Health and mental health workers need particular awareness of crossings and violations of professional boundaries. There is a tendency to encourage these individuals to behave more empathetically and less formally with their patients and clients, making this awareness increasingly important. The ethic of professional boundaries has been incorporated into the professional codes of many health and mental health workers across the country, but it is important to have ongoing training throughout the year (Al Sayyari, Hejaili, Jamal, Shamsi & Tamim, 2010). Mental and Healthcare providers must have specialized training to find the right balance between rigidity and formality on the one hand and undue laxity and informality in their approach on the other. This is the result of boundary crossing and improper practice, resulting in harm to patients and customers. There is an important distinction that includes awareness of the distinction between border crossings and border violations (Al Sayyari, Hejaili, Jamal, Shamsi & Tamim, 2010). Examples of border crossing include paying bus fare or bills for customers or patients; embrace it when a client or patient is distressed and so on. Boundary violations, on the other hand, involve crossings that have the potential to prove harmful and exploitative to the client or patient. Boundary violations can result in myriad behaviors. Examples of these include: sexual abuse and harassment, sexual intercourse, abuse of time or place of work, financial appropriation of customer or patient, solicitation of gifts, coercion of patients, misuse of fiduciary relationship, and improper dealing with pharmaceutical companies ( Al Sayyari, Hejaili, Jamal, Shamsi & Tamim, 2010). The worst kind of... middle of paper... par. 12). The last is called program climate, which includes an atmosphere conducive to learning and competent, knowledgeable, and ethical teachers (Vaquez, 1988). Works Cited Aamodt, M, (2010). Industrial/Organizational Psychology (6th edition). Belmont, CA.: Cengage Learning.Browne, N.M., Giametro-Meyer, A. & Williamson, C. (2004). Practical business ethics for the busy manager. Upper Saddle River, New Jersey: Pearson Prentice HallBryant, SE & Fox, SK Behavioral modeling training and generalization: Interaction of learning point type and number of modeling scenarios. The psychological record, vol. 45, 1995.Hultman, K. E. (1986). Modeling behavior for outcomes. Journal of Training and Development, 40(12), 60.Mayer, S. J., & Russell, J. S. (1987). Behavior modeling training in organizations: Concerns and conclusions. Management Journal, 13(1), 21.