Global Perspective on Health Policy Essay Example for Free

Global Perspective on Health Policy Essay Introduction A macro perspective on health policy issues can be helpful to identify how problems become policy issues and how these issues result in the creation of health care policy. The neglected epidemic of Chronic Disease also known as non- communicable diseases are a controversial issue that needs to be addressed in the world. In this paper, the writer will provide an explanation of how this issue has resulted from a policy’s creation. Identify the steps in the state and federal policy development process. Furthermore, differentiate between policy development and implementation. Also, explain how stakeholders become involved in the process and why their voices often become a driver for change in health policy. What is Chronic Disease? Non-communicable diseases (NCDs), also known as chronic diseases are not transferred from person to person. They are slowly progressed over time. The four main kinds of non-communicable diseases are cardiovascular diseases such as strokes or heart attacks, any type cancer, chronic respiratory diseases like chronic obstructed pulmonary disease and diabetes. Other Chronic Diseases that affect many Americans are, Obesity and Overweight, Asthma, Epilepsy, Food Allergies, Glaucoma, Alzheimer’s, and Heart Disease (Non-communicable diseases. 2014). A Chronic Disease is a long-term illness that can be controlled, but not healed. The worldwide population is affected by chronic diseases. In the United States, chronic disease is the leading cause of disability and death that accounts for 70% of all deaths. Out of these premature deaths, 90% effect low- income and middle-class population. The World Health Organization shows that chronic illnesses are also the main reason for untimely deaths everywhere, even in places where communicable ailments are widespread (What is Chronic Disease?. 2011). According to the article, chronic disease is the most preventable and can be successfully controlled, and they are also very costly health issues and the most common. With the proper care and treatment, these long-term diseases can be controlled (What is Chronic Disease?. 2011). The Epidemic of Chronic Disease In today’s society, Chronic Disease is responsible for an enormous percentage of diseases in people. Non-communicable diseases affect all regions of the  world and age groups. People before the age of 60 attribute to 9 million of the deaths associated with chronic disease. Even though Chronic Disease are a huge problem in low-income areas, these diseases and risk are not exclusive to more wealthy Americans (Horton, R. 2005). The most vulnerable to the risk factors that contribute to chronic diseases are adults, elderly and children. Studies prove that it comes from unhealthy diets, exposure and use of tobacco products, not regularly exercising and harmfully using alcohol. Non-communicable disease are driven by aging and the globalization of unhealthiness in our lives (Non-communicable diseases. 2014). The globalization of unhealthiness like eating unhealthy can result in high blood pressure, overweight and obesity, high blood glucose levels, and higher blood lipids. Many of these risk factors can be lead to cardiovascular disease, which is a common NCD (Non-communicable diseases. 2014). The Center for Managing Chronic Disease (CMCD) aims help in the effectiveness with management and prevention in chronic disease. The main goal of CMCD is to help people at risk, or that are most vulnerable. Conducting advanced research and publicizing the results to aid in policy change and practices (What is Chronic Disease? 2011). On September 2011, a meeting with the UN High Level on Non-Communicable Diseases was an exceptional chance to produce a sustained global drive contrary to preventable disease and disability, premature death for chronic diseases, like stroke, cancer, heart disease and respiratory disease and diabetes. This is an increasing global threat in NCDs that is a barrier to developmental goals. These development goals include health equity, poverty reduction, human security and economic stability (The Lancet. 2011). Policy Making Process. In healthcare, Chronic Disease epidemics cause many threats to the world. In response to the crisis, The Lancet NCD Action Group and the NCD Alliance has proposed five priority actions. Which are: â€Å"Leadership, prevention, treatment, international cooperation, and monitoring and accountability—and the delivery of five priority interventions—tobacco control, salt reduction, improved diets and physical activity, reduction in hazardous alcohol intake, and essential drugs and technologies (The Lancet. 2011).† The import involvements were chosen for their health paraphernalia, cost-value, small costs of implementation, and political and financial achievability. Tobacco control  is the most urgent and immediate priority. They have propose a goal for 2040 that in essence the world would be free from tobacco where fewer than 5% of people engaged in tobacco use (The Lancet. 2011). Policy problems are identified by many factors that include methods that include getting issues on the political agendas and removing them. The first step in the Policymaking Process is agenda setting. Agenda setting is all about decision-making in the first phase of the policymaking process. To be considered on the agenda, difficulties must arise to policymakers’ attention. Healthcare problems are highly visible, because the affect the nation, whereas major problems no relating to health are considered invisible to make the agenda (The Lancet. 2011). The Policymaking process discusses the precise decisions and procedures that are required for a policy to be considered, proposed and implemented. This process is an interactive progression with various points of access that provides opportunities to impact the many decisions (Politics and the Policymaking Process. n.d.).Policymaking process is an interactive process with several points of entree that provides chances to influence the decision-making processes involved in each of the stages. Furthermore, there are three phases of policymaking: the implementation phase, the formulation phase, and formulation phase (Politics and the Policymaking Process. n.d.). Policy development and implementation. During Policy Development, policies may be developed and applied at several stages and may vary from formal reg ulations and legislation to the informal procedures by which governments function (Policy Development. n.d.). An example of policy development would be in government policy that is related to youth, children and health developed at national and federal; territorial and provincial; community, local and district; or international levels by elected executives transversely with a quantity sectors that includes education, health, social services, finance, recreation and labor. Additionally, policy development time frame is determined by various factors that include government agendas and media attention. (Policy Development. n.d.). On the contrary, Policy implementation involves putting implemented policies into play. Success from implementation is depends on three essential elements. First element is the state or president and government officials locally, must pass down polices to the proper agency with the government bureaucracy (Policy Implementation   Boundless Open Textbook. n.d.). The second element that is essential to policy implementation is strong interpretation. Meaning that legislative intent need be deciphered into functioning guidelines and agendas. The concluding element necessary in operative policy implementation is also challenging to achieve. Dedication of assets to implement policy beneath the primarily element must be combined with organization of the policy with enduring processes (Policy Implementation Boundless Open Textbook. n.d.). Stakeholders in Healthcare. A Stakeholder involvement in planning, management policymaking has be brought on by new general development models. These models seek a different role for each state based on consensus, pluralistic structures and political legitimacy. Stakeholder contribution can be categorized into three forms: cooperative, instructive and consultative (Involving Stakeholders in Aquaculture Policy-making, Planning and Management. n.d.). In Cooperative involvement primary stakeholder act as companions with government in the decision processing. Consultative involvement is where government makes the primary decisions and stakeholders still have influence in the outcome and processes. Last, in Instructive involvement the government makes the choices but apparatuses occur during information interchange (Involving Stakeholders in Aquaculture Policy-making, Planning and Management. n.d.). Conclusion. The macro perspective on health policy issues can be helpful to identify how problems become policy issues and how these issues result in the creation of health care policy. Chronic diseases impact the healthcare industry in many ways. This controversial issue impacts all age groups. The Center for Managing Chronic Disease (CMCD) helps with management and prevention in chronic disease. This paper, provided an explanation of how the epidemic of Chronic Disease has resulted from a policy’s creation. Moreover, identified the steps in the policy development process. Furthermore, differentiated between policy development and implementation. Also, explained how stakeholders become involved in the process and why their voices often become a driver for change in health policy. References What is Chronic Disease?. (2011). The Center for Managing Chronic Disease. Retrieved October 13, 2014, from  http://cmcd.sph.umich.edu/what-is-chronic-disease.html Horton, R. (2005). The Lancet. The neglected epidemic of chronic disease : The Lancet. Retrieved October 13, 2014, from http://www.thelancet.com/journals/lancet/article/PIIS0140-6736%2805%2967454-5/fulltext#bib4 Non-communicable diseases. (2014). WHO. Retrieved October 13, 2014, from http://www.who.int/mediacentre/factsheets/fs355/en/ The Lancet. (2011). Priority actions for the non-communicable disease crisis: The Lancet. Retrieved October 14, 2014, from http://www.thelancet.com/journals/lancet/article/PIIS0140-6736%2811%2960393-0/abstract Policy Development. (n.d.). A Brief Guide to Understanding Policy Development. Retrieved October 10, 2014, from http://www.ruralnovascotia.ca/documents/policy/understanding%20policy.pd Politics and the Policymaking Process. (n.d.). The Policymaking Process. Retrieved October 12, 2014, from http://www.pearsonhighered.com/assets/hip/us/hip_us_pearsonhighered/samplechapter/0205011616.pdf Policy Implementation Boundless Open Textbook. (n.d.). Boundless. Retrieved October 15, 2014, from https://www.boundless.com/political-science/textbooks/boundless-political-science-textbook/domestic-policy-15/policy-making-process-95/policy-implementation-516-6175/ Involving Stakeholders in Aquaculture Policy-making, Planning and Management. (n.d.). Involving Stakeholders in Aquaculture Policy-making, Planning and Management. Retrieved October 15, 2014, from http://www.fao.org/docrep/003/AB412E/ab412e32.htm

Outside the Law: Women Criminals in Arizona History :: Essays Papers

Outside the Law: Women Criminals in Arizona History Throughout history, men and women have often been stereotyped into specific roles. Men have frequently been characterized as being more forceful and violent than their female counterparts. Men have also often been portrayed as adventurous pioneers while women were considered to be more frail and delicate. Nowhere has this stereotype been more prevalent than in Arizona history. In the years before statehood, Arizona's reputation as part of the "Wild West" was legendary. From stagecoach robberies and saloon fights to the shootout at Tombstone, the early days of the Arizona territory are filled with stories of the good, the bad, and the ugly. Of course, most of these stories involve the men of Arizona history. Men were typically cast both as the mysterious bad guys who robbed the stage, and as the noble sheriffs who struggled to uphold the law. Women, when they were remembered at all, were most frequently cast as virtuous pioneer women, struggling to retain femininity in the rough Arizona frontier, or as wanton saloon women with few redeeming characteristics. As can be expected, however, most of these stereotypes of women in Arizona history are sorely misguided. It is true that women in the nineteenth century were expected to abide by certain standards of 'womanhood'. According to Paul Knepper in his article, "The Women of Yuma: Gender, Ethnicity, and Imprisonment in Frontier Arizona, 1876-1909", these standards were "...the cardinal virtues of submissiveness, piety, purity, and domesticity" (241). Women in the Arizona territory had the doubly difficult duty of being expected to abide by these standards of womanhood while simultaneously fighting an undeveloped territory where any signs of weakness were shunned. There was a group of women in nineteenth century Arizona who did not fit this stereotype of female passivity and decorum. These were women who, for one reason or another, broke the law and were branded as criminals. Some of these women broke the law deliberately with shocking disregard to personal life or property. Others broke the law reluctantly, only trying to feed themselves or their families. Yet others were victims of an unfair morality bias against women. When they were punished for their crimes, some of them received leniency from the court based on their gender, while others were made to suffer horrible indignities because the system had no place for women criminals.

Ciscos Organizational Change

Cisco Background Cisco is an IT enterprise that was founded in 1984 by Leonard Bosack and Sandy Lerner. Bosack and Lerner eventually got married and were the first to develop a multi- protocol router. McJunkin and Reynders (2000) describes the multi-protocol router as â€Å"a specialized microcomputer that sat between two or more networks and allowed them to talk to each other by deciphering, translating, and funneling data between them† (Mcjunkin & Reynders, 2000). The organization was responsible for opening and linking all the computer networks around the world together.This linking of all the computer networks was much like the way telephone networks are linked around the world. The local-area network (LAN) was the first market Cisco competed in and offered quality routers which became the â€Å"traffic cops of cyberspace† (Mcjunkin & Reynders, 2000). Cisco eventually became the leaders in this market with their data networking equipment and by 1997, McJunkin and Re ynders (2000) states â€Å"80% of the large scale routers that powered the Internet were made by Cisco† (Mcjunkin & Reynders, 2000).As the global Internet grew Cisco began to expand its product line, which included a wide range of networking solutions. Website management tools, dial-up and other remote access solutions, Internet appliances, and network management software were all apart of this expansion. In 1990 Cisco market value was an astonishing $222 million and the organization continued to grow into a multinational corporation with over 10,000 employees. Cisco revenues had more than tripled by 1997 and â€Å"revenues had increased over ninety-fold since the IPO, from $69. 8 million in fiscal 1990 to $6. billion in fiscal 1997† (Mcjunkin & Reynders, 2000). Organizational Problem Cisco is now a large IT enterprise with over 300 locations in 90 countries with a framework that makes its operation more efficient and responsive. The structure of Cisco is comprised of â€Å"46 data centers and server rooms supporting 65,00-plus employees† (â€Å"How Cisco IT†, 2009). The traditional structure of Cisco is one that has staffers doing both implementation and operational work. The traditional structure of Cisco was one that caused staffers to drop operational projects to complete deployment.According to Cisco â€Å"with the traditional organizational arrangement, there was much duplication of effort and lack of focus across the organization† (â€Å"How Cisco IT†, 2009). Cisco’s original organizational model (see exhibit 1) was comprised of regional network teams and regional voice teams. These teams were accountable for all aspects of operating and implementing services and their environment. A change in the organization was needed in order for Cisco to attain the levels of efficiency, additional scalability and agility the IT enterprise needed.The main challenge Cisco faced during this change process was the need f or the IT Network and Data Center Service (NDCS) to become more organizationally focused. Within Cisco there is an advanced service called Network Availability Improvement Services (NAIS), which identifies areas within the organization that need change. In order to do this NAIS â€Å"assesses and remediates the people, process, and tools needed to mitigate operational risk and network complexity by running an Operational Risk Management Analysis (ORMA)† (â€Å"How Cisco IT†, 2009).For the issue lack of focus, NAIS began by â€Å"interviewing business and IT leaders and senior engineers, and then gathers technical, process, tools and organizational documents and templates†. An assessment is then developed by NAIS, which outlined an achievable vision and a detailed road map for NDCS to follow (â€Å"How Cisco IT†, 2009). Organizational Change After the ORMA report vice president of NDCS John Manville had to restructure the NDCS department to â€Å"map to i ts own lifecycle business model† in order to solve the problems the department was facing (â€Å"How Cisco IT†, 2009).The new business lifecycle model the NDCS department had to map to was comprised of six phases; Prepare, Plan, Design, Implement, Operate, and Optimize. Manville’s approach to restructuring the NDCS group to improve efficiency and focus was an Action Research Approach. McShane and Steen (2009) define action research as â€Å"a problem-focused change process that combines action oriented and research orientation† (McShane & Steen, 2009). Manville formed a client-consultant relationship with the NAIS department within Cisco, which then determined the readiness for change in NDCS.NAIS then diagnosed the need for change after the department gathered and analyzed sufficient data to show the lack of focus and duplication of effort within NDCS. The NAIS department â€Å"begins the process by interviewing business and IT leaders and senior enginee rs, and then gathers technical, process, tools and organizational documents and templates† (â€Å"How Cisco IT†, 2009). The introduction of the restructuring intervention is an action that was needed to correct the problem NDCS was facing and to build a better organizational structure. Manville introduced this intervention to the department by testing the lifecycle methodology within it.This intervention involved â€Å"moving some resources from the former engineering and operations teams to the new implementations team† (â€Å"How Cisco IT†, 2009). This change was key to the operations team gaining more focus on task and not being distracted by deployments. The implementation of this change was over two years, which means that Manville’s restructuring was incremental. McShane and Steen (2009) define incremental change as when an â€Å"organization fine-tunes the system and takes small steps toward a desired state† (McShane & Steen, 2009).The change to the NDCS department was stabilized and results shows that the change was effective. The maturity of the department improved significantly from 2006 to 2008 (see exhibit 3). The results also showed that before this change was introduced in NDCS there were â€Å"150 client-impacting incidents per quarter† and a â€Å"defective root cause percentage consistently above 40 percent† (â€Å"How Cisco IT†, 2009). After this change was introduced, focus on operation excellence improved with client-impacting incidents reducing to 70 per quarter and defective root cause percentage is consistently below 10 percent (â€Å"How Cisco IT†, 2009).Not only did the maturity of the department improve through this change process but also customer satisfaction (see exhibit 4). Cisco (2009) explains, â€Å"NDCS has achieved customer satisfaction scores of 4. 856, with 5 being the best possible score† (â€Å"How Cisco IT†, 2009). Conclusion Cisco was abl e to improve efficiency, focus and results delivered each quarter by the NDCS department through organizational restructuring and change. Shawn Shafai, an IT manager of Network Services at Cisco stated, â€Å"The new organizational structure gave us the opportunity to focus on our core operational work.Our critical metrics quickly displayed the positive results from these changes, and outstanding results started consistently being delivered quarter after quarter† (â€Å"How Cisco IT†, 2009). The unfreezing of the organizational structure by Manville was essential to implement change in NDCS. After the results from restructuring NDCS were effective NAIS and Manville decided to refreeze the changes in order to reinforce and maintain the desired behaviors. Exhibit 1 Cisco’s original Organizational Model Exhibit 2 NDCS Lifecycle Model Exhibit 3 Cisco’s improvement from 2006 to 2008Exhibit 4 NDCS Customer Satisfaction References McShane, S. L. , Steen, S. L, ( 2009). Canadian Organizational Behaviour 7th Edition. McGraw-Hill Ryerson. McJunkin J. , and Reynders, T. (2000). Cisco Systems: A Novel Approach To Structuring Entrepreneurial Ventures. Retrieved from gsbapps. stanford. edu/cases/documents/EC%2015. pdf (2009). How Cisco IT implemented Organizational Change and Advanced Sevices for Operational Success. Retrieved from http://www. cisco. com/web/about/ciscoitatwork/downloads/ciscoitatwork/pdf/NDCS_Restructuring_AdvSvcs_Case_study. pdf

Is Barbie Ever Be The Enemy - 1255 Words

One may ask themselves, how can Barbie ever be the enemy. She is the top selling doll in the world, her franchise is worth over a billion dollars, and 99% of girls from the ages three to eleven has owned a Barbie doll according to (Barbie Media). Also, recent studies have shown that the average American girl between the ages of three to eleven owns ten Barbie dolls, according to â€Å"Barbie† by Sara Pendergast. So, what has led to so much controversy towards the beloved Barbie. Well, the major obsession regarding female’s exterior appearance and self-esteem is playing a huge role and Barbie is to be blamed. The power of Barbie over young female’s self-esteem, has a lot more impact than the president himself. When one enters a discussion about†¦show more content†¦According to National Eating Disorders, â€Å"The rate of development of new cases of eating disorders have increased since the 1950’s†. Also, â€Å"In U.S., 20 million women and 10 million men suffer from a significant eating disorder sometime in their life.† Which includes anorexia nervosa, bulimia nervosa, and binge eating disorder. As well as Alliance for Eating Disorders Awareness reporting the statics that â€Å"currently 70 million people worldwide suffer from eating disorders like anorexia and bulimia and about 90 percent of those with eating disorders are young women between the ages of 12 and 25†. Also, to remember that these are the same women that grew up playing with a Barbie doll or two when they were a little girl. These same women that grew up playing with Barbie are at an extremely high risk to be effected with an eating disorder due to so many years being associated with Bar bie. 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