maximize support. Some of the biggest advantages for companies are transport related. Companies can achieve significant cost savings, by consolidating loads of LTL carriers. Pallets that are heading for the same destination are consolidated and staged by order sequence. By doing this, companies can reduce the distribution cost of the total supply chain and pass the savings on to the consumer. By making use of cross-docking, companies can furthermore reduce the impact of rising energy cost. Companies like Toyota have used this strategy to great effect. With the increased reliance on Just-in-Time (JIT), parts are being shipped at higher frequency and lower quantity. By making use of cross-docking, Toyota has reduced distribution cost by consolidating smaller part supplies into consolidated loads. Cross-docking has allowed companies to increase JIT and remove waster or muda in the organization. The increased speed in the supply chain helps companies to reduce product cycle time and move product quickly and efficiently down or up the chain. In Toyota’s case, this has allowed them to increase delivery frequency and in some cases even double delivery cycles. Cross-docking also have some major benefits where inventory is limited. As inventory is not kept in storage, companies require less stock. The reduction in inventory will reduce holding cost and at the same time satisfy demand. One of the major benefits of cross-docking is also the reduction of labour cost. With the downturn in the  economy, companies will increasingly look at cross-docking as a possibility. Cross-docking can reduce staff numbers and their associated labour cost and also gives the organization greater flexibility during an economic downturn. Many companies, however, do not start cross-docking primarily for cost reasons. They start to improve customer service. Today’s customers require greater speed and are also more demanding. Companies should establish clear goals and be willing to test different options. For companies that want to streamline operations and increase the supply chain velocity, cross-docking may be the right solution. Implementation Issues and Conclusions Many firms have embraced and employed supply chain management and cycle time compression strategies in their logistics operations with dramatically positive results. However, not all such attempts have been successful, nor has every implementation proved straightforward or simple. In this section, I will list observations and conclusions drawn from scores of firms which have implemented these logistics strategies: (1) Supply chain management and cycle time compression are complementary strategies. The logistics manager is not forced to choose between these two strategies in and either/or basis. In fact, the two strategies are often mutually supportive and self-reinforcing. The strategies so frequently are seen together that it can be difficult or arbitrary to distinguish between them. In practice, the distinction between the two strategies is often blurred. A principal reason to develop supply chain management is often to capture and amplify the benefits of cycle time compression by applying the strategy at all levels in the chain. (2) Each strategy has common barriers to successful implementation. There are many pitfalls involved in employing these strategies, but the most significant problems are generally of two types: High complexity. The new systems are usually much more complicated than the systems and procedures which they replace. Supply chain management, as embodied for example in a quick response system, requires co-ordination of SKU-level item flows across firm boundaries in near real time with great precision and reliability. Low  inventory levels place the entire operation at risk to errors at any level in the system. New data systems and communications systems are needed to drive the logistics flow, and these systems are needed to drive the logistics flow, and these systems must perform flawlessly. In a successful cross docking operation, vehicle schedule and despatching is crucially important as well, and completely reliable carriers must be found. High trust. Supply chain management and cycle time compression must be based on high levels of trust within the various parts of a given firm, such as between production and distribution and between sales and distribution. In addition, very high levels of trust must be established and maintained between buyers and sellers in the supply chain, as well as between shippers and carriers and warehouses. Supply chain members must share and safeguard highly sensitive data, and all parties must be given candid estimates of production schedules, shipping status, and delivery dates. Inability or unwillingness to share these data will generally frustrate meaningful attempts to establish the close co-ordination implied by these strategies. (3) Information technology is the key enabling technology. Another common thread in the successful implementation history of these strategies in American firms is the reliance on fast and accurate information technology. Most such logistics systems use barcode scanning or some other form of automatic identification to provide input of SKU-level transaction data onn sales, inventory and shipments. Data are normally telecommunicated between various operating locations, usually by EDI. In addition, some form of high-level logistics system software is needed to guide the operation of the strategy. (4) Inventory reduction as a benefit. Most successful case histories of supply chain management or cycle time reduction will include inventory reduction, but inventory reduction will not be the whole story. Generally, inventory reduction will be one item on the list of benefits and cost savings which were sought or obtained. In many cases savings due to inventory reduction will be substantial, while in other cases inventory reduction may be a relatively minor consideration. (5) Successful logistics strategies must be integrated with production, marketing, and total corporate strategy. Supply chain management and cycle time compression are strategies which are often highly compatible with the overall strategy being pursued by the firm. Compression of the logistics component of the firm’s total cycle time is an integral component of the firm’s overall strategy of time-based competition. Logistics cycle time compression and supply chain co-ordination are also highly supportive of the general strategy of flexible manufacturing towards which many firms are moving. Many other firms are moving towards a marketing strategy which looks beyond mere ―customer satisfaction in an attempt to move past the competition by ―delighting the customer. In this context, compression of logistics cycle time increases the responsiveness of the logistics system to the customer’s desires. Incorporating the customer into the formal supply chain system should improve the level of support provided to the customer as well as increase the customer’s ability to convey its needs and wants to the firm and have them acted on. In this way supply chain approach will work to reinforce the marketing strategy. Supply chain management and cycle time compression are complementary logistics strategy which progressive firms are employing in many different ways and in many different settings. These strategies are not simply or easily developed, but the results achieved through their use are often dramatic. Any firm which is truly serious about competing in the marketplace should very carefully consider the implications of these strategies for its operations.

Analysis Of The Malaysian Communists

Analysis Of The Malaysian Communists The emergency was introduced to Malaya as a mean to eradicate communism. Without communism, the emergency era will not come about. This shows that communism played an important role during this era. Communism was first introduced by Karl Marx in the mid-19th century in his book The Communist Manifesto, Das Capital and The German Ideology. Communism is against feudalism and imperialism and it is determined to change this administrative system to communism trough violence and war. According to Columbia Encyclopedia, 2008, communism is a socio-political movement that aims for a classless and stateless society structured upon common ownership of the means of production, free access to articles of consumption, and the end of wage labour and private property in the means of production and real estate. Communism is followed by several countries that time, for example China and Russia. 2In July 1919, Communist International (Comintern) instructed its party to spread communism to the whole world. In Malaya, communism is spread through Kuomintang (National Peoples Party, established by Sun Yat-sen and Song Jiaoren in 1912) and Nanyang Communist Party. As both the party is from China, it is easier to spread communism among the Chinese. Communism was spread through labour union, political parties, night classes and through publications. Communism was spread among the Malays by Indonesia Communist Party throughout 1924 till1930 but the attempts failed as communism was against Islamic beliefs and their culture. This ideology does not acknowledge the presence of God but in Islam, the God is considered as the highest power of the whole universe. Besides, this ideology uses violence to get their way while in Islamic studies, violence is strictly prohibited except when forced to and to claim ones right. Communism is also not accepted by the Indians. One of the main reasons i s that MCP consists mainly of Chinese which raise the suspicion of the other two races. They were therefore more ready to help the British in bringing down MCP. Karl Marx Father of Communism 3 MALAYA COMMUNIST PARTY In 1930, the Malaya Communist Party (MCP) was established with the objective of forming Republic of Communist Malaya. MCP had recruited a lot of cadres (new members of a political party trained to become loyal followers) and even seeped into most of the labour union. MCP also tried to spread communism to Sarawak but in vain as the people there does not have enough knowledge for politics. In the year 1935, MCPs attempts became more violent. More and more strikes and labour unrest occurred with the greatest strike occurring in a charcoal mine in Batu Arang, Selangor where as much as 6000 workers participated in the strike to take over the mine. As a result, the British sent 300 police to end the strike. Most of the leaders involved in the strike were sent back to China and following that incident, MCPs leader was arrested. When Japan attacked Malaya, MCP offered help to the British to fight off Japan. MCPs members were trained in Sekolah Latihan Khas 101 in Singapore on guerilla war tactics. This school then became the guerilla team headquarters in fighting the Japanese army in Malaya. MCP then formed the Malayan Peoples Anti-Japanese Army (MPAJA) and the British supplied them with firearms through another force named Force 136, also one of the anti-Japanese army but mainly consists of Malay members. 4When the war is over, a political vacuum occurred in Malaya.MCP took this opportunity to rule Malaya through its army, MPAJA for 14 days. The MPAJA troops are known as the Three Stars, symbolizing the three main races in Malaya-Malay, Chinese and Indian. MCP ruled Malaya inhumanely, torturing and killing anyone who had cooperated with the Japanese before this. They also imposed high taxes on the citizens making them suffer from poverty. Other than that, villages were burnt at night with its people still inside their houses and mosques were destroyed. Their actions angered the Malays and as most of the members of MPAJA were Chinese, racial tensions occurred. The villagers stood against MCP causing chaos over the whole Malaya. This issue was resolved when British came back to rule Malaya again through the British Military Administration (BMA) in September 1945 as the British thinks that military administrative system was required to restore peace to the country. BMA wanted MPAJA to be disbanded and the firearms to be returned to them. MCP agreed to close down MPAJA but they did not surrender all of the firearms. Instead, they kept part of it for themselves just in case they will have to use it again in the future although the British government paid each of them who returned the firearms $350 and a bag of rice, hoping that this would encourage the MCPs members in returning the firearms. MCP, which had already seeped into the labour union started to be active in political movements. 5MCP openly joined the political process, branching out and concentrating on labour activities. The MCPs legal activities started by becoming a member of the Governors Advisory Council in Singapore in 1945 and were involved in groups like the Malayan Democratic Union and the Malayan Nationalist Party. Their plan was to cause serious disruption and chaos to the economy through strikes and labor agitation and ride the tide of discontent to power. Communist had fertile ground through Chinese schools for recruitment and agitation. Due to the abandonment of BMA, many young Chinese were convinced that the Malay leadership planned to relegate Chinese to permanent second class status. Their future seemed bleak and the communist offered hope. When the Japanese left Malaya, economy was disrupted. Malayan people faced many challenges including low wages, unemployment, scarce and expensive food. Due to the revenue from Malayas rubber and tin industry that was important to the Britishs own recovery, BMA was attempting to repair Malayas economy quickly while there was a large number of strikes and a considerable labour unrest during 1946 through 1948. Harsh measurements such as arrest and deportation were used in dealing with protestors causing them to be increasingly militant. A temporary rubber price drop in the world at 1947 caused employers to seek government action to restrict union operations as the Pan-Malayan Federation of Trade Unions (PMFTU) directly controlled 80-90 percent of the unions in Malaya. Increasing violence especially against European planters convinced the government to strengthen the already stringent law of 1940 to govern the trade union activities. New measures were introduced which requires registration of all unions and condition for registration, certain terms on the eligibility of union officials to hold office were imposed. Situation for workers generally improved however, diminishing influence of the PMFTU and hence the MCP in the labour unions of Singapore and Malaya. 6The MCP was also experiencing serious difficulties within its own organization. The Secretary-General Lai Tek disappeared in March 1947 and later MCP revealed that he had been a double agent. This was a strengthening faction which had consistently argued for an armed struggle. It was decided at the Fourth Plenary Session to prepare for this struggle by moving all party activities underground. Trade unions were encouraged to not only improve welfare of workers but also to lead them to the road of violent action. The authorities were alerted to the change of direction on MCPs policy after a spate of murders and attacks on the European estate managers. BMA did not last long and as soon as MPAJA is disbanded, the British came up with a new administrative system known as Malayan Union. However, the locals did not agree with the system as it threatens their status quo by having jus soli citizenship and due to other factors as well. On the contrary, MCP very much support this kind of administrative system as that will means citizenship for all of them. Furthermore, this system will also not be controlled by the rajas and the Malay officers. This is why, in 1948, when the British decided to change Malayan Union to Federation of Malaya, MCP stood against it. 7In February 1948, a few representatives of MCP attended the Asian Communists Youth Conference in Calcutta, India. The conference encouraged the communist parties to have an armed rebellion to achieve their objective, which is to overthrow the British government and establish the Communist Republic of Malaya. This caused the MCP, led by Chin Peng to form a guerilla unit known as Malayan Races Liberation Army (MRLA) and as most of the firearms not returned are kept in the jungle, this guerilla unit was formed in the jungle itself. MCP started the rebellion by attacking the colonial resource extraction industries, which in Malaya were tin mines and rubber plantations owned by Europeans. (extracted from Wikipedia: http://en.wikipedia.org/wiki/Malayan_Emergency) Besides that, they also attack the police station, set factories and buses on fire, damage railway tracks, one of the most important means of transportation essential in sending products from factories to the port, and kill people they think works with or cooperate with the British. . Their plan was to cripple the economy in Malaya, conquering big cities, and towns in the outskirts and finally driving the British out of the country. Damaged railway tracks 8 MPAJA cap-shown by the red star THE EMERGENCY ERA MEASURES TO COMBAT THE COMMUNIST THREAT The climax of the MCP violence was on 16 June 1948, when three European estate managers were killed. This incident appalled the British government and spurred them into action to eradicate the communists and their activities. Among the measures taken were the declaration of emergency, enlarging the security force, the Briggs Plan, military steps, psychological warfare ( the Templer Plan), and through the declaration of amnesty. DECLARATION OF EMERGENCY Following the death of the three European estate managers, the British High Commissioner, Sir Edward Gent declared Perak and Johor as emergency areas. A state of emergency was declared on the whole of Malaya a day later. This action is to protect the economic interest of British in Malaya. MCP was finally outlawed on 23 July 1948 followed by all of the leftist parties. 9Following the declaration of emergency, the British government reinforced the Emergency Law of 1948. The Emergency Law of 1948 enabled police and soldiers to arrest and detain communist suspects without a trial. It also allows the police force to ransack houses, move citizens to a new area or quarantine a certain location suspected to be involved in communism. Roadblocks and curfews in areas where communists activities were rife were also imposed. It was called an emergency, not a war so that it was possible for businessmen to claim insurance for damage to property from insurance companies, Lloyds insurers in this case. ENLARGING THE SECURITY FORCE The government also took action in increasing the number of soldiers and police in the country. The police force was reorganized and enlarged until it reaches an amazing number of 70000 people. To increase its military troops, the British brought in soldiers from Commonwealth countries, especially from Australia, New Zealand, East Africa and Fiji to eradicate the communist threat in Malaya. In addition, the government also established the Home Guard troops in the village to assist the police and military force. Members of the troop are of both genders and the establishment of the Home Guard troop heightened the spirits of the locals to defend the country from communists. The willingness and courage of the Malays to fight the communists awed the British High Commissioner, Sir Henry Gurney. Besides that, as much as 24000 Special Constables were trained and sent to isolated estates and mines to prevent the attack of communists against them. The military force also bombed and ambushed areas that nested the communists with the help of the British Air Force. 10 BRIGGS PLAN Sir Harold Rowdon Briggs introduced the Briggs Plan to eradicate communist activities through a strategy that relocate the squatter areas from the edge of the forest to a new village and by launching starvation movement in 1950. He himself became the operation director of the plan. The relocation plan started on 1 June 1950 in Johor. Towards February 1952, more than 400,000 Chinese squatters were relocated to approximately 400 new villages. This plan was aimed at restricting the Chinese from supplying food, medicine and information to the communist guerrillas who were hiding in the jungle. This plan was effective in eradicating communist violence because it weakened Min Yuen activities and forced the communist out of the jungles. The new villages were fully equipped with basic amenities such as houses, schools, medical facilities, electric and water supply. The new village was also fenced with barbed wire and guarded by Special Constables to monitor the movements of the villagers. 11In the new village, each family head is given a food ration card to ensure that all of his family members obtained sufficient food supply. The in and out of the villagers within the new village was also supervised at all times. All these fall under the British plan, the Starvation Movement to ensure the communist will not get any food, weapons, information and medicinal supply from the villagers. This is what that weakens the Min Yuen activity which is formed by the communists to provide food and medicine to them. Most of the MinYuen members are mine and estate workers, either forced in or are involved voluntarily. With the help of road blocks, it will be impossible for the communists to get any supplies from the villagers. They were forced out of the jungle to get the supplies themselves and this made it easier for the British to demolish them. Other means to eradicate communism includes introducing a new registration system that is the same for the whole Malaya whereby citizens above 12 years of age are required to register themselves to the government to be given an identification card to be differentiated from the communists. Briggs also supports the formation of the Malayan Chinese Association (MCA) in 1949 that helps Chinese squatters lead their lives in the new village. MCA has conducted fund raising through the sale of lottery tickets. The lottery proceeds were then donated to the Chinese settlers in the new village to help them lead a more easy life. The Briggs Plan was a success in crippling the MCP networks. MCP started to feel the pressure on them and the downfall of villagers towards them that in their Central Committee Meeting in Pahang, they decided to reduce violence against civilians and to retreat to southern Thailand. MILITARY STEPS Sir Gerald Templer was appointed the High Commissioner of Malaya in 1952 to replace Sir Henry Gurney, who was shot dead by communists, on 6 October 1951, while on his way to Fraserss Hill. 12 As a military general, he used firm military force to fight the communists. His military tactics included the use of 13 battalions of English soldiers, Gurkhas and Malays training 67 000 special Malay soldiers and forming home guards system with 210 000 of them in 1953 and recruiting assistance from the Commonwealth military, such as from Australia, New Zealand and Rhodesia. The strength of the military team enabled the government to launch more aggressive attacks on the communists and ensured that food was not smuggled out for the guerrilla communists. PSYCHOLOGICAL WARFARE Sir Gerald Templer also launched psychological warfare upon the communist terrorists by the campaign winning the hearts and minds of the people as he realized that the use of force and weapons alone will not be enough to eliminate the influence of communists. Campaigns like Malayans Against Communism Month were held successfully in which the villagers of all three races held banners condemning violence of communism. They also burnt dolls of communists to show their hate towards them. Pamphlets opposing the communists were also distributed throughout Malaya. The psychological warfare implemented by the government starts to grow hate towards the cruelty of communists in the villagers that they volunteered themselves in joining security forces and in the police force to defend their land. 13Besides that, Templer also introduced the system of white and black areas. The white area is an area that is announced free from communist activities, while the opposite is the case for a black area in which Templer introduced curfews as the communist activities were still active and the soldiers were hunting for the communists. By 1954, Templer had announced Malacca, Terengganu, Kedah, Perlis and Negeri Sembilan as white areas. To draw support from the Chinese in supporting this psychological warfare, Templer made it easier for the non-Malays to obtain citizenship that allows 1.2 million Chinese and 1.8 million Indians became the citizens of Malaya. The leniency of state requirements showed the sacrifice of the Malays in creating unity and welfare of all citizens. In the psychological warfare campaign, Templer also increased the value of the prizes offered to citizens who manage to capture or give out information regarding the communists guerillas. Whoever manages to catch Chin Peng, whether dead or alive will be rewarded with $250, 000 while those who capture or kill his assistants will be rewarded with $200, 000. Templer had successfully made Chin Peng the public enemy in this way. The Malay Sultans and officers also played an important role in this warfare by telling their people that those who helped the communists will be considered as a national traitor. The Malays were also reminded of the cruelty of the communists during the takeover of the country by the Three Stars army after the surrender of Japan. The Malays were urged to help the government eradicate communism in the country. The government also made efforts in producing hate towards communists in the citizens by calling them terrorists. 14The government then reinforces the food ration rule which force the communists who cannot obtain food to plant their own food. However, the government failed their plan by spraying poison all over the crop area, leaving them to starve until they surrender. At the same time, pamphlets calling the communist terrorists to give up their fight were also given out with the help of the Air Force. Templers psychological warfare can be said to be one of the factors for the success of the government of the Federation of Malaya in ending the communist revolution. This encouraged the people of Malaya to work together with the government to eliminate the communist terrorists. DECLARATION OF AMNESTY The government offered amnesty to encourage communists to surrender themselves to the government. About 40 000 pamphlets and 12 000 amnesty pass were given out in Chinese, Malay and Tamil. The Malaya Radio will also broadcast the conditions of the amnesty offer daily. Posters were put up everywhere and advertisements and movies are used to help citizens encourage communism terrorists to surrender. 15= Communists who surrendered. THE MEETING IN BALING In the federal legislative council election in 1955, the Alliance Party had come up with a manifesto which promised immediate independence and ending the emergency. Tunku Abdul Rahman also promised that if given credential, he will negotiate with the communists. Chin Peng then wrote a letter to him confirming the negotiation and the negotiation was held in an English school in Baling, Kedah on the 28 and 29 of December 1955.Tunku Abdul Rahman, David Marshall and Tun Tan Cheng Lock represented the government while Chin Peng, Chien Tien and Rashid Maidin represented MCP. In the meeting, Tunku Abdul Rahman requested Chin Peng to disband MCP, lay down their weapons and to surrender themselves. Chin Peng agreed to surrender and to lay down their weapons with the condition that MCP is to be recognized as a valid political party by the government. As Tunku Abdul Rahman realized that communism is not suitable for our multi-racial society, he turned down the offer and the meeting was considered a failure. As a result, the conflict between the government and the communists increased causing other Commonwealth countries to send troops to Malaya to aid British in ending communism. 16 Although the negotiation failed, Tunku Abdul Rahman stated that he is ready to negotiate with the communists again under the condition that it is the communists desire to meet him and that they are prepared to surrender themselves. Although many attempts were made by the communists to resume peace talks with the government, they will not surrender and therefore was not entertained. On 31 August 1957, Malaya gained independence when the emergency law was not over yet. With the independence of Malaya, MCP lost its influence in the people. The last serious resistance from MRLA guerrillas ended with a surrender in the Telok Anson marsh area in 1958. The remaining MRLA forces fled to the Thai border and further east. (Extracted from Wikipedia: http://en.wikipedia.org/wiki/Malayan_Emergency) The Malayan government declared that the emergency was over on 31 July 1960. Chin Peng moved to Beijing where the Chinese authorities placed him in the International Liaison Bureau, where many other Southeast Asian Communists Party leaders were accommodated. 17 THE EFFECTS OF EMERGENCY IN MALAYA The British government declared a State of Emergency throughout Malaya on the 18th of June 1948. This state of emergency ended officially on the July 31st 1960 and its effects were seen politically, economically and socially. POLITICAL ASPECT The British granted citizenship to the non-Bumiputeras particularly the Chinese who made the bulk of the Malayan Communist Party (MCP). Chinese citizenships were bestowed to over half of the Chinese population in Malaya and they were able to enter the Malayan Civil Service for the first time. Since the government had stressed the need for a united Malayan nation, the creation of communal parties had been viewed. Communal parties such as United Malays National Organization (UMNO) and the Malayan Chinese Association (MCA) successfully contested in the Kuala Lumpur municipal elections of February 1952. Subsequently the Malayan Indian Congress (MIC) comprising of the Indian community formed a coalition with UMNO and MCA into the Alliance Party in 1954. This was cited as a positive step towards the creation of a united Malayan nation. The victory of this unity was demonstrated in the federal elections of July 1955 where the Alliance won 51 of the 52 contested seats. As a result of this vi ctory, the Alliance partys views were given prominence by the Reid Commission, formed in 1955 to prepare a constitution for an independent Malaya. 18The Emergency Law implemented by the British was also seen as a way to curb the left-winged radical parties. As a result of this rule, it gave rise of what we have today that is the Malaysian race which means a single nationality in which all persons qualify as citizens of this country. This is so either by birth or by fulfilling requirements of residence, language and oath of loyalty. This further induced the Chinese and the Indians in particular to cooperate with the government so as to have a win-win situation. ECONOMICAL ASPECT The economy took a downturn. The countrys wealth was spent to suppress the communists activities in Malaya. The government spent about 250,000 to 300,000 a day during the Emergency Rule. This was with regards to upkeep the peace and safety of the people during that time. The money used was to further enhance and expand the police force as well as the home guard. On the contrary, the development of the rural areas was neglected. The governments focus was on the New Village, hence failing to raise the living standards of the people of Malaya. 19The state of emergency which was declared to deal with the danger revealed some of the serious ethnic divisions existing within the community. This happened during the struggle of the British government trying to attain economic goal in the export earnings coming from rubber and tin industry. The Chinese were initially recruited for work in the tin mining industry; the Indians were assigned the task of working on the rubber estates; and the Malays were directed towards providing food for the growing economic machine. These considerations allowed a few privileged members to rise above the economic functions allotted to their particular ethnic groups. By 1957, when the independent Federation of Malaya was announced, the communist threat had faded. But the communal threat remained a legacy of colonial rule which would determine the unity and the survival of a new nation. SOCIAL ASPECT The Emergency Rule saw the destruction of about 21,230 lives which included the general public, whereas 6133 dead were communists. This rule also jeopardized the lives of many. They lived in fear and poverty because of the communist threat. The farmers could not plough their lands due to the laws. Rationing of food forced people to depend on food like tapioca and yam, just like what happened when the Japanese ruled. A new body known as Communities Liaison Committee (CLC) was established to foster unity and close ties among the different races in Malaya. The government also introduced a new national education syllable which is Malaya oriented in hope that it will produce patriotic young generations. Besides that, the usage of the same national language was hoped to be able to produce understanding among the multi-racial society. 20 CONCLUSION From this emergency incident, we can see how important it is for the citizens to not only work with each other but also to cooperate with the government in achieving an aim. Without the support of its people, Malaya will never be able to get free from communism. Malaysians today should keep this in mind and be grateful to the sacrifice made by our ancestors in order to get us here today, in this peaceful society. 21

History of Still-Life :: Visual Arts Paintings Art

History of Still-Life Flanders C16- Installed quite religious and common settings into the pieces, the extremely detailed oil on canvas works were often home to kitchen-like objects and utensils. Different foods such as cabbages, fish and hares were used especially to capture reflection from the surrounding light, thus creating a very real, almost touchable effect. Drink glasses were layered repeatedly to produce a realistic transparency; yet another method in generating such detailed realism in the piece. Dutch C17-In this period, the artists had not completely cast off and thrown away any such relation to religion; they just concentrated sorely on the idea of symbolism and reflection of light. To a modern-day viewer, the still-life would appear to be an assortment of strange objects placed on a wooden table. But to the seventeenth- century Dutch observer, the paintings conveyed the theme of vanitas: objects that symbolized the vanity of worldly things and the brevity of life. The skull and bones refer to death, the books and writing instruments to excessive pride through learning, and the fragile glass goblet of wine to temporary pleasure. A golden cup on its side would suggest immoderate wealth, and a man smoking a pipe displays idleness. The obsessive layering of oil paints by the artists was their way of creating accuracy and perfection. As modern day people have found, the pigments suspended in the oil paints, which have lasted until current years have slowly turned brown, and therefore have demanded attention in the form of cleaning. France C18-19- Adopting basically the same principle of painting, although lesser applied, Jean Simà ©on Chardin, a self taught artist situated in Paris acquired his acclaimed reputation as still life’s foremost artist. Self-taught, his thick, rather textured technique suited every middle and capital class (bourgeoisie (who made the French revolution and Impressionism)) household. Many pieces were minuscule, and all his pieces showed off his skills as an artist. Elevating to look at such as â€Å"The Jar of Apricot† and â€Å"The Ray† (1758), the depth and use of reflections were mesmerising and peaceful. Paris turn of C20-This was the phase when artists really started to adopt new styles to express there ideas. Braque, Picasso, Cezanne, Picasso and Matisse were the fore founders, innovating cubism, block colours, experimental studio time, and a different way of perceiving art by twisting the laws of perspective. Now artists would churn out many more pieces, for now, no longer would apiece take months and months to complete. Particular pieces of the above artists’ work include: â€Å"Lemons against a Fleur De Lys background† (Matisse-1943), â€Å"Still Life with a Chair Caning† (Picasso 1911-12), and â€Å"Still-life with a Plaster Cupid† (Cezanne-1895).

Impact Of Values Essay -- essays research papers fc

The Impact of Values-Clarification on Ethics in the Helping Profession America is faced with an overwhelming abundance of moral and social problems which seem to consume the fragilely woven fibers of our nation. What has happened to America? What can be done to rescue the innocents in society from those who seem to prey upon them? Can one person make a difference? Those in the human service profession have felt a calling, have been affected by the seeming hopeless perils of the weaker members of society and have stood to make a difference one step, one person one life at a time. How can one person make a difference in a world so big and so full of problems? America is a society that is morally starving. Values clarification, which is taught in public schools today teaches "since there are no eternal truths which are valid for this generation and succeeding generations, everybody has to find his own values in his own time. There is nothing which is right and wrong for everyone, thus there are no absolutes" (Ed. DeMoss, 1986). Ethical issues lead to ethical decisions. These decisions quite often place the social worker in an ethical dilemma. The concept of values-clarification is reinforced by Marianne and Gerald Corey, authors of "Becoming A Helper". In their book they say "Reasonable differences of opinion can and do exist among social workers with respect to the ways in which values, ethical principles, and ethical standards should be rank ordered when they conflict" (1994). Deciding what is morally right or morally wrong has been placed in the hands of the individual. This lack of moral absolutes has produced a generation miserably lacking solid direction for life. Society is filled with men, women, teenagers, and children of all races, cultures, and ethnic backgrounds seeking or requiring counseling for a myriad of reasons. Many are victims of abuse, many are the abusers, but all are victims of society's demon of moral disintegration. Sexual and physical abuse on children are painful realities of these demons that exist in society. The practitioner assigned to the father who is the perpetrator in the abuse case is faced with an ethical dilemma when facing him in a helping relationship. Is it possible to be nonjudgmental toward this man? "Recognizing that all human beings have strengths and weakness... ...ook beyond the small cuts and look into the soul of a person and offer help and hope for healing and change. The burden is great and society's declining value system makes the challenge sometimes seemingly unbearable but change can come. Help is available. There is hope. The famous editor, humanitarian and writer of the book "Man without a Country", Everett Hale, gives those in the social service profession a candle in the darkness with these words, "I am only one, but I am one. I cannot do everything, but I can do something. What I can do, I should do and, with the help of God, I will do" (ed. DeMoss, 1986). Works Cited Bass, N, (Executive producer) (1999, October 18). Today. National Broadcasting Company. Bullard, M. (Ed.) (1999, October 1-3). USA Weekend, 4. Chavez, L. (1999) Not Wrong at All. Reader's Digest, 45-46. Corey, G. & Corey, M.S. (1998). Becoming a Helper, 119. DeMoss, N.L. (Ed.) (1986). The Rebirth of America, 123,223. Heffernan, J., Shuttlesworth, G., & Ambrosino, R. (Eds.) (1997). Social Work and Social Welfare, 110, 111, 140. Olasky, M. (Ed.) (1999, July 31). World, 71. Rosenblatt, R. (1999, May 3),Time Magazine, 88.

Charlotte Perkins Gilman: Letters to Martha :: Charlotte Perkins Gilman Bibliography

Charlotte Perkins Gilman: Letters to Martha In January 1890, after two and a half years of depression and mental illness, Charlotte Perkins Stetson began to keep her journal again. Basking in the "steady windless weather" of Pasadena and the support of her friend Grace Channing, Charlotte slowly regained her strength, ambition, and ability to write. Concentrating on a new life on a new coast, her first brief entries express each day's essential details. On January 20, she says only "Began writing with Grace†¦". Charlotte does not record that on that clear, sun-shot Californian day, her thoughts turned once more to frigid New England and a friend from a former life. Despite her exhaustion, Charlotte gathered up a pile of stationery and began to write in a refined version of her usual scrawl. "Dear Martha", she wrote, "You knew and loved me once. You do not know me now, and I am not sure that you would love me if you did†¦ I have grown and changed wildly, darkly, strangely, beyond a mother's recognition, beyond my own." Perhaps here Charlotte paused, raised her head, and, contemplating her moonlit grove of orange trees, pondered Martha's reaction to her bold statements. Although these words were painful, Charlotte would not soften them for the sake of her gentle, distant friend. Bound still by a pact of "mutual understanding" nine years old, Charlotte owed Martha complete honesty in "word and deed". Nine years ago, before courtship, marriage, and childbirth, Mrs. Charles Lane of Hingham Massachusetts was simply Martha Luther and Charlotte's dearest friend. Their friendship began in 1878 when Charlotte was seventeen and Martha was sixteen. Both girls lived on the East Side of Providence: Charlotte on Manning Street and Martha on Arnold. They shared a love of reading, a desire to write, and had experienced a similar tragedy: the loss of a father. Martha's father, John Luther, died when she was fourteen. During Charlotte's childhood, her parents' separation reduced her father to a mere correspondent and occasional provider. Charlotte's numerous letters, diaries, and autobiography characterize her own mother as overly strict, disapproving, and physically distant. In her autobiography, The Living of Charlotte Perkins Gilman, Charlotte wrote that, denied affection from her mother as a child and adolescent, Martha became one of her "first memories of loving any one". At seventeen, athletic and energetic Charlotte roamed the streets and hills of Providence. One day she would attend a class at the Rhode Island School of Design, the next she would stride down the hill to browse through the shops, or go for a rousing, giddy carriage ride in Roger Williams Park with a pack of friends.

Jean Watson’s Theory

As a nurse establishing a caring relationship with a client is not easy. Jean Watson was the developer of a theory, which emphasizes how nurses express care to their patients. In this paper the author will discuss Jean Watson’s theory, background, descriptions of her four concepts; environment, human being, nursing, and health, also describe of an actual nurse-client relationship which includes the description of the caring moment between a nurse and her 10 year old patient, which includes the caring moment and use of four of Watson’s carative factors. Jean Watson was born in a small town Appalachia Mountains of West Virginia on 1940. In 1961 she graduated from The Lewis Gale School of nursing. She earned her bachelor’s degree in 1964, and her master’s degree in psychiatric and mental health nursing in 1966. Later in 1973 she obtained her PhD in educational psychology and counseling (Nursing Theory, 2012). Watson’s theory is grounded by ten processes known as the â€Å"Caritas Processes† these 10 statements helped to provide and ethic or philosophy from, which we practice. Caritas represent charity, compassion, and generosity of spirit (Arslam & Azkan, 2012). It connotes something very fine, indeed, something precious that needs to be cultivated and sustained. The original theory developed in 1979 was organized around ten carative factors (Arslam & Azkan, 2012). Jean Watson’s carative factors were a combination of interventions that were related to the human care process with full participation of the nurses with the patient. Watson’s philosophy and sciences of caring addresses how nurses express care to their patients. According to her theory, caring can be demonstrated and practiced by nurses. Caring for patients promotes growth; a caring environment accepts a person as he or she is and looks to what she or he may become (Watson Caring Science Institute, 2012). Watsons’s theory of caring has for major factors; human being, health, environment, and nursing (Nursing Theory, 2012). To Watson a human being was not only a body, but we should view a human as a whole, including their emotions (Arslam & Azkan, 2012). Watson believed a person should be understood, respected, and assisted by a nurse (Arslam & Azkan, 2012). She described health as the unity of the body, mind, and soul (Watson Caring Science Institute, 2012). Watson described environment as the things that make the client feel comfortable that provides safety, reduces stress, and a clean place (Nursing Theory, 2012). This can include the work setting and how nurses present themselves to the client. She views nursing as a human science where we can combine art ethics of human to human process. Nurses are to promote health, prevent illness, caring of the sick and returned health (Arslam & Azkan, 2012). According to Watson, the nurse’s role is to establish a caring relationship with the patient; this is achieved by the nurse going beyond an objective assessment (Watson Caring Science Institute, 2012). During the relationship there is a moment when the nurse and the patient come together in such a way that an occasion for human caring is created, Watson called this occasion the â€Å"Caring Moment† (Arslam & Azkan, 2012). Working as a mental health nurse I have been able to develop a nurse-client relationship with my patients. However, there is a specific case that I will never forget the interaction with this patient makes me relate to Watson’s theory and the caring moment she describes in her theory. One evening working as a charge nurse in the children’s unit, â€Å"Sarah† a 10 year-old African American girl arrived to the unit via ambulance; she was coming directly from school where she was put on a 72- hour involuntary psychiatric hold because of her cutting her wrist with a blade and saying she wanted to die. That day, her two years older sister had reported to her physical education teacher in school that her and her sister were both been sexually abused by their biological father at home. Immediately child services were notified and many school counselors attempted to talk to Sarah while still in school to get her side of the story but Sarah refused to share any information with anyone, instead she showed the school staff herself inflicted cuts on her both wrists saying â€Å"This helps my pain. † At this moment the school called the department of mental health to evaluate Sarah. When she arrived to the unit, she looked confused, scared, and tearful at times. She was still refusing to talk to anyone when asked about the situation stating â€Å"I just want to die. I introduced myself to Sarah with a smile, I explained to her she was put on a psychiatric hold and let her know what was coming next during the admission process to reduce her anxiety level (Townsend, 2008). The caring moment begins while doing Sarah’s nursing assessment and the question of her been sexually abuse had to come, when I asked her she states, â€Å"You are so pretty and nice can I stay and live here with you? In that moment my heart comes to my stomach and my eyes become watery, I stayed quite not knowing what to answer. Few seconds of silence came and suddenly she starts sharing information and even giving details of her sexual abuse from her father’s part. The information she gives me is very explicit and shocking coming from an innocent ten year old girl. Then she sta nds up and hugs me saying â€Å"I want to stay her with you please. † I hugged her back and began crying inconsolable with Sarah, unforgettable, and priceless moment has marked my nursing career in a way that I know a nurse has to be sensitive to herself and to others. During nurse- client interaction with Sarah I used four of Jean Watson’s carative factors. The fist carative factor I used was the installation of faith-hope, which means been authentically present, and enabling and sustaining the deep belief system (Arslam & Azkan, 2012). I tried to make Sarah feel comfortable by providing a quiet and calm place to perform her nursing assessment. I also tried to provide hope to her by making her feel cared for, I asked her if she was hungry and offered her some juice and some snacks, and I admired the beautiful hair and smile. I asked her about her relationship with her mother and sister and asked her if she believed they loved her. I asked her these questions so she can reflect and realized there was people that loved and cared for her (Townsend, 2008). The second carative factor I implemented was the development of a helping-trusting human caring relationship that implies developing and sustaining a helping-trusting authentic relationship (Watson Caring Science Institute, 2012). I implemented this factor by obtaining Sarah’s trust so she can express her feelings of her living situation at home which was extremely important to understand her situation and provide quality care and an individualized treatment. I maintain intermittent eye contact so she would feel acknowledge but not intimidated and I maintained myself at her height level at all times so she would not feel powerless (Townsend, 2008). I explained to her the admission process at her age level letting her know as much as possible what to expect from the hospitalization and explain the program guidelines to her. I reassured her many times she was in a safe environment. The third carative factor I used was the promotion and acceptance of the expression of positive and negative feelings, to Watson this means being present to, and supportive of the expression of positive and negative feelings as a connection with deeper spirit of self and the one being cared for (Watson Caring Science Institute, 2012). Sarah’s case was a very sensitive case which required the nurse to be very cautious in not making Sarah feel blame or judge for the situation, taking into consideration this a 10 year old with multiple self inflicted cuts in her wrist, she is feeling suicidal and there was a possibility of emotional and physical trauma. Even though it was extremely important to ask Sarah about her cuts and possible abused from her father I decided to focus on her positive feelings asking her about her siblings for example. Per hospital protocol within the first 15 minutes of arrival patients are required to go through a body search to check for any contraband, signs of abuse or self harm. During this physical assessment I saw Sarah’s cuts, I had to ask her if she had cut herself and looking down she shake her head up and down. I stayed calm paying attention to my body language and gestures, a negative facial expression or gesture toward her behavior of cutting herself could have had a negative effect on the nurse-client relationship affecting her trust toward myself (Townsend, 2008). In that moment I decided not to focus on finding out the reason she had to cut herself. I was there for Sarah listening to her, attentive in a calm environment, where she felt protected and cared for. I did not want her to feel pressured or judge. Later during the assessment she began speaking of her cuts and expressing her feelings. The fourth carative factor I used in Sarah’s care, which is the cultivation of sensitivity to oneself and to others. To Watson this meant the cultivation of one’s spiritual practices and transpersonal self, going beyond ego self (Watson Caring Science Institute, 2012). I personally been a mother of a seven-year old at that time I immediately felt that need to protect her and make her feel safe. During the nursing assessment there was a moment where I became tearful when she was sharing details about the sexual abuse describing how sometimes she would rather urinate in her bed to avoid making noise so her father would not wake up and abused her that particular night. I became sensitive to her story, it was impossible not to show any emotions. In personal reflection the nurse-client relationship with Sarah taught me that a nurse needs to cared for her patient and have compassion, which to me is what nursing is about compassion, and empathy. I was able to obtain Sarah’s trust which is extremely important not only in nursing over all but when dealing with trauma patients. Sarah was able to express her feelings and share crucial information with me. Personally I discovered I was meant to be a mental health nurse I felt rewarded when Sarah hugged me and cried with me. I believed I made a difference in her life in that moment she felt safe and cared for. The author in this paper has described the four concepts of Jean Watson’s theory human being, environment, health, and nursing. Watson’s educational background and caritas model were briefly described. The author included an actual nurse-client relationship between a mental health nurse and a ten year old, including the caring moment and describing the implementation of four of the ten carative factors Jean Watson developed. References Arslam, A., & Azkan, A. (2012, March). A model Where Caring and Healing Meets:Watson's theory of Human Caring. Turkish Journal of Researcher and development in nursing, 14(2), 61-72. Nursing Theory. (2012). Jean Watson. Retrieved from http://www.nursing-theory.org Townsend, M. (2008). Psychiatric Mental Health Nursing (6th ed.). Philadelphia, PA: F.A Davi. Watson Caring Science Institute. (2012). Jean Watson's Theory. Retrieved from http://www.watsoncaringscience.org