Health and disease relation to cigarette smoking Essay

Health and disease relation to cigarette smoking - Essay Example port identify that â€Å"among men who smoke cigarettes the death rate from cancer of the lung was 1,000 percent higher than among nonsmokers† and that â€Å"the incidence of coronary artery disease, the leading cause of death in the United States, was 70 percent higher among smokers† (Brandt 494). Brandt points out how the clash between traditional American libertarian ethic and communitarian ethic has influenced debates on cigarette smoking in the nation. The author also provides an elaborate discussion on accountability for tobacco induced diseases and finally concludes that more attention should be paid to the social responsibility theory for addressing the issue. Proponents of cigarette smoking emphasize on traditional American libertarian ethic which stress on individual freedom and individual decisions. As such they regard governmental interference on smoking behavior as an â€Å"unjustifiable intrusion into individual decisions† (Brandt 500). They also hold that rather than regulating the smoking behavior of the public government’s duty is only to inform them of its potential dangers. On the other hand, communitarian ethic holds that exposure to other peoples cigarette smoke cause serious health problems to non-smokers in the community. Various researches on the risks of side stream smoke and the addictive nature of cigarettes also emphasize the need to delegitimize and stigmatize cigarette smoking. The communitarian ethic thus views smoking as a moral issue as its health effects on the non-smoking community are quite dangerous. This tension between traditional American libertarian ethic and communitarian ethic on cigarette smoking raises a number of questions on who should shoulder the responsibility of the risks associated with cigarette smoking. While many attribute this responsibility to the tobacco industry there are others who stress on governmental accountability. The first Surgeon Generals Report emphasizes on governmental intervention and

Case study for client with bipolar disorder mental health assessment

For client with bipolar disorder mental health assessment - Case Study Example Experiencing the growing disharmony in their married life, the husband has decided that it is time for an intervention for Sarah. Threatened with divorce, Sarah has now understood her position and agreed for an assessment: she really wishes to put an end to the troubles she is causing and agreed to take therapy to reduce the risk of harmful behavior. A comprehensive clinical assessment needs to be made. After ascertaining the details of the history of her illness, information as to what triggered her first episode would be obtained. She had been upset after the death of her father whom she had doted upon. The assessment of her needs would be elicited from this initial health history which would bring relevant information about her past episodes and present state. The care plan would then be drawn up keeping in mind the necessity to prevent Sarah from having the repeated episodes. She needs to be offered the chance of a positive outcome. Her marital life must not suffer and she must learn how to adjust to the changes in her behavior. Continuous and repeated assessment which provides accuracy of details should enable a sound care plan to be devised (Elder, 2009, p. 174). A collaborative approach and effective therapy should be able to help her secure jobs and remain in the same job for long periods and also enjoy a secure harmonio us married life. As mental illnesses are now treated within the community and not institutions, Sarah’ care plan should allow her to return to a normal life within the society. A complete health history has to be elicited. Pre-existing surgeries, co-morbidities, drugs, allergies and family history of mental health disorders are some of the subjects enquired about. Early parental loss could be a risk factor for bipolar disorder (Mortensen, 2003, p. 1209). Family history of parents or siblings with bipolar disorder or another affective disorder increases the risk of bipolar disorder (Mortensen, 2003, p. 1211). Co morbidities in

Tourism Management Research Proposal Example | Topics and Well Written Essays - 750 words

Tourism Management - Research Proposal Example The charm of Cancun lies in the fact that this secluded island offers all kinds of facilities within the island so that tourists do not need to leave the island in order to get any kind of necessities. It has hotels for all classes of tourists and caters to a variety of tastes and preferences as well. In fact, Cancun has 140 hotels, which translates to 24,000 rooms. There is something here that everyone can afford. In addition there 190 flights plying to and from Cancun daily - so getting there is not a problem. This is a definite draw for a large chunk of tourists. Further, it has over 600 restaurants which ensure that people with varied tastes can find their ideal kind of cuisine in this island. In this regard, sustainable tourism is an important feature that can be built into the tourism of the area as this area garners a major proportion of income from the tourism industry in Mexico. Sustainable tourism in this region can flourish mainly as this island has a rich heritage of dive rse vegetation and scenic beauty apart from sea world vegetation and rare species of fish and other such species. Sustainable tourism in a beautiful island like Cancun is like a dream come true for environmentalists as well as policy makers who believe in green politics and green economy. Premises Premises of Analysis: Hypothesis: The study of sustainable tourism in the island of Cancun will be based on the following aspect. The case of Benidorm in the South of Spain as a model upon which the sustainable tourism model for Cancun can be fashioned. Owing to the fact that the basic issue in the case of studying the South of Spain region in terms of scope for sustainable development with an eye on positive and negative impact of such a strategy on the physical environment as well as the socio economic structure of the region in context of legislations of the regional, national and supra national organisations, there has been a use of ontology. The questionnaire method will be the following: the tourist will have to evaluate the island from the following points of view: price, range of accommodation and exposure of tourists. Literature: For the reasons mentioned above, many literary sources attached a particular to this island. In context of the impact of sustainable tourism on the physical environment and socio economic structure in the region, an important book that has helped in setting the criteria for analysis is Mediterranean Tourism: Facets of Socio Economic Development and Cultural Changes. This book has covered 13 countries and has relevant factual information upon which the analysis was based in the dissertation. The chapter titled Towards a Sustained Competitiveness in Spanish Tourism is of special relevance to this dissertation as it creates a nexus between sustainable tourism management and competitive advantage in the tourism industry. The book titled The Tourism Area Life Cycle is another relevant work that helped gain an insight into specific areas and the tourism life cycles enjoyed by the same. (Butler, 2006). In context of tourism life cycles, this book has important and relevant infor mation on the various legislations by the various supra national, national and regional organisations in case of the tourism indus

E scan Assignment Example | Topics and Well Written Essays - 500 words

E scan - Assignment Example There are government policies that are not clear enough to play a role of reducing the conflict between the air transport industry and its employees. These conflicts are one major setback facing the airline and they mount pressure on the government to formulate universal policies that will benefit the industry and its players. According to Hale (177), the ability of businesses to create employment, taxes for government projects and to strengthen the economy has made government to be concerned and take leading role in setting policies that affect businesses. These policies should empower the organizations to grow even more. The overall economy and economic growth of Canada has direct impact on Air Canada’s operations and success. According to Bühring-Uhle, Kirchhoff and Scherer (7) universal business exchanges consider the value of the currency of the other parties in the trade. This is considered so as to place all parties involved in a successful path rather than suffering losses caused by indifferent exchange rates. Inflation and unpredictable exchange rates makes it hard to conduct future prospects and plan effectively. Taxation rates for the aviation industry increases the operation costs, which are then pushed to the consumer as they are charged high fees for flights. Money-based forces such as the expensive maintenance costs of the airlines and competition from other airlines increases the financial challenges of Air Canada. According to Jain, Trehan and Trehan (237), changes in the social behavior can mainly affect on an organizations products and the state of mind of the customers to react to various products of Air Canada and to utilize the services at hand. It is thus very important for Air Canada to be as much focused on improving its services on a regular basis so as to enjoy brand loyalty from its customers, and create understanding of its renewed focus to serve clients

Manegment Essay Example | Topics and Well Written Essays - 500 words - 1

Manegment - Essay Example HRM is a tactical and inclusive way of managing people and the place of work customs and atmosphere. An efficient HRM enables employees to contribute successfully and productively to the overall company course and undertakings of the company’s goals and objectives. In the recent past, HRM has moved from its traditional duties and emphasising more on planning, monitoring, and control (Martocchio 4). There was a time I worked as an attendant in a large motel. I interacted with the HRM department during the recruiting process and attended various training sessions organised by the motel and conducted by the HRM department. In this motel, the HRM handles any issue concerning leave days, off days, payslip problems and even medical cover. When I left the motel, I got an exceptionally strong recommendation letter drafted and authenticated by the HR manager. I had a truly delightful time working in this motel; I got promoted two times, and that can attest to the fact that I had a tremendously positive experience with the HRM. In the future, I look forward to secure employment in the same hotel and probably a chance to work in their HR office. Any HRM team is led by a HR manager who reports to a high authority. The authority could be an operation manager or a general manager depending on the organization’s hierarchy of power. Some human resource managers may report directly to the CEO or directors of the company. All the activities of a HRM department are managed by the departmental manager, but at times, the other managers may help him/her, especially during recruitment, firing, and appraisal of the employee performance (Martocchio 9). I have always been passionate about handling people from different creeds, religions, races, social orientations and backgrounds. I believe that, when I choose this course, it will help me achieve my dreams since it is

Healthcare Finance Essay Example for Free

Healthcare Finance Essay Houston Dialysis Center is a department of Houston General Hospital, a full-service, not-for-profit acute care hospital with 325 beds. The bulk of the hospital’s facilities are devoted to inpatient care and emergency services. However, a 100,000 square-foot section of the hospital complex is devoted to outpatient services. Currently, this space has two primary uses. About 80 percent of the space is used by the Outpatient Clinic, which handles all routine outpatient services offered by the hospital. The remaining 20 percent is used by the Dialysis Center. The Dialysis Center performs hemodialysis and peritoneal dialysis, which are alternative processes for removing wastes and excess water from the blood for patients with end-stage renal (kidney) disease. In hemodialysis, blood is pumped from the patient’s arm through a shunt into a dialysis machine, which uses a cleansing solution and an artificial membrane to perform the functions of a healthy kidney. Then, the cleansed blood is pumped back into the patient through a second shunt. In peritoneal dialysis, the cleansing solution is inserted directly into the abdominal cavity through a catheter. The body naturally cleanses the blood through the peritoneum—a thin membrane that lines the abdominal cavity. In general, hemodialysis patients require three dialyses a week, with each treatment lasting about four hours. Patients who use peritoneal dialysis change their own cleansing solutions at home, typically about six times per day. This procedure can be done manually when active or automatically by machine when sleeping. However, the patient’s overall condition, as well as the positioning of the catheter, must be monitored regularly at the Dialysis Center. The hospital allocates facilities costs (which primarily consist of building depreciation and interest on long-term debt) on the basis of square footage. Currently, the facilities cost allocation rate is $15 per square foot, so the facilities cost allocation is 20,000 Ãâ€" $15 = $300,000 for the Dialysis Center and 80,000 Ãâ€" $15 = $1,200,000 for the Outpatient Clinic. All other overhead costs, such as administration, finance, maintenance, and  housekeeping, are lumped together and called â€Å"general overhead.† These costs are allocated on the basis of 10 percent of the revenues of each patient service department. The current allocation of general overhead is $270,000 for the Dialysis Center and $1,600,000 for the Outpatient Clinic, which results in total overhead allocations of $570,000 for the Dialysis Center and $2,800,000 for the Outpatient Clinic. Recent growth in volume of the Outpatient Clinic has created a need for 25 percent more space than currently assigned. Because the Outpatient Clinic is much larger than the Dialysis Center, and because its patients need frequent access to other departments within the hospital, the decision was made to keep the Outpatient Clinic in its current location and to move the Dialysis Center to another location to free up space. Such a move would give the Outpatient Clinic 100,000 square feet, a 25 percent increase. After attempting to find new space for the Dialysis Center within the hospital complex, it was soon determined that a new 20,000 square foot building must be built. This building will be situated two blocks away from the hospital complex, in a location that is much more convenient for dialysis patients (and Center employees) because of ease of parking. The new space, which can be more efficiently utilized than the old space, allows for a substantial increase in patient volume, although it is unclear whether the move will result in additional dialysis patients. The new dialysis facility is expected to cost $3 million. Additionally, furniture and other fixtures, along with relocation expenses of current equipment, would cost $1 million, for a total cost of $4 million. The funds needed for the new facility will be obtained from a 20-year loan at local bank. The loan (including interest) will be paid off over 20 years at a rate of $400,000 per year. Because the specific financing details are known, it is possible to estimate the actual annual facilities costs for the new Dialysis Center, something that is not possible for units located within the hospital complex. Table 1 (see Excel spreadsheet) contains the projected profit and loss (PL)  statement for the Dialysis Center before adjusting for the move. The hospital’s department heads receive annual bonuses on the basis of each department’s contribution to the bottom line (profit). In the past, only direct costs were considered, but the hospital’s chief executive officer (CEO) has decided that bonuses would now be based on full (total) costs. Obviously, the new approach to awarding bonuses, coupled with the potential for increases in indirect cost allocation, is of great concern to Linda Rider, the director of the Dialysis Center. Under the current allocation of indirect costs, Linda would have a reasonable chance at an end-of-year bonus, as the forecast puts the Dialysis Center in the black. However, any increase in the indirect cost allocation would likely put her â€Å"out of the money.† At the next department heads’ meeting, Linda expressed her concern about the impact of any allocation changes on the Dialysis Center’s profitability, so the hospital’s CEO asked the chief financial officer (CFO), Roger Hedgecock, to look into the matter. In essence, the CEO said that the final allocation is up to Roger but that any allocation changes must be made within outpatient services. In other words, any change in cost allocation to the Dialysis Center must be offset by an equal, but opposite, change in the allocation to the Outpatient Clinic. To get started, Roger created Table 2 (see Excel spreadsheet). In creating the table, Roger assumed that the new Dialysis Center would have the same number of stations as the old one, would serve the same number of patients, and would have the same reimbursement rates. Also, operating expenses would differ only slightly from the current situation because the same personnel and equipment would be used. Thus, for all practical purposes, the revenues and direct costs of the Dialysis Center would be unaffected by the move. The data in Table 2 for the expanded Outpatient Clinic are based on the assumption that the expansion would allow volume to increase by 25 percent and that both revenues and direct costs would increase by a like amount. Furthermore, to keep the analysis manageable, the assumption was made that the overall hospital allocation rates for both facilities costs and general overhead would not materially change because of the expansion. Roger knew that his â€Å"trial balloon† allocation, which is shown in Table 2 in the columns labeled â€Å"Initial Allocation,† would create some controversy. In the past, facilities costs were aggregated, so all departments were charged a cost based on the average embedded (historical) cost regardless of the actual age (or value) of the space occupied. Thus, a basement room with no windows was allocated the same facilities costs (per square foot) as was the fifth floor executive suite. Because many department heads thought this approach to be unfair, Roger wanted to begin allocating facilities overhead on a true cost basis. Thus, in his initial allocation, Roger used actual facilities costs ($400,000 per year) as the basis for the allocation to the Dialysis Center. Needless to say, Linda’s response to the initial allocation was less than enthusiastic, but before Roger was able to address Linda’s concerns, he suddenly left the hospital to take a new position in another city. The task of completing the allocation study was given to you, Houston General’s current administrative resident. You believe that any cost allocation system should be perceived as being â€Å"fair,† but you also realize that in practice cost allocation is very complex and somewhat arbitrary. Some department heads argue that the best approach to overhead allocations is the â€Å"Marxist approach,† by which allocations are based on each patient service department’s ability to cover overhead costs, but this approach has its own disadvantages. Considering all the relevant issues, you must develop and justify a new facilities cost allocation scheme for outpatient services. Be prepared to justify your recommendations at the next department heads’ meeting.

Closing Down the Oconomo Plant Essay Example for Free

Closing Down the Oconomo Plant Essay This plant is important to the society because it has created employment opportunities to local residents. However, the plant is in the verge of shut down. Jack Ripon , Chief Executive officer of Lamprey Inc. is concerned about higher cost of operation which has decreased profit for the company. The plan is to close down the Oconomo plant and establish a new plant in Mexico. Jack wants Jim Malesckowski, President of Wisconsin Speciality Products Division of Lamprey Inc. o find out about the operational costs of establishing a new plant in Mexico and submit the report to him. Jim thinks that the action to shut down the Oconomo plant might be wrong as long as there were chances to lower the costs. But he also thinks that Jack is right because all the avenues for decreasing costs at the plant have been closed. Besides money, there are other underlying factors that have led the management to bring some changes in the company. We will look at some of the forces that drive Oconomo plant to anticipate for change,changes that are required to be made, and the reasons why union leaders are reluctant to change. . What forces for change are evident at the Oconomo plant? The greatest force that drives the company to look for change is its high operational cost. The plant has so high operational costs that the company has been incurring losses instead of making profits. The management is anticipating changes so that the company will make profits in the future. In order for a company to run successfully, it should realize some returns from the investment made at the plant. Having invested in the company, shareholders also expect return for their investment. It is important for the company to make enough money for the satisfaction of shareholders and the existence of the company in the market. By any means, Lamprey Inc. should reduce its operational cost to withstand the fierce competition in the marketplace. For the compaby to make it in the market, it must change its working conditions so that they fit with the current market situations, (Daft Marcic,2010). Another force that is evident for the change at the Oconomo plant is the uncooperative labor union. Workers have been consistently refusing to cooperate with the management. The company is planning to reduce the amount of pay it’s going to provide to workers. In order to decrease the labor cost, the company is proposing changes but the union leaders have turned a deaf ear to the management’s plan . It’s a great problem when workers are unwilling to listen to the management for possible solution. The situation will get even worse when the workers are not ready to accept the desired change of the company. Competition in the marketplace is also prominent force that is evident for change in this case. Lately, competitors have threatened Lamprey Inc. from the services and products that they are providing to the society. It has been a challenge for the company to manufacture the quality products and beat the competitor’s price. While the competiton is being fierce in the marketplace, Lamprey Inc. has been struggling to sustain the operations. If the same situation persists, the company would not have a way to exist in the market. 2. What is the primary type of change needed—changing â€Å"things† or changing the â€Å"people and culture? Can the Wisconsin plant be saved by changing things alone, by changing people and culture, or must both be changed? Explain your answer. Primary type of change required in this case is changing people and their culture. If people and their attitudes can be changed, work environment will be comfortable and other changes are easy to implement. The attitude of employees especially that of union leaders is not right in the given case. They are disobedient to the management. As long as employees don’t have respect for management, it is hard to bring any other changes. People’s culture is of great significance in the way the company operates because if the culture or people fit in the objectives of the company, rest of things will work accordingly. In changing anything with respect to company, people and culture should be considered at first. If the people working in the company are unhappy with the change, the objectives of change might not be fulfilled. In this particular case, employees are scared of change and in fact don’t let management bring any changes. Such culture is detrimental to the company. Culture should be established in such a way that people are ready to accept the change and welcome the efforts of the management with open heart. Although changing people and their culture is a primary thing, changing things is also important and should be considered for quality and workable plans of the company. Lamprey Inc. needs to bring some change in the products to save its position in the market. If the products are of low quality, the market share of Lamprey Inc. will be directed towards the competitors. In this case, the company has not put enough effort to upgrade the quality of the products. If the same situation persists, it will not be able to face the competition in the industry because competitors are developing quality products at affordable price. A company can’t operate on just a single type of change. It’s important to put into consideration both changes when designing any type of change in the company. In order to change the products, the entire team of the company should be ready and thus change is required in people of the company. To meet the objectives of the desired strategy, the company should take consideration on both types of changes.