Essential Factors Considered In Hr Practices Commerce Essay

Essential Factors Considered In Hr Practices Commerce Essay Human resource management (HRM) is known and accepted in the broadest sense of the term, as a form of management that includes all management decisions and actions that affect the nature of the relationship between the organisation and the employees its human resources (Beer et al., 1984, p. 1). As can be observed based on the definition, the tasks of those belonging in HRM can be complex as it involves all issues that encompasses employee and firm relationship. Believing that the most important asset of a business is the people in order to achieve sustained business success is the core philosophy of human resource management (HRM), and realising this leads to a strategic management of people within the organisation. The effective management of human resources is increasingly being recognised as a major determinant of success or failure in international business (Tung, 1998), in practice many organisations are still coming to terms with the human resources issues associated with international operations (Ferner, 1997). In the international arena, the quality of management seems to be even more critical than in domestic operations (Tung, 1998). This is primarily because the nature of international business operations involves the complexities of operating in different countries and employing different national categories of workers (Morgan, 1986). The field of international human resource management, however, is only slowly developing as a field of academic study and has been described by one authority as being in the infancy stage (Laurent, 1986). Primarily, the main goal of this paper is to provide insightful details regarding the concept of the international human resource management in relation to a multinational company like Honda. In addition, this paper will discuss some factors that must be considered when managing people in the international environment. This paper will focus in three areas: The Organisational Structure in the Context of Globalisation, Global Leadership in a Global Environment and Transferral of Employees Internationally. Company Profile Honda is the worlds largest manufacturer of engines, ranging from tiny single-cylinder lawn trimmers to the mighty V-10 engines of Formula 1 racing. Honda Motor CO., Ltd. is considered as a limited liability and a joint stock corporation which was incorporated on September 24, 1948 under the Commercial Code of Japan known as Giken Kogyo Kabushiki Kaisha. The company was formed to the firms of an unincorporated business founded in 1946 by the late Soichiro Honda, to produce or manufacture motors for motorised bicycles. Honda was unusual in having already created an industrial model by the time it entered the automobile industry. Twelve years after it was founded in 1948, Honda had become the worlds largest motorcycle manufacturer, on the basis of a strategy which focused on product innovation and production flexibility and on the mass production of products which had in effect opened new market segments. The firms success owed much to the mechanical and commercial imagination of Soich iro Honda himself. His associate, Takeo Fujisawa, who was in charge of the organisation and its finances, had been concerned from the start to find the resources needed to overcome the difficulties inherent in this profit strategy. Industrial models which are to be consistent with part of a strategy of flexibility and innovation must therefore give the firm the resources to counter these risks or reduce their impact. By 1967 Honda had become a proper car manufacturer. It opted for an innovative automobile niche and exportation in order to create a place for itself among Japanese producers. It marketed a mini front-wheel-drive car with a small but powerful air-cooled engine. The models commercial success in Japan propelled Honda into third place behind Toyota and Nissan, with an annual production of 277,000 passenger cars in 1970 (Mair, 1994). Honda became the worlds largest motorcycle producer twelve years after it was founded in 1948. The company entered the automobile industry during the early 1960s. It then grew continuously for three decades, overtaking established automobile producers to rank tenth in the world and become one of Japanese Big Three alongside Toyota and Nissan. During this period Honda developed an image as a different company with an idiosyncratic trajectory led by innovative products. Growth was seriously challenged in the 1990s. Yet by now Honda had deepened and globalises an industrial model of flexible mass production. Accordingly, Honda remained profitable during the 1990s Japanese recession. At the same time the crisis forced a rethink of the product innovation strategy (Freyssenet, 1998). Today, Honda is being regarded as one of the multinational automotive companies operating in different parts of the world. Honda had been able to penetrate the global market including countries in different pa rts of Asia, USA and Europe. Organisational Structures in the Context of Globalisation The true worth of international HRM is becoming more widely understood as IHRM steadily interweaves all aspects of people management and development within the company (Williams, 1995). According to Lipiec (2001), HRM is defined as the process of coordinating an organisations human resources, or employees, to meet organisational goals. Human resource professionals deal with such areas as employee recruitment and selection, performance evaluation, compensation and benefits, professional development, safety and health, forecasting, and labour relations. There are many factors in which multinational companies must consider, and one of these is about giving emphasis to the organisational structure imposed in the globalisation context. A key issue in accomplishing the goals identified in the planning process is structuring the work of the organisation (Zammuto OConnor, 1992). Organisational structure is the formal decision-making framework by which job tasks are divided, grouped, and coo rdinated. The organisational structure of multinational companies is being influenced or affected by the emergence of globalisation. Globalisation is easier to describe than to define. This is because, in its present form and usage, it is a new, complex, dynamic, multidimensional, and worldwide phenomenon, which means different things to different people and different things to the same people across time and space (Rosenhead, 1996). It evokes strong emotions because it is associated, rightly or wrongly, with most of the worlds significant challenges and opportunities (Kiggundu, 2002). As mentioned, one of the Multinational companies that are being challenged by the concept globalisation in terms with organisational structure is Honda. The organisational structure of Honda comprises of board of directors, senior management, different committees on finance, and employees. As of March 31, 2003 the company has been able to employ 126, 900 full time employees which includes approximately 65, 000 l ocal employees employed in international subsidiaries (See Appendix 1). In order to cope with the various influences and effects of globalisation, the management of Honda, has been able to improve and expand its organisation so as to conduct environmental activities on a global scale. The management has improved its organisational structure to achieve their organisational objectives (A sample of organizational structure of one of the subsidiaries of Honda is seen in Appendix 2). One of these objectives is to be able to pursue an environmental conservation programs at all phases of Hondas operations and throughout the lifecycle of Hondas products. In addition, the improved organisational structure is done in order to initiate speedy and flexible measures in managing their internationally diverse employees. In this manner, Honda ensures that the manager that they will hire certainly have the ability to adjust the human resource policies and practices to foreign environments. In the competition for global talent, corporations that are reluctant to consider foreign nationals for top management positions will lose out; the most talented people simply will not join an organisation that holds no promise of promotion (Keeley, 2001). As of March 31, 2003, Honda had 139 Japanese subsidiaries and 173 international subsidiaries (See Appendix 3). As Honda gain more experience they are able to adopt a more global approach to the management of all their operations both domestic and international (Dowling Schuler, 1990). Researchers have long acknowledged that there are differing types of organisational structures that produce differing types of manager-subordinate relationships. Honda try to enhance cross-value capabilities by facilitating dialogue, camp sessions, or brainstorming seminars held out side the workplace, and even drinking sessions (Nonaka Takeuchi, 1995). Organisational structure had a bigger role in the organisational practice of the management of Honda. It has been evidently shown that when the leader had a great strategic plan and whose plan had been vision and delivered well, the company will have a greater probability to succeed. Since, the competition are very high in the market be especially in the global arena, Honda has been able to consider the strategic function of its organisational structure internationally. Global Leadership in a Global Environment Due to the emergence of globalisation and its intense effect to different companies, many of the businesses are trying to cope with this situation and be known not only in the local marketplace but also in the international level. However, operating in the international arena is not that easy because of different factors to consider. When a firm decides to expand its venture to international market, it faces different challenges that need to be given emphasis (Klein, Ettenson Morris, 1998). One of the most important considerations that should be given enough attention by the management of any industry is the management of the human resources and the determination of the international human resource management (IHRM) practice that will be implemented through the global leadership ability. Leadership comprises the aptitude and ability to inspire and influence the thinking, attitudes, and behavior of other people (Adler, 1991; Bass, 1985; Bass and Stogdill, 1989; Bennis and Nanus, 1985 ; Kotter, 1988). Leadership is a process of social influence in which one person is able to enlist the aid and support of other individuals in the achievement of a common task (Chemers, 1997). The achievement of corporate success can only be accomplished by people who have broader knowledge in leadership (Cascio, 1995). In an international marketplace where borderless organisation is quickly becoming the norm, the leaders of Honda has been able to recognise that employees have an increasingly important role in the cultivation of the company achievements. The level of employee involvement in companies has expanded in general and in internationally-oriented corporation, progressive manages must recognise that only through effective management of people can organisations survive (Bartlett Ghoshal, 1989). The concept of international human resources refers to the process procuring, allocating and effectively utilising human resources in an international corporation. The leaders handling IHRM is said to be significant in the attainment and accomplishment of companies in the global scene. IHRM apparently draws the line between a companys endurance and obliteration (Sims, 2002). In line with the global leadership of Honda, the company has been able to utilise a system that would give balance to their imposed international human resource management. One of the leadership ability that Honda, inherited from Soichiro Honda, is his visionary ability. The visionary leadership ability of the leaders of Honda encompasses their ability to eliminate management layers to become visible within the organisation and being active, early participants for future projects and operations. The leaders of the company have been able to be directly involved in every operation and become a powerful role model to their subordinates (Nevis, DiBella Gould, 1995). In addition, the company had been able to utilise the permissive (delegative) or the so called laissez-faire style. In this manner the employees of the company in the international level are permitted to be involved in the decision making process. In this manner, the management implements minimal control or manipulation on t heir employees both local and international. However, the management is still accountable for the final decision to be made. Herein, the opinion and ideas of the Honda employees are being valued by the leader and each employees and staff encompasses different tasks set by the leader. Transferral of Employees Internationally Another factor to consider when managing international human resources is the concept of transferring human resources to international operations. Part of the concept of transferral of employees to international organisation is the recruitment context. Recruiting in the international arena is taken a lot more seriously and given a lot more thought than it used to be. Gaining competent employees at all levels of the organisation is more than a matter of training. It stems from changes in recruitment and selection philosophy (Ashkenas et al, 1995). Recruiting the most competent employees for each and every organisation is continuous challenge for the human resource management, specifically in the international arena (Henderson, 1996). Faced with the problem of conducting recruiting effort to fill critical position in any level of organisation, the international HRM practice must create an Employee Recruiting Policy to identify the critical activities in the recruitment process and monitor its results. In case of Honda Motor, the international human resource management of the company has been able to plan an IHRM Recruiting Program clearly state the mission and objective of the recruitment process to be done. Specifically, the purpose of such policy is to offer a criterion and standard measure for recruiting human resources that will be work in the international level. The recruitment imposed by the international HRM also includes a procedure so that the recruitment process for the international subsidiaries of Honda should be accurate and correct. In this manner, the international HRM of Honda also ensures that they are updated when it comes to job position, if a new position is required or if a transferred/reassi gned or terminated workers or employees would need a replacement. In addition, the move of Honda to transfer employees to international subsidiaries aims to promulgate their organisation culture even in the global arena. Honda Motor has make it sure that they always follow the international labour policies. In this manner, before an employee is given an opportunity to work in the international level, the company provides all the necessary trainings, in order to ensure that the transferred human resource or employees will be able to provide the necessary responsibilities allotted effectively and efficiently. Another important factor to consider when transferring an employee to an international subsidiary is the orientation of the management system of the host country in order for the transferred employee to adjust with the present situation of the international organization. In the case of Honda, the company has been able to provide a comprehensive orientation to employees who will be transferred regarding the culture, attitudes values and other hum an factors that can be encountered to such international subsidiary. It is also equally important to note that since, Honda, belongs to a company which manufactures quality and innovative cars, sharing of knowledgeable and efficient employee or managers is one of their style. These transferred employees, are responsible to collaborate with other employees in such international subsidiary (Gallie, 1998). The creation of work teams with collective responsibility for the management of a group of machines or a specific segment of the work process was based on a managerial initiative. Conclusion In any business enterprise, employees are considered as the most vital assets. In order for these companies maximise their assets, the management should have the ability to effectively manipulate employees working condition (Ulrich, 1998). Herein, the employees must be allowed to be involved in the decision making process to further enhance the organisational structure (Delaney Huselid, 1996). Moreover, the structure of tasks among the employees strengthens the organisational performance (Wilson, 1989). As problems of regional and cultural diversity politically led administrative issues impede the functioning of the organisation, it is very essential understand the employees (Schneider, 1983). The enhancement, building, enthusiasm, motivation and development of the employees of any organisation depend largely on the leadership, mandate and vision of the organisation (Rainey Steinbauer, 1999). The management of Honda has been able to employ the general HRM practices of Japan with their international subsidiaries like the United States. Hanada (1989) described five phases in the development of international human resource management through which Japanese firms such as Honda pass as it become increasingly involved in global activities. In stage one of Hondas international activities, the programs are limited to export of its product for example in Philippines, Taiwan and USA and its International HRM function is mainly concentrate in an export department. With the urge of the company to be known in the global context, Honda has been able to establish foreign assembly or operations like in USA, UK and other part of Asia. Herein, the increase human resources of Honda, is usually handled by creating an overseas operations department. The establishment of an overseas human resource department characterises the structure of the firm which is substantially modified to reflect the increasing interaction between Hondas domestic and foreign operations. In addition, there are also times when Honda, felt to have greater control of their international operation. Herein, the International HRM of Honda, functions mainly in different areas and practice of HRM. In this manner, the company gives emphasis to the differences of their employees so as to have a harmonious human resource relationship. There are also times in which the company had been able to reach the globalisation phases that the management of Honda, attempts to thoroughly internationalise its human resource management and there is no distinction between foreign and Japanese employees with the international division. All in all it is very crucial that an international organisation should make a way in adjusting their management styles and approaches to adhere with the differences and similarities of the employees, specifically those in the international environment so that IHRM may catalyst the motivation among diverse individual. It is also important to note that international human resource management should have the ability to employ the principles and concepts of emotional intelligence and give emphasis to the importance of self-awareness in dealing with different kinds of people, winning their trust and to ensure that the peoples values and the organisations objective will intersect to a common goal and that is to incorporate good employment relationship. Recommendation In managing people, the international human resource management, Honda Motor Corporation and other Multinational Corporations should be able to have the ability to think more systematically and strategically in handling one of the most valuable factors within the organisation, i.e. its human resources. Herein, IHRM practice should be able to develop a successful organisational culture and a stable organisation by means of effective management of the people. In addition, communication is a very important factor to use in order to have a harmonious and smooth relationship between the management team and the employees in the international level. In addition, the management should try to integrate its own management system with the management system of the host countries, in which MNC are operating. The main goal of this integration is to let the employees within the international operation feel that their culture, values and traditions are not being discriminated by the management. In this case, if Honda would continue to implement a strategic international human resource management, it will be able to handle and manage their human resources in each international operation successfully. Reference Ashkenas, R., Ulrich, D., Jick, T., Kerr, S. (1995). The Boundaryless Organization. Breaking the Chains of Organizational Structure. San Francisco: Jossey-Bass. Bartlett, C.A. Ghoshal, S. (1989). Managing Across Borders. The Transnational Solution. London: Hutchinson Business Books. Beer, M., Spector, B., Lawrence, P., Mills, D. Walton, R. (1984). Managing Human Assets. New York, NY: Free Press. Cascio, W. (1995). The Human Resource Challenge of International Joint Ventures. Westport, CT: Quorum Books. Delaney, J.T., Huselid, M.A. (1996). The Impact of Human Resource Management Practices on Perceptions of Organisational Performance, Academy of Management Journal, 39: 949-69. Dowling, P.J. Schuler, R.S. (1990). International Dimensions of Human Resource Management . Boston: PWS-Kent. Ferner, A. (1997). Country of Origin Effects and HRM in Multinational Companies. Human Resource Management Journal, 7(1): 19-37. Fine, M.G. (1995). Building successful multicultural organisations. Westport, CT: Quorum Books. Freyssenet, M. (1998). One Best Way? Trajectories and Industrial Models of the Worlds Automobile Producers. Oxford: Oxford University. Gallie, D. (1998). Restructuring the Employment Relationship. Oxford: Oxford University Press. Hanada, M. (1989). Management themes in the age of globalisation. Management Japan 20, 19-26. Henderson, G. (1996). Human Relations Issues in Management. Westport, CT: Quorum Books. Honda Motor Co. Ltd (2005). Available at [www.honda.com]. Accessed on [05/05/2005]. Keeley, T.D. (2001). International Human Resource Management in Japanese Firms: Their Greatest Challenge. New York: Palgrave. Kiggundu, M.N. (2002). Managing Globalization in Developing Countries and Transition Economies: Building Capacities for a Changing World. Westport, CT: Praeger. Klein, J.G., Ettenson, R.E. and Morris, M. (1998). The Animosity Model Foreign Product Purchase: An Empirical Test in the Peoples Republic of China. Journal of Marketing, 62(1): 89-100. Laurent, A. (1986). The Cross-Cultural Pussle of International Human Resource Management. Human Resource Management, 25: 91-102. Lipiec, J. (2001). Human Resources Management Perspective at the Turn of the Century. Public Personnel Management, Vol. 30. Mair, A. (1994). Hondas Global Flexifactory Network. International Journal of Operations and Production Management, 14(3): 6-23. Morgan, P.V. (1986). International Human Resource Management: Fact or Fiction. Personnel Administrator, 31(9): 43-47. Nevis, E. DiBella, A. Gould, J. (1995). Understanding Organisations as Learning Systems. Sloan-Management Review, 73-85. Nonaka, I. Takeuchi, H. (1995). The Knowledge-Creating Company. New York: Oxford University Press. Rainey, H.G., Steinbauer, P. (1999). Galloping Elephants: Developing Elements of a Theory of Effective Government Organisations. Journal of Public Administration Research and Theory, 9: 1-32. Ragins, B.R. (1997). Diversified mentoring relationships in organisations: A Power Perspective. Academy of Management Review, 22: 482-521. Rosenhead, J. (1996). Whats the problem? An introduction to problem Structuring methods. Interfaces 26:117-131. Schneider, B. (1983). Inter-actional Psychology and Organizational Behavior. In L.L. Cummings and B.M. Slaw (Editions) Research in Organizational Behavior, vol. 5, pp. 1-31. Selmer, J. (2001). The Preference for Pre-departure or Post-arrival Cross-Cultural Training: An Exploratory Approach. Journal of Managerial Psychology, 16(1): 50-58. Sims, R (2002). Organisational Success through Effective Human Resources Management. Westport, CT: Quorum Books. Tung, R.L. (1998). American expatriates abroad: from neophytes to cosmopolitans. Journal of World Business, 33(2): 124-45. Ulrich, D. (1998). Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Boston, Mass: Harvard Business School Press, p.88. Williams, L.C. (1995). Human Resources in a Changing Society: Balancing Compliance and Development. Westport, CT.: Quorum Books. Zammuto, R. OConnor, E. (1992). Gaining advanced manufacturing technologies benefits: the role of organizational design and culture. Academy of Management Review, 17: 701-28. Appendix Appendix 1 Total Number of Employees of Honda Motor Co. Ltd As of March 31, 2003 Total Motorcycle Business Automobile Business Financial Service Other Business 126,900 24,100 92,100 1,700 9,000 Appendix 2 Organizational Structure of Honda (Based in Pakistan)

Maruti 800 Car

There are many cars on the market that are exciting with respect to power(Accord), interior design(Octavia, Benz), overall execution(again Accord) & the vitality in the segment they play in (New City) [pic][pic][pic][pic] but no other car is as close to what ALTO is in the entry level segment. Santro & Indica do have a strong hold on the upper level where Alto plays (Alto 1. 1) but with respect to the range that Alto has from mid 2 to low 4 lac it is the only choice. August 05 Alto is being launched with better styling (clear head-tail lamps), changed nose and a few more vibrant colors to make matters interesting. The seat fabric have received an upgrade. Although Swift continues to take limelight, guess Alto is serving Maruti and entry level buyers just fine. I wish they again launch it with the 1. 1 liter engine. Given that Alto has longer wheelbase and (more) modern chassis than Zen it would kill Zen’s sales if launched with 1. 1 liter engine. June 04: For the first time ever a model (Alto) outscored 800 on the sales chart. This is due to Maruti positioning Alto as entry level car & in order to phase out 800 & also they slashed entry level price by 25,000 (without AC) at 2,34,000. Recently I had a test ride of a used Alto 1. without power steering. The car was in a good condition. I really liked the power of 1. 1 engine. With 4 passengers it was pulling very well. The transmission was typical Maruti/Suzuki, a little rough but spot-on. As I am used to Palio’s butter smooth gears I found the gears in Alto a little crude but accurate & easy to locate specially from 2nd to 3rd, it is easy to find it. Although I have heard a few complaints from some owners about Grinding noises from transmission. So better watch-out for that. The AC was good enough but left me for wanting as it was VERY hot. Also with AC on the acceleration suffered a bit. Can’t blame as I had 4 full grown adults with me! 🙂 Overall I was very satisfied but when finally we sat for negotiations the Doctor was asking a little too much than I thought a used Alto should cost. This led to me test drive of the new Alto (800), at 2,60 it was very close to the used 1. 1! The test drive without AC was very good but with AC full blown the acceleration did suffer significantly. So I tried shutting off AC when I was speeding & then started it when cruising, it worked just fine. I thought I can manage with this power by effectively shutting off AC when I needed to Pass & on inclines (valleys etc). The interior was a bit lacking compared to Palio & also Santro but at this price point it did meet my expectations. It is only a matter of getting used to. I didn’t like the shifter coming out of teh floor as opposed to much better treatment in Palio/Santro. Here in Alto it seem to come out of the floor! 🙂 But not a point that would affect my decision. The interior room is satisfactory if not significant. 4 Adults can fit in for trips of say 3/4 hrs with some halts. The seats themselves are good & I found a very comfortable seating position except some room for my legs as I am 6’ 1’ with the legs of same length as of my 6’ 3’ friend! ) The fuel economy I was told as phenomenal with at least 14 in city & 17-18 on the highways! That was MUCh better than 10/14 of my Palio. As this car is for my father I thought he would get a little better than what I can extract! Driving style you know! 🙂 I was a bit concerned about the tire size & t hought for a longer trips bigger tires would be preferable but it would affect the fuel economy I guess. You can’t have all!! The styling is conservative but tasteful for the common man who thinks that car is an extension of their personality. The fashion seekers should shop elsewhere. Both front & rear styling is interesting enough but at the same time toned down to take out the last drop of boldness.. The car looks much better with body colored bumpers than the ugly black ones! They look like an accessory externally attached than the integral part of the car! Only black car looks ok with those bumpers. Anyways, who buys a black color car in a counry of hot summer! 🙂 (There are quite a few mind you! ) I am almost set on Alto 800. I compared it with all the competition & it bits the competition when you factor in the price & daily running costs (fuel/maintenance) & have decided to go for Alto 800 Lxi. I think it is worth to pay for the extra features for some price. At the same time I didn’t think it was a good idea to spend more than 4 lac for 1. 1 as I thought the level of interior materials & overall comfort would be more justified in Santro/Indica/Palio for a little more cash. Fuel economy is again where Alto 1. 1 would do better than most though. The color availability is again ok for this price range. I would love to see more colors coming out soon to keep interest in the product. I would recommend Alto to anyone planning to buy a entry level car. It is a must to have a loot at this car before buying any other car you like. This is the perfect as far as the segment it plays in goes. MARUTI UDYOG LIMITED – Managing competition successfully Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. It was established with the objectives of – modernizing the Indian automobile industry, producing fuel efficient vehicles to conserve scarce resources and producing indigenous utility cars for the growing needs of the Indian population. A license and a Joint Venture agreement were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki acquired 26% of the equity and agreed to provide the latest technology as well as Japanese management practices. Suzuki was preferred for the joint venture because of its track record in manufacturing and selling small cars all over the world. There was an option in the agreement to raise Suzuki’s equity to 40%, which it exercised in 1987. Five years later, in 1992, Suzuki further increased its equity to 50% turning Maruti into a non-government ganization managed on the lines of Japanese management practices. Maruti created history by going into production in a record 13 months. Maruti is the highest volume car manufacturer in Asia, outside Japan and Korea, having produced over 5 million vehicles by May 2005. Maruti is one of the most successful automobile joint ventures, and has made profits every year since inception till 2000-01. In 2000-01, although Maruti generated operating profits on an income of Rs 92. 5 billion, high depreciation on new model launches resulted in a book loss. COMPANY HISTORY AND BACKGROUND The Evolution Maruti’s history of evolution can be examined in four phases: two phases during pre-liberalization period (1983-86, 1986-1992) and two phases during post-liberalization period (1992-97, 1997-2002), followed by the full privatization of Maruti in June 2003 with the launch of an initial public offering (IPO). The first phase†¦ Hindustan Construction Co. Ltd. Hincon House, LBS Marg, Vikhroli (W) Mumbai – 400083 email: [email  protected] com Tel: +91 22 25775959 Fax: +91 22 25775732 Hindustan Construction Co. Ltd. 706-707, 7th Floor Surya Kiran, 19, KG Marg New Delhi – 110001 Tel: +91 11 23358717, 23358727 Fax: +91 11 23358837

Comparative Analysis Of Health Care Systems Essay

A Comparative Analysis of Health Care Systems: Germany v. The United States of America According to the Universal Declaration of Human Rights announced by the United Nations in 1948, â€Å"Everyone has the right to a standard of living adequate for the health and well-being of himself and of his family, including food, clothing, housing, medical care and necessary social services, and the right to security in the event of unemployment, sickness, disability, widowhood, old age or other lack of livelihood in circumstances beyond his control.†[1] The definition of a health care system has been dynamic and progressive throughout the course of human history. It can be defined at both macro and microscopic levels of analysis and the system can vary substantially between different countries, political systems, societies, cultures, socio-economic classes, groups, families, and individuals.[2] As a system, there are many unique and interconnected segments that integrate together to serve a collective goal of maintaining the health well-being of the people. This is most typically accomplished through a combination of preventative, reactive, and follow-up care.[3] Health systems are culturally influenced, and can be sub-divided into three main categories, which include the professional (academic, or scientific formal school training), popular (individual, family and community based approach), and folk sectors (non-profession healing specialists).[2] In this paper, a health careShow MoreRelatedA Comparative Analysis of the Health Care System in France vs. the United States1318 Words   |  6 PagesA Comparative Analysis of the Health Care System in France vs the United States Introduction Everyone would agree that a good health system, above all, must contribute to good health. It is certainly not considered acceptable to protect or improve the average health of the population, if at the same time inequality worsens or remains high because the gain accrues disproportionately to those already enjoying better health. The responsibility of a health care system is also to reduce inequalitiesRead MoreComparative Analysis of the Health Care Systems Offered in the United States and Mexico4247 Words   |  17 PagesComparative Analysis of the Health Care Systems Offered in the United States and Mexico Comparative Analysis of the Health Care Systems Offered in the United States and Mexico Healthcare Comparison of United States and Mexico The objective of this report is to give a comparative analysis between the United States healthcare system and Mexicos. Its key focal point will be centered on the countries policies, how their various systems are financed, who provides healthcare, the costs ofRead MoreComparative Effectiveness And Quality Improvement Of Public Healthcare Systems Essay1113 Words   |  5 PagesGSPH5900 Comparative Effectiveness Quality Improvement of Public Healthcare Systems Fall 2016 Assignment I: Article Critique on â€Å"Comparative Performance of Private and Public Healthcare Systems in Low-and Middle-Income Countries: A Systematic Review† Essentially, every country’s health care providers are categorized into either public or private. This particular article enlists six categories of health care providers including multinational and national for-profit corporations; formal individualRead MoreThe Healthcare System Between France And U.s Essay1565 Words   |  7 Pages The Healthcare System Between France and U.S.A: A Comparative Approach for a Better understanding Rida Khlifa University of Central Florida Author Note This paper was prepared for Health Care USA 3111 taught by Professor Yara Asi Abstract This Paper approaches aspects of the US healthcare system in a comparative analysis with the French one. The comparison and contrast analysis touches base with the basic health outcomes and their statistics, including measures suchRead MoreCase Analysis : Systems Acquisition1220 Words   |  5 Pages The Case Analysis: Systems Acquisition Courtney Givler MHA 616 Health Care Management Information Systems Instructor Deborah Bertsch May 9, 2016 The Case Analysis: Systems Acquisition For several years, the healthcare industry has focused on information technology for advancements. Now many health care leaders are seeking more complex information management processes. Information technology has advanced health care from a paper-based industry to a virtual enterprise. Providers areRead MoreStrategic Planning At Mount Sinai Medical Center1497 Words   |  6 Pagesplanning begins at the top of the pyramid, it is more effective when it is carry out as a whole among other in the organization. Having a good internal control system in place protects an organization from high risk, fraud, and more. Jackson Memorial Hospital has several weaknesses which are similar to its competitors and other health care organizations. For instance, Mount Sinai Medical Center one of Jackson Memorial’s competitors, encountered lack of strategic planning that led to many issues suchRead MoreThe Chosen And Accredited Hospitals Or Medical Facilities1510 Words   |  7 PagesIssue Analysis Paper The chosen and accredited hospitals or medical facilities were chosen based on an informal decision and the familiarity and personal knowledge of these facilities. Singing River Health System (SRHS), Forrest General Hospital (FGH), and Memorial Hospital at Gulfport are all located in various counties in Mississippi. Baylor Medical Center at Irving is located in Texas, Oschner Health System located is located in Louisiana, and the University of Alabama at Birmingham (UAB) HealthRead MoreAcademic Statement Of Purpose Of The University s Health Services Organization And Policy972 Words   |  4 PagesAcademic Statement of Purpose Our department’s Health Services Organization and Policy (H.S.O.P.) Ph.D. Program looms large in my mind because I want a career in the research of operations research and decision science. Throughout my work and studies, I realized that we no longer live in a world where we can ignore the costs of treatment. I believe health economic evaluation and comparative effectiveness research can be the key to solving these problems. Obtaining my Ph.D. degree would a transformativeRead More Health Care Reform: Losing More Than You Think Essay1381 Words   |  6 PagesObama wants to implement a system similar to Medicare. As defined by Dictionary.com Medicare is: â€Å"a U.S. government program of hospitalization insurance and voluntary medical insurance for persons aged 65 and over and for certain disabled persons under 65†. This government based health insurance would still allow private insurance companies to stay in business. Another way Obama wants to change the health ins urance companies is to expand coverage and improve the care given. What this means is peopleRead MoreCase Analysis - Veterans Health Administration: Nsqip Program808 Words   |  4 PagesCase Analysis Veterans Health Administration: NSQIP Program Lora K. Jackson Keller Graduate School of Management IS66 July 16, 2011 Case Analysis - Veterans Health Administration: NSQIP Program Purpose of Study â€Å"The Veterans Health Administration: NSQIP Program† (Ball, Weaver, Kiel; 2004) was a physician-driven comparison study initiated by senior surgeons between 1991 and 1997, in which mortality and morbidity rates were â€Å"risk adjusted and compared to observed-to-expected ratios†

Compare and contrast the flood story Free Essay Example, 1000 words

Birds are used to determine whether the flood waters have been abated enough to reveal dry land anywhere, in both accounts. Nevertheless, it is important to note that there are differences between Hebrew Bible and the Epic of Gilgamesh. The difference is seen in the persons of the chief actors and initiators of the plan. In the Hebrew Bible, Jehovah is the only One who tells Noah concerning the impending flood and tells him to make an ark. Conversely, in the Epic of Gilgamesh, a pantheon of gods acts. The mode of communication concerning the flood also differs. In the Hebrew Bible, God speaks to Noah directly while in the Epic of Gilgamesh, Utnapishtim is spoken to through a dream. Despite the fact that both Noah and Utnapishtim find salvation from the flood in the ark, Utnapishtim’s ark is a square, while Noah’s a rectangle. The descriptions of the flood in the two accounts also differ from each other. In the Epic of Gilgamesh, the flood which covers mountains and the entire land with water is solely rain water. We will write a custom essay sample on Compare and contrast the flood story or any topic specifically for you Only $17.96 $11.86/pageorder now In Genesis 6:7-11, besides the great rain, some water also violently emerge from beneath the earth. There is also time disparity in the two accounts. For instance, according to Genesis 7: 12 the flooding took 40 days and night. On the contrary, the Epic of Gilgamesh portrays the flood as having taken 6 days and nights. According to Heidel, there are also differences in detail between the two accounts, following the cessation of the outpour. While in both accounts, birds are released to help find land, in the Biblical account (as is seen in Genesis 8: 6-12), a raven and three doves are released. In the Epic of Gilgamesh, a dove, a raven and a swallow are sent. Secondly, although both arks rest on a mountain, there are still prevailing differences between the two accounts. In Noah’s case (according to Genesis 8: 4), the ark rests on Mount Ararat. Utnapishtim’s arc rests on Mount Nisir. These mountains are approximately 300 miles apart (Heidel, 75). After coming out of the ark, both Noah and Utnapishtim are portrayed as having found favor before God, or gods, respectively. It is for this that both characters received benedictions from god(s). However, Noah’s blessing is commensurate with his mandate of populating the earth and having dominion over all creation, according to Genesis 9: 1-3. On the other hand, Utnapishtim is granted eternal life. Conclusion: The Significance of the Similarities and Differences It is a matter of significance that there are similarities and differences between the two aforementioned accounts.