THE purpose of this paper is to describe the attitudes to the merger of all the staff of the newly merged firm, with a view to discovering something more about the merger process. The paper begins with a brief description of the industry and is followed by a history of the merger. Then comes an analysis of the questionnaire administered by the researcher to all members of the firm. The analysis shows that there are four crucial stages in the merger: the Planning stage, at which the details of the merger have to be worked out; the Anxious stage, during which the people concerned are apprehensive about the merger; the Merger itself; and the Evaluation stage, at which what has been done is weighed in the balance of cost-effectiveness. The paper ends with an attempt to add a new dimension to the dynamics of organization change, showing the interrelationships of the Harrison model, and suggesting possible routes through it. PRINCIPLES OF RE-INSURANCE

This article attempts to identify some of the reasons why patients who meet the referral criteria of domiciliary palliative nursing care services are not referred. A study was conducted among district nurses and GPs which highlighted that a 'conspiracy of silence' still existed between patients, professionals and families. A desire to manage patients themselves and a misunderstanding of the work of Macmillan nurses were also reported. Some recommendations for change are made.

THE literature of cross-cultural comparisons of business management is remarkably short of predictive models of behaviour. It has proved extremely =cult to link business behaviour in different countries with the culture of those countries. A field theoretical approach to managerial behaviour is apt to be short-circuited by disagreements concerning the presence and validity of organizational gods, and by the conflict between organizational goals and personal strategies.' The matter is further complicated by the introduction of cultural bias. In some cultures this may perhaps be ignored, especially if the business sub-culture is a strong element, as in theunited States, or if the super-culture of the multi-national f i r m is predominant, as in foreign subsidiaries of ethnocentric companies in developing countries. But for English managers, on the brink of even closer conflict and co-operation with European management systems, such an answer is clearly inadequate. The following study is a first attempt to present behavioural theories for two European cultures, in the hope that it will lead to the construction of further theories, so providing common ground for the interpretation and prediction of business behaviour. Research ToolsUdyz has linked the business to the social setting, by stating that 'holding the nature of the task constant, administrative structure is a h a i o n of both expectations present in, as well as roles available in, the social setting'.In order to test this hypothesis cross-culturally we chose three very similar light electronic engineering factories, large ones in France and England, and a small one in Scotland, and applied three research tools to a sample of managers consisting in each place of the factory manager along with his superiors and all his subordinates in the plant hierarchy. A total of sixtyseven managers were involved; nine in Scotland, twenty-seven in England and thirty-one in France. We selected the tools on three bases: 1 Van Dyck, J. J. J., 'Understanding the organization Process via the Management Game', ] d of Management of w a f i o n r , Chicago: Rand, McNally and CQ., 1961. I 972 ATTITUDES, BELIEFS AND BEHAVIOUR IN ENGLAND AND FRANCE 4 1I . Accepfabilio to the managers. We felt that managers would dislike research with no pay-0% hence the tools were designed to help them analyse their own and other managers' roles and interactions.2. Differing degrees of statistical reliabilio. NathS has argued that research using only one tool is insufficient for real understanding, because statistical reliability sacrifices human values, while anthropological reality is indefinite.

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