Articles Of Confederation Essays - United States, Government

Articles of Confederation The Articles of Confederation was the first constitution of the United States of America. The Articles of Confederation were first drafted by the Continental Congress in Philadelphia Pennsylvania in 1777. This first draft was prepared by a man named John Dickinson in 1776. The Articles were then ratified in 1781. The cause for the changes to be made was due to state jealousies and widespread distrust of the central authority. This jealousy then led to the emasculation of the document. As adopted, the articles provided only for a "firm league of friendship" in which each of the 13 states expressly held "its sovereignty, freedom, and independence." The People of each state were given equal privileges and rights, freedom of movement was guaranteed, and procedures for the trials of accused criminals were outlined. The articles established a national legislature called the Congress, consisting of two to seven delegates from each state; each state had one vote, according to its size or population. No executive or judicial branches were provided for. Congress was charged with responsibility for conducting foreign relations, declaring war or peace, maintaining an army and navy, settling boundary disputes, establishing and maintaining a postal service, and various lesser functions. Some of these responsibilities were shared with the states, and in one way or another Congress was dependent upon the cooperation of the states for carrying out any of them. Four visible weaknesses of the articles, apart from those of organization, made it impossible for Congress to execute its constitutional duties. These were analyzed in numbers 15-22 of The FEDERALIST, the political essays in which Alexander Hamilton, James Madison, and John Jay argued the case for the U.S. CONSTITUTION of 1787. The first weakness was that Congress could legislate only for states, not for individuals; because of this it could not enforce legislation. Second, Congress had no power to tax. Instead, it was to assess its expenses and divide those among the states on the basis of the value of land. States were then to tax their own citizens to raise the money for these expenses and turn the proceeds over to Congress. They could not be forced to do so, and in practice they rarely met their obligations. Third, Congress lacked the power to control commerce--without its power to conduct foreign relations was not necessary, since most treaties except those of peace were concerned mainly with trade. The fourth weakness ensured the demise of the Confederation by making it too difficult to correct the first three. Amendments could have corrected any of the weaknesses, but amendments required approval by all 13 state legislatures. None of the several amendments that were proposed met that requirement. On the days from September 11, 1786 to September 14, 1786, New Jersey, Delaware, Pennsylvania, and Virginia had a meeting of there delegates at the Annapolis Convention. Too few states were represented to carry out the original purpose of the meeting--to discuss the regulation of interstate commerce--but there was a larger topic at question, specifically, the weakness of the Articles of Confederation. Alexander Hamilton successfully proposed that the states be invited to send delegates to Philadelphia to render the constitution of the Federal Government adequate to the exigencies of the Union." As a result, the Constitutional Convention was held in May 1787. The Constitutional Convention, which wrote the Constitution of the United States, was held in Philadelphia on May 25, 1787. It was called by the Continental Congress and several states in response to the expected bankruptcy of Congress and a sense of panic arising from an armed revolt--Shays's Rebellion--in New England. The convention's assigned job, following proposals made at the Annapolis Convention the previous September, was to create amendments to the Articles of Confederation. The delegates, however, immediately started writing a new constitution. Fifty-five delegates representing 12 states attended at least part of the sessions. Thirty-four of them were lawyers; most of the others were planters or merchants. Although George Washington, who presided, was 55, and John Dickinson was 54, Benjamin Franklin 81, and Roger Shermen 66, most of the delegates were young men in their 20s and 30s. Noticeable absent were the revolutionary leaders of the effort for independence in 1775-76, such as John Adams, Patrick Henry, and Thomas Jefferson.

Developing a Sustainable Procurement Policy The WritePass Journal

Developing a Sustainable Procurement Policy Introduction Developing a Sustainable Procurement Policy ). According to Kennard (2006, p.1), ‘sustainable procurement is the process whereby economic development, social development and environmental protection are balanced against business needs.’ In simpler terms, sustainable procurement means carefully considering the impact of every purchasing decision on the environment and on society. The United Nations’ definition of sustainable procurement is similar to that of Kennard (2006). The UN (2010) defines procurement as sustainable if it is able to integrate requirements, specifications and criteria, which are compatible with and favourable towards the protection of the environment, promotes social progress, and supports economic development. Environmental aspect refers to the impacts of the product or service on the environment over the whole life-cycle (i.e. from cradle to grave). Social aspect deals with the effects of purchasing decisions on issues such as labour conditions, international equity in the distribution of resources, etc. Last but not least, economic considerations involve purchasing based on principles of best value for money, price, quality, availability and functionality. These can be achieved through resource efficiency, improving the quality of products and services, and by optimizing costs. For private business organisations engaging in sustainable procurement, it cannot be denied that that they are maximising net benefits both for themselves and the world at large (i.e. society and external environment). As such, businesses integrate cost considerations and the basic procurement criteria of price and quality, with sustainability impacts (usually evaluated in terms of quality consideration). The environmental, economic, and social factors that are part of sustainable procurement are known as the ‘triple bottom line’ or TBL (Meehan Bryde 2011). Despite the seemingly complicated requirements and processes involved for sustainable procurement, this is not meant to burden the market with additional obligations (UN 2010). Sustainable procurement is a well-defined strategy that can be phased gradually throughout the supply chain and the organisation’s business processes. When implemented effectively, sustainable procurement promotes dialogue and open communication between the suppliers, procurers, and management operations. Business Drivers for Sustainable Procurement There are several incentives for businesses to engage in sustainable procurement. One of the main drivers for sustainable procurement is due to its financial benefits. Sustainable procurement helps organisations to eliminate waste, be more energy efficient, reduce the company’s carbon foot print, and save money. Moreover, it can help to enhance the company’s image since this will have a positive impact on customers, especially as there is a rising demand for products and services that are produced in a more socially responsible and environmentally friendly way (CIPS 2012). Engaging in sustainable procurement also helps an organisation to establish a competitive advantage by improving competitiveness. Additionally, sustainable procurement will allow the company to comply with environmental legislation. Some organisations also aim to promote resource efficiency or increase their standing in sustainability rankings such as the Dow Jones Sustainability Index (Copeland 2012). This may be motivated by the company’s corporate social responsibility (CSR) initiatives. Practicing sustainable procurement helps companies to achieve their CSR objectives. For instance, some sustainability programmes provide jobs by sourcing supplies locally, which in turn helps to develop the local economy. The company can also improve their ethical, health and safety standards by requiring suppliers to source raw materials in an ethical and responsible way (OPITO 2012). Kennard (2006) lists down the different benefits of sustainable procurement. These are also some of the main drivers that motivate businesses to practice sustainable procurement in their supply chain management and operations. Manage costs by implementing a more comprehensive approach to whole-life costing Improve internal and external standards via conducting performance assessments Compliance with environmental and social regulations or legislation Manage business risks Improve the company’s image and/or brands Develop a sustainable supply chain for the future Involve the local community A study conducted by Price Waterhouse Coopers and EcoVadis (2010), in collaboration with the INSEAD Social Innovation Centre quantified the value drivers associated with sustainable procurement policies. Through examining several case studies, the quantitative model was developed by analysing the three main drivers for sustainable procurement (i.e. cost reduction, risk reduction, and revenue growth) and their impacts on the company’s annual procurement expenditures, market capitalization, and revenue. These were then compared to the implementation cost of a sustainable procurement programme. The findings of the study show that the cost reduction impact of sustainable procurement outweighs the implementation costs, especially on categories where cost savings and sustainability benefits are aligned. This indicates that businesses engage in sustainable procurement because the value drivers that compel them to engage in sustainability are evaluated to be beneficial to their organi sations. Table 1. Analysis of the main drivers for sustainable procurement vs. impacts on company’s performance Source: Waterhouse Coopers and EcoVadis (2010) Evaluation of Case Studies on Sustainable Procurement In this section, two global multi-national companies are evaluated in terms of their sustainable procurement policies. These are AkzoNobel and IKEA. Case Study: AkzoNobel AkzoNobel is a one of the leading companies in the manufacture and supply of paints, coatings, and specialty chemicals. As of 2012, the company has revenue of â‚ ¬15.7 billion and 57,200 employees in its global operations (AkzoNobel 2012). In 2008, AkzoNobel is the first company to combine its annual report and sustainability report into a single publication. This demonstrated that sustainability is a business case, instead of a novelty, which was an idea held by most companies. For its 2009 agenda, the company included as one of its priorities the achieving world class sustainability and safety. AkzoNobel won the ProcureCon award in 2008 for its leadership in sustainable procurement. AkzoNobel is also one of the top-ranked companies in the Dow Jones Sustainability Index and in 2012; it was evaluated as one of the global super-sector leaders in chemicals (Van Hoeven 2012; AkzoNobel 2012; Achilles 2008). Table 2. Assessment 2012 – Global Supersector Leaders (1) Source: Dow Jones Sustainability Index, Annual Review 2012 It is evident that AkzoNobel has embedded sustainability in its overall corporate strategy. The company manages sustainability by integrating it across the business and it is reviewed based on a balanced score card. In order to map out their sustainability achievements, AkzoNobel has developed a framework to assess the environmental, economical and social aspects of their operations. This framework has three levels: (Van Hoeven 2012; AkzoNobel 2012) Invent – to identify and manage areas that will provide long-term and sustainable opportunities for the company; work with customers and suppliers in delivering eco-premium solutions; and develop their people to lead and deliver innovative solutions Manage – to incorporate a strong sustainability component throughout the entire value chain; work in partnership with suppliers to ensure business integrity and help deliver sustainable value to the customers; optimise processes, improve yields and improve energy efficiency Improve – to improve in meeting compliance especially in the following areas: Integrity management; heath, safety, environment and security management; Product stewardship; and Employment practices. Figure 1. AkzoNobel’s Sustainability Framework Case Study: IKEA IKEA is a global retail powerhouse in the home furnishings sector with over 338 stores worldwide. As of 2012, the company has a sales turnover of â‚ ¬27.5 billion and 154,000 workers in its global operations. IKEA’s business idea is supported by its vision of offering well-designed, functional, and low-priced home furnishing products. The company makes its products affordable so as to enable many people to afford them (IKEA 2012). IKEA’s business units have integrated sustainability in their business plans and managers are responsible for achieving the company’s sustainability targets. To support its sustainability objectives, the company has employed social and environmental specialists with expertise in a wide range of areas. IKEA stores and distribution centres also have social and environmental coordinators to provide training and monitor working conditions, safety, waste management, and water and energy conservation (Van Hoeven 2012). IKEA utilizes a Sustainability Product Score card to help classify its home furnishing range and help the company move towards more sustainable product development. It serves as a guide in improving products based on 11 criteria that have an impact on a product’s sustainability profile during its life-cycle. The results of the scorecard are displayed in individual product labels (IKEA 2011a). Table 3. IKEA KPI Customers IKEA integrates sustainability in every stage of the value chain. The company is creating and securing sustainable processes for: (a) Product development and sourcing of raw materials of home furnishings and food products; (b) Production and distribution; (c) Stores and shopping centres; and (d) Product end-of-life (IKEA 2011b). In terms of its procurement policy, IKEA has two important focus points: (Van Hoeven 2012) Increasing the sustainability its of supplier base The IKEA IWAY code of conduct is required to be followed by all suppliers. IKEA auditors regularly visit suppliers to ensure that they comply with IWAY criteria. These visits are either announced or unannounced and each supplier is visited at least twice a year. The Compliance and Monitoring Group is responsible for ensuring that the audit criteria are implemented worldwide. Increasing the use of sustainable raw materials. IKEA is taking up leadership in the stewardship of sustainable wood and cotton and the company is adapting their procurement and sourcing functions as necessary. Issues and challenges for organisations in developing a Sustainable Procurement Policy Sustainable procurement in the business setting requires a high degree of cooperation and commitment among all members of the supply chain. Additionally, the ‘lack of understanding of sustainability within business, coupled with poor training and accountability are significant barriers to building supplier capacity’ (Kennard 2006, p.1). Many businesses have developed tools and techniques to support this cooperation and commitment, as well as to instil sustainability accountability in the organisation. Training is very important in fostering a culture of sustainability within an organisation. All parties in the supply chain should be given adequate training regarding the importance and benefits of practicing sustainability. Moreover, the shifting of organisational and supply chain processes into a more sustainable way requires a lot of preparation and education (CIPS 2012). Ethical core values should also be incorporated in the sustainable procurement policies and procedures for contractors and suppliers. Transparency is essential in order to support the organisation’s ability in implementing and ensuring that the policies have been followed. Sustainable procurement policies should include environmental protection, safeguarding the organisation against corruption, respect and consideration for people, and zero-accident tolerance in safety and health issues (Kennard 2006). The transition to sustainable procurement is not an easy task. There are various product certifications, data, labels, and other documentations that make compliance to sustainability initiatives a big challenge. As such, it can be very difficult to synthesize the loads of data regarding a product’s sustainability attributes and evaluate it as sustainably compliant. Additionally, procurement professionals have another challenge – how to integrate these sustainability criteria into purchasing decisions, while also taking into account traditional considerations such as cost, quality, and delivery. More importantly, the biggest challenge is how to roll out the company’s sustainable procurement policy to the thousands of products that it purchases (Suarez 2012). The road to sustainable procurement can be daunting but organisations can start on the right path by aligning their sustainable procurement policy/approach with the company’s overall CSR initiatives and business priorities. Suarez (2012) recommends the following strategy for companies, which are in the beginning phase of their sustainable procurement policy: ‘By understanding how they define a product’s sustainability, companies can prioritize their efforts to reduce the impacts of the products they purchase and align their process with broader corporate sustainability goals. Looking at the full life-cycle of a product, they can focus on the highest impact areas, or hotspots, that overlap with their own commitments to sustainability’ (sec.2). It is also important for companies to consider and involve in the creation of a sustainable procurement policy other internal stakeholders who may not be directly part of the procurement process. For instance, departments such as marketing, product design, and operations/facilities may have significant influence on product specifications and these in turn can influence procurement decisions. The company should involve these individuals in considering sustainability impacts. It is recommended that a company engage in integrated sustainability procurement efforts in order to ensure that relevant people are involved in the process and sustainability is achieved (Suarez 2012). According to Copeland (2012), companies that want to be sustainable due to a passion for being green can only take it to a certain extent. Unless the board and shareholders support their sustainability objectives, they won’t be successful. However, getting the board and shareholders to support a sustainable procurement policy may not be that easy. To address this, the company needs to understand why it makes business sense to be sustainable. In order for the board to support the sustainable procurement policy, it is important to understand the whole life costing of the products being procured. This includes thinking about not just the purchase and usage cost, but also the cost of disposal. Sustainable procurement should also add to the value of the company’s existing products. The product should be improved in some way by the use of sustainable materials, rather than just being sustainable for the sake of being green (Copeland 2012). Procurement professionals should be championing sustainability objectives at the board level to help their organisation to thrive (Van Hoeven 2012). Implementation and Monitoring issues for Sustainable Procurement Implementation and monitoring a sustainable procurement policy is faced with many challenges. This is mainly due to the fact that implementing sustainable procurement means changing policies and procedures and fostering a new mindset and culture to the organisation’s management and employees. Undoubtedly, there will be resistance to such changes. A study by Meehan Bryde (2010) found that although some companies have sustainability objectives included in their corporate mission statements and despite external and internal pressures to embed sustainability; these have not translated into widespread practice of sustainable procurement in their organisations. This indicates that some organisations suffer from inertia in terms of their sustainability initiatives. To neutralise inertia and spur the organisation into action, the authors recommends several strategies: (a) Take experiences from other areas that emphasise the importance of inter-organisational relationships; (b) Develop a small number of sustainable development indicators for procurement and use more advanced environmental practices as examples to demonstrate how these elements have socio-economic impacts; and (c) Instead of just focusing on the pressures and drivers of sustainability, emphasise the triggers to overcome inaction and lead changes in behaviour amongst p rocurement staff. One of the issues in implementing a sustainable procurement policy is the lack of leadership and commitment (Kennard 2006). The organisation needs to elect sustainability champions who will lead in transitioning the company’s policies and processes. Without these leaders, there will be no one to drive the organisation’s sustainability efforts. These leaders should be held accountable for failure to meet the required standards. Alternatively, the organisation could set up a working group or steering committee, comprised of people from different departments, to help find the most effective ways to implement the sustainable procurement policy (Sustainable Procurement Resource Centre 2012). In monitoring the compliance to and effectiveness of a sustainable procurement policy, one critical area that may pose challenges to the organisation is the setting of measurements or KPIs (key performance indicators). The organisation should set how it is going to measure its progress and the impact of the sustainable procurement policy on its supply chain (Copeland 2012). According to Wilkinson Kirkup (2009), ‘Process KPIs can help to demonstrate an organisation’s intent to external organisations, whilst also helping the organisation track the implementation of policies’ (p.24). To avoid confusion and make it easier for employees to adapt, the company should not use a different measuring system than the one it normally uses. New information should be built into existing supplier scorecards and relationship management systems. There should be a seamless integration into the old measurement system so that the business runs as usual despite the changes (Copeland 2012). Another issue in monitoring is compliance. There is the possibility that suppliers will fail to comply with the sustainable procurement policy when the company does not follow up on compliance. As such, organisations should also conduct regular audits to ensure compliance. The performance of suppliers and other members of the supply chain must be regularly monitored to check for adherence to the organisation’s sustainable procurement policies (Wilkinson Kirkup 2009). Conclusions and Recommendations Implementing a sustainable procurement policy has positive final results for a business organisation. It can help to cut costs; increase product sale price, due to the perceived added value from procuring sustainably; and attract more customers through an improved brand reputation or company image (Copeland 2012). Moreover, according to the ICLEI (2012, p.1), a procurement policy that effectively incorporates sustainability can: (a) Reduce environmental impacts; (b) Drive social improvements; and (c) Achieve financial efficiency. These benefits are the main drivers which compel business organisations to engage in sustainable procurement. In evaluating the case studies of two multi-national companies, AkzoNobel and IKEA, it was found that in order for sustainable procurement to succeed, it must be integrated into all aspects of the business from management, operations, and supply chain. Both AkzoNobel and IKEA are leaders in sustainability in their fields because they have successfully embedded a sustainable culture into their businesses. They employ frameworks, principles, and KPIs to help them implement and monitor their sustainability achievements. They have very specific sustainability goals and they regularly audit the performance of different business units, especially in the supply chain, to ensure compliance with the company’s sustainable procurement policies. There are several issues and challenges to developing a sustainable procurement policy. These include: (a) The need for a high degree of collaboration and engagement among members of the supply chain; (b) Lack of understanding about sustainability; (b) Lack of accountability; (c) Poor training; (d) Difficulties in synthesizing loads of sustainability information; (e) Problems with integrating sustainability criteria into purchasing decisions; and (f) Lack of support from the board. There are also challenges in the implementation and monitoring of sustainable procurement policies. These include: (a) Failure to put into action the objectives set forth in the sustainability agenda; (b) Lack of leadership in commitment; (c) Difficulties in setting the measurement tool or KPIs; and (d) Problems in monitoring compliance. Taking into consideration the above challenges and issues, this paper recommends that developing a sustainable procurement policy should include the following: (Kennard 2006; Wilkinson Kirkup 2009) Make the organisation’s members aware of the importance of having a sustainable procurement strategy Train and guide internal and external members of the organisation and supply chain Develop links with other organisations and peer groups to learn from their experiences Develop a standard approach to measuring strategic outcomes Develop operational systems and procedures that are integrated with sustainability measurements and put these into practice in day-to-day procurement and monitoring activities References Achilles UK. (2008).  Achilles congratulate ProcureCon 2008 Sustainability Award Winners.  Available: achilles.com/en/uk/news/Achilles-congratulate-ProcureCon-2008-Sustainability-Award-Winners/. Last accessed 12th Dec 2012. AkzoNobel. (2012).  AkzoNobel Corporate.  Available: akzonobel.com/aboutus/akzonobel_at_a_glance/. Last accessed 12th Dec 2012. Chartered Institute of Purchasing Supply (CIPS). (2012).  Sustainable Procurement Review.  Available: cips.org/products-services/Sustainable-procurement-review/. Last accessed 12th Dec 2012. Copeland, E. (2012).  Sustainable procurement makes good business sense.  Available: supplychaindigital.com/procurement/sustainable-procurement-makes-good-business-sense. Last accessed 12th Dec 2012. Dow Jones. (2012).  Dow Jones Sustainability Index 2012 Review Results. Available: sustainability-indexes.com/images/review-presentation-2012_tcm1071-343085.pdf. Last accessed 12th Dec 2012. IKEA. (2011a).  The IKEA Group approach to sustainability.  Available: ikea.com/ms/en_US/about_ikea/pdf/group_approach_sustainability_fy11.pdf. Last accessed 12th Dec 2012. IKEA. (2011b).  Sustainability Report 2011.  Available: ikea.com/ms/en_US/about_ikea/pdf/sustainability_report_fy11.pdf. Last accessed 12th Dec 2012. IKEA. (2012).  The IKEA Concept.  Available: http://franchisor.ikea.com/concept.html. Last accessed 12th Dec 2012. International Council for Local Environmental Initiatives (ICLEI). (2012).  Sustainable Procurement.  Available: iclei-europe.org/topics/sustainable-procurement. Last accessed 12th Dec 2012. Kennard, M. (2006).  Sustainable Procurement.  Available: fig.net/pub/fig2006/papers/ts08/ts08_03_kennard_0843.pdf. Last accessed 12th Dec 2012. Meehan, J Bryde, D. (2011). Sustainable Procurement Practice.  Business Strategy and the Environment. 20 (2), p94-106. OPITO. (2012).  The importance of sustainable purchasing and supply: An OPITO Case Study.  Available: http://businesscasestudies.co.uk/opito/the-importance-of-sustainable-purchasing-and-supply/sustainable-procurement.html#axzz2EvE3MaUV. Last accessed 12th Dec 2012. Price Waterhouse Coopers, EcoVadis INSEAD. (2010).  Value of Sustainable Procurement Practices.  Available: pwc.com/en_GX/gx/operations-consulting-services/pdf/value-sustainable-procurement-practices.pdf. Last accessed 12th Dec 2012. Suarez, C. (2012).  Going from What to How in Procurement.  Available: bsr.org/en/our-insights/bsr-insight-article/going-from-what-to-how-in-sustainable-procurement/. Last accessed 12th Dec 2012. United Nations (UN). (2010).  What is Sustainable Procurement.  Available: https://www.ungm.org/sustainableprocurement/default.aspx. Last accessed 12th Dec 2012. Sustainable Procurement Resource Centre. (2012).  Sustainable Public Procurement.  Available: sustainable-procurement.org/about-spp/. Last accessed 12th Dec 2012. Walker, H, Gough, S, Bakker, E, Knight, L McBain, D. (2009). Greening Operations Management An Online Sustainable Procurement Course for Practitioners.  Journal of Management Education. 33 (3), p348-371. Wilkinson, A  Ã‚  Kirkup, B. (2009).  Measurement  of  Sustainable  Procurement.  Available: adamwilkinson.com/documents/measuring%20SP%20report%20release.pdf. Last accessed 12th Dec 2012.

3.Show how the 1989 White Paper Working for Patients changed the NHS Essay

3.Show how the 1989 White Paper Working for Patients changed the NHS. Evaluate the reasons for these NHS reforms - Essay Example The white paper had a collection of proposed objectives, as well as of proposals, which the government deemed as essential change tools. Nevertheless, the white paper’s contents have had very great impacts in the NHS, both positive and negative. A vast number of reforms have been realized over the years as a result of the changes imposed by the inception of the white paper. The body’s operations have taken a new direction over the years, a factor marked by success in the change implementation processes (New Scientist magazine 24). The white paper by the government whose logo was â€Å"working for patients† entailed a set of objectives and proposals, which were considered by the health department as a programme that was dreadful for NHS reformation. The main emphasis was the need for research as well as a better system of research result translation to meet the intended goals. The government looked forward to see a translation of medical research results into effective health care practices. Alongside other proposed NHS amendments by the 1989 government’s white paper, there were two main objectives. First, the government sought to improve its capacity in the control of the NHS cost and output in all its operations. The main intention of this was to formulate the health care providers into reliable beings to the government as well as the patients. This objective was raised out of the realization that administration and control had posed many problems since the inception of the organ. Additionally, the government had realized that there existed a lot of autonomy in the clinics by the car providers; where no other person would have been allowed to have control over the operations of the NHS (Klein 64). On the other hand, The NHS needed to operate on a ground that would offer efficiency; hence, the government intended to spearhead the kind of improvement. The key areas that needed

Public health Essay Example | Topics and Well Written Essays - 250 words - 25

Public health - Essay Example Vaccines develop the tendency in the body to resist infections, and bring an overall improvement into the immune system of the body against the particular types of infections. In the past, one would frequently hear the news of someone losing life because of malaria, but today, in the omnipresence of vaccinations, such news is no more heard. I agree that participatory evaluation is inclusive of all kinds of stakeholders that a project has. This includes the people who are establishing the standards for evaluation, the people who are actually carrying it out, the people who are arranging and organizing it, the individuals responsible to retrieve information from the experts and professionals from academia and industry, the people for whom the evaluations are conducted, and the people who help convey the results of the evaluations to the concerned departments. Participatory evaluation is essentially a teamwork that requires input from all stakeholders to reach the conclusions. In effect, a holistic effort is made to obtain objective

Health Promotion Model and Health Belief Model - Discussion Essay

Health Promotion Model and Health Belief Model - Discussion - Essay Example It is associated with the relationship between a person’s beliefs and behavior. However, Health Promotion Model interacts with society. In this modified plan, nurses should manage to teach individual with basic health care information to achieve success with the ability for self-care to prevent diseases (Jarvis, 2012). The Heath Belief Model suggests that health-seeking behavior depends upon person’s beliefs, how he perceived the illness and what necessary preventive measures can overcome illness. Habitual habits like smoking not only do bad to the environment but the person himself. However, if he has this mind setting that he is harming himself and the environment then he would take actions to quit the habit (Purnell, 2014). In my opinion, health promotion model is productive than Heath Belief Model. As a nurse, I personally believe that health can be maintained by manifesting knowledge of health care by health promotion model that aims good health care system taking into consideration the cultural and social beliefs. Healthcare provider has the responsibility to serve regardless of cultural and ethnic differences. One should realize the cultural diversity practically. It will help health care providers to work in any possible manner to ensure better physical and emotional wellbeing of people. I came across many patients those who do not want to be treated by me because I am different from their race. It limits our abilities to providing better health. Due to cultural diversity in society, respecting each other’s belief will help in providing better health care

Exploring Characteristics Of Leaders

Exploring Characteristics Of Leaders There is Malay proverb said that kalau guru kencingberdiri, muridkencingberlari. Its mean that when the teacher shows the student bad attitude or anything, the student does it even more worst. As people know teacher is one of the example of a leader. Leader is the one who are guiding or directing others toward a common goal, show the way by some examples, and create an environment where other team members feel actively involved in the process. People who being a leader or willing to, usually they will been through some step and or process. Besides, there are also few characters that should be in person who willing or want to be a leader. One thing in common must have in leader is desire. The desires they have are to make promises of the life the ability to precise them copiously and without restrictions. There is a time a smooth as Ralph Waldo Emerson once spewed his words, that person is only half of himself or she, the other half is they expressions. Because of his word, a leader is born with copiously on the other side look is self-expression. Its needed because it can bear the essence of leadership. Most of the concept and skill need to make the leader able to express their copiously means that the leader know who are they, what their strengths and weakness are. Besides that, they also must know how to fully deploy your strengths and compensate for their own excess and weakness. In that way they might know what their need, they want, and also the way to communicate to people, in order to gain the cooperation and support from people. The entire leader must know how to set and achieve their own goal. Its because th e result they get from what they aiming might affect the people around them. They need to learn how to understand ones self, people and the world to learn and gain more experience. CHARACTERISTIC A leader not a boss of the team but, rather people who are committed to the mission Venture. There is some characteristics of a strong leader might have in each of them:- Good listener They should be a good listener not on only for the personal problem of each of the group member. But they also must be the good listener for group member during the decision making, especially during meeting. It is because the teammates might have good decision to make changes in for the group. By keeping mind open, the leader can come up with many ways to accomplish the goal. Focused The leader and their group must remind to keep on venture for the goals and mission. If they keep on stay together, hand in hand and keep concentration on what they aim, they wont get out from the track and the teammate will stay motivated and be productive to achieve the target. As a leader in the group, its theyre role to arrange the schedule in the term of time. Organized Team member can be motivated by a leader who is also organized. Its mean that the leader can set the tone for the team to make the group member be more motivated. Available At the time, most of the leader will be busy with their responsible. However, in any circumstances leader must find the time to communicate of interact with their team. One way to do this is to set the frequent group of meeting. From this way leader can prevent from the problem that the group might be exist. Include Others The worst thing for leader do is do all the job or tasks. Leader should not do the entire job because it might prevent the leader venture from growing beside of poor use of time. As an alternative, leader should work with one of the teammates and learn to representative the responsibility at the same time being aware of everyones interests, goals, and strengths. Decisive Beside of listening to other people, sometime leader cant be able to compromise because of term and condition that might be face in the future. However, even this thing might be happen, leader must afraid or hesitate to make final decision even some of the team member wont agree with the decision that will be make. Confident It is the most important character that must be in the leader. The teammate can believe the leader because of the leader believing them. Dedicated, intelligent and proud of what of hat are they doing from inner and outside look must be in them also to make sure the teammates wont doubt to believe the leader. EXAMPLE OF LEADER There are many of people born with blood of leader but of them are not. However, for those who are not born with the leader blood, most of them dont stop and stare. The example of good leader is a leader thats not tyrant. Usually good leader always encourage the team member to follow and to work effectively. The leader who are in effect typically dont demand, instead they encourage. A few leaders had born in Malaysia. Namely Abdul Rahman, Abdul Razak, Hussein Onn, Mahathir Mohamad, Abdullah Ahmad Badawi, and NajibRazak. For this task, I will take the last prophet of Islam, named Muhammad ibnu Abdullah. About Muhammad Muhammad ibnu Abdullah is the name. He had known as Muhammad. He was born on 20th of April in the year of elephant, 12 Rabiulawal according to Islamic calendar. Based on holy Quran, he accepted he accepted his revelation on August 16th, 610 century, same as Ramadan 17th and it is surah Al-Alaq. Once he accepts, he officially appointed as a prophet when he was in the age of 40 years old and 6 month. After he accepted, he runs the propaganda in two ways, in confidentially in 3 years. Thenhe runs it openly. During the open propaganda was running, resistance from the pagans until he felt very disappointed and make him migrated Mecca to Medina. Then, the migration bear result, he succeed build country which been respected and sovereign. He had deemed as the best example as in the moral that have thought from the holy Quran. The Leadership of Muhammad. He has been a leader in almost all category of life such as political leader, religion, economy planner, chief judge, etcà ¢Ã¢â€š ¬Ã‚ ¦ He was appointed as leader because of his leadership qualities that apparently. One of his leadership qualities is Shidiq in Arabic, its means truth in English. Because every action or decision that make by the leader is to achieve of being high quality leadership. In Arabic can be trusted means Mandate. Since he was young, he was called as Al-Amin (mandate) because he always can be trusted. Even a pagan recognizes about his honesty and mandate. Can people imagine during his time ifhe cant be trust how the world now? Intelligent is also one of the leadership characteristic in him, its meanfathonah in Arabic. A leader must be intelligent in almost everything to have a good management. Last but not listed, anchor or in Arabic call it as tablig. In addition to the three attributes mentioned previously, a leader must know how to perform, communicate and interact to people with all the good that has been taken like the way Muhammad do. Besides, the people of Muhammad must understand and fathom about how important the bounty is and how the influence of him to the people. CONCLUSION. In the simplest and the small scale, we are the leader of ourselves. Lets take the story of other people who are experience more about life as example, inspiration and role model as well to become a better person and good, high quality of leadership.

Do Men and Women Experience Pain Differently? :: Biology Essays Research Papers

Do Men and Women Experience Pain Differently? Pain has been an under-researched area of medicine, but today physicians are increasingly interested in the workings and treatment of various types of pain. In particular, a growing body of research exists on the different ways in which men and women may experience pain and the implications of these differences for medical treatment. Does the sex of an individual make a difference in their pain experience? Numerous researchers believe that women are more sensitive to pain than men, while others believe that the differences between the pain experiences of men and women are not significant. Over the course of my research I found that part of the problem in trying to answer the question lies in how scientists measure the pain experience of men and women. The difference in the pain experience of men and women is an understudied area because most previous studies of pain and its potential treatments have only used men or male animals. For scientists, using only males was simpler since women have reproductive hormone cycles that could complicate the studies. The implication of this, of course, is that sex differences in the experience of pain (and in many other aspects of health) has remained an understudied area. However, in 1993 President Clinton signed the NIH Revitalization Act, which requires the inclusion of women in NIH research. In 1996 the NIH formed a Pain Research Consortium, and in 1998 the NIH held a conference entitled "Gender and Pain" (1). At the NIH conference, some researchers argued that sex differences in pain are substantial and argued specifically that women are more sensitive to pain. For example, women report pain more often and also report it at higher levels than men. Additionally, when men and women are exposed to the same pain stimulus, women will say that they are in pain more quickly than men (1). However, others believe that sex differences in the experience of pain may not be so significant. The higher reported pain levels of women may be due more to gender socialization than to biological differences between men and women. For example, in most laboratory pain studies women report about twenty percent more pain than men (2). However, researchers at the University of Florida examined pain reporting of chronic pain patients in a clinical setting and found that women reported only three to ten percent more pain than men, a significantly smaller difference.