Deconstructing health care reform

As health reform is deconstructed, we need to stop and do some deconstructing of our thinking about it, looking at the context of our assumptions or frames. If we think of health as taking the supreme welfare of the people seriously, we will not allow it to be framed only in terms of for-profit interests and the status quo. Nurses have expertise and knowledge regarding what is needed for a quality health care system. We have to join the conversation with as many good questions as ideas. Working from a different frame, one that reflects more of your values, may give you new insights into holding the conversation.     

The effect of agricultural price-support policies on interregional and rural-to-urban migration in Korea: 1976-1980

The impact of rice price-support policies, designed to increase farmers' income and reduce rural-urban migration in the Republic of Korea, is examined for the period 1976-1980 using a polytomous logistic model. "Our findings revealed that the elasticity of migration with respect to rice yield per origin farm household is positive and is significantly different from zero. The elasticities of migration with respect to rate of urbanization, particularly urban concentration-agglomeration, and population size of the destination are also positive and are significantly different from zero....Our findings questioned the wisdom of employing rice price price-support programs as a viable policy for reducing interregional and rural-to-urban migration in Korea."     

In-house versus off-site sterilization

After a comprehensive review of in-house costs versus off-site sterilization costs, and considering financial and physical constraints, the decision was made to use the contracted service. Through the incorporation of the innovative concept of off-site sterilization. Flushing Hospital Medical Center was still able to provide a high standard of quality care as well as realize a significant cost savings. As hospitals face increasing demands to control costs, they may be forced to explore "uncharted waters" and give serious consideration to the use of outside services for a more efficient and effective CSS department.     

全球经济展望及全球贸易启示

大家早上好!非常荣幸今天能到这里参加主题演讲,在全球经济展望及全球经济启示的主题下,我将从从消费市场看外国品牌在中国的发展角度两个方面展开我的演讲。中国拥有巨大的消费市场     

Beyond offshoring: assess your company's global potential

In the past few years, companies have become aware that they can slash costs by offshoring: moving jobs to lower-wage locations. But this practice is just the tip of the iceberg in terms of how globalization can transform industries, according to research by the McKinsey Global Institute (MGI). The institute's yearlong study suggests that by streamlining their production processes and supply chains globally, rather than just nationally or regionally, companies can lower their costs-as we've seen in the consumer-electronics and PC industries. Companies can save as much as 70% of their total costs through globalization--50% from offshoring, 5% from training and business-task redesign, and 15% from process improvements. But they don't have to stop there. The cost reductions make it possible to lower prices and expand into new markets, attracting whole new classes of customers. To date, however, few businesses have recognized the full scope of performance improvements that globalization makes possible, much less developed sound strategies for capturing those opportunities. In this article, Diana Farrell, director of MGI, offers a step-by-step approach to doing both things. Among her suggestions: Assess where your industry falls along the globalization spectrum, because not all sectors of the economy face the same challenges and opportunities at the same time. Also, pay attention to production, regulatory, and organizational barriers to globalization. If any of these can be changed, size up the cost-saving (and revenue-generating) opportunities that will emerge for your company as a result of those changes. Farrell also defines the five stages of globalization-market entry, product specialization, value chain disaggregation, value chain reengineering, and the creation of new markets-and notes the different levers for cutting costs and creating value that companies can use in each phase.