Human Resource Management Models in Healthcare

Human Resource Management Models in Healthcare John Murphy Baltazar Molina Assess the impact and the purpose of applying strategic human resource management models in a healthcare organisation. Assess the impact of human resource management activities in an organisation. The Impacts of Human Resource Management (HRM) Activities in an Organisation Human Resource Models Contingency Model Contingency model is a type of model that believes that there is no best way to lead a company, to make decisions, or organise an organisation. Instead, the ideal course of action is contingent upon the external and internal situation. A contingent leader efficiently relates their style of leadership at the right time and in the right situation. Organisations are open system that requires cautious management to balance and satisfy internal needs and to cope to environmental conditions. The suitable management rest on the type of duty or environment that is being dealt. Nevertheless, it is essential for management to be concerned, above all else, with achieving good fits and balance. In general, human resources refer to the whole workforce within an organisation and structural contingency theory is concerned with the whole workforce (Armstrong, 2011). In a wider sense, human resources can direct a specific department within the organisation. This may include hiring the qualified people for the job, addressing complaints, dealing with low productivity and resolving conflicts. These challenges all involve putting structural contingency theory into practice. David Guest Model David Guest Model considers that a key policy goal for human resource management is strategic integration (Armstrong, 2011) by which he indicates the organisation’s capability to integrate human resource management matters into strategic procedures, to deliver for line managers to join a human resource management view into the decision making, and to guarantee that the several facets in human resource management adhere. The Guest Model of Human Resource Management (Source: Armstrong, 2011) The central idea of David Guest Model is that human resource management practices must be intended to create high-quality personnel who are flexible and has commitment to the organisation. Employees that are committed and bound to the organisation are vital in human resource management outcome. The assertion of the Guest model that it is higher than the others is partially acceptable in the logic that it visibly draws out the field of human resource manager and describes the outcomes and inputs. But then again, because of the complexity of the dynamics of people management no model (including the Guest model) can capture them broadly. Best Practice Model Johnson (2000) specifies, that the greatest practices are described as human resource approaches and systems that have additive, positive, and universal effects on organisational performance. This meaning is linked to the point that the best practices that the organisation hires, each will augment to the previous, thus compounding the organisation’s resulting performance The Best Practice model would lead to a high performing work system because of it presents the idea to enhance the employees’ knowledge and ability in a just recruitment and training process. In addition, this model indicates to motivate desired behaviours through strong incentives which employees would be happy and be motivated to work hard and be dedicated to work in the organisation. Also, it encourages ideas and contribution from motivated and better trained workers. No man has a monopoly of knowledge, so every idea, opinion, or feedback should be welcomed to improve. Human Resource Management (HRM) Activities Job Analysis There is a developing interest in concentrating on the competencies that individuals need in order to execute jobs rather than on the duties, responsibilities, and tasks comprising a job. Organisations should invest in their employees by not overloading them with responsibilities. The point here is that when an employee is overloaded with responsibilities they tend to miss small things which could be of value in the end. Human Resource Planning Human resource planning is when managers endeavour to anticipate problems that will impact the future demand and supply for employees. It is crucial to have adequate human resource information systems to provide timely and accurate information for human resource planning. Employee Recruitment Compliance with countries laws and regulations about equal employment opportunity affects all other human resource activities and is essential to human resource management. For instance, strategic human resource plans is obligated to guarantee adequate availability of a variety of individuals to meet affirmative requirements. Employers should be resourceful in recruiting applicants by posting on the internet or making ads on public places. Employee Selection Employee selection is an activity wherein the human resource managers assess the applications of the applicants. This is a crucial activity because the employers should select the best and qualified applicants on the list. All employers should be fair in hiring people by accepting them based on their qualifications and not because of other reasons like same race or family friend. Performance Appraisal Performance appraisal is a term used to describe the process set by an organisation to ensure all employees are aware of the level of performance expected of them in that role (HRINZ, 2011). Performance management system is in place in most organisations. For instance, an organisation is conducting trainings for their employees to be updated of the universal safety precautions. Human Resource Development As our work change and evolve, on-going retraining is necessary to accommodate technological changes. It is essential to prepare organisations for future challenges by boosting development of all employees including managers and supervisors. Compensation Compensation is payment to an employee for their contribution to the organisation, that is, for doing their job(McNamara, n.d.). The most common forms of compensation are salaries, wages, and salaries. Organisations typically associate job description with compensation ranges in the organisation. The ranges comprise the maximum and the minimum sum of money that can be made per year in that role. Benefits Employee benefits usually refer to retirement plans, life insurance, vacation leave, health insurance, and many more. In addition, benefits are more likely a form of value, other than payment, that is given to the employee to repay their contribution to the organisation, that is, for doing their job. Some benefits, such as unemployment and workers compensation, are federally required (McNamara, n.d.). Industrial Relations Industrial relations are multidisciplinary field that studies the mutual aspects of the employment relationship (VUW Career Development and Employment, 2010). It is increasingly being called employment relations because of the importance of non-industrial employment relationships. In addition, industrial relations are concerned with the social justice of decent work and unbiased employment. Most of the people often consider industrial relations as unionised employment situations and labour relations, but it is more than that. Industrial relations cover issues of concern to managers and employees at the workplace, including workplace management strategy, bargaining, participation and employee representation, union management cooperation, job design, workplace reform, skill development, and new technology (VUW Career Development and Employment, 2010) Health and Safety Programs The mental and physical health and safety of the employees are critical concerns. The traditional apprehensions are health issues arising from hazardous work with certain chemicals and newer technologies (Armstrong, 2011). Through a wider focus on health, health resource management can support employees with substance abuse and other problems. Employee wellness programs can help to promote exercise and good health should become more widespread. Manage Diversity Workforce diversity acknowledges the reality that people differ in many ways, invisible or visible, gender, marital status, social status, sexual orientation, disability, religion, ethnicity, personality, and culture (Armstrong, 2011). Effective diversity management has been historically utilised to deliver a legally defensible position towards charges of discrimination. Timesheet Management A timesheet is also known as the roster or schedules made by managers for all the employees including themselves. Making the timesheet is also a vital task by the human resource managers. They need to put workers on every shift and make other options to fill those who are on leave. The Impact of Harvard Framework Model to the HRM Activities There are two characteristic features of human resource management (Armstrong, 2011). Firstly, managers take added accountability for guaranteeing the alignment of personnel policies and competitive strategy. Secondly, employees has the task of following the policies that direct how personnel activities are developed and implemented in ways that make them more mutually reinforcing. The Harvard Framework has applied substantial impact on the practice and theory of Human Resource Management, mainly in its emphasis on the point that Human Resource Management is the apprehension of management in general rather than the employees function in particular. The Harvard Analytical Framework for Human Resource Management In addition, it is based on central philosophy and planned vision. It involves management decisions and actions reflecting the relationship between the firm and its employees. It emphasizes on the importance of proper management of the human assets of an organisation to promote harmony and hence promote the output. The Harvard framework of human resource management views employees as resources (Armstrong, 2003). This type of method distinguishes the section of mutuality in all kinds of businesses. In an organisation employees are considered significant stakeholders. They have their personal needs and concerns alongside with other groups such as customers and shareholders. Currently, many pressures are demanding a more comprehensive, more strategic, and broader perspective with respect to the human resources in an organisation. Managing people in a long term perspective and treatment of people as possible assets rather than simply a variable cost have been generated because of these pressures. The Contribution and Importance of Strategic Human Resource Management The influence of HRM strategy on organisational strategy Nowadays, the success of the organisation basically depends on the capabilities and experience of its members (Kumar, 2011). An organisation may have the technology and capital, but it is human resources that will support organisations take on challenges of business globalization. Technology can be produced and capital can be generated. But the human resources needed in an organisation that can manage the coming challenges must be rightly and properly motivated and encouraged. The Influence of Human Resource Management Strategy on Organisational Performance Human resource managerial strategies shown by organisations pursuing to progress organisational performance have been categorised in two broad kinds depending on their basic character being oriented to the rise of human resources’ level of skill or else of the grade of participation of personnel in the performance of the firm and organisational strategy. Labour productivity and organisational performance are positively related to diverse features of HR management systems (McGrath, 1996), such as recruitment and selection, training programs, performance evaluation, compensation and benefits, and innovative practices. Similarly, some research has shown that firms characterized by the use of the above practices outperform those that display inflexible HR strategies within the same economic sector. The Influence of Human Resource Management Strategy on the Alignment of Organisational Strategies Majority of the organisations consider the department of human resources as an managerial aspect and disregard the opportunity and need to align it within the strategic plans (Righeimer, n.d.). In situations where human resource is involved in the strategy of the organisation, its alignment doesn’t exceed the projecting function. Because the human resource does not hold a seat at the strategic planning table it is not aligned with the strategy of an organisation. The irony with the human resource being left behind in the strategic planning is that by its nature, human resource is about people, which is the strategic plan and fundamental of an organisation. My assumption is that it is difficult to measure the success of human resources and thus it is thought to be soft and not significant in the development of a strategy. What is measured gets done and obtains the authority to donate in an organisation’s strategy. The Impact of Strategic Human Resource Management on the Policy Making in an Organisation Employee Influence The method in which organisations manage their employees is considered a vital factor in assisting success or even failure for an organisation in today’s competitive setting. The core key to an organisation’s prosperity and effectiveness depends on how employees are managed, therefore, allowing it to have a competitive advantage versus other organisation. My assumption is that when an organisation or its human resource manager will provide company bonuses, benefits, and a good compensation to their employees will benefit from an effective and motivated workforce. This is because organisations that shows a keen interest in their employees and promote commitment based strategies through various HRM practices will benefit the most as they will see lower levels of employee turnover (The WritePass Journal, 2014) Work Systems One of the core principles of strategic HRM is to evaluate how the performance of an organisation is influenced by the way employees are managed (Farooq, 2013). Several measures have been implemented in human resource practices that have been tested to progress the effectiveness of the employees and to anticipate higher standards of organisational performance. Most of these methods include high commitment work system, high standard work structures, high performance human resource management and work systems. No matter the possibilities these systems may vary in the method of improving the employee efficiency, their conjoint track is that organisations can attain high performance by accepting practices that leverage and recognise employees’ ability to make value. To generate an all-out impact these practices are most operative when they are applied in groups because of their joint effects on performance. Reward Systems Reward management is about controlling and examining employee remuneration, compensation and all of the other benefits. Reward management targets to generate and proficiently function a reward system for an organisation. Reward system typically contains pay practices and policy, payroll and salary management, minimum wage, total reward, team reward and executive pay. References Armstrong, M. (2003). A Handbook of Human Resource Management Practice 9th edition. Retrieved from http://books.google.co.nz/books?hl=enlr=id=2AGbuhlTXV0Coi=fndpg=PR17dq=harvard+framework+model+of+hrmots=ZmKpYHrRC8sig=fUfPlB4Grf2P5tmsZKwdMAHaQsw#v=onepageq=harvard framework model of hrmf=false Armstrong, M. (2011). Armstrong’s Handbook of Strategic Human Resource Management 5th edition. Retrieved from http://books.google.co.nz/books?id=kJfSzYIBpWwCprintsec=frontcoverdq=Strategic+Human+resource+Management:+a+Guide+to+actionhl=ensa=Xei=pXiCU6r8KsXLkgWr74CADwved=0CFYQ6AEwBA#v=onepageq=Strategic Human resource Management: a Guide to actionf=false Brewster, C. and Mayrhofer, W. (2012). Handbook of Research on Comparative Human Resource Management, Cheltenham: Edward Elgar Publishing Inc Farooq, S. (2013). Strategic Human Resource Management – High Performance Work System. Retrieved from http://gemconsulting.wordpress.com/2013/04/27/strategic-human-resource-management-high-performance-work-systems/ Human Resources Institute of New Zealand. (2011). Performance Appraisals and 360 Degree Feedback. Retrieved from http://www.hrinz.org.nz/Site/Resources/Knowledge_Base/I-P/performance_appraisals.aspx Kumar, N. (2011). The Influence of Organisational and Human Resource Management Strategies on Performance. Retrieved from http://www.performancexpress.org/wp-content/uploads/2011/10/Vol45_04_18.pdf McGrath, R. (1996). ‘Improving Labour Productivity: Human Resource Management Policies do Matter’, Strategic Management Journal 17(5): 335-354 McNamara, C. (n.d.). Employee Benefits and Compensation (Employee Pay). Retrieved from http://managementhelp.org/payandbenefits/index.htm?PHPSESSID=900e2200ce5dd66bf5c5a7252da24633 Righeimer, J. (n.d.). Aligning Human Resources Strategic Plans. Retrieved from http://www.maverickec.com/index_files/Aligning HR Strategy epulse.pdf The WritePass Journal. (2014). How can HRM Practices Influence Employee Commitment and Overcome High Employee Turnover. Retrieved from http://writepass.com/journal/2012/12/how-can-hrm-practices-influence-employee-commitment-and-overcome-high-employee-turnover/ Victoria University Wellington (VUW) Career Development and Employment. (2010). Human Resource Management and Industrial Relations. Retrieved from http://www.victoria.ac.nz/st_services/careers/resources/career_publications/career_view/hrm_and_ir.pdf 1

Apple Supplier Foxconn Employs 14-Year-Olds

The eclectic paradigm is a theory in economics and is also known as the OLI-Model or OLI-Framework. [1][2] It is a further development of the theory of internalization and published by John H. Dunning in 1980. [3] The theory of internalization itself is based on the transaction cost theory. [3] This theory says that transactions are made within an institution if the transaction costs on the free market are higher than the internal costs. This process is called internalization. [3] For Dunning, not only the structure of organization is important. 3] He added 3 more factors to the theory:[3] Ownership advantages[1] (trademark, production technique, entrepreneurial skills, returns to scale)[2] Ownership specific advantages refer to the competitive advantages of the enterprises seeking to engage in Foreign direct investment (FDI). The greater the competitive advantages of the investing firms, the more they are likely to engage in their foreign production. [4] Location advantages [5](exis tence of raw materials, low wages, special taxes or tariffs)[2] Locational attractions refer to the alternative countries or regions, for undertaking the value adding activities of MNEs.The more the immobile, natural or created resources, which firms need to use jointly with their own competitive advantages, favor a presence in a foreign location, the more firms will choose to augment or exploit their O specific advantages by engaging in FDI. [4] Internalization advantages (advantages by own production rather than producing through a partnership arrangement such as licensing or a joint venture)[2] Firms may organize the creation and exploitation of their core competencies.The greater the net benefits of internalizing cross-border intermediate product markets, the more likely a firm will prefer to engage in foreign production itself rather than license the right to do so. [4] Source: Dunning (1981)[6]Categories of advantages Ownership advantagesInternalization advantagesLocation adva ntages Form of market entry Licensing[1] YesNoNo Export YesYesNo FDI YesYesYes [edit]Theory The idea behind the Eclectic Paradigm is to merge several isolated theories of international economics in one approach. 1] Three basic forms of international activities of companies can be distinguished: Export, FDI and Licensing. [1] The so-called OLI-factors are three categories of advantages, namely the ownership advantages, locational advantages and internalization advantages. [1] A precondition for international activities of a company are the availability of net ownership advantages. These advantages can both be material and immaterial. The term net ownership advantages is used to express the advantages that a company has in foreign and unknown markets. 1] According to Dunning two different types of FDI can be distinguished. While resource seeking investments are made in order to establish access to basic material like raw materials or other input factors, market seeking investments are made to enter an existing market or establish a new market. [1] A closer distinction is made by Dunning with the terms efficiency seeking investments, strategic seeking investments and support investments. [1] Trade and FDI patterns for industries and countries. [7]Location advantages StrongWeak Ownership advantagesStrongExportsOutward FDI WeakInward FDIImportsThe eclectic paradigm also contrasts a country's resource endowment and geographical position (providing locational advantages) with firms resources (ownership advantages). [7] In the model, countries can be shown to face one of the four outcomes shown in the figure above. [7] In the top, right hand box in the figure above firms possess competitive advantages, but the home domicile has higher factor and transport costs than foreign locations. [7] The firms therefore make a FDI abroad in order to capture the rents from their advantages. [7] But if the country has locational advantages, strong local firms are more likely to emp hasize exporting. 7] The possibilities when the nation has only weak firms, as in most developing countries, leads to the opposite outcomes. [7] These conditions are similar to those suggested by Porter's diamond model of national competitiveness. [7] [edit]Application in practice In dependence of the categories of advantage there can be chosen the form of the international activity. If a company has ownership advantages like having knowledge about the target market abroad, for example staff with language skills, information about import permissions, appropriate products, contacts and so on, it can do a licensing.The licensing is less cost-intensive than the other forms of internalization. If there are internalization advantages, the company can invest more capital abroad. This can be achieved by export in form of an export subsidiary. The FDI is the most capital intensive activity that a company can choose. According to Dunning, it is considered that locational advantages are neces sary for FDI. This can be realized by factories which are either bought or completely constructed abroad. FDI is the most capital intensive form of internalization activity.

Alienation and Isolation in The Metamorphosis Essay

The Metamorphosis by Franz Kafka is a reflection on how alienation and isolation begin and develop in a society by employing the characters in his novella as a representation of society as a whole. Using Gregor’s manager to demonstrate the initiation of isolation and alienation of a person, Gregor as the person being isolated and the inhabitants of the Samsa household as the other members of society, Kafka creates an effective model to represent the hierarchically structured effect of isolationism and alienation in society on a larger scale. Kafka uses the company Gregor is forced to work for to illustrate the hierarchical effect of isolation and alienation, where the initiation of isolationism begins at the top of the hierarchy and thus creates a ripple effect down through the rest of society. The manager of the company that Gregor must work for due to a family debt is the representative Kafka chooses to demonstrate the most important person in the hierarchy. By waking up as an insect and being late for work, Gregor has broken his conformity to the parameters of what is tolerated by the company, so the manager himself comes to deal with the issue since such circumstances can â€Å"only be entrusted to the intelligence of the manager† (Kafka, 13). This, as well as how the family treats the manager as nicely as possible when he arrives demonstrates the importance of the manager’s decisions and their respect for authority. Further demonstrating the importance of his decisions, the manager is the first to react to Gregor’s transformation by threatening, â€Å"your position is not at all the most secure† (17) when Gregor will not open his door. This shows that he has the ability to completely disrupt Gregor’s place in the hierarchy and in doing so, isolate and alienate him from the rest of society. The manager remarks, â€Å"that was an animal’s voice† (20) when Gregor speaks, which alienates Gregor from humanity and reacts strongly to the sight of Gregor by â€Å"pressing his hand against his open mouth and moving back slowly† (23). After firing Gregor, the manager flees the building which causes the initiation of Gregor’s isolation since work was the most important and most time consuming thing in his life. This shows that as with society in general, the person in charge holds tremendous influence over the rest of the population and is capable of initiat ing the idea that a person must be isolated. Just because the figure in power decrees that a person is not a good member of society and should be isolated, however, does not mean that all members of society react the same way. the spectrum of views that members of society take against those who have been isolated is shown through Kafka’s portrayal of the Samsa family’s reaction to his transformation. Gregor’s father represents those who respect authority and immediately agree with those higher in the hierarchy and unquestioningly aid in the isolation process. He wears a â€Å"blue uniform with gold buttons† (62) even when he is at home, asleep on a chair in the living room which demonstrates the value he places on the system. This is also illustrated as soon as the manager reacts to Gregor’s deviation from normal when Mr. Samsa begins to â€Å"drive Gregor back into his room by waving the cane and the newspaper† (29). Other members of the family, however, react differently to the situat ion. Grete is the closest to Gregor and is the most sympathetic to him immediately after his transformation by placing milk in his room, which â€Å"was his favourite drink and which his sister had currently placed there for that reason† (34). Her reaction to Gregor’s isolation demonstrates the opposite of Mr. Samsa’s by being as considerate as he is forceful in Gregor’s alienation. Her relationship with Gregor demonstrates how in society, those who know the person being isolated before its initiation are most likely to resist helping to enforce the isolation. However, Kafka understands that people are very dynamic and often change their opinions. Grete undergoes a change in perspective to such a degree that by the end of the novella it is she who declares, â€Å"we must get rid of it† (84). This change in perspective shows how Kafka believes that members of society often stop sympathizing with the isolated group when it becomes inconvenient for them to continue doing so. Gregor’s mother reacts in an initial manner somewhere between the father and sister since when first seeing him she â€Å"went two steps toward Gregor and collapsed right in the middle of her skirts† (23). These conflicting desires continue through the novella, such as when Mr. Samsa tries to kill Gregor, â€Å"she begged him to spare Gregor’s life† (65) but at the same time she is repulsed by him. This illustrates how she wants to help him and tries to think of him the same way she did before his transformation, yet is unable to. This resembles the idealists in society who theoretically support the alienated person but often succumb to social pressures when they are forced to face the problem. These three reactions to Gregor’s transformation as a result of the initiation of his isolation by the manager demonstrate the spectrum of reactions. From the immediate acceptance of the hierarchy represented by Mr. Samsa, to the true compassion of Grete and the idealism of Mrs. Samsa, Kafka shows how a wide variety of reactions is expected from society, and how people often change their opinions. Similarly to how social pressures affect his mother, Gregor is also convinced through his respect for authority that he deserves the isolation enforced on him by society. He believes those above him in the hierarchy to such an extent that he eventually reaches the conclusion that he would be better off dead that to have his family suffering because of his presence. Like his father, Gregor has a strong respect for authority and served in the military until his father, who is an authoritative figure in his life, needed financial help so he became â€Å"almost overnight, a traveling salesman, who naturally had entirely different possibilities for earning money (†¦) which could be set out on the table at home in front of his astonished and delighted family† (43). Gregor’s decision to help his family pay off their debt without thinking of the effect it would have on his own happiness or considering refusing shows how firmly he is entrenched in the hierarchical system. The belief that authoritative figures are always correct leads him to think that since society dictates that he is worthless and deserves isolation, he would be better off dead than a burden to society. This is shown after Grete and Mr. Samsa decide that they want him gone, but Gregor’s â€Å"own thought that he had to disappear was, if possible, even more decisive than his sisters† (89). He overhears his family bemoaning their misfortune and since they are above him on the hierarchical structure, Gregor believes that he has to die in order to spare them the trouble of having to deal with him. This illustrates how Kafka believes that society is so dependent on a hierarchical structure and the guidance from authoritative figures that they cannot think for themselves and even the person who is isolated may still respect and follow those higher in the hierarchy. This is the final step in the transmission of an idea through a social hierarchy whereby everyone believes that a person is lesser and should not exist, including the alienated person themselves. The Metamorphosis comes together to show the hierarchical pattern Kafka believes a society follows in regard to isolation and alienation. He uses the manager of the company Gregor works for to model the instigation of isolationism, which in society is determined by the most important person in the hierarchy. Gregor’s family represents society as a whole and is used to illustrate the variety of reactions the people in society after they are told who to alienate. These reactions range from immediate, unquestioning agreement with those higher in the hierarchy, to idealistically supporting the isolated person, to sympathizing with and trying to help the alienated person. He also uses Grete to demonstrate the dynamic state of human reactions, by changing from sympathetic and caring to vicious and unsupportive by the end of the novella. Kafka continues this shaping of society from the hierarchical structure by causing Gregor himself to agree with the authoritative figures in his life and conform to the idea that he is worthless, thus imposing self-isolation. the interactions between the characters in The Metamorphosis show how Kafka believes that the isolation and alienation of a person in society is initiated by those at the top of the social hierarchy and works its way down through the hierarchy until eventually everyone in society has been influenced to accept the initial decision of one person. Works Cited Kafka, Franz. The Metamorphosis. Trans. Ian Johnstone. Nanaimo: Malaspina University-College, 1999.

Christian Science - 1989 Words

â€Å"There is no life, truth, intelligence, nor substance in matter. All is infinite Mind and its infinite manifestation, for God is All-in-all. Spirit is immortal Truth; matter is mortal error. Spirit is the real and eternal; matter is the unreal and temporal. Spirit is God, and man is His image and likeness. Therefore man is not material; he is spiritual.† (SH 468) â€Å"Christian Science founder, Mary Baker Eddy was born in Bow, New Hampshire, in 1821. Her parents were devout Christians and she joined a Congregational Church at age 17. She was chronically sick growing up with many ailments including paralysis, hysteria, seizures and convulsions. At 22, she married her first of three husbands, George Glover, who died within 6 months from†¦show more content†¦Principia is a pre-school-college that is located in the St Louis area for Christian Scientists and many families have moved their so their children can attend. Boston is the home of The Mother Church and The Christian Science Monitor amongst others and so many people live and work in that area. (http://wiki.answers.com/Q/What_are_the_demographics_of_christian_science_people_in_ame rica ) Christian Scientists refer to God as Father-Mother rather than the biblical Father. Though unconventional, this is not a major departure from mainstream Christianity, since God is believed to encompass both male and female (both were created in the image of God). Christian Science teaches that Jesus is divine but not God, and that Jesus human nature is a separate entity from the divine Christ. Jesus Christ is not God, as Jesus himself declared, but is the Son of God (Science and Health, 361:12-13). Jesus is the name of the man who, more than all other men, has presented Christ, the true idea of God, healing the sick and sinning and destroying the power of death (Science and Health, 473:10-17). 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