WHO Framework and Healthcare System of U.K Essay

WHO Framework and Healthcare System of U.K - Essay Example The basic objective of WHO framework (2007) is to strengthen healthcare systems throughout the world so that general health standards of the people can get improved. The paper will study the healthcare system of U.K. keeping in view the basic guidelines as provided in WHO framework and assess its strengths and weaknesses. The paper will also look into the healthcare system of Canada so as to have some comparative viewpoint regarding healthcare services as operating in these two countries. WHO Framework (2007) and Building Blocks There are six building blocks of any health system as prescribed by World Health organisation for an excellent healthcare system in any country. (World Health†¦ 2007) 1. Good Health Services That means safe, effective, and quality health services to all those who need them while making optimum use of resources. 2. An Efficient Health Workforce It is an important building block that should perform well to achieve the best health outcomes. They are compete nt, responsive, and productive to carry out the health functions. There should be sufficient healthcare professionals spread across all the geography. ... t and Leadership Governance and Leadership works towards strategic policy frameworks with proper regulation and effective oversight coupled with proper accountability. Judging UK Healthcare Services from above Criteria U.K.’s National Health System follows (NHS) the Beveridge Model of healthcare to provide healthcare services to its citizens. The NHS is a government-run institution that takes care of all its citizens and provides them doctors, clinics and hospitals. Since citizens do not pay any bills, it does not put any undue financial burden on the citizens including the treatment taken for any critical illness. In this system, the patients are always at ease for they get healthcare services through government funding and they need not spend anything from their own pockets. The advantage of the model is that each and every citizen gets medical treatment free of charge regardless of their economic status and kind of illness. Patients need not pay hefty insurance premiums for the various health issue coverage as found in the countries like U.S.; however, the UK government does charge 17 percent sales tax to cover up healthcare expenses for its countrymen. The disadvantage with the Beveridge model is that it does not provide any motivation to the physician for they cannot charge (Hamilton 2009). U.K being a developed country is good on availability of vaccines, medical products and in health related technologies. Vaccines are usually available as and when need arises in all parts of the country. Certain shortages of branded drugs in U.K has been attributed to European Union trade laws, under which medicines from UK cannot be prevented from export to other countries of Europe. The Department of Health in its last meeting with manufacturers and suppliers has taken

Strategic Marketing Case Study Essay Example | Topics and Well Written Essays - 1000 words

Strategic Marketing Case Study - Essay Example On the other hand, IBM realized that customer-centric and service-centric products have a high-profit margin and investments  in products such as software would ensure that company’s profit margin remained high. Hence, divesting from the low-profit margin products was the first step towards investing in service-centric products. Secondly, the company invested in making the company investing in developing services and software with an emphasis on meeting the specific needs of some industries. In this case, the company’s investment in this line ensured that it de-emphasized on creating and producing hardware and focused its attention towards producing services and software tailored to meet the needs of specific industries. Finally, IBM invested in the application of the technology that it manufactured to market its products and reach out to its customers. In this case, the company had realized that it was making technology that it never exploited, whose implications whe n selling products to customers were evident since customer failed to identify IBM's application of technology. Qn. 2 Description of Louis Gerstner’s Strategy Implementation Style First, it is important to point out that Gerstner was in charge for the turn-around witnessed at IBM. In effect, he was responsible for implementing the competitive strategy that enhanced profitability at the company. In line with this, the case study implies that he single-handedly brought momentous changes to the organization by designing the competitive strategy and overseeing its full implementation. Importantly, the case study does not provide evidence that Gerstner used a team to arrive at the competitive strategy and neither does the case study provide evidence regarding the use of a team to implement the strategy. Hence, the implementation style that Gerstner used to implement the competitive style can be summed up as the commander approach style. In this regard, Gerstner focused on formulat ing an approach to enhance the company’s competitive advantage. In addition, he applied a rigorous analysis to develop a logical strategy whose implementation changed the course of IBM. Gerstner’s implementation style was important since he was new in the company, which ensured his insulation from any prior personal biases or political influences. In effect, this might be one of the reasons that contributed to the success of the strategy. Qn. 3 Implications of the Globally Integrated Enterprise Model for Marketing Managers in the Australia and New Zealand Subsidiary of IBM At the beginning, it is important to point out that the model for operation in IBM used to be a country-based model prior to the global integrated approach. In effect, the company designed the global integrated enterprise model for all its marketing managers in all the countries of the company’s operations. In effect, IBM marketing managers in a country like South Africa use a similar model to the one used by marketing managers in IBM’s Australia and New Zealand subsidiary. The integration of this model in the IBM subsidiary may have different implications. First, it reduces the duplication of roles in the approach that guided the company’s delivery of specific internal services, which reduces a subsidiary’s costs of operations. In this case, the subsidiary may have global procurement done in a different part of the world while paying of accounts and expenses on human