Monday, January 27, 2020
Planeación estratégica
Planeacià ³n estratà ©gica REPASO DE CONCEPTOS Bà SICOS Planeacià ³n: Proceso de establecer objetivos y escoger el medio mà ¡s apropiado para el logro de los mismos. Planeacià ³n estratà ©gica: Proceso por el cual los miembros guà a de una organizacià ³n prevà ©n su futuro y desarrolla los procedimientos y operaciones necesarias para alcanzarlo. La planeacià ³n estratà ©gica debe de responder a 3 preguntas:  ¿Hacia dà ³nde va?  ¿Cuà ¡l es el entorno?  ¿Cà ³mo lograrlo? La estrategia se involucra en 6 factores crà ticos Desarrollo consistente, explicito y proactivo Medio para establecer el propà ³sito en la organizacià ³n basado en los objetivos de largo plazo, planes de accià ³n y asignacià ³n de recursos En quà © tipo de negocio se està ¡ La estrategia representa una respuesta al FODA para la ventaja competitiva La estrategia ayuda a diferenciar las tareas ejecutivas y administrativas y los roles a nivel corporativo de negocio y funcionales. Constituye una forma de definir la contribucià ³n econà ³mica y no econà ³mica que la organizacià ³n harà ¡ a sus grupos de interà ©s, su razà ³n de ser. Administracià ³n estratà ©gica: Es la ejecucià ³n de la planeacià ³n estratà ©gica. Planeacià ³n tà ¡ctica y operativa: Se relacionan a cà ³mo hacer el trabajo, mientras que la planeacià ³n estratà ©gica se dedica a decir quà © se debe hacer. DIRECCIONAMIENTO ESTRATÉGICO: Es una disciplina que a travà ©s de un proceso denominado planeacià ³n estratà ©gica compila la estrategia de mercado que define la orientacià ³n de los productos y servicios hacia el mercado.  ¿Por quà © es importante desarrollar un plan estratà ©gico? La necesidad de contar con una visià ³n comà ºn y un sentido de trabajo en equipo El deseo de controlar el destino de la empresa El afà ¡n de obtener mà ¡s recursos para la operacià ³n. La percepcià ³n de que los à ©xitos operativos actuales de la compaà ±Ãƒ a no eran garantà a para el futuro La necesidad de salir de los problemas La oportunidad de explotar un nueva coyuntura o abordar una nueva amenaza. La necesidad de pasarse la antorcha y cargarla cuando hay relevos en la direccià ³n. La planeacià ³n puede tener 4 enfoques: Reactiva o planeacià ³n a travà ©s del espejo retrovisor Inactiva o que va con la corriente Preactiva o que se prepara para el futuro Proactiva o que diseà ±a el futuro y hace que à ©ste suceda. ESTRATEGIAS Para el diseà ±o de la estrategia del negocio se debe conocer el perfil estratà ©gico de la empresa, el cual incluye: Su enfoque de innovacià ³n Su orientacià ³n hacia la toma de riesgos Su capacidad de crear el futuro en forma proactiva Su posicià ³n competitiva Elementos del diseà ±o de la estrategia del negocio: Identificar las principales là neas de negocios o actividades estratà ©gicas que la empresa desarrollara para cumplir su misià ³n. Establecer los indicadores crà ticos de à ©xito que permitirà ¡n a la organizacià ³n al progreso en cada là nea de negocio. Identificar las acciones estratà ©gicas mediante las cuales la empresa lograrà ¡ su visià ³n de la condicià ³n futura ideal. Determinar la cultura necesaria para apoyar el logro de las là neas de negocio, los indicadores crà ticos de à ©xito y las acciones estratà ©gicas. Grandes estrategias: Una gran estrategia consiste en un enfoque amplio y general que guà a las acciones de una là nea de negocio. Las grandes estrategias indican la manera como se pretenden lograr los planes estratà ©gicos de cada là nea de negocio. Pierce y Robinson identifican 12 grandes estrategias: Crecimiento concentrado o concentrarse en un solo producto que haya sido el soporte rentable de la organizacià ³n. Desarrollo del mercado, es decir, agregar nuevos consumidores a los mercados relacionados. Desarrollo de productos, es decir, crear productos nuevos y relacionados que se puedan vender en los mercados existentes. Innovacià ³n, o generacià ³n de productos tan novedosos y superiores que los existentes se vuelvan obsoletos. Integracià ³n horizontal, es decir, adquirir o fusionarse con una organizacià ³n similar, para reducir la competencia. Integracià ³n vertical: desarrollar una red interna de suministros o desarrollar un sistema de distribucià ³n interna que acerque mà ¡s la compaà ±Ãƒ a a sus usuarios finales. Joint-venture o hacer equipo con otra organizacià ³n para desarrollar un nuevo producto o mercado. Diversificacià ³n concà ©ntrica: adquirir o fusionarse con otras empresas que sean compatibles con la tecnologà a, mercados o productos de la empresa. Diversificacià ³n: adquirir o fusionarse con una compaà ±Ãƒ a que equilibre sus fortalezas y debilidades. Atrincheramiento o reversar las tendencias negativas en las utilidades mediante una variedad de mà ©todos de reduccià ³n de costos. Desistimiento: vender por completo o cerrar definitivamente un segmento de la organizacià ³n. Liquidacià ³n o venta total de la compaà ±Ãƒ a de acuerdo con sus activos tangibles y cierre definitivo. MODELO DE PLANEACIÓN ESTRATÉGICA (PE) Para la realizacià ³n de un plan estratà ©gico es necesario seguir los siguientes pasos: 1. Planeacià ³n para planear: Obtener respuestas antes de la inicializacià ³n de cualquier proceso de planeacià ³n. (Quien, cuando, donde, como.) 2. Monitoreo del entorno: Se debe monitorear 4 entornos principales: Macroentorno Industrial Competitivo Interno de la organizacià ³n 3. Bà ºsqueda de valores: Consiste en un examen de los valores actuales, la filosofà a de trabajo, los supuestos en las operaciones, la cultura organizacional, los valores de los grupos de interà ©s en su futuro. Valor segà ºn Rokeach: una conviccià ³n permanente de que una forma especà fica de conducta o estado final de existencia se prefiere de manera personal o social ante una forma opuesta de conducta o condicià ³n final de existencia. 4. Formulacià ³n de la misià ³n: Desarrollar un enunciado claro del tipo de negocio en que se halla la compaà ±Ãƒ a. (Que, para quien, cà ³mo y por quà ©.) 5. Diseà ±o de la estrategia de negocio: Implica el intento inicial de la organizacià ³n para descubrir en detalle los pasos a travà ©s de los cuales se logra la misià ³n de la organizacià ³n. Acciones del proceso de diseà ±o: Identificar: LDN: productos o servicios que ofrecerà ¡ la organizacià ³n en el futuro. Establecer: ICE: indicadores crà ticos de à ©xito. Identificar acciones estratà ©gicas mediante las cuales la empresa lograrà ¡ su visià ³n de la condicià ³n futura ideal. Determinar la cultura necesaria para apoyar a las 3 anteriores. 6. Auditoria del desempeà ±o: Desarrollar una comprensià ³n clara de del desempeà ±o actual. FODA, el propà ³sito es poder proporcionar datos para el anà ¡lisis de brechas. 7. Anà ¡lisis de Brechas: Identificar las brechas entre el desempeà ±o actual y el desempeà ±o que se requiere para la exitosa realizacià ³n del modelo de estrategia del negocio. Evaluacià ³n de la realidad vs auditoria del desempeà ±o. El fin es cerrar las brechas entre lo actual y lo deseado en la estrategia de negocios, para ello està ¡n: Ampliar el tiempo para lograr el objetivo, Reducir el alcance del objetivo, Reasignar los recursos y obtener nuevos recursos. 8. Integracià ³n de los planes de accià ³n: Cada LDN debe desarrollar estrategias o planes maestros de negocios. Diversas unidades deben desarrollar planes operativos con base al plan. Pierce y Robinson hablan de 12 estrategias diferentes que se pueden implementar: Crecimiento Concentrado (en un solo producto) Desarrollo de Mercado Desarrollo del producto (crear nuevos bienes) Innovacià ³n Integracià ³n Horizontal Integracià ³n vertical Joint Venture ( Unirse solo para formar un nuevo producto) Diversificacià ³n concà ©ntrica ( adquirir o fusionarse con compaà ±Ãƒ as compatibles) Diversificacià ³n Atrincheramiento ( reduccià ³n de costos ) Desposeimiento Liquidacià ³n 9. Planeacià ³n de Contingencias: La planeacià ³n de contingencias implica: Identificar las amenazas y las oportunidades internas y externas Desarrollar puntos de partida a fin de iniciar acciones para cada contingencia Acordar los pasos respectivos para cada punto de partida 10. Implementacià ³n: Implica la iniciacià ³n concurrente de de varios planes tà ¡cticos y operativos diseà ±ados en el nivel funcional mas el monitoreo y la integracià ³n de los planes a nivel organizacional. DEFINICIÓN DE LOS VALORES DE LA ORGANIZACIÓN: La bà ºsqueda de valores en la planeacià ³n estratà ©gica aplicada involucra un anà ¡lisis profundo de los siguientes 5 elementos: Los valores personales del equipo de planeacià ³n Los valores de la organizacià ³n como un todo La filosofà a de la organizacià ³n La cultura de la organizacià ³n Los grupos de interà ©s de la organizacià ³n Como manejar las diferencias de valores personales: No pasar por alto un escozor Trabajar en la diferencia antes que se convierta en un problema. Las personas que tienen diferencias deben dialogar y tratar de resolverlas por sus propias cuentas Es bueno solicitar sugerencias al consultor sobre como acercarse a la otra persona o como definir el asunto de la mejor manera. Si alguien se acerca a usted con una diferencia de valores debe estar dispuesto a trabajar con ella sobre ese problema. Si despuà ©s de haber intentado solucionar el problema por su propia cuenta, no hay ningà ºn cambio, debe buscar la ayuda de un consultor. Si un individuo se queja ante usted de los valores de otra persona, motà velo a analizar el asunto con dicha persona. ANà LISIS Y MONITOREO DEL ENTORNO: Dos aspectos del proceso y alcance del monitoreo del entorno: a. Tipos de informacià ³n obtenida y la forma como se debe utilizar esta b. Efectividad del sistema de compilacià ³n, almacenamiento, procesamiento, integracià ³n y difusià ³n de la informacià ³n. La informacià ³n debe identificar oportunidades y amenazas emergentes en el entorno externo. Luego debe identificar sus fortalezas y debilidades para responder a estas oportunidades y amenazas. Se deben examinar con regularidad 4 entornos: Macroentorno Entorno industrial Entorno competitivo Entorno interno organizacional Aspectos econà ³micos: Tasas de interà ©s, Ciclo del negocio (afecta a la contraccià ³n expansià ³n) 5 pasos para el sistema de bà ºsqueda de informacià ³n estratà ©gica: Identificar las necesidades de informacià ³n de la empresa en especial para la siguiente fase de la planeacià ³n estratà ©gica. Generar una lista de fuentes de informacià ³n que proporcionen datos esenciales. Identificar a quienes participaran en el proceso de monitoreo del entorno (no miembros del equipo de planeacià ³n). Asignar tareas de monitoreo a varios miembros de la organizacià ³n Almacenar y difundir la informacià ³n AUDITORIA DEL DESEMPEÑO: El equipo de planeacià ³n debe evaluar donde se encuentra la organizacià ³n actualmente con respeto a: Perfil estratà ©gico                          LDN                          Estrategias                          Cultura 1. Anà ¡lisis FODA: Fortalezas y debilidades internas: Identificar las debilidades que es necesario manejar o evitar cuando se formule el plan y asà mismo las fortalezas que se pueden aprovechar para lograr el futuro deseado. Oportunidades y amenazas externas: El equipo de planeacià ³n debe estudiar competidores, proveedores, mercados y clientes, tendencias econà ³micas, condiciones del mercado laboral y reglamentos gubernamentales en todos los niveles que puedan influir en la empresa, en forma negativa o positiva. La auditoria del desempeà ±o interno debe cumplir con 5 à ¡reas clave: El estado de cada uno de las là neas de negocio actuales de la organizacià ³n y sus recursos no aprovechados con relacià ³n a cualquier là nea de negocio que se pueda agregar. El estado de sus sistemas de seguimiento, es decir, la disponibilidad de los indicadores crà ticos de à ©xito identificados en el diseà ±o de la estrategia del negocio. El perfil estratà ©gico de la organizacià ³n, en especial, sus niveles de creatividad, sus niveles usuales de toma de riesgos y su enfoque de la competencia. Los recursos del sistema para ejecutar las diversas estrategias que la empresa ha escogido a fin de lograr su misià ³n, incluidas su estructura y talento administrativo. Un anà ¡lisis de la cultura organizacional actual, incluida su actual forma de realizar los negocios. 2. Là neas de negocio: El primer paso en la auditoria del desempeà ±o interno consiste en analizar cada là nea de negocio existente. Se debe tratar de utilizar los indicadores crà ticos de à ©xito establecidos durante el diseà ±o de la estrategia de negocio. Esto permitirà ¡ determinar si hay un sistema de seguimiento adecuado o planear uno en caso de que sea necesario. 3. Sistemas de seguimiento: La auditoria del desempeà ±o interno, que requiere la compilacià ³n y estudio de una variedad de indicadores del desempeà ±o, representa un examen general del desempeà ±o recuente de la organizacià ³n en tà ©rminos de los à ndices bà ¡scios de desempeà ±o que se hayan identificado como decisivos en el perfil estratà ©gico. Algunos ejemplos son: Flujo de caja, crecimiento, contratacià ³n, tecnologà a, operaciones, TIR. 4. Perfil estratà ©gico Es necesario incluir los siguientes 4 factores en el perfil estratà ©gico de la compaà ±Ãƒ a: El nivel de creatividad Utilizacià ³n previa en la construccià ³n del futuro en forma proactiva Su orientacià ³n hacia la toma de riesgos Su posicià ³n competitiva tà pica Cuando la compaà ±Ãƒ a se fundamenta en estos factores su perfil estratà ©gico proporciona un contexto para comprender como empezara a ejecutar cualquier plan estratà ©gico. 5. Anà ¡lisis de los recursos: Para hacer este anà ¡lisis se debe hacer la siguiente pregunta:  ¿Cuà ¡les son los recursos actuales del sistema? Debe incluir competencias de personas, vacà os a llenar y cà ³mo hacerlo, recursos financieros para el crecimiento y como podrà an enfrentarse, etc. 6. Cultura Organizacional:  ¿De quà © manera ayuda o interfiere con la consecucià ³n de su misià ³n? Un mà ©todo para organizar las diversas impresiones de la cultura de la empresa consiste en utilizar el modelo de Harrison y Stokes hay 4 diferentes tipos de cultura organizacional: Cultura del poder Cultura del rol Cultura del logro Cultura del apoyo 7. Herramientas analà ticas adicionales: Ciclo de vida Los productos o servicios determinados progresan a travà ©s de una serie de etapas identificadas como un ciclo de vida. Las etapas son surgimiento, crecimiento, madurez y decadencia. Se debe identificar en que etapa del ciclo se encuentra cada LDN y en cual se hallan los productos o servicios clave. Anà ¡lisis de portafolio BCG: Los productos o servicios se catalogan en perro, vaca lechera, signo de interrogacià ³n o nià ±o problema, de acuerdo a las utilidades y volumen de ventas. 9. Oportunidades y amenazas externas: Se deben incluir los siguientes entornos: Entorno industrial: Cliente, disponibilidad MP, mezcla actual de marketing, ciclo de vida de la industria Competitivo: Intensidad de la rivalidad, amenaza de nuevos competidores, poder negociacià ³n de compradores, poder de negociacià ³n de los proveedores, la presià ³n de sustitutos. General: Econà ³mico, social, polà tico Especà fico: Aspectos no competitivos del entorno industrial, clientes, disponibilidad de materia prima, mezcla de marketing, ciclo de vida de la industria. ANà LISIS FODA: Despuà ©s de desarrollar el plan estratà ©gico, el equipo de planeacià ³n debe avaluar en donde se encuentra la organizacià ³n actualmente con respecto a cada uno de los aspectos. Es decir, se debe hacer una auditoria del desempeà ±o. Esto constituye un esfuerzo para identificar que es y donde se encuentra la organizacià ³n en la actualidad. Implica un estudio profundo y simultà ¡neo, tanto de sus debilidades y fortalezas internas, como de aquellos factores externos, es decir, oportunidades y amenazas que afronta la empresa. Una forma de hacer esta evaluacià ³n es utilizando la herramienta FODA: Fortalezas y debilidades internas: Identificar las debilidades que es necesario manejar o evitar cuando se formule el plan y asà mismo las fortalezas que se pueden aprovechar para lograr el futuro deseado. Oportunidades y amenazas externas: El equipo de planeacià ³n debe estudiar competidores, proveedores, mercados y clientes, tendencias econà ³micas, condiciones del mercado laboral y reglamentos gubernamentales en todos los niveles que puedan influir en la empresa, en forma negativa o positiva. La auditoria del desempeà ±o interno debe cumplir con 5 à ¡reas clave: El estado de cada uno de las là neas de negocio actuales de la organizacià ³n y sus recursos no aprovechados con relacià ³n a cualquier là nea de negocio que se pueda agregar. El estado de sus sistemas de seguimiento, es decir, la disponibilidad de los indicadores crà ticos de à ©xito identificados en el diseà ±o de la estrategia del negocio. El perfil estratà ©gico de la organizacià ³n, en especial, sus niveles de creatividad, sus niveles usuales de toma de riesgos y su enfoque de la competencia. Los recursos del sistema para ejecutar las diversas estrategias que la empresa ha escogido a fin de lograr su misià ³n, incluidas su estructura y talento administrativo. Un anà ¡lisis de la cultura organizacional actual, incluida su actual forma de realizar los negocios. FORMULACIÓN DE LA VISIÓN Y LA MISIÓN: Este paso le sigue a la definicià ³n de los valores de la empresa, ya que tanto la misià ³n como la visià ³n deben ser congruentes con los valores establecidos. Una declaracià ³n de la misià ³n dirige la razà ³n de ser fundamental de la empresa y especifica el rol principal que esta va a desempeà ±ar en su entorno. Al formular la declaracià ³n de la misià ³n, una organizacià ³n debe responder 4 preguntas fundamentales:  ¿Quà © funciones desempeà ±a la compaà ±Ãƒ a?  ¿Para quià ©n desempeà ±a esta funcià ³n la compaà ±Ãƒ a?  ¿Cà ³mo va la compaà ±Ãƒ a en el cumplimiento de su funcià ³n?  ¿Por quà © existe la compaà ±Ãƒ a? Fuerzas conductoras Otro factor importante que se debe considerar es identificar y dar prioridad a las fuerzas conductoras de la empresa. Hay 8 categorà as bà ¡sicas: Productos ofrecidos Mercado atendido Tecnologà a Capacidad de produccià ³n a bajo costo Capacidad de operaciones Mà ©todo de distribucià ³n / venta Recursos naturales Utilidad / retorno
Saturday, January 18, 2020
The Patient Protection and Affordable Care Act
Davis Weiss The Patient Protection and Affordable Care Act is a federal statute that was signed into law in America by President Barack Obama on March 23, 2010. It is divided into 10 titles. The bill contains provisions that will go into effect on June 21, 2010 and September 23, 2010. Also, the additional provisions will go into effect in 2014. Title I of H. R. 3590 will ensure quality affordable health care for all Americans by eliminating discriminatory practices by health insurers such as pre-existing condition exclusions. Title I also extends dependant coverage up to age 26, caps insurance companies non-medical expenses, and prevents unfair termination of insurance policies. Title II expands eligibility for Medicaid to lower income persons and assumes federal responsibility for much of the cost of this expansion. These bills provide enhanced federal support for the Children’s Health Insurance Program, simplify Medicaid and CHIP enrollment, and improve Medicaid services. Title III will strengthen the quality of healthcare by establishing The Physician Quality Reporting Initiative (PQRI) which is a value-based purchasing program for hospitals that link Medicare payments to quality performance. Title IV puts into place a new interagency council to promote healthy policies and to establish a national prevention and health promotion strategy. Title V will encourage innovations in health care workforce training, recruitment, and retention, and will establish a new workforce commission. Title VI creates new requirements to provide information to the public on the health system and promotes a newly invigorated set of requirements to combat fraud and abuse in pubic and private programs. Title VII allows certain hospitals and treatment centers to receive discounted and/or generic drugs to aid their budget. Title VIII establishes a new, voluntary, self-funded long-term care insurance program, the Community Living Assistance Services and Support (CLASS) Independence Benefit Plan, for the purchase of community living assistance services and supports by individuals with functional limitations. No taxpayer funds will be used to pay benefits under this provision. Title IX levies an excise tax of 40 percent on insurance companies and plan administrators for any health coverage plan that is above the threshold of $10,200 for individual coverage and $27,500 for family coverage. It also requires employers to disclose the value of the benefit provided by the employer for each employee’s health insurance coverage on the employee’s annual Form W-2. And lastly, Title X requires employers that offer and make a contribution towards employee coverage to provide free choice vouchers to qualified employees for the purchase of qualified health plans through Exchanges. The Patient Protection and Affordable Care Act reforms the health care system by expanding the availability of health insurance, regulating health insurance coverage, and restructuring health care delivery, including how it is paid for. The bill would reduce the number of uninsured Americans by 31 million, leaving only 6 percent of nonelderly adults uninsured. A number of different mechanisms are used to increase coverage, including expanding Medicaid, which provides insurance to low-income parents and children at very small cost; establishing state-based insurance exchanges with subsidies for low- and middle-income households; requiring individuals to obtain coverage; and mandating that most employers offer health insurance. The new act would make Medicaid available to all individuals earning less than 133 percent of the federal poverty line, or $14,500 a year ($29,500 for a family of four) while improving services for beneficiaries. The Patient Protection and Affordable Care Act also create state-based health insurance exchanges, called Health Benefit Exchanges, which are marketplaces where consumers can shop for and purchase health insurance. The Patient Protection and Affordable Care Act include numerous reforms of the health insurance market, in many cases regulating this market for the first time. The Congressional Budget Office estimates that about 8 million such persons would remain uninsured. Additionally, the bill restricts access to abortion services in the Health Benefits Exchanges and, in particular, for people receiving federal subsidies. The Patient Protection and Affordable Care Act saves money by reducing the cost of premiums that families and individuals pay to maintain their health insurance policies. It also saves money by getting rid of waste in the medical industry by establishing a center where physicians can report waste and by supporting comparison shopping for medical equipment. In addition, the act helps small businesses to save money by giving them the opportunity o offer health benefits to their employees without devastating the budget of their company. The Patient Protection and Affordable Care Act raise revenue by imposing an annual fee on the health insurance sector. Such fees would be imposed on insurance companies that sell high cost health insurance plans. The fee is designed to generate smarter, more cost-effective health coverage choices. The r econciliation bill delays this new fee until 2018 so that plans have time to implement reform and begin to save from its efficiencies. The amount of the fee is $8. 0 billion in 2014, $11. 3 billion in years 2015-2016, $13. 9 billion in 2017, and $14. 3 billion in 2018. According to the Congressional Budget Office (CBO), the legislation will reduce the deficit by $138 billion over the first decade and by $1. 2 trillion in the second decade, as compared to current legislation. The CBO has recalculated its estimates several times, first projecting a savings of $132 billion, then $118 billion, and $143 billion. It also increases the Medicare Hospital Insurance (HI) tax rate by 0. percentage points on an individual taxpayer earning over $200,000 ($250,000 for married couples filing jointly). The revenues from this tax will be credited to the HI trust fund. The taxable base of the HI tax is also broadened by including net investment income. The act would also impose a ten percent tax on amounts paid for indoor tanning services. The tax is effective for services on or after July 1, 2010. Reduces the deficit in the next ten years and beyond. The bill is fully paid for with revenue provisions that focus on paying for reform within the health care system. The Patient Protection and Affordable Care Act 1. Determine how this Federal law will affect market-driven and non-market driven decisions. This federal will affect the marketing aspect of the health care industry regardless if they are driven or not. If the companies are driven and market correctly then they will be able to attract people that are willing to pay for the services they provide. This will cause for private health insurance providers to change the way they provide services. The new marketing strategies will show how they are providing better care for those who have pre-existing conditions. This law will affect how the private health insurance sector markets the different types of services they provide. The companies will have to go back and look at how they are marketing their services to get the clients they want to attract. If they are market driven then they will market things that are more appealing to the clientele they currently serve or want to be serving, this could involve free health screening, more bang for their bucks, and the opportunity to understand all that the company offers to its insured. Some will be more ambitious to provide new marketing ideas to keep current clients and attract new ones while others might hate change and move slower towards new ideas. This will cause them to either loose current clients and not attract new ones. 2. Describe the circumstances at which you would prepare a strategic plan to include this new law in your marketing decisions, knowing this new law may or may not take effect. I would focus more on the issue of providing current policy holders that currently have pre-existing conditions with better options to health care. I would try to incorporate lower premiums or not charge them as much as competing insurance companies do. I would advertise free screening to all my customers and guarantee coverage. I would sit down with each of my potential policy holders and explain to them the ins and outs of what we offer and what would benefit them. I would want them to feel cared about and not just another policy number. They would feel comfortable coming to us with questions or concerns they may have about their policy. I would provide an around the clock support line just in case they came across a situation where they needed guidance. Also something that would be extremely important would be to have a website where all the needed forms can be accessed and they would also have access to their account information online. My marketing strategy would emphasize on family and hospitality, since that’s what’s most important to people. 3. Discuss how each of the five (5) environmental forces will be affected by the new law, which you believe will be the most affected and why. -Jockeying for position among current competitors. This is the aggressive competition between current firms or companies, the fact that these insurance companies will spend so much on having the best marketing strategy will cause the return compensation to be low. This is because they spend so much money on marketing and competing with its opponents. -Threat of new entrants. Since the new law applies to everyone that means everyone will most likely have to start from scratch or updater their antics. If it’s easy for new comers to come along and get their program up and running, the competitions between the difference companies will only become fiercer. Some barriers of entries for the new comers are if existing customers can trust their current companies, or if there are elevated fixed rates or not enough access to resources. -Bargaining power of customers. If the consumers can produce enough force to affect how many boundaries and capacity they can create, then they hold an incredible amount of power. Reasons why the consumers can have so much power is if they buy large amounts of the products being sold, if the company doesn’t have very many clients, or if they have the opportunity to change companies due to products eing so easy to come about. -Threat of substitute products or services. Depending on whether or not the cost of changing up providers is low and more efficient will determine if substituting is necessary. If the insurance companies are marketing the same products and services that one is already using depending on which more is appealing to the purchaser will determine who gets the service. -Bargaining power o f suppliers. If these insurance companies can produce enough force to affect how many boundaries and capacity the companies can create, then they hold an incredible amount of power. Reasons why the companies can have so much power is if there are limited or no alternates, not many companies with products of interest, or they have something of extreme interest to the buyers and they can’t go without it. I think the rivalry between the current firms will be affected the most, because they will be so wrapped up in their marketing strategy and trying to be the best that they won’t really notice how much money they are spending on the project. Once it starts to show that they are actually losing more money than they are making then it will be too late and another company would have come in and stolen the pie. 4. Describe one (1) new target audience and include the characteristics of their demographic and psychographic profiles. The new target audiences the insurance companies are focused on are lower middle income families instead of higher income families. They base this on income brackets, which neighborhoods theses potential clients live in blue collar workers versus white collar workers. Some companies only serve them through current employment under business aspects. Another target audience is expecting women; the insurance companies are looking to insure the baby as soon as it’s born. This way they can collect premiums on the infants from the start of their lives, while insurance policies for them are extremely high. They also allow young people to be insured who are likely to die soon due to illnesses in their families and based on current health conditions. This way they can assemble the premiums and not have to pay out so much money in the process. The Patient Protection and Affordable Care Act Davis Weiss The Patient Protection and Affordable Care Act is a federal statute that was signed into law in America by President Barack Obama on March 23, 2010. It is divided into 10 titles. The bill contains provisions that will go into effect on June 21, 2010 and September 23, 2010. Also, the additional provisions will go into effect in 2014. Title I of H. R. 3590 will ensure quality affordable health care for all Americans by eliminating discriminatory practices by health insurers such as pre-existing condition exclusions. Title I also extends dependant coverage up to age 26, caps insurance companies non-medical expenses, and prevents unfair termination of insurance policies. Title II expands eligibility for Medicaid to lower income persons and assumes federal responsibility for much of the cost of this expansion. These bills provide enhanced federal support for the Children’s Health Insurance Program, simplify Medicaid and CHIP enrollment, and improve Medicaid services. Title III will strengthen the quality of healthcare by establishing The Physician Quality Reporting Initiative (PQRI) which is a value-based purchasing program for hospitals that link Medicare payments to quality performance. Title IV puts into place a new interagency council to promote healthy policies and to establish a national prevention and health promotion strategy. Title V will encourage innovations in health care workforce training, recruitment, and retention, and will establish a new workforce commission. Title VI creates new requirements to provide information to the public on the health system and promotes a newly invigorated set of requirements to combat fraud and abuse in pubic and private programs. Title VII allows certain hospitals and treatment centers to receive discounted and/or generic drugs to aid their budget. Title VIII establishes a new, voluntary, self-funded long-term care insurance program, the Community Living Assistance Services and Support (CLASS) Independence Benefit Plan, for the purchase of community living assistance services and supports by individuals with functional limitations. No taxpayer funds will be used to pay benefits under this provision. Title IX levies an excise tax of 40 percent on insurance companies and plan administrators for any health coverage plan that is above the threshold of $10,200 for individual coverage and $27,500 for family coverage. It also requires employers to disclose the value of the benefit provided by the employer for each employee’s health insurance coverage on the employee’s annual Form W-2. And lastly, Title X requires employers that offer and make a contribution towards employee coverage to provide free choice vouchers to qualified employees for the purchase of qualified health plans through Exchanges. The Patient Protection and Affordable Care Act reforms the health care system by expanding the availability of health insurance, regulating health insurance coverage, and restructuring health care delivery, including how it is paid for. The bill would reduce the number of uninsured Americans by 31 million, leaving only 6 percent of nonelderly adults uninsured. A number of different mechanisms are used to increase coverage, including expanding Medicaid, which provides insurance to low-income parents and children at very small cost; establishing state-based insurance exchanges with subsidies for low- and middle-income households; requiring individuals to obtain coverage; and mandating that most employers offer health insurance. The new act would make Medicaid available to all individuals earning less than 133 percent of the federal poverty line, or $14,500 a year ($29,500 for a family of four) while improving services for beneficiaries. The Patient Protection and Affordable Care Act also create state-based health insurance exchanges, called Health Benefit Exchanges, which are marketplaces where consumers can shop for and purchase health insurance. The Patient Protection and Affordable Care Act include numerous reforms of the health insurance market, in many cases regulating this market for the first time. The Congressional Budget Office estimates that about 8 million such persons would remain uninsured. Additionally, the bill restricts access to abortion services in the Health Benefits Exchanges and, in particular, for people receiving federal subsidies. The Patient Protection and Affordable Care Act saves money by reducing the cost of premiums that families and individuals pay to maintain their health insurance policies. It also saves money by getting rid of waste in the medical industry by establishing a center where physicians can report waste and by supporting comparison shopping for medical equipment. In addition, the act helps small businesses to save money by giving them the opportunity o offer health benefits to their employees without devastating the budget of their company. The Patient Protection and Affordable Care Act raise revenue by imposing an annual fee on the health insurance sector. Such fees would be imposed on insurance companies that sell high cost health insurance plans. The fee is designed to generate smarter, more cost-effective health coverage choices. The r econciliation bill delays this new fee until 2018 so that plans have time to implement reform and begin to save from its efficiencies. The amount of the fee is $8. 0 billion in 2014, $11. 3 billion in years 2015-2016, $13. 9 billion in 2017, and $14. 3 billion in 2018. According to the Congressional Budget Office (CBO), the legislation will reduce the deficit by $138 billion over the first decade and by $1. 2 trillion in the second decade, as compared to current legislation. The CBO has recalculated its estimates several times, first projecting a savings of $132 billion, then $118 billion, and $143 billion. It also increases the Medicare Hospital Insurance (HI) tax rate by 0. percentage points on an individual taxpayer earning over $200,000 ($250,000 for married couples filing jointly). The revenues from this tax will be credited to the HI trust fund. The taxable base of the HI tax is also broadened by including net investment income. The act would also impose a ten percent tax on amounts paid for indoor tanning services. The tax is effective for services on or after July 1, 2010. Reduces the deficit in the next ten years and beyond. The bill is fully paid for with revenue provisions that focus on paying for reform within the health care system.
Friday, January 10, 2020
The links between domestic violence and homelessness and the extent to which help is available by victims
Introduction This paper explores the relationship between homelessness and domestic violence. Additionally, the paper examines the available means of assistance which can be accessed by victims of domestic violence. While domestic violence against men, children, the elderly and homosexuals has been well documented, the most common sort of domestic violence is the abuse of women by men (Womensaid.org 2013 [online]). Women of a wide range of ages, relationship types and social, cultural and economic backgrounds are affected by domestic violence. The prevalent assumption is that domestic violence against women happens primarily in working class households and is strongly correlated with alcoholism and poverty, and this is to some extent borne out by research (Hague and Malos, 1993). Studies have found well-defined connections between homelessness and women who have undergone traumatic experiences such as neglect, abandonment and sexual abuse (Crisis 2006). Homelessness and transience for women and children is a common feature of the stories of many women who have escaped domestic violence. A high priority for women who have left abusive relationships is to secure income and housing. However, if they are under the age of 16, they are unable to avail of temporary accommodation or other services for the homeless. Single mothers also face challenges. Because they lack childcare, they are unable to seek employment (Miller, 1990).The following sections look first at the ways in which homelessness and domestic violence are connected, and then look at the ways in which assistance can be provided. Connections between homelessness and domestic violence The 1977 Act S1-1, S20 defines a person as homeless if â€Å"there is no accommodation which he and anyone who normally lives with him as a member of his family, or if it is probable accommodation but cannot secure entry to it, either because of violence or real threat of violence from someone else residing there†. There are several reasons that a woman might become homeless. These include a failure of familial relationships, a request to leave, unemployment, marital disputes, eviction, and illness (Watson & Austerberry, 1996). Because women tend to have lower incomes than men, they are more likely to be vulnerable to a number of problems associated with poverty, including homelessness. Women who separate from their partners risk relocating to substandard housing, or being left without housing at all. Indeed, not all households considered to be homeless are entitled to accommodation. Some authorities consider homelessness due to domestic violence to be â€Å"intentional home lessness†(Watson & Austrereberry, 1996). Women who are victims of domestic abuse, sexual abuse or other traumas subsequently often find themselves victims of homelessness because they are frequently considered by local authorities to be insufficiently vulnerable (as defined by homelessness legislations) to qualify for priority needs. This is less common for single mothers, but without a child in the household it is very difficult for a woman to be deemed vulnerable enough for temporary housing. It is clear that women are confronted with the double challenge of being both domestic violence victims and also at risk of becoming poor, homeless single mothers (Baker, Cook and Norris, 2003). In order to escape domestic violence stemming from a partner, women may be forced to leave their homes. Marxist analyses suggest that women often fall into low-income brackets because they are a part of a capitalist, patriarchal society that leads to a gender-based division of labour (Maidment 2006). When women do achieve economic independence, their earnings tend to be significantly lower than men’s, this being the result of a gendered hierarchy of occupations where women’s typical occupations are concentrated at lower levels of the job market, and with women making up the majority of those in part-time jobs. Because women are forced to rely economically on men, their issues with domestic violence and abuse are exacerbated. Thus, a significant number of women remain ignorant of any assistance that’s potentially available, and consequently the issue of repeat homelessness is still a concern. An important matter to consider is the lack of women-only housing. Overall, the issue remains that homeless women are not accessing the support and help they need (Reeve, Casey, and Gouldie, 2006). Despite the progress in past decades in policy and legislation regarding homelessness, homeless women still face daunting challenges. While improved legislation and policy exist, women’s broader circumstances, requirements and vulnerabilities are not taken into consideration by local authorities. This means that they are often denied the assistance necessary to access accommodation (Reeve, Casey and Gouldie, 2006). In some cases, women who are experiencing marital violence – physical or mental – are asked to return to their homes and rely on legal processes to remove their abuser from the home (Women’s National Commission, 1983), which i s clearly unsatisfactory as it places them at risk of further abuse. Therefore, women who are unable to independently access the financial or social resources necessary to enter the housing market may be forced to live with domestic and family violence simply because of lack of alternatives (Chung, et al 2000). At the same time, if they feel unable to continue living in the home, they are likely to face total homelessness. Women at risk often contact their local authority for assistance. Local authorities may have a duty to provide shelter (Shelter 2013), and must be aware of any local connections a woman may have in relocation areas, due to the potential threat of violence from those local connections. However, in practice there seems to be many shortfalls in the provision of care by local authorities. In one survey, the majority of women who said they had approached local authorities for homelessness assistance reported extremely negative experiences (Hague and Malos 1993). Some m entioned being ‘turned away at the door,’ while others claimed to have been discouraged from making a formal application for assistance. The women reported the local authority staff they dealt with had preconceived notions of who was deserving of assistance and who was not (Hague and Malos, 1993). Of those surveyed, more than one-third had never approached the local authorities for homelessness assistance. Of the women who did seek assistance, less than one third were given priority need status, and 28% were determined to be homeless by intention (Reeve, Casey and Goudie, 2006). Where women do receive assistance, this is frequently less than adequate. For example, women are often given temporary accommodation in hostels, bed and breakfasts or private housing. Domestic violence from husbands or male partners is typically linked to marital or partnership difficulties, for example different expectations. If a woman is forced to leave her home due to partner violence, her d ifficulties may be exacerbated because in leaving her partner she may also be leaving her financial security. Additionally, homelessness legislation has recently been restricted in order to prevent it from being used as an access point for permanent housing. The loss of a home is in itself an additional traumatic element which adds to the complex problems of domestic or relationship violence. Women who leave their homes to escape domestic violence may also face the challenge of needing to find a job that pays a living wage, and this difficulty may be compounded by the fact that women in this situation often have only employment experience. It has been reported that women who have been exposed to domestic violence are subject to poverty and unemployment (Byrne et al., 1999). The diminished amount of affordable housing stock leads to further challenges in attaining permanent housing. The amount of housing constructed by London councils and housing associations has decreased significantly – from 21,147 in 1978 to 2,490 in 1996 (Reeve, Casey and Goudie, 2006). Therefore, though local authorities are required to find new housing for a vast number of people, they have to do so with a shrinking stock of suitable housing. In one survey of homeless persons, 14% of respondents reported leaving their most recent home due to domestic violence – making it the second highest cause of homelessness. When this question is restricted to just women, the number rises to 20%. These people all named their abusers as someone they knew, including family members, partners and local drug dealers. In the 41-50 year old age bracket, 40% of women cited domestic violence as the main cause of their homelessness, identifying it as the number one cause of homelessness for this age group (Reeve, Casey and Goudie, 2006). What assistance are victims of domestic violence able to seek? A refuge acts as a safety net for domestic violence victims in the immediate aftermath of leaving the domestic home. Refuges typically provide short-term accommodation, legal help, support groups and children’s programming (Baker, Cook and Norris, 2003). They offer an urgently needed safe space for abused women and their children, and work to help women regain control of their own lives. Thus, refuges meet the primary requirement of women fleeing domestic violence – safe emergency shelter. More well-equipped refuges are also able to offer facilities for childcare and creative play. The women’s aid movement has been instrumental in making refuges available to homeless women. Refuges have become a boon for women fleeing domestic violence, but it is still difficult for single women without children to gain access or temporary accommodation (Watson and Austerberry, 1996). Women who are forced to remain in the refuge for a long period of time experience stress and anx iety brought on by living in a public, crowded space. Residents must share rooms and amenities, which can lead to struggles. This is an increasing problem, as women currently housed in temporary refuges are facing ever-longer waits for permanent housing to become available (Ozga, 2005). Additionally, the fairly strict rules that exist in some refuges can deter some women from using them, and some refuges fail to meet the needs of some groups of women, including women with disabilities, young women and women with mental health disabilities (Chung et al, 2000). In 1988 the British government decided that the need for housing should be met by housing associations and local authorities should become â€Å"enablers and regulators†. That is, local housing authorities should become a residual welfare sector. The 1988 Housing Act therefore visualised housing associations taking over the role of provider of social housing instead of local authorities. The statutory obligations to pr ovide shelter and permanent housing to homeless people still apply to housing authorities (Charles 1994). Additionally, housing associations are increasingly involved in the provision of accommodation, though local authorities are still the first point of contact in terms of rehousing for women and children leaving refuges. The problem is exacerbated because there is a shortfall in both refuge accommodation and temporary or permanent accommodation for women escaping domestic violence. Women and children typically stay in refuges for three months or even longer. Previous studies had showed that many of these women leaving refuges are permanently rehoused, however many others return home, either to their abusive partner or with an exclusion order (Chung et al, 2000). The other option is the private rental sector but this is usually not a realistic one. For many women is not an option to rent privately because private landlords not accept tenants who are dependent on benefits or who ha ve children, and where landlords do take these women they often do not offer secure tenancies. In addition, the rent is very expensive and most of the women cannot afford to pay. The high costs of private housing, even with the help of housing benefit, has led to some women being unable to access suitable locations or taking houses in locations that were not suitable to their needs, such as homes which are a long distances from schools, and are not close to public transports or other facilities. Such housing arrangements are unlikely to be sustainable in the long term, and women are likely to continue seeking more suitable accommodation, therefore continuing to be unsettled (Chung et al, 2000). Conclusion Domestic and family violence are major factors contributing to women’s and children‘s homelessness. Women are still fleeing domestic and family violence for their own safety because the legal system cannot guarantee their protection. Despite the economic and social vulnerability of many such women, they often feel they have no choice but to escape a situation where they have no power and are subject to violence and abuse. The responsibility of support networks is critical for assisting women in living in relationships free of violence. It is important that housing assistance is available to women who become homeless due to domestic or familial violence. Providing women and children with affordable and safe housing must be a priority, or assistance must be given to help find steady, affordable and appropriate accommodation within a short period of time. Over the long-term, it is important to expand the amount of affordable and suitable housing available, guarantee satisfa ctory incomes, and offer the essential support services for current and future needs of all homeless persons. It would also be advisable for domestic violence and practice guidelines to encompass policy commitments for women who have traditionally been deemed not vulnerable enough and denied rehousing assistance. These women include those without children, those who experience domestic violence stemming from outside of their homes, those who have disabilities, and those who lack meaningful local connections. The heterogeneity of women’s experiences of domestic violence cannot be underestimated, and gives a clear indication of the need for women to be empowered to make real choices about what strategies they wish to take to ending the violence in their lives. References Baker,C, Cook, S, and Norris, F, 2003, Domestic violence and housing problems: A Contextual Analysis of Women’s Help-Seeking, Received Informal Support, and Formal System Response, [online] http://socialsciences.people.hawaii.edu/publications_lib/domestic%20violence%20and%20housing.pdf accessed 02/11/13 Charles, N, 1994, Domestic Violence, Homelessness and Housing: the Response of Housing Providers in Wales, Critical Social Policy, vol.14, no.2 (41), p.36-52. Chung, D, et al, 2000, Home Safe Home, The link between domestic and family violence and women’s homelessness, Australia, Pirion Pty Limited. Crisis (2006) ‘Homeless Women’, Crisis, London.Hague, G, Malos, E, 1993, Domestic violence Action For Change, Cheltenham, New Clarion Press. Maidment, M R (2006) Doing Time on the Outside: Deconstructing the Benevolent Community, Canada, University of Toronto Press. Miller, M, 1990, Bed and Breakfast: Women and Homelessness Today, London, Cox and Wyman. Ozga, J, 2005, Domestic abuse and Homelessness legislation, http://www.scottishwomensaid.org.uk/sites/default/files/SWA_Domestic_abuse_and_homelessness_legislation.pdf, accessed 03/12/13 Reeve, K, Casey, R, Goudi, R, 2006, Homeless Women: Still being failed yet striving to survive. http://www.crisis.org.uk/publications-search.php?fullitem=182 accessed 30/11/13. Shelter (2013) ‘Homelessness law and domestic violence’, [online] (cited 21st December 2013) available from http://shop.shelter.org.uk/training/homelessness-law-domestic-violence.html Watson, S, Austerberry, 1996, Housing and homelessness: A feminist Perspective, London, Routlege & Kegan Paul. Womensaid.org (2013) ‘Statistics About Domestic Violence’, [online] (cited 21st
Thursday, January 2, 2020
Critical Thinking and Decision Making Essay - 1083 Words
Human beings have been preoccupied with thought and the concept of thought for centuries as is evidenced by the many philosophical and religious writings we find dating from ancient times. After all, we as human beings hold ourselves to be the masters of intelligence in the natural world since no other specie seems to exhibit the capability of thought and intelligence as demonstrated by human beings, the very term homo sapiens infers the ability to think. Critical thinking is asking the right questions about the information we are presented with on any given situation. Or as Brown and Keeley put it, it is asking critical questions. (Pg. 2) To put it more specifically, asking critical questions†¦show more content†¦Of course it would be unfair to say that this was just a chance occurrence. Fleming was already involved in searching for cures and medicines as a research scientist. We could say he was already asking questions. This was not a mere mistake, he was able to observe, evaluate, and conclude that Penicillin would work as it does. If most of us were to find something growing mold in our refrigerator, it would be very doubtful that we would excitedly research the growing culture. The context of this finding is very important. Fleming was already in a search mode, and he was able to observe something that happened in the context and environment of a research laboratory. In their book, Critical Thinking: Asking the Right Questions, the authors Browne and Keeley, primarily discuss the process of evaluating information, deciphering the meaning of statements, and realizing that as people communicate there may be hidden inadequacies that distort or impede the meaning or context of what is being communicated to us (Pg.7). For the purposes of this class their reasoning and explanation is appropriate and more than sufficient. We could simply illustrate this point by just adding an additional line of questioning to our repertoire of critical questions: what happened, and what is that? Decision making Decision making, is the abilityShow MoreRelatedCritical Thinking For Decision Making755 Words  | 4 Pagesis to discuss my critical thinking for decision-making and problem-solving as a professional in healthcare, reflect on the three most important elements of personal and professional etiquette, identify my communication strengths and weaknesses, identify strategies to stay on-task and on-time, and discuss my professional goals. 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In its exemplary form, it is based on universal intellectual values that transcend subject matter divisions: clarity, accuracy, precision, consistency, relevance, sound evidence, good reasons, depth, breadth, and fairnessRead MoreCritical Thinking And Decision Making1240 Words  | 5 PagesCritical Thinking and Decision Making By Pat Scruggs | Submitted On October 31, 2010 Recommend Article Article Comments Print Article Share this article on Facebook Share this article on Twitter 1 Share this article on Google+ Share this article on Linkedin Share this article on StumbleUpon Share this article on Delicious Share this article on Digg Share this article on Reddit Share this article on Pinterest What is critical thinking? There s a phrase that conjures up all manner of opinionsRead MoreDecision Making : Critical Thinking1982 Words  | 8 Pagespossible. But like Gary Collins said â€Å"We can try to avoid making choices by doing nothing, but even that is a decision. 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There are three components for every decision made and they are: 1.Criteria- the standards by which decision makersRead MoreThe Relationship Between Critical Thinking and Decision Making665 Words  | 3 PagesCritical thinking and decision-making are related in more ways than people think. This paper will define critical thinking and decision-making according to the book Whatever It Takes. It will also present a personal definition of critical thinking and decision-making from the author of this paper. The relationship between the two will be explained as well as the benefits of being a critical thinker. The author of this paper will also sh ow how critical thinking is present in his organization and howRead MoreCritical Thinking and Decision Making Essay example733 Words  | 3 PagesCritical Thinking 1 CRITICAL THINKING AND DECISION MAKING Critical Thinking and Decision-Making Paper Critical Thinking 2 Abstract Critical thinking and decision-making are related in more ways than people think. This paper will define critical thinking and decision-making according to the book Whatever It Takes. It will also present a personal definition of critical thinking and decision-making from the author of this paper. The relationship between the two will be explained as
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