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The Ama Code Of Ethics Universal Health Care Access

On the AMA Code of Ethics: Universal Health Care Access The American Medical Association (AMA) published a Code of Ethics for Physicians that includes a list of certain principles physicians should follow in order to be good physicians, practicing in an ethical fashion. This list, which was first adopted in June of 1957 and revised as recently as June of 2001, demonstrates some principles that are not universally accepted to be critical to the ethical practice of a physician. In particular, all physicians do not completely believe the claim that â€Å"A physician shall support access to medical care for all people† (Principles of Medical Ethics). Theorist, H. Tristam Engelhardt believes that the lack of access to care for some may be unfortunate, but it is not unfair and that this access does not need to be mandated, nor does believing it should be make you an ethical physician. In fact, Engelhardt supremely believes that by providing access of care to all, you will hurt certain patients that already have access to care, negating y our function as a physician practicing beneficence. Engelhardt would retract this statement from the Principles of Ethics. However, this belief of and drive to implement access of care to all is critical to one’s job as a physician and it goes against core values of physicians to claim otherwise. Theorists such as Tom Beauchamp and Norman Daniels would agree that the universal access to health care is a critical component of the values physicians hold.Show MoreRelatedEthical Concerns Regarding Pediatric Vaccinations1623 Words   |  7 Pagesare responsible for many global public health successes, such as the eradication of smallpox and significant reductions in other serious infections like polio and measles. Still, vaccinations continue to be the subject of various ethical controversies. 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It examines the health provisions available to Australian’s under this scheme and then compares this with the current health system in the US. This comparison reveals the importance of having universal health care and highlights the problems which would arise if changes to Australia’s system were made. The second half of the assessment focuses on the Medicare co-payment proposed by the Abbot Government. An overview ofRead MoreHealthcare Essay18323 Words   |  74 PagesChapter 3 The Evolution of Health Services in the United States Learning Objectives To discover historical developments that have shaped the nature of the US health care delivery system To evaluate why the system has been resistant to national health insurance reforms To explore developments associated with the corporatization of health care To speculate on whether the era of socialized medicine has dawned in the United States â€Å"Where’s the market?† 81 26501_CH03_FINAL.indd 81 7/27/11 10:31:29Read MoreEthics of Information Communication Technology (Ict)27618 Words   |  111 Pages239 ETHICS OF INFORMATION COMMUNICATION TECHNOLOGY (ICT) Paper prepared by Tengku Mohd T. Sembok, Universiti Kebangsaan Malaysia for the Regional Meeting on Ethics of Science and Technology 5-7 November 2003, Bangkok UNESCO Regional Unit for Social Human Sciences in Asia and the Pacific (RUSHSAP) 241 ETHICS OF INFORMATION COMMUNICATION TECHNOLOGY (ICT) 1. INTRODUCTION Globalization and digital convergence in the emerging knowledge society has raised complex ethical, legal andRead MoreAdvancing Effective Communicationcommunication, Cultural Competence, and Patient- and Family-Centered Care Quality Safety Equity53293 Words   |  214 PagesAdvancing Effective Communication, Cultural Competence, and Patient- and Family-Centered Care A Roadmap for Hospitals Quality Safety Equity A Roadmap for Hospitals Project Staff Amy Wilson-Stronks, M.P.P., Project Director, Health Disparities, Division of Quality Measurement and Research, The Joint Commission. Paul Schyve, M.D., Senior Vice President, The Joint Commission Christina L. 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The health care jobs are growing as a result of the aging of the U.S. population and workforce, a factor discussed later. Chapter 1 Changing Nature of Human ResourceRead MoreFundamentals of Hrm263904 Words   |  1056 PagesPractices 6 Recruiting 7 Employee Selection 7 Training and Development 7 Ethics and Employee Rights 7 Motivating Knowledge Workers 7 Paying Employees Market Value 8 Communications 8 Decentralized Work Sites 8 Skill Levels 8 A Legal Concern 8 Employee Involvement 20 How Organizations Involve Employees 20 Employee Involvement Implications for HRM 20 Other HRM Challenges 21 Recession 21 Off Shoring 21 Mergers 22 A Look at Ethics 22 Summary 23 Demonstrating Comprehension: Questions for Review 24 KeyRead MoreHbr When Your Core Business Is Dying74686 Words   |  299 Pagesdo so, click on the McKinsey Awards link in the â€Å"Also of Interest† box on the HBR.org home page. E-mail Forethought articles to up to ï ¬ ve colleagues or friends, free of charge. A premium subscription to Harvard Business Review gives you access to our entire archive of more than 2,700 articles, stretching back over the past 50 years. To sign up, click on the â€Å"Subscribe Today† image in the upper-right corner of the home page. HBR IN OTHER LANGUAGES ONLINE WORKSHEET HBR PODCAST Read MoreTo Investigate the Branding Importance in Food and Beverage Industry20652 Words   |  83 Pagesand encourage by globalisation. Brand of a company always influence its turnover because brand is a channel by that company have image or association with consumers. In food and beverage, a good and strong brand give the guaranteed of security of health issue to their consumer regarding to their products. For example – McDonald shown the quantity of calorie with the meals in their main menu, and coca –cola also have it on product package or it’s available on the official website of Coca Cola as well

Development Appraisal and Valuation Report RICS report Essay Example For Students

Development Appraisal and Valuation Report RICS report Essay Based on your instructions to carry out an inspection and valuation of the above property, we are pleased to report as follows. 1. Purpose of the valuation The valuation is required for the purpose of a possible purchase by the client.] 2. The subject property The property is located approximately 2.4 miles north or Fratton train station, in the North east of Portsmouth City. Access to the site is from the north. It is adjacent to the Copnor bridge and railway line. 3. The legal interest The property has been valued as freehold interest with vacant possession. 4. Description of property The property is a brown field site previously used as a bowling green. The site has been designated for residential use in the local plan. The site should be clear of any contamination. It is also partially overgrown and has been filled with rubble, to above street level. 5. Basis of valuation The valuation has been carried out on the basis of Market Value (MV), which is defined by the RICS Valuation Standards as: the estimated amount for which a property should exchange on the date of valuation between a willing buyer and a willing seller in an arms-length transaction after proper marketing wherein the parties had each acted knowledgeably, prudently and without compulsion. 6. The date of valuation is 10th January 2009 Please note that this valuation is only valid for a period of 3 months from this date and as such may not apply to an earlier or later date as values are subject to change with time. 7. Assumptions, reservations, special instructions We have assumed that there are no highway developments, environmental or planning proposals which would materially affect the development property and that there are no mining or subterranean activities know to have taken place and that the property is free from flooding (flood zone 1). We have further assumed that the boundaries are clearly defined and the ownership is known and that there are no boundary disputes. Another assumption is that all work to the property will be undertaken with full planning permission and in compliance with building regulations. 8. Extent of members investigations We carried out a physical inspection of the property on 7th of November 2009. However we did not carry out any specific test such as soil tests to determine the existence of any contamination. We therefore assume that the property is in good condition for the proposed development. 9. Nature and source of information relied on Information was gathered from a wide variety of sources to undertake the valuation, including: The Land Registry Portsmouth, the local authority and previous sales data from independent private entities. Some of the information, particularly to with previous usage of the property may need further verification. 10. Restrictions on publication This report is intended for your use and is confidential to you and your professional advisers and should therefore not be reproduced in whole or in part without written authority from ourselves. No responsibility will be accepted for any other person and the contracts (Rights of Third Parties) Act 1999 will not apply. 11. Valuation standards The valuation was carried out in accordance with the practice statements of the Royal Institution of Chattered Surveyors 12. The Valuation approach The valuation was carried out using the residual method of valuation, which is used for assessing the site value of a development property. To carry out the valuation, we had to gather market information for the completed development and assess the cost of carrying out the development in order to arrive at the residue (site value). .u90f8307cde4c99900ec9af657224b2c7 , .u90f8307cde4c99900ec9af657224b2c7 .postImageUrl , .u90f8307cde4c99900ec9af657224b2c7 .centered-text-area { min-height: 80px; position: relative; } .u90f8307cde4c99900ec9af657224b2c7 , .u90f8307cde4c99900ec9af657224b2c7:hover , .u90f8307cde4c99900ec9af657224b2c7:visited , .u90f8307cde4c99900ec9af657224b2c7:active { border:0!important; } .u90f8307cde4c99900ec9af657224b2c7 .clearfix:after { content: ""; display: table; clear: both; } .u90f8307cde4c99900ec9af657224b2c7 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u90f8307cde4c99900ec9af657224b2c7:active , .u90f8307cde4c99900ec9af657224b2c7:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u90f8307cde4c99900ec9af657224b2c7 .centered-text-area { width: 100%; position: relative ; } .u90f8307cde4c99900ec9af657224b2c7 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u90f8307cde4c99900ec9af657224b2c7 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u90f8307cde4c99900ec9af657224b2c7 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u90f8307cde4c99900ec9af657224b2c7:hover .ctaButton { background-color: #34495E!important; } .u90f8307cde4c99900ec9af657224b2c7 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u90f8307cde4c99900ec9af657224b2c7 .u90f8307cde4c99900ec9af657224b2c7-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u90f8307cde4c99900ec9af657224b2c7:after { content: ""; display: block; clear: both; } READ: Plagiarism Essay13. Valuation Having regard to the above information and taking into account the condition of the property, it is our considered opinion that the Market Value of the subject property is in the order of Nine Hundred and One Thousand, Two Hundred and Ten Pounds Sterling (à ¯Ã‚ ¿Ã‚ ½901,210).

Management Across Cultures Research Proposal Essay Example

Management Across Cultures Research Proposal Essay Abstract The paper is aimed at critical evaluation of the thesis that managerial work, skills and role are uniform throughout the world. This thesis is found to be controversial as it overlooks cross-cultural variations across nations as well as subcultures within one nation. Research outlined in two scholarly articles serves as evidence. The article by P.S. Kim, PS ‘Globalization of Human Resource Management: A Cross-Cultural Perspective for the Public Sector’ (1999) concentrates on examination of intercultural differences as assessed by Hofstede’s four dimensions and demonstrates their impact on managerial practice. The other article authored by Tomasz Lenartowicz and Kendall Roth explores the relationship between cross-cultural variation in motivational domains of four Brazilian subcultures and their business performance. The conclusion summarizes the findings of the research and its bearing on the evaluation of the original thesis. The final conclusion is that manageri al expertise and functions demonstrate substantial variation across nations, and even within one nation managers have to act differently working with different subcultures. Introduction Management around the world is undoubtedly grounded in some basic principles that govern the work of managers throughout the world. Everywhere, managers have to make decisions, lead and motivate subordinates, strive for profitability and maximisation of the firm’s value and build relationships with customers. At the same time, managers working in different national and regional environments often have to consider local cultural realities and rely on those in their management functions. Discrepancies existing between national, ethnic, social and cultural groups influence the way businesses function and direct affect managers that lead those businesses. These differences can become a serious challenge for someone who wants to migrate from one nation to another, working as an expatriate manager. 1. Cultures are Different We will write a custom essay sample on Management Across Cultures Research Proposal specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Management Across Cultures Research Proposal specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Management Across Cultures Research Proposal specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Management scholars have long found that cultures are not the same around the world. Instead, they value on many different aspects that determine the course of business and shape the management’s role and required skills. One of the classic frameworks for the examination of culture is Geert Hofstede’s dimensions that determine national system of values. Among these dimensions are ‘power distance, uncertainty avoidance, individualism/collectivism, and masculinity/femininity’ (Kim 1999). These dimensions have a direct bearing upon managers. Thus, different degrees of uncertainty avoidance will cause different degrees of risk tolerance, impacting the decision-making strategies. Power distance has a direct bearing upon the role of the manager and the manager’s relationships with the subordinates. Thus, in the Eastern cultures the manager is seen as a paternal figure that has to be treated by the subordinates as such. The manager who has this kind of respect accorded with age and promotion has to behave accordingly, supervising the subordinates and taking care of them. On the contrary, in the West, where the culture is more egalitarian, the manager is often seen simply as someone who is performing a function rather than someone who has implicit authority over others. Individualism/ collectivism division also matters as it affects ‘the type of leadership most likely to be effective in a country’ (Kim 1999). Thus, in culture that places greater value on collectivism leadership is effective when it leaves the possibility for group decision-making open. On the contrary, in individualist nations the leader has to rely more on individuals, distributing assignments in such a way that each individual is aware of his/her specific role and tasks. The manager most certainly has to adapt to each kind of culture separately. For instance, someone who is used to working in a collectivist culture cannot very easily shift to an individualist one, as this manager would most probably give assignments to groups and then wonder why group work breaks down. Besides, in individualist societies ‘task prevails over relationship’, while in collectivist societies relationships are the greatest priority. 2. Cultural Differences and Management Approaches Culture is an important part of the environment in which the manager has to function. Although an organization strives to create its own corporate culture, but in case it conflicts with national value system, this culture will also conflict with employees’ values and therefore will fail to act as stimulation. Pan Suk Kim in his article ‘Globalization of Human Resource Management: A Cross-Cultural Perspective for the Public Sector’ (1999) states with regard to the interplay between management and culture: Cultural differences significantly influence management approaches and the performance of employees within organizations. General principles of management and specific human resource practices evolving out of management theories are currently being seriously questioned in various cross-cultural settings. Cross-cultural understanding and intercultural communications skills, therefore, can contribute to the success of negotiations. Owing to modern travel and communication technology, intercultural encounters have multiplied at a prodigious rate. Embarrassments occur between ordinary tourists and locals, as well as between business partners. Subtle misunderstandings still occur in negotiations between modern diplomats and government leaders. Avoiding any cultural conflict should be one of the themes of training and education. Managers need to be aware that their work should evolve in correspondence to the cultural norms existing in a nation. International experience alone often cannot provide managers with the skills necessary in order to deal with employees of different backgrounds. For this reason, cross-cultural training should become a staple part of the management training curriculum. This training can be based on social learning theory that incorporates â€Å"symbolic modeling† consisting in observing and imitating and â€Å"participative modeling† including direct action (Kim 1999). The fact that scholars intensively plot various cross-cultural training techniques also attests to the fact that managers have to change their approaches to adjust to cultural reality. 3. Need to Adapt to Subcultures While most talk about the difference in the role, work and skills of the managers focus on variations from country to country, one can find different cultural groups within nations themselves. Many contemporary states arose as a result of convergence of various ethnic or religious groups. Thus, in India one has to adopt different methods when working with Muslim or Hindu populations. Working in African nations, managers need to be aware that they are often composed of a variety of tribal groups, the values of which have not arrived at a common denominator in the time of the existence of these states. An interesting study about the influence of subcultures on business decision-making, practices and outcomes is presented in the article by Tomasz Lenartowicz and Kendall Roth ‘Does Subculture within a Country Matter? A Cross-Cultural Study of Motivational Domains and Business Performance in Brazil’. They divide the nation, in agreement with previous researchers into four corresponding areas that correspond to nationalities: Minas Gerais provinc populated by Mineiros, Greater Rio de Janeiro inhabited by Cariocas, the Sao Paulo state populated by Paulistas, and the Gauchos occupying the Rio Grande do Sul state. In examining these subcultures co-exist in Brazil researchers rely on value-based model that takes values to be the cornerstone of culture. They also include the exploration of motivational domains defined as ‘specific types of motivational concerns that the various values express’ and their impact on business outcomes (Lenartowicz Roth 2001). The motivational domains against which cultures were measured included: achievement, enjoyment, security, self-direction, and restrictive conformity domains. Lenartowicz Roth found that values and motivation indeed varied across subcultures and even affected business outcomes. Thus, they found that for the Paulistas self-direction domain was more important than for the Cariocas. Instead, the Cariocas placed a greater value on security. The Gauchos place greater emphasis on self-direction than the Paulistas. At the same time, the Paulistas have scored higher on self-direction and enjoyment than the Mineiros (Lenartowicz Roth 2001). A manager working in Brazil where the four subcultures live has to take into account these perspectives and adapt one’s methods to the people working with them. Thus, someone working with the Paulistas has to realize that these people value independence in decision-making. Consequently, the whole managerial system probably has to be structured in a way that will give individuals an opportunity to participate in the company’s initiative. Employee empowerment would be welcome and appreciated. At the same time, an analogous model cannot be transplanted directly to the Cariocas or the Mineiros who may find themselves frustrated with the load of decision-making they have to handle. Conclusion The above discussion demonstrates that managers have to adapt in many ways to the specificities of cultures around the globe. The classical system of Hofstede’s four cultural dimensions underscores the variation of culture from one nation to another. Managers have to adjust as their subordinate have different expectations of what their leaders will be like. In any case, it makes sense to develop a managerial style that will correspond to the national norms and values. Thus, the managerial work, role and skills demonstrate significant variations across the globe and cannot be described as the same. Moreover, even within one nation managers will face a number of subgroups that will make a difference in the manager’s work. The current trend toward globalization that pushes managers towards intercultural encounters makes cross-cultural training an important part of managerial education. References