Humorous Wedding Speech - Some Advice for the Bridegroom...

Humorous Wedding Speech - Some Advice for the Bridegroom (Groom) Good evening Ladies and Gentlemen - If you didnt know already, my name is Alberto and Im in the wedding party. That is the reason I?m dressed like this. What have I done to be blessed with such an honour? Who?s dropped out at the last minute? Had William?s other friends left the country? Could I turn the job down and still get an invite to eat and drink at William?s expense? I didn?t want to risk it, so lets get on with it. Sherry, you make a fine bride and looked absolutely stunning in the church this morning. William, you looked ? well ? a bit like me, but perhaps a touch thinner. But I think youd all agree that it was a wonderful service. Mind you, those†¦show more content†¦And unlike when we lived together, you?re going to have to transfer food onto dishes instead of eating your dinner straight out of the saucepan ? and wash up after meals instead of putting all the things in together at the end of the week? when you take your bath. This is good advice William and its in your best interest. Apparently, there has never been one recorded case in history where a wife has shot her husband while he was doing the washing up. If truth be told, William, in order to achieve a state of affairs as blissful as possible I?d advise you to mend all your bachelor ways. Accustomed as you are to having only yourself to answer to in your flat, your will now have to adjust to a new regime - which will not tolerate laziness! There?s no denying it, William, you?re bone idle, which is why Sherry had no idea you were planning to propose. When you said you had something to ask her, she thought it would be whether she should put a call into Dominos. If Sherry wants you to do something, my advice is, don?t argue with her. You might win, and then you?d really be in trouble. But however bad the situation gets, there are some magic words William can say to Sherry that are guaranteed to make everything all right again - and this final piece of advice was given to me by the bride?s father - here they are William, repeat after me: ?The bathroom is yours and yours alone!? Sherry, I dont feel I can stand up hereShow MoreRelatedEssay about Humorous Wedding Speech by the Father of the Groom571 Words   |  3 PagesHumorous Wedding Speech by the Father of the Groom Good evening Ladies and Gentlemen - I must admit, I am more nervous about participating in this wedding than I was as the groom (bridegroom) at my own wedding. Maybe its because I have been married thirty years and I know what my son is getting himself in to! Joking aside, Ive had a wonderful marriage and I would like to remind David and Arba that its a serious business, and shouldnt be entered into lightly - although, at his weight

Ethics Ethics And Virtue Ethical Theory - 930 Words

Ethics are the standards and qualities an individual uses to administer his activities and choices. In an association, a code of ethics is an arrangement of rule that guide the association in its projects, approaches and choices for the business. The moral logic an association uses to lead business can influence the reputation, profitability and main concern of the business. Unethical behavior or an absence of corporate social obligation, by examination, may harm a company s reputation and make it less speaking to partners. Two theoretical ideas from managerial ethics to look at Toyota Company issue are deontological ethical theory and virtue ethical theory. Deontologists trust that profound quality is a matter of obligation. We have moral obligations to do things which it is all in all correct to do and moral obligations not to do things which it isn t right to do. Whether something is correct or wrong doesn t depend on its results. Maybe, an activity is correct or wrong in itself. Most deontological theories perceive two classes of obligations. In the first place, there are general obligations that have towards anybody. These are for the most part disallowances, e.g. try not to lie. Be that as it may, some may be sure, e.g. help individuals in need. Second, there are obligations that have in view of specific individual then again social connections. Deontological ethics has at least three essential characteristics. First, obligation need to be done for duty’s reason.Show MoreRelatedThe Ethical Theory Of Virtue Ethics1115 Words   |  5 Pagescriticisms of virtue ethics. First, virtue ethics is really complicated and multiple va rieties of the theory of virtue ethics exist. Hence a single summary of VE cannot completely do justice to this theory and the complexity it encompasses. Second, as VE is attempted to be used on more specific cases and is tried to be made more concise, the theory tends to become more inaccurate. The article further suggests the needs for a more comprehensive and specific explanation of virtue ethics. Although thereRead MoreThe Ethical Theories Of Duty Ethics And Virtue Ethics Essay1588 Words   |  7 Pagesrather be a good man than a great king† said the character Thor in Thor: The Dark World. In these words we find a frightening tension. Almost everyone agrees that it is good to be ethical; this is an easy affirmation. It is much more difficult, though, when ethics is in direct opposition to success. This dichotomy- between ethics and success- will no doubt confront an engineer during a professional career of any substantial length. Can you say that you would rather be a goo d man than rich? Or popular?Read MoreEthics Theory And Virtue Ethical Theory1398 Words   |  6 Pagesbegin by saying my discussions will be centered on two intriguing theories I have learnt through this course deontology ethical theory and Virtue ethical theory. To my understanding, deontology theory takes on the face of a normative ethical position that judges the morality of an action based totally on regulations, rules and laws. The theory is far on occasion described as responsibility- or duty- or rule- based totally ethics, due to the fact that it emphasizes on guidelines binding peopleRead MoreEthics : Ethical Theories, Utilitarianism, And Virtue Ethics1977 Words   |  8 PagesBusiness ethics assist companies to make ethical decisions. Whether they be large strategic decisions or small internal problems, ethical theories help business make the right decision in a situation. There are three major ethical theories we’ve examined, Utilitarianism, Deontology, and Virtue Ethics. This essay will address two of the three major ethical theories, Utilitarianism and Deontology. Utilitarianism applied to business is the ethical approach that focuses on the consequences. In dealingRead MoreThe Ethics Of Virtue Ethics925 Words   |  4 PagesVirtue ethics is a normative theory whose foundations were laid by Aristotle. This theory approaches normative ethics in substantially different ways than consequentialist and deontological theories. In this essay, I will contrast and compare virtue ethics to utilitarianism, ethical egoism, and Kantianism to demonstrate these differences. There is one fundamental aspect of virtue ethics that sets it apart from the other theories I will discuss. For the sake of brevity and to avoid redundancy, I willRead MoreThe Similarities and Differences Between Different Ethical Theories651 Words   |  3 PagesDifferences in Ethics: The main aim of any ethical theory is to do what is right and good since it involves moral rules or acting based on specific ethical values. In certain cases, the right and good as well as the ethical rules and values are sometimes common to various ethical theories. Even though ethical theories have different reasons for application, there is an overlap in these theories that result in similar conduct in an ethical situation. There are various ethical theories with differencesRead MoreVirtue Theory. I.Ethics/Virtue Theory As It Applies To1159 Words   |  5 PagesVirtue Theory I. Ethics/Virtue theory as it applies to business The form of applied ethics that examines ethical principles and moral or ethical problems that arise in a business environment in known as business ethics. It applies to all components of business conduct and is relevant to the conduct of entire organizations as well as individuals. These ethics originate from the individuals. An organization is formed from individuals; therefore, the organization’s ethical standards can be tracedRead MoreAristotle s Ethics And Ethics Essay891 Words   |  4 PagesAnna says that people desire a conclusive theory on ethics. It is human nature to demand a clear path that does not meander into oblivion. Matters Ethics and Morality take twists and turns that seem to end in no specific action plan. Philosophers that came after J.S mill, Bentham, Kant, Aristotle and many more have strived to find a conclusive theory to Ethics. Ethics and any other branch of Philosophy has proven to be so problematic. Applicability of Ethics peddled by recent philos ophers might proveRead MoreEssay about Eth 316 Week 1764 Words   |  4 PagesUtilitarianism, deontological, and virtue theory ethics are three normative approaches to ethics. This paper will go over the similarities and differences between virtue theory, utilitarianism, and deontological principles. It will include information of the variations in how each concept details ethics, morality, and it will also discuss a personal experience to describe the correlation between virtue, values, and moral perceptions as they relate to one of the three theories. Similarities and Differences Read MoreAristotle s Theory Of Virtue Ethics1095 Words   |  5 PagesAristotle, The Nicomachean Ethics Ethics is the philosophical study of moral judgements (Solomon: 2010). Moral philosophy has long been dominated by two basic theories; deontology, inspired by Immanuel Kant, the eighteenth century philosopher and; utilitarianism or consequentialism, which derives its modern day instructions from eighteenth and nineteenth century philosophers Jeremey Bentham and J. S. Mills, respectively (Hursthouse:1999). Increasing dissatisfaction with these theories and their variants

Lesson Plan free essay sample

The purpose of this lesson is for the students to read alternative sources about Christopher Columbus and express their opinion about whether he should be celebrated. The students will read an article about Christopher Columbus and highlight in one color the positive influence of Columbus’s life and in another color the negative influence of Columbus’s life. Then, the class will discuss the positives and negatives and the teacher will write each in columns on the board. The students will write in their own columns on a worksheet. The students will write a paragraph stating their opinion on whether we should or shouldn’t celebrate Christopher Columbus. They must support their opinion with at least three positives or negatives. The lesson will meet the Common Core Standard CC. 1. 4. 5. G: Write opinion pieces on topics or texts and the Common Core Standard CC. 1. 2. 5. D: Analyze multiple accounts of the same event or topic, noting important similarities and differences in the point of view they represent. The students learned about Columbus in their last class and read several of his journal entries. The students have had experience with supporting their essays from their readings. The students also have experience with writing multi-paragraph essays. Facts about the learners: †¢Talkative class. †¢Several students who are in learning support. Specific, required adaptations: †¢Interactive instruction will help students stay focused instead of talking. The teacher will walk around the room and observe students to ensure all students are on task. †¢Students will be allowed to finish the essay at home as homework if they need more time. The teacher  will be available to answer questions. III. LESSON OBJECTIVES: A)When given an article on Christopher Columbus, the students will be able to find and list positive and negative influences of his life. B)When given an article on Christopher Columbus that lists positive and negative influences of his life, students will be able to write a three paragraph essay stating their opinion on whether he should be celebrated. T he essay must be supported by three positives or negatives from the article. The essay should be at least 90% free of grammatical errors. IV. I developed this lesson based on a lesson I observed during my PSI experience. B)Solar System Exploration: : Planets. Solar System Exploration: : Planets. N. p. , 11 Mar. 2014. Web. 11 Mar. 2014. C)Articles (24) Highlighters (24) Smart board (1) Negative and Positive Columns (26) IV. PROCEDURES: A)Initiation/Motivation (3-5 minutes) 1. The teacher will ask the students why they think we celebrate Columbus Day. The teacher will inform the students that Columbus is one of only 3 people that we celebrate with a national holiday. The teacher will explain that some people find the celebration to be controversial or disagreement. The teacher will ask if any of the students know why people don’t agree on the holiday. The teacher will inform the students that they will be reading an article about the negative and positive actions of Christopher Columbus and writing their opinion on whether he should be celebrated. B)Lesson Body (30 minutes) 1. The teacher will ask a student to help distribute the articles, positive and negative columns, and highlighters. Each table gets four highlighters in at least two different colors. The teacher will instruct the students to read the article quietly and highlight negative and positive actions of Columbus. While reading, they may quietly discuss the negatives and positives with students in their group. 2. After the class is finished, the teacher will ask the students what positives they found. The teacher will write the positives in the positive column on the smart board. The teacher will instruct the students to write it in their columns as well. The teacher will continue to ask for positives until the students can’t find more. 3. The teacher will then ask the class what negatives they found. The teacher will write their answers in the negative column and instruct the students to write in their negative columns as well. The teacher will continue to ask for negatives until the students can’t find more. 4. The teacher will then instruct the students to write a 3 paragraph essay stating their opinion on whether we should celebrate Christopher Columbus. The teacher will state the requirements that it must be supported with at least three negatives or positives and that the essays should be grammatically accurate. 5. The teacher will give them the rest of the class to work individually on their essays. If students finish before class ends, they can hand in their essays. If they need additional time, they can work at home and bring their essays to class the next day. C)Lesson Closure (5-10 minutes) 1. The teacher will ask if there are any volunteers who thought we should celebrate Columbus who will read their essay. Then the teacher will ask if there are any volunteers who thought we shouldn’t celebrate Columbus who will read their essay. The teacher will ask if the students were surprised by anything that they learned today. V. EVALUATION: A)Student Assessment: 1. Informal Assessment: The teacher will informally assess students’ learning through their discussions in class. 2. Formal Assessment: The students will be formally assessed based whether their essays met the requirements of being three paragraphs long and supported their opinions through at least three negatives or positives. The essays will also be graded for grammatical accuracy. The essays are worth five points. B)Self-Evaluation 1. What are three strengths displayed in this lesson? 2. What are three areas that still need improvement? 3. Based on closure and student evaluation portions of this lesson plan, identify any students who were not successful in meeting the stated objectives. Indicate how shortcomings will be addressed with these students to ensure success.

The Crayola Trojan free essay sample

PROMPT: The 18th century French philosopher Denis Diderot said, â€Å"Only passions, great passions can elevate the soul to great things.† Describe one of your passions and reflect on how it has contributed to your personal growth. When I was a little girl, my pack of 24 bright Crayola crayons was the most precious thing I had. They shaped the perimeters of my chairs, dogs, hearts and flowers that I had learned to draw after watching Blue’s Clues. They transformed the black and white pages of my coloring books into a world of color and sometimes, much to my mother’s dismay, the boring white walls that surrounded me. Coloring made me content and at peace. It was the starting point of my art life. This simple pleasure of coloring has since then grown into a boundless passion for many different forms of art. Though I have not had much formal art classes due to the lack of opportunities in Belize, I love to draw and have a knack for duplicating images of objects or people onto paper. We will write a custom essay sample on The Crayola Trojan or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page My logic is that if the ingenious light-capturing machine, the camera, was able to portray these objects and people as an image captured on a 2-dimensional leaf, then certainly I can also with the appropriate shadings and lines. With that mentality, I am able to translate the 3-D image I perceive into a 2-D one, and finally transfer that image onto paper using my graphite pencil. I also knit, crochet, sew, and more generally, make. The use of simple raw materials that is found around the house to create artifacts that are both aesthetically pleasing and functional like a scarf or a handmade doll that I gave away for Christmas is the second closest thing to feeling like God himself. It can only be described as the warm feeling stirring in the insides knowing that friends and family will love my creation. Art has made me a more resourceful person. Every unused bead, cork, cloth, or magazine is a potential element for another project. I look at my broken jewelry and I see the gems elegantly modge podged in my album. The empty butter cookie container on my desk is perfect to keep my sea shells in, just as soon as I add a little flare to it. And instead of discarding my otherwise useless jewelry and containers, I patch them up and they are better than before. Last Thanksgiving, my three aunts, four uncles and my six little cousins gathered at my home. While the adults talked, I as the eldest cousin was given on the task of keeping the hyperactive children under control. Equipped with a year’s worth of art supplies, I taught them how to make handprint turkeys and how to create the outline of leaves by shading over them. Art had allowed me to interact and have fun with my little cousins without having to worry that one would break her leg doing some other deviant activity. The best thing about this is the pride that glitters across their face seeing their own handmade art piece and the thought that maybe I may have sparked an art interest in them. As I look toward tertiary studies at USC, I intend to further my interest in art by taking CTAN 102: Introduction to the Art of Movement. Having been to the football games with my brother, a Trojan alum, I know that the Trojan life will be an experience that will add much to the collage of my Crayola colored life.

Extracurricular Activities for College Admissions

Extracurricular Activities for College Admissions Extracurricular activities are simply anything you do that is not a high school course or paid employment (but note that paid work experience is of interest to colleges and can substitute for some extracurricular activities). You should define your extracurricular activities in broad terms- many applicants make the mistake of thinking of them solely as school-sponsored groups such as yearbook, band, or football. Not so. Most community and family activities are also extracurricular. What Counts as Extracurricular? The Common Application as well as many individual college applications group together extracurricular activities with community service, volunteer work, family activities, and hobbies. Honors are a separate category since they are a recognition of achievement, not an actual activity. The list below provides some examples of activities that would be considered extracurricular (note that many of the categories below overlap): Arts: Theater, music, dance, painting, photography, creative writing and other creative endeavors. Note that many college applications give you the option of including a sample of your creative work whether that be a video of a performance, a creative writing sample, or a portfolio of art pieces that youve created. Vanessa writes about her fondness for handiwork in her Common Application essay.Church activity: Community outreach, helping the elderly, event planning, community suppers, church-sponsored music and athletic programs, teaching or organizing for summer camps and retreats, missionary work, and any other activity run through the church.Clubs: Chess club, mathletes, mock trial, debate, animà © club, role playing club, language clubs, film club, skateboarding club, diversity/minority groups and so on.Community activity: Community theater, event organizing, festival staff, and many other activities that are organized through the community, not the school.Governance: Student go vernment, student council, prom committee, community youth board (see Sophies essay), advisory boards and so on. These activities can be excellent for demonstrating your leadership potential. Hobbies: Be creative here. Something as seemingly trivial as a love for Rubiks Cube can be transformed into a meaningful extracurricular activity. Also, colleges are interested in your passion whether it be rocketry, model railroads, collecting, blogging, or quilting. These activities show that you have interests outside of the classroom.Media: local television, school radio or television, yearbook staff, school newspaper, literary journal, blogging and online journaling, local newspaper, and any other work that leads to a television show, movie or publication (online or print).Military: Junior ROTC, drill teams, and related activities.Music: Chorus, band (marching, jazz, symphonic, concert, pep...), orchestra, ensembles and solo. These musical groups could be through school, church, the community or your personal group or solo efforts.Sports: Football, baseball, hockey, track, gymnastics, dance, lacrosse, swimming, soccer, skiing, cheerleading and so on. If you are a highly accompli shed athlete, be sure to look into the recruiting practices of your top choice colleges early in the admissions process. Volunteer Work and Community Service: Key Club, Habitat for Humanity, tutoring and mentoring, community fund-raising, Rotary, church outreach, hospital work (candy striping), animal rescue, nursing home work, poll worker, volunteer fire department, creating hiking trails, Adopt-a-Highway, and any other work that helps the world and is not for pay. If youre like many students and hold a job that makes it difficult for you to commit to many extracurricular activities, dont worry. Colleges and understand this challenge, and it wont necessarily work to your disadvantage. There are many reasons why colleges like students who have work experience. For one, youve most likely learned to work as part of a team, and youve proven that you are responsible and trustworthy. Many jobs also develop leadership skills. What Are the Best Extracurricular Activities? Many students ask which of these activities will most impress colleges, and the reality is that any of them can. Your achievements and depth of involvement matter much more than the activity itself. If your extracurricular activities show that you are passionate about something outside of the classroom, youve chosen your activities well. If they show that you are accomplished, all the better. Music, sports, theater, community service... All can create a path to a selective college. So  what are the best extracurricular activities?  The bottom line is that you are better off having depth and leadership in one or two activities than having a superficial smattering of a dozen activities. Put yourself in the shoes of the admissions office: they are looking for students who will contribute to the campus community in meaningful ways. Consequently, the strongest applications show that the applicant is committed to an activity in a meaningful way. Think about what your extracurricular activities say about you. What is it that you are bringing to campus in addition to your academic accomplishments?

Week 3 Team B paper MGT521

Week 3 Team B paper MGT521 Week 3 Team B paper MGT521 Back Lot Pete Bayot Gustavo Mirande Jason Sanchez Carlos Taitano MGT/521 February 10, 2014 Cecilia Williams This paper is address one strategic and operational plans with our company. The plans were developed using the SWOT analysis. The strategic plan is for the company to become a premier wholesale nursery. To become the premier wholesale nursery, the company will have to be the leader in the industry. The operational plan is for the company to have a large client base. This accomplish this goal, the company will have to reach out to new potential clients as well as clients that have contracts with other nurseries. Reach out and take the contract away from the other nursery. GOAL: Strategic Plan The mission of becoming a premier wholesale nursery will require the company to work towards a common goal. The company’s goal is to be the leading wholesale nursery in the region. This goal requires everyone in the organization to understand how their department or specific duties will contribute to achieving that goal. In order for the company to provide enough products to the region, the company will have to make some improvements in all aspects of the business. By conducting an analysis of other industries within the region, the company can predict better future orders. This analysis is the responsibility of the marketing personnel. First by gathering information about the area on the Internet, and then by personally visiting the area, marketing personnel will be able to view local businesses and target areas to market and sell company products. Another area that will require improvement is the company’s logistics department. Just as the marketing department conducted their research on businesses in the region, the logistics department will also need to research the region to determine what improvements are required to be able to provide product throughout the region. The finance department is responsible for ensuring that the company has sufficient financing to achieve its goals, such as conducting the initial research, making necessary internal improvement, and managing future operating and material costs. These are just a few examples of what it will take for the company to achieve its goal of becoming a premier wholesale nursery in the region. GOAL: Operational Plan One of the company’s goals is to accomplish the operational plan to acquire a larger client base. A strategy to obtain this goal is to provide incentives to our sales associates by having work on a commission basis. This will bring more clients to our business by giving employees an incentive to go out and get more clients. Our goal is to introduce the company to numerous potential clients and promotes newer products by advertising or marketing. The plan of having three sales associates and give them assigned part of town to sell will cover more areas and generate more sales. These sales associates will be trained by the owner and will report directly to them. Once the sales associate has an established customer in the area it is stored in the client database. The database will

Literary Exercise Assignment Example | Topics and Well Written Essays - 500 words

Literary Exercise - Assignment Example Here is the message that goes in favor of internet advertising. â€Å"The idea is based on consumers themselves taking the initiative by showing up voluntarily and interacting with what they find online.†(Internet†¦) This is an important gain and the seller has won the first round of the exercise, by arresting the considered attention of the customer. Online advertising is helpful to create a brand and to sustain the merits of the branded products. Quality of the product and the performance- based market go to solidify the foundation of the branded products. Not all products are suitable for online advertising. Some products like mortgages, cars etc. can exclusively sell through online marketing as the individual intent on purchasing will make the detailed shopping search through a search engine to judge the merits of several competing products. With online advertising and marketing one develops the type of intimacy which is not possible through the exposure in the established mass media. In the former case, the connection is more personal and in the latter case it is impersonal. Mere presence of online advertisements and messages leaves an imprint in the minds of the customers and the companies get better returns on their advertising budgets as compared to print and electronic media. Louisa Ha (2008) in article, â€Å"Online Advertising Research in Advertising Journals: A Review,† writes, â€Å"†¦. [suggests) five advantages of online advertising: 1) Awareness efficiency 2) easy to locate, 3) contact efficiency 4) conversion efficiency and 5) retention efficiency. Advertising influences sales in a peculiar style as the relationship between advertisements and revenues is a two-way traffic. The companies decide their budget on the basis of a fixed percentage of sales, which means, the more is the willingness of the company to spend on advertisement, when

CIPR Critical Reasoning Test Essay Example | Topics and Well Written Essays - 2000 words

CIPR Critical Reasoning Test - Essay Example Both of these terms are often used interchangeably although they are very different in the scope and extent to which they apply. The difference between these two terms appears to be so small, such that many people have a problem making the distinction. Publicity can be equated to a single arrow existing in a quiver, which is public relations. This means that focus of public relations in its practice is very small (Adams, 1962, p, 896), it does not however underestimate the importance of the practice in the wider public relations practice. Alternatively, public relations refer to the greater level of establishment of an over-arching approach, for enhancing the marketing or communications goal of an organisation or institution. Public relation is a term that encompasses many other small concepts that aim at enhancing a particular objective. Organizations rely on public relations approaches in order to create awareness to the public about their practices as well as other important issues that are aimed at achieving set objectives in the organisation. The term public relation is sometimes associated with reputation management, which refers to practices that are done in the interest of establishing and sustaining the reputation of an organisation. It is important that an organisation creates a better picture or image of itself so that it appeals to the public (Grunig, 1992, p, 34). Organizations that have proper public images have professional personnel who are able to use public relations tools in an appropriate manner to achieve set objectives. Professionals undertaking public relation functions in organisation perform four important functions; they are involved in planning, developing implementing and evaluating different information and communication approaches which aim at enhancing an understanding and a favourable perspective about the organization. In addition, they are also important in creating a positive

Comparing Two Perspectives of Management Essay Example for Free

Comparing Two Perspectives of Management Essay Management is the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources (Samson Daft, 2009, p. 12). In essence, the final outcome of management is to achieve organisation goals and managers in various levels should achieve goals effectively and efficiently by intelligently utilizing financial, human and other resources in hand. The four skills which may assist managers to achieve these organisational goals are planning, organising, leading and controlling. Traditional vs. Modern Perspectives The practice of management can go back as far as 3000 BC. It developed over thousands of years from Traditional style of management to Modern today. Traditional Perspectives Traditional Perspectives includes (Samson Daft, 2009): 1.Classical Perspectives – concentrates on making the organisations an efficient operating machine. 2.Humanistic Perspectives – emphases understanding human behaviour, needs and attitudes in the workplace. It has taken more consideration of behaviors, needs and attitudes as well as social interactions and group processes. *For the purpose of the report, I will not elaborate on each item mentioned above. Use Human Resources Perspective as an example. It suggests that Jobs should be designed to meet higher-level needs by allowing workers to use their full potential (Samson Daft, 2009). This theory was initially supported by a ‘dairy farm’ view and further illustrated by the Maslows hierarchy of needs and McGregor Theory X Theory Y. It is my understanding that the theory suggests people generally perform better if they are given full rein to their imagination and creativity. This, in details, means: 1.People are given freedom to fulfill their desired physiological, safety, love/belonging, self-esteem and self-actualization (Maslow’s Hierarchy) needs and wants. They may not be satisfied with all five of them, but fulfillment in any of the above may somewhat increase productivity; 2.Management assumes that employees enjoy working and will seek responsibilities under working/learning process and does not believe in punishment to keep the employees in line. Instead, it believes that employees will exercise self-control if they’re committed (McGregor’s Theory Y). Toyota Motor Corporation is one of the world leading automobile producers and its philosophy is the famous ‘Toyota Way’. The two pillars are ‘Wisdom and Kaizen (improvement)’ and ‘respect for human nature’ (Saruta 2006). Without going into the full description of ‘Toyota Way’ philosophy, we will mainly discuss one component as an example: Improvement. The company motivates employees through a series of incentives, such as wage, on-job education, and progressive promotion. Hence it presents work as something interesting and worthwhile for worker’s self-motivation. In the Japanese operation, this philosophy helped the company achieved long working hours and concentrated labour. Unfortunately it hasn’t been working as successful in other countries. Does this mean the employees in other countries haven’t fulfilled any of their interests? Managers must understand that employees will be motivated by unmet needs; and that once a need is satisfied, it is no longer a motivator (Fisher 2009). There may be environmental factors the management did not consider. Cultural difference for instance may affect the effectiveness of this philosophy. Being in a country with a generous welfare system like Australia, people’s desire for a balanced work/social life style is much stronger than financial achievement. In this instance, Toyota management in other counties should realise the differences in worker’s needs and present other incentives accordingly. Modern Perspectives Modern Management Trend is developed to collaborate with the more complicated technologies, organisational environment and unforeseeable uncertainties in today’s world. Modern Management Theories are focused on how individuals contribute to organisation and corporate performance while the performance of the chief executive is dictated by the organisation’s financial returns and shareholders’ expectations (Weymes 2004). The three major contemporary extensions of the perspectives (Samson Daft, 2009): 1.System Theory; 2.Contingency View; 3.Total Quality Management. *For the purpose of the report, I will not elaborate on each item mentioned above. Use Contingency View as an example. This theory is an extension of the humanistic perspective in which the successful resolution of organisational problems is thought to depend on management’s identification of key variables in the situation at hand (Samson Daft, 2009). It believes there is no universal approach that works consistently in every situation. Management should always consider aspects within and outside the organisation and utilise various concepts and techniques appropriately. Looking at this theory from a horizontal angle, Knootz (1981) has simplified it into ordinary words, ‘there is science and there is art, there is knowledge and there is practice. One does not need much experience to understand that a corner grocery store could hardly be organised like General Motors, or that the technical realities of petroleum exploration, production, and refining make impracticable autonomously organised product divisions for gasoline, jet fuel, or lubricating oils’. Different organisations have different variables which determine the size of the company, the management hierarchy, the service procedure and so forth. Looking at it from a vertical angle, an organisation may have diversified subsystems and external affiliates. Today’s managers cannot afford to ignore the uncertainties evolved around these elements. Grandori (1984) noted a decision maker needs to classify the state of uncertainty that characterises a decision situation, eliminate the strategies that are not feasible in that situation, and select a feasible strategy. To realise the contingency approach its potential as an effective construct for maintaining and improving managerial effectiveness in a hyper dynamic environment, its development must proceed in a systematic unified and directed manner (Luthans Stewart, 1977). IKEA, as an example, is the world’s most successful mass-market retailer, reaching 33 countries and hosting 410 million shoppers a year; the furniture is made by about 1,500 suppliers in more than 50 countries. Its signature feature is the flat packed product that customers assemble at home. To target the dramatic technology development in 21st century, the company introduced online shopping to address convenience and traceability. The company designs its own, and also broadens the product mix into food and general living supplies (â€Å"IKEA Company Profile†, n.d.). Investment risks can be sufficiently minimised, and it is best described by the old adage â€Å"never put all your eggs in one basket†. Traditionally, a showroom with a team of salesmen and delivery truck drivers is the focal point of a typical furniture retailer. Globalisation and widely spread use of internet will eventually force them out of the market. IKEA tackled these issues from supply-chain, customer satisfaction and diversification of investment risks. It further demonstrates the contingency approach is used to sustain IKEA’s completive edge in all time. Although these strategies may not be suitable in 10 years time, contingency view will always exert management to evaluation situation at hand and make decision accordingly to sustain performance. Conclusion Generally speaking, the traditional perspectives of management tend to standardise a managerial approach across the board by analysing one particular scenario with a number of assumptions. However, the modern perspectives recognise the uncertainties in reality and take many aspects into consideration of their decision making process. Contingency view is not a brand new theory that is completely different from the traditional perspectives. Whilst we are not suggesting the traditional perspectives are untrue, managers should be selective according to the situation at hand and use a combination of approaches to tackle from all angles. Management in the modern world is no longer a unitary practice; it is an art. Continuous education and professional development can only offer the mandatory knowledge. Real life experience and rational conduct at time is the key to successful management.

Bob Dylan: The Freewheelin¹ Bob Dylan :: Essays Papers

Bob Dylan: The Freewheelin ¹ Bob Dylan When I was growing up, Bob Dylan was more of a name on paper to me than a person. I knew Peter, Paul & Mary's covers of his songs better than I knew his. My parents listen to a lot of folk music--Peter, Paul and Mary, Simon and Garfunkel, the Weavers, Pete Seeger, Woody and Arlo Guthrie--but somehow Bob Dylan never entered the mix. Even after it somehow filtered into my consciousness that he'd written these songs I'd known all my life, that he was a performer, he remained mysterious. Photographs always seem to show him looking down, away from the camera, an expression of brooding concentration fixed on his face. When I heard the original versions of the songs I knew, like "Blowin' In the Wind," I liked the covers better. I liked the melody and harmony. Dylan's vocal style was a little too slipshod. It wasn't quite talking but it wasn't quite singing, he slurred his words and ended lines before it felt like they were done, and his timing was off. But it's that ambiguity--clear as spli t pea soup, as they say--that keeps drawing me back. Like the lines that end early, leaving you with the sense that the important part was left unsaid, more is implied by Dylan than said straight out. I keep going back, wanting to hear more, hoping that maybe this time he'll finish that thought. Maybe this time I'll get it. But I never quite do. He's never appealed to me as a singer, but his style and character are unmistakable, his charisma magnetic and powerful. The Freewheelin' Bob Dylan was Dylan's first album of almost-all original songs, the album that announced his potential and talent to the world, announced the arrival of folk music's "poet-prophet." (Friedlander 139) It's pre-electric Dylan, rootsy sounding, just the man, a guitar, and a harmonica. That a man could write new songs that sound so traditional--songs like "Down the Highway" and "Talkin' World War III Blues" aren't a far cry from Leadbelly or John Lee Hooker--is part of the genius, the intrigue, of Bob Dylan. He's simultaneously traditional and revolutionary. Some songs have achieved this mythic antiquity--sounding like they were written much more than forty years ago--over time. "Oxford Town" alternates (often mid-line) between Dylan's characteristic hoarse, thin growl and a lower, clearer, more resonant tone reminiscent of Pete Seeger.

Great Expectationsâ€Parents Molding Children After Their Own Expectations Essay

Dickens’ Great Expectations portrays the lives of different people throughout various levels of society and how they all react to their own condition. The past is always haunting the characters’ lives and, in most cases, it even determines the course of their future existence. It is inevitable to see in the story how some characters, playing the role of parents, define the lives of others, especially children, causing indelible consequences. Thus parents must not mold children after their own purposes and expect them to be someone different from whom they truly desire to be. This is one of the major mistakes we see in the novel made by characters such as Miss Havisham and Magwitch, who pretend to outline the lives of others. Pip’s life has always been influenced and affected by various people. Some want the best for him and others the worst. His parents died since he was very young and this forced him to live with his aunt and uncle. The fact that he lived most of his life without his biological parents is important because it allowed other people to raise him up. Eventually, his life was completely transformed when someone decided to expect great things from him. First of all, we meet Mrs. Joe, an oppressive, unaffectionate, self-righteous woman who is always congratulating herself for having taken care of Pip and for being the only responsible one who â€Å"brought him up by hand† (Dickens 27). We could assume that this term refers to the difficulties she encounters as she fulfills the role of being a mother to Pip. It was not an easy job, especially because Mrs. Joe didn’t have any other children and so didn’t know what motherhood really was. It is very probable that Mrs. Joe was also beaten up as a child and brought up by hand. As a result she is doing the same thing with Pip instead of learning from the past and improving the next generation. Thus since the beginning of the novel Dickens shows us how some adults are molding children after their own purposes and bringing then up as they were once brought up. As Pip grew up the opportunity of going to Satis House opens a new chapter in his life. Mr. Pumblechook and Mrs. Joe decided for him due to the fact that they never asked him if he wanted to go. Once more we may see hoy the life of this child was determined and shaped by those around him. When he goes to Satis House, both the narrator and the reader, meet one of the most important characters of the story, Miss Havisham. She is a mad, vengeful, and wealthy dowager. We would expect from her a lavish lifestyle, but the truth is she lives in an ancient rotting mansion and wears an old wedding dress all the time. The reason for this is that her life is completely altered when she was rejected and abandoned by Compeyson on what should’ve been their wedding day. From that time on, Miss Havisham determines herself to remain in that depressive and melancholic state, and never go beyond her heartbreak. It is this unfortunate event in Miss Havisham’s life that ignites her evil desire of obtaining revenge from men. Thus when she adopts Estella the opportunity to fulfill her execrable purposes opens up. As a result, with obsessive cruelty, she takes care of Estella and raises her as a weapon to achieve her own personal revenge on men. She doesn’t care if Estella’s life is ruined or if she ends up breaking noble hearts, such as Pip’s. All she wants is to get even with men because of that one man who broke her heart. Yet is it moral for a parent to destroy his child’s life in this way? Is it correct for parents to decide what type of life their children should experience for the rest of their existence? Should parents desire to live out their own purposes in their children’s lives? We may see that Miss Havisham answered positively to all of these questions and ended up destroying her future and Estella’s. Likewise, Pip’s future is not determined by himself, but by someone else. When Mr. Jaggers arrives with the news that Pip has a benefactor who wants to make him a gentleman, all expectations change and Pip departs to build up his new life. However, he made several mistakes and misspent most of his money. As a result he entered into debt and began to live an unsustainable lifestyle. We can see that this is the effect of never being taught how to administer money and spent it correctly. Later on when Pip meets the convict, Magwitch, after a long period of time since the marshes, he realizes who his benefactor truly was. All those years Pip had thought that Miss Havisham was his benefactor in order for him to marry Estella. However, Pip discovers the truth through Magwitch and feels embarrassed of it. We can thus comprehend that Pip’s future is not a consequence of his own actions, but it is the result of someone else’s desire to make him a gentleman. What is fascinating is that the night Pip meets the convict again, he realizes who truly had great expectations for him. Magwitch declares, â€Å"Yes, Pip, dear boy, I’ve made a gentleman on you! It’s me wot has done it†¦I own a gentleman†¦I’m your second father. You’re my son – more to me nor any son† (Dickens 293).

Health System in Egypt

Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO Contents F O R E W O R D †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 1 E X E C U T I V E S U M M A R Y †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 2 S O C I O E C O N O M I C G E O P O L I T I C A L M A P P I N G †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 2. 1 Socio-cultural Factors †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦ 1 2. 2 Economy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 2. 3 Geography and Climate †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 2. 4 Political/ Administrative Structure †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 3 H E A L T H S T A T U S A N D D E M O G R A P H I C S †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 14 3. 1 Health Status Indicators †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 3. 2 Demography †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 4 H E A L T H S Y S T E M O R G A N I Z A T I O N †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17 4. 1 Brief History of the Health Care System †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 4. 2 Public Health Care System †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 4. 3 Private Health Care System†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 20 4. 4Overall Health Care System †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 21 5 G O V E R N A N C E /O V E R S I G H T †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 5. 1 Process of Policy, Planning and management †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 5. 2 Decentralization: Key characteristics of principal types †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 24 5. 3 Health Information Systems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 27 5. 4 Health Systems Research†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 5. 5 Accountability Mechanisms †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 28 6 H E A L T H C A R E F I N A N C E A N D E X P E N D I T U R E †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 29 6. 1 Health Expenditure Data and Trends †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 29 6. 2 Tax-based Financing †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 32 6. 3 Insurance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 33 6. 4Out-of-Pocket Payments †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 40 6. 5 External Sources of Finance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 41 6. 6 Provider Payment Mechanisms †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 41 7 H U M A N R E S O U R C E S †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 45 7. 1 Human resources availability and creation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 45 7. 2 Human resources policy and reforms over last 10 years†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 55 8HEALTH SERVICE DELIVERY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 59 8. 1 Service Delivery Data for Health services †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 59 8. 2 Package of Services for Health Care †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 63 8. 3 Primary Health Care †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 63 8. 4 Non personal Services: Preventive/Promotive Care †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 75 8. 5 Secondary/Tertiary Care †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 8. 6 Long-Term Care †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 90 8. 7 Pharmaceuticals †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 89 8. 8 Technology †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 100 9 HEALTH SYSTEM REFORMS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 101 9. 1 Summary of Recent and planned reforms †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 101 10REFERENCES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 107 11. ANNEXES †¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11. 1 Ministry of Health and Population Organogram†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO List of Tables Table 2. 1 Socio-cultural indicators Table 2. 2 Economic Indicators Table 2. 3 Major Imports and Exports Table 3. 1 Indicators of Health status Table 3. 2 Indicators of Health status by Gender and by urban rural 2006Table 3. 3 Top 10 causes of Mortality Table 3. 4 Demographic indicators Table 3. 5 Demographic indicators by Gender and Urban rural Table 6. 1 Health Expenditure Table 6. 2 Sources of finance, by percent Table 6. 3 Health Expenditures by Category Table 6. 3. 1. Health care financing i n Egypt: coverage, eligibility and benefits Table 6. 4 Population coverage by source Table 6. 4. 1 Distribution of HIO beneficiaries by law (1995–2002) Table 6. 4. 2 Comparison between 2002 and 1995 estimates Table 6. 4. 3 Comparative expenditures and subsidies from MOF to hospital services, financial year 2004/2005Table 6. 4. 4 Performance Indicators Table 7. 1 Health care personnel Table 7. 1. 1 Staff registered with syndicates Table 7. 1. 2 Comparison of staff registered and in post in MOHP, December 2005 Table 7. 1. 3 Staff registered and in post in MOHP plus percentage increase in difference over 20 years Table 7. 1. 4 Physicians and nurses by health sector (%) Table 7. 1. 5 Geographical distribution of MOHP physicians and nurses Table 7. 1. 6 Distribution of physicians and nurses by governorate per 100,000 population (2005) Table 7. 2 Human Resource Training Institutions for Health Table 8. 1Service Delivery Data and Trends Table 8. 1. 1 Improvement in hospital based se rvices (1996–2005) Table 8. 1. 2 Distribution of health facilities across Egypt (2006) Table 8. 1. 3 Distribution of health care workers in Egypt (2006) Table 8. 1. 4 Comparison of specialists (2005) Table 8. 1. 5 Comparison of specialists (2005) Table 8. 1. 6 Comparison of MOHP and HIO registered and in post personnel2005 Table 8. 1. 7 Distribution of physicians with private clinics by number of jobs (%) 2 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO Table 8. 1. 8 Governorates distribution according to phasesTable 8. 1. 9 Basic preventive and promotional public health services Table 8. 2 Inpatient use and performance Table 8. 2. 1 National distribution of inpatient beds by type of facility (2005) Table 8. 2. 2 Change in hospital beds by type of provider (1991, 1997, 2001) Table 8. 2. 3 MOHP strategy (1997, 2001, 2017) Table 8. 2. 4 Distribution of physicians among some service providers (2002) Table 8. 2. 5 Bed distribution by health provider in go vernorates Table 8. 2. 6 Beds/population by governorate and type of provider (2005) Table 8. 2. 7 Private sector providers (2005) Table 8. 2. 8Private sector services (2002) Table 8. 7 expenditure by type of provider and ownership (2005) 3 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO List of Figures Figure 1 Uses of health resources, by categories of providers Figure 2 Sources of revenues for the health sector, 1995 Figure 3 Distribution of HIO beneficiaries by law (1995–2002) Figure 4 Distribution of physicians and nurses by governorate per 100,000 population (2001) Figure 5 Beds per populations in governorates Figure 6 Growth trends in the pharmaceutical market Figure 7 Expected value of the market size in 2010Figure 8 Trend in drug consumption as expenditure per capita Figure 9 Drug expenditure in private and governmental sector Figure 10 Distribution of drug consumption by therapeutic category (2001–2002) 4 Health Systems Profile- Egypt R egional Health Systems Observatory- EMRO F OREWORD Health systems are undergoing rapid change and the requirements for conforming to the new challenges of changing demographics, disease patterns, emerging and re emerging diseases coupled with rising costs of health care delivery have forced a comprehensive review of health systems and their functioning.As the countries examine their health systems in greater depth to adjust to new demands, the number and complexities of problems identified increases. Some health systems fail to provide the essential services and some are creaking under the strain of inefficient provision of services. A number of issues including governance in health, financing of health care, human resource imbalances, access and quality of health services, along with the impacts of reforms in other areas of the economies significantly affect the ability of health systems to deliver.Decision-makers at all levels need to appraise the variation in health system perfor mance, identify factors that influence it and articulate policies that will achieve better results in a variety of settings. Meaningful, comparable information on health system performance, and on key factors that explain performance variation, can strengthen the scientific foundations of health policy at national, regional and international levels.Comparison of performance across countries and over time can provide important insights into policies that improve performance and those that do not. The WHO regional office for Eastern Mediterranean has taken an initiative to develop a Regional Health Systems Observatory, whose main purpose is to contribute to the improvement of health system performance and outcomes in the countries of the EM region, in terms of better health, fair financing and responsiveness of health systems.This will be achieved through the following closely inter-related functions: (i) Descriptive function that provides for an easily accessible database, that is co nstantly updated; (ii) Analytical function that draws lessons from success and failures and that can assist policy makers in the formulation of strategies; (iii) Prescriptive function that brings forward recommendations to policy makers; (iv) Monitoring function that focuses on aspects that can be improved; and (v) Capacity building function that aims to develop partnerships and share knowledge across the region.One of the principal instruments for achieving the above objective is the development of health system profile of each of the member states. The EMRO Health Systems Profiles are country-based reports that provide a description and analysis of the health system and of reform initiatives in the respective countries. The profiles seek to provide comparative information to support policy-makers and analysts in the development of health systems in EMRO.The profiles can be used to learn about various approaches to the organization, financing and delivery of health services; descri be the process, content, and implementation of health care reform programs; highlight challenges and areas that require more in-depth analysis; and provide a tool for the dissemination of information on health systems and the exchange of experiences of reform strategies between policymakers and analysts in different countries.These profiles have been produced by country public health experts in collaboration with the Division of Health Systems & Services Development, WHO, EMRO based on standardized templates, comprehensive guidelines and a glossary of terms developed to help compile the profiles. A real challenge in the development of these health system profiles has been the wide variation in the availability of data on all aspects of health systems. The profiles are based on the most authentic sources of information available, which have been cited for ease of reference. For maintaining consistency and comparability in the sources of 5Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO information, efforts have been made to use as a first source, the information published and available from a national source such as Ministries of Health, Finance, Labor, Welfare; National Statistics Organizations or reports of national surveys. In case information is not available from these sources then unpublished information from official sources or information published in unofficial sources are used. As a last resort, country-specific information published by international agencies and research papers published in international and local journals are used.Since health systems are dynamic and ever changing, any additional information is welcome, which after proper verification, can be put up on the website of the Regional Observatory as this is an ongoing initiative and these profiles will be updated on regular intervals. The profiles along with summaries, template, guidelines and glossary of terms are available on the EMRO HSO website at www. who. int . healthobservatory It is hoped the member states, international agencies, academia and other stakeholders would use the information available in these profiles and actively participate to make this initiative a success.I would like to acknowledge the efforts undertaken by the Division of Health Systems and Services Development to help countries of the region in better analyzing health system performance and in improving it. Regional Director Eastern Mediterranean Region World Health Organization 6 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO 1 E XECUTIVE S UMMARY Egypt is going through a demographic and epidemiological transition that is affecting both the size and health status of the population. The population growth rate has fluctuated from a low of 1. 92% a year during 1966–1967, to 2. 5% annually during 1976–1986, later declining to 2% a year during 1980–1993 and 2. 1% annually in 2001. Changes in fertility and mortality rates ha ve been the major source of population growth in Egypt. The population pyramid has a wide base with children aged under 15 representing 37% of the population, reflecting relatively high fertility in recent years. The proportion of children aged under 10 years is smaller than the proportion aged 10–14 years. The rate decreased from 80 in 1988 to 69 in 2000, so the proportion of productive group aged 15–64 years has increased.The average age of the population has risen, with a life expectancy from birth of 65. 5 years for males in 1996 to 69. 2 years in 2006. It is higher for women than for men (69. 2 and 73. 6 years, respectively). Egypt is a lower-middle-income country with a per capita gross national product (GNP) that doubled between the years 1993 and 1999, from US $600 to $1200 (DHS, 2000). The Egyptian economy has witnessed a turnaround in growth performance following a period of economic slow-down that started in 1986.The adoption of the open door policy in 1975 afforded the Egyptian economy a decade of rapid economic growth, supported by large inflows of foreign assistance, workers’ remittances, and oil and tourism revenues. The drop in oil prices in 1986 signaled the end of a decade of economic boost, underscoring the volatility of Egypt’s key revenues sources and the constraints of an inward-oriented growth strategy. With the success of the stabilization program in achieving its objectives, Egypt has been successful in reversing the slow growth rates that characterized the period 1991–1995.Real GDP grew annually at an average of 3. 8% during 1993–1996 and at an average of 6% during 1996–1998. Inflation has been brought down from a peak of 21% in 1992 to 7% in 1996 and 3. 6% by 2000 (UNDP, 2000). While public expenditure on health in terms of budget share appears to be low in Egypt, overall spending at 3. 7% of GDP is also low, when compared to other comparable income countries. The Ministry of Health an d Population (MOHP) budget, as part of the entire Government budget, increased from 2. 2% in 1995/1996 to 3. % in 2000/2001 and the MOHP expenditure per capita increased from LE26. 8 in 1996 to LE56. 7 in 2001. The health financing system in Egypt today manifests significant systemic inefficiencies and inequities that severely limit the effectiveness of the health system as a whole. Any attempts to expand the scope of services or increase the revenues and expenditures on health care without first addressing these systemic bottlenecks in the health financing system will result in further exacerbating the inefficiencies and inequities in the system.The existing system of health financing mechanisms in place today, whether it is through the general revenues Ministry of Finance or the Health Insurance Organization system or through private spending, establishes a regressive pattern of resource mobilization and resource allocation. Inequities are evident across many dimensions, in terms of income levels, gender, geographical distribution (rural and urban, and by governorate levels), and health outcomes. 7 Health Systems Profile- Egypt Regional Health Systems Observatory- EMROThe coverage of the Egyptian population with the National Health Insurance scheme is increasing through the addition of new population groups under the umbrella of social health insurance, for example school children and newborn children. In the year 1980, the coverage was 4% of the total population, and it doubled in 1990. In the year 1995, it reached 36% and increased over the last ten years to 45%. Out of pocket spending has been rising over past decade and currently stands at 62%. HIO does not reach 80% of the private sector workforce.Highest governmental healthcare spend is proportionately in lowest income quintile. The 1952 Constitution pronounced free medical care as a basic right for all Egyptians. The Government has been the sole provider and financier of all primary/preventive and mos t inpatient curative care in Egypt. However, over the past two decades governmental budgetary constraints have resulted in relatively stagnant health expenditures. The structural adjustment program has also reduced the government's resource position vis-a-vis allocation for social services sectors in general, and health services in particular.The Egyptian health system has a pluralistic nature with a wide range of health care providers competing and complementing each other, allowing clients freedom of choice when seeking care according to their needs and ability to pay. However, the Government is committed to providing health care to poor and unprivileged population groups. Parallel to, and related to, its demographic transition, Egypt is currently facing an epidemiological transition that is characterized by:  ¦ Reduced mortality rates among infants and children from diarrhea, immunization-preventable diseases and respiratory infections. Rising prevalence of risk factors such as obesity, smoking and hypertension, responsible for chronic diseases.  ¦ A changing socioeconomic environment leading to different diets, increased industrialization, and increased motor vehicle traffic accidents. The distribution of the burden of diseases has changed from a predominance of infectious and parasitic diseases to a different mortality pattern whereby cardiovascular diseases are currently the leading cause of mortality (45% in 1991, compared to 12% in 1970 and 6. 3% in 2001).Egypt is therefore affected by a dual burden of disease, thus associating the morbidity and mortality patterns of developing countries with those induced by modernization. As a result of the demographic and epidemiological transition, the major health and population challenges are: 1. Population growth 2. Burden of endemic and infectious diseases 3. Maternal, infant and childhood mortality 4. Burden of chronic diseases, renal failure and cancer 5. Injuries and accidents 6. Smoking, other addiction s, and their complications 7. Disabilities and congenital anomalies 8 Health Systems Profile- EgyptRegional Health Systems Observatory- EMRO 8. Human resources (capabilities, skills, knowledge, allocation, salaries and incentives) 9. Infrastructure (buildings, equipment, furniture and maintenance) 10. Basic public services (housing, unplanned areas and slums, potable water, sewage disposal). The health system has significant strengths and weaknesses resulting from its continuing evolution. The performance of the sector with respect to health services, human resources, physical infrastructure, financing, organization and management, and the pharmaceutical sector will be assessed in following eight sections.Ministry of Health and Population has decided on a reform program based on the strengths of the current system, while at the same time rectifying its weaknesses. The Government of Egypt has embarked on a major restructuring of the health sector. This reform was deemed necessary bec ause the MOHP and its main partners had identified fragmentation in the delivery of health services, excessive reliance specialist care and low primary care service quality as the main constraints to achieving universal coverage.The Egyptian Health Sector Reform Program (HSRP) was officially launched in 1997. The World Bank (WB) started its contribution by designing the Master Plan for Montazah Health District in Alexandria Governorate, in May 1998. By the following year, in 1999, United States Agency for International Development (USAID) was the first donor to begin field-level operations, while the European Commission (EC) joined the HSRP in November 1999. The African Development Bank (ADB) initiated its work through designing Master Plans for three health districts in June 2003.The most recent partner at HSRP is the Austrian Government, which directs its participation to improving the district hospitals as part of health district approach. The overall aim of the HSRP is twofold. Firstly to introduce a quality basic package of primary health care services, contribute to the establishment of a decentralized (district) service system and improve the availability and use of health services. Secondly to introduce institutional structural reform based on the concept of splitting purchasing/providing and the regulatory functions of the Ministry of Health and Population.Coverage would be provided by a National Social Insurance System. The ultimate goal of health sector reform initiatives is to improve the health status of the population, including reductions in infant, under-five, maternal mortality rates and population growth rates and the burden of infectious disease. The HSRP has meanwhile initiated a new primary care strategy in accredited facilities, known as Family Health Units (FHU’s). Facilities are being contracted by a purchasing agency -the Family Health Fund (FHF) – to provide services to the population.It is envisaged that the HSRP will g radually extend its scope to the secondary level by establishing â€Å"District Provider Organizations†. The FHF will consequently develop in the direction of a full purchasing agency of services from the public and private sector. The newly introduced Family Health Model (FHM) constitutes one of the cornerstones of the reform program. It brings high quality services to the patient and will integrate most of the vertical programs into the Basic Benefit Package of services.To date the FHM has been introduced in 817 health facilities, which present 18% of the total public primary health care facilities. HSRP has an ambitious five years plan, by the end of year 2010, to cover the entire public primary health care facilities with the Family Health Model. The Egyptian Health Sector Reform Program went through several stages, including the preparatory stage from 1994 to 1996. During this stage, several valuable studies were conducted and used later to develop the â€Å"Strategies for Health Sector Change† study. 9 Health Systems Profile- Egypt Regional Health Systems Observatory- EMROThis was an analytical report on the Egyptian health sector. Designing the health Master Plans stage for the three pilot governorates followed this. Experimenting stage of the Family Health Model took place in one of the primary health care facilities, which took about two years to implement. This was followed by piloting stage of the Model in three governorates followed by another two governorates and included activities such as: Building staff pattern, designing the contents of the Basic Benefits Package and Essential Drug List, and other components of the Family Health Model.The Program has shifted its strategy in March 2003 from health facility oriented approach to the district approach, which was called the District Provider Organization. As of 2005, the HSRP has gradually expanded its operations to ten additional governorates, pushing the total number of involved gov ernorates to 15, which presents more than 50% of the country coverage.The Health Reform Program has three main components; (1) Service component as seen in the Family Health Mode, (2) Mandate role and functions of the Ministry of Health and Population, and (3) Introduction of a sustainable universal health insurance system. It is envisaged that all three goals and objectives can be achieved in an Integrated District Health System model. All the necessary elements are available and the Sector for Technical Support and Projects (STSP) is in developing process for an integrated health system based on a district that is evaluated internally and externally and be replicable.The Integrated District Health System (IDHS) is the district that covers the following criteria; (1) fully implements the District Provider Organization, (2) has financial sustainability, (3) separates providing from financing of health services, (4) implements the content of the district health coverage plan, (5) pro vides basic benefits and secondary care packages through public, private and NGO, (6) and applies quarterly measures for the achievements of HSRP’s five objectives. 10 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO 2 S OCIO E CONOMIC G EOPOLITICAL M APPING 2. Socio-cultural Factors Table 2-1 Socio-cultural indicators Indicators 1990 1995 2000 2004 – – – – Literacy Total: 48. 8 (92) 57. 7 (98) 67. 4 (02) 69. 4 02) Female Literacy to total literacy: 35. 3 (92) 65. 9 (98) 63. 4 (01) 67. 4 02) Women % of Workforce 29. 2(93) 18. 0(96) 18. 5(01) 21. 8(02) Primary School enrollment 98. 0(92) 98. 5(98) 91. 7(01) 99. 2(02) % Female Primary school pupils 80. 4(92) 84. 5(98) 93. 2 107. 1(02) %Urban Population 44. 0(86) 43. 0(96) 42. 8 57. 6 Human Development Index: Source: NICHP Report, Ministry of Health and Population, 2005. Egypt Human Development Report, 1995, 1999, 2003, 2004. . 2 Economy Key economic trends, policies and reforms Lack of substantial progress on economic reform since the mid 1990s has limited foreign direct investment in Egypt and kept annual GDP growth in the range of 2%-3% in 200103. However, in 2004 Egypt implemented several measures to boost foreign direct investment. In September 2004, Egypt pushed through custom reforms, proposed income and corporate tax reforms, reduced energy subsidies, and privatized several enterprises. The budget deficit rose to an estimated 8% of GDP in 2004 compared to 6. 1% of GDP the previous year, in part as a result of these reforms.Monetary pressures on an overvalued Egyptian pound led the government to float the currency in January 2003, leading to a sharp drop in its value and consequent inflationary pressure. In 2004, the Central Bank implemented measures to improve currency liquidity. Egypt reached record tourism levels, despite the Taba and Nuweiba bombings in September 2004. The development of an export market for natural gas is a bright spot for futu re growth prospects, but improvement in the capital-intensive hydrocarbons sector does little to reduce Egypt's persistent unemploymentTable 2-2 Economic Indicators Indicators 1990 GNI per Capita (Atlas method) current US$ 2000 2004 NA GNI per capita (PPP) Current International Real GDP Growth (%) 1995 1. 9 (91-92) 5 (95-96) 3. 4 (00-01) 4 (03-04) 11 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO Real GDP per Capita ($) (91- 92) 769 1,285 1,036 9. 2 (91-92) Unemployment % (estimates) 1,143 9. 6 (91-92) 9. 0 (01) 10. 2 (03) Source: Egypt Human Development Report, 2003. Ministry of Foreign Trade, Egypt, Monthly Economic Digest, February 2005. Table 2-3 Major Imports and Exports Major Exports:Crude oil and petroleum products, cotton, textiles, metal products and chemicals. Major Imports Machinery and equipment, foodstuffs, chemicals, wood products and fuels. 2. 3 Geography and Climate Map of Egypt Arab Republic of Egypt is located at the northern Africa, border ing the Mediterranean Sea, between Libya and the Gaza Strip, and the Red Sea north of Sudan, and includes the Asian Sinai Peninsula. Total area is 1,001,450 sq km (land: 995,450 sq km, water: 6,000 sq km). A total of 2,665 km border countries: Gaza Strip 11 km, Israel 266 km, Libya 1,115 km, Sudan 1,273 km.Coastline is 2,450 km. The climate is desert; hot, dry summers with moderate winters. Natural resources; petroleum, natural gas, iron ore, phosphates, manganese, limestone, gypsum, talc, asbestos, lead and zinc. 2. 4 Political/ Administrative Structure The chief of state is the President, head of government is the Prime Minister. Bicameral system consists of the People's Assembly or Majlis al-Sha'b (454 seats; 444 elected by popular vote, 10 appointed by the president; members serve five-year terms) and the 12 Health Systems Profile- Egypt Regional Health Systems Observatory- EMROAdvisory Council or Majlis al-Shura – which functions only in a consultative role (264 seats; 1 76 elected by popular vote, 88 appointed by the president; members serve sixyear terms; mid-term elections for half the members). People's Assembly election is in three phase voting, last held 19 October, 29 October, 8 November 2000 (next to be held October-November 2005); Advisory Council – last held May-June 2004. The Shoura Council was established constitutionally in 1980. The Shoura Council is mainly a â€Å"think-tank† to advise the Government on national policies.A committee of the Shoura Council on Health, Population and Environment examines issues relevant to these areas prior to their discussion in the Shoura Council’s plenary sessions. Although it does not have a direct legislative role, laws impacting significantly on broad government policy are required to be discussed by the Shoura Council before being passed to the People’s Assembly Laws, before going to the plenary sessions of Parliament, are referred for preliminary study to the relevant c ommittees. These specific committees are currently 22 in number; an example is the Committee for Health and Environment.This committee, consisting solely of Members of Parliament, often invites experts to its meetings for the purpose of obtaining a more comprehensive view of topics under study. The committee influences health policy changes planned for the future 13 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO 3 H EALTH STATUS AND DEMOGRAPHICS 3. 1 Health Status Indicators Table 3. 1 Health Status Indicators 1990-2005 Indicators 1990 1995 2000 2004 2005 65. 3 (92) 66. 9 (98) 67. 1 (01) 70. 1 (02) – – – – – – 63 66 24. 5 22. 4 20. 5 – 3. 9 (97) 33. 8 28. 6 26. 2 174 (92) 96 (98) 84 (01) 68 (02) 3 – – – – – 26 29. 8 28. 7 NA 17. 6 Prevalence of wasting 3. 4 4. 6 Source: NICHP Report, Ministry of Health and Population,2005. 2. 5 NA 3. 9 Life Expectancy at Birth HALE Infant Mor tality Rate Probability of dying before 5th birthday/1000 Maternal Mortality ratio Percent of Normal birth weight babies Prevalence of stunting Egypt Human Development Report,2004 Table 3-2 Indicators of Health Status by Gender and by urban rural 2006 Indicators Urban Rural Male Female Life expectancy at birth – – 69. 2 73. 6 HALE – – – – Infant Mortality Rate 27. 7 15. 3 – – Probability of dying before 5th birthday/1000 3. 9 20. 6 27. 6 24. 7 Maternal Mortality Ratio – – – – Percent of Normal Birth Weight Babies – – – – – – – Prevalence of stunning/wasting Source: NICHP Report, Ministry of Health and Population,2005. WHO Web Site,August 2005 14 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO Table 3-3 Top 10 causes of Mortality Mortality Y2005 Rank Intra-cerebral hemorrhage 21,473 Essential (primary) hypertension 20,354 Fibrosi s and cirrhosis of liver 18,434 Hepatic failure, not elsewhere classified 11,353 Atherosclerosis 10,800 Arterial embolism and thrombosis 8,233 Elevated blood glucose level ,000 Acute myocardial infarction 6,645 Cerebral infarction 6,334 Others 320,011 Total 431,637 Source: NICHP Report, Ministry of Health and Population, 2005. The Burden of Disease and Injury in Egypt (Mortality and Morbidity). 2004. 3. 2 Demography Demographic patterns and trends Total population of Arab Republic of Egypt is 77,505,756 (July 2005 est. ). The age distribution is 0-14 years presents 33% (male 13,106,043/female 12,483,899), 15-64 years presents 62. 6% (male 24,531,266/female 23,972,216), 65 years and over presents 4. 4% (male 1,457,097/ female 1,955,235) (2005 est. ).Net migration rate is -0. 22 migrant(s)/1,000 population (2005 est. ). Sex ratio: at birth 1. 05 male(s)/female, under 15 years it is 1. 05 male(s)/ female, 15-64 years it is 1. 02 male(s)/female, 65 years and over it is 0. 74 male(s)/fem ale, for the total population it is 1. 02 male(s)/female (2005 est. ) The median age is 23. 68 years, 23. 31 years for males and 24. 05 years for females (2005 est. ). Eastern Hamitic stock (Egyptians and Bedouins) presents 99%, Greek, Nubian, Armenian, other European (primarily Italian and French) presents 1%. Muslim (mostly Sunni) 94%, Coptic Christian and other 6%.Arabic is the official language, English and French are widely understood by educated classes. 57. 7% of the population (age 15 and over) can read and write. Male presents 68. 3% and female presents female: 46. 9% (2003 est. ). 15 Health Systems Profile- Egypt Regional Health Systems Observatory- EMRO Table 3-4 Demographic Indicators Indicators 1990 1995 2000 2004 2005 – 27. 9 1997 27. 9 27. 0 (03) 25. 8 (05) – 6. 4 1997 6. 3 6. 4 (03) 6. 4 (05) 2. 4 (60. 86) 2. 08 (86-96) 2. 3 (96-02) 2. 0 (03) 19. 1 (05) 74. 7 1992 69. 7 1998 69. 9 (01) 69. 9 (02) – – 37. 8 1996 38. 8 (03) 37. 4 – 3. 90 1992

Transformational Leadership

Transformational Leadership Introduction In any organization, the focus is based on yielding high profits. The key to this lies in the leader who in turn inspires the staff. Leadership in an organization is usually classified in different categories based on the style the leader uses.Advertising We will write a custom essay sample on Transformational Leadership specifically for you for only $16.05 $11/page Learn More Different leadership styles are used to attain desired goals, but Bass (2006) pointed out in his work that the secret to an organization that is effective in achieving its goals lies in the use of transformational leadership. A leader usually uses power and influence to exercise authority. In transformational leadership however, the idea is to emphasize on influence to manage the teams and bring them aboard in understanding the vision the leader has. Transformational leadership therefore can be defined as implementing new ideas by way of adopting a more flexible and univer sal method of influencing and continually ameliorating those around them. This type of leadership calls for the leader and the staff to work on improving one another’s motivation levels. Motivational leaders bravely work towards making the staff realize the need for higher ideas and the vision they have for the future of the organization. Transformational leaders naturally role model the followers and pass their enthusiasm by clearly letting them visualize what his ideas are, what he is doing and by outlining his genuine personal beliefs he shows the followers that he has these values. Transformational leaders are able to achieve these results by possessing certain qualities and characteristics. Transformational leaders understand their abilities and confidently stand firm on their beliefs. The confidence in their abilities keeps them motivated and helps them to emotionally connect to the organization. They have high levels of self-determination which helps them attain a sens e of direction for the organization and in turn influence the followers and together they propel the organization in the right course. They possess self drive which helps them to visualize themselves as achievers who do not have to rely on luck to achieve good results. It is this understanding of self that help them to transform those around them (Chammas, 2010). Another characteristic of effective transformational leaders is seen in their ability to understand those around them and particularly those under them. Transformational leaders carefully understand and purposefully influence and motivate the staff to understand the goals and together they working the direction of attaining that goal since he assists them to realize its intended worth.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This requires the transformational leader to have the right communication skills to be abl e to relay the vision they have to a point of winning the willingness of the followers such that they too are excited and have the drive to achieve the desired change. A transformational leader fully understands what they hope to achieve and the process carefully relaying the intent to the followers requires idealized influence which ensures the followers are not resistance to the idea. To do so the leader must also be willing to actively involve them in chatting the way forward towards attaining the goal. After they are all in agreement of the right course of action to take, the transformational leader again provides inspirational motivation to keep them going and excite their minds to have the urge to achieve the task. After the transformational leader purposefully develops the ideas and effectively influences the staff to yearn to do attain the goal, it only marks the beginning of the process. The work of the transformational leader now is to keep the staff focused on the vision continually, help them stick to the agreed on course of action to attain the vision and continually be actively involved in influencing more and more colleagues to support the vision. The importance here is to make sure that the staff clearly understood the vision the leader has for the organization’s future and make sure that they will support the course and keep abreast with the importance of the task even in years to come. The staff should not just be involve din doing their assigned job but engage in the job because they realize the importance of the outcome of the job. The last characteristic of transformation leadership is a combination of three qualities which require that the transformational leader think outside the box. According to Chammas (2010), a transformational leader is not afraid to evaluate the organizations tradition and make changes to them without interfering with the organizations core business. This requires that they come up with innovative and creati ve ways that work inline with the vision they have for the organization. In their pursuit for change they are seen as ignoring the present and yearning for a better future. A factor that works with this is their willingness to embrace innovations and ideas. The transformational leader encourages the others to come up with new methodologies and innovations that are in line with attaining the vision. This they do so as to keep abreast with the changing times and to demonstrate that they understand that new challenges in the future need new solutions.Advertising We will write a custom essay sample on Transformational Leadership specifically for you for only $16.05 $11/page Learn More They therefore encourage suggestions and accordingly offer appraisals for the best ideas. The third point on the same is that the transformational leader takes up their role as the advisor and the guide of the team. Their role here is to assist the whole team through the operation s. This requires that they understand that each individual have their own personal strengths and weaknesses in given areas. The leader also takes into consideration the individual’s level and will to adjust to the new ideas. By understanding the readiness levels the leader is able to establish the right timing for implementing the new ideas so that the resistance is kept at minimal. The ability to forge ahead and achieve anew transformed organization depends on the transformational leader’s influential levels on the staff and to develop them in the areas needed to achieve a new organization. Transformational leadership has proven effective by far compared to other leadership styles. This is due to its influential nature that seeks to have both the leader and the follower develop each other and together they work towards attaining a vision and in turn a new organization. The benefits of adopting transformation leadership are clearly felt in the outcomes. Transformation leadership increases the influence at the topmost leadership level. This according to Cox (2010) is because transformational leaders act as role models to other employees in the organization hence are obeyed and their method of dealing with people is respected. The result is an organization where there is solid unity between the leader and the employees which give rise to an atmosphere of mutual trust and communication is effective. This means that the executive is given a hearing by other staff and therefore implementation of ideas is fast and the environment at the work place is not tense or hierarchical. This is because more emphasis is laid on developing each other as opposed to arguing on bureaucracy. The leader concentrates on guiding the staff through the vision as opposed to spending most of the time trying to unite opposing groups in an organization. Results are achieved very fast once all the staff are on board and are working passionately. Another benefit of transformatio nal leadership is seen in the way the leader oozes with charisma and the excitement they have performing their duty. The rest of the staff is able to read clearly what the leader’s aspirations are and consequently they follow in trying to achieve the vision too. The energy possessed by transformational leaders is said to be a major contributor of the other staffs willingness to join in because they are inspired by their leader’s genuine vision of taking the organization to a whole new level. A successful and effective organization is able to be realized through two important aspects; a leader who has a clearly defined vision for the organization, and staff who have the will to assist and work together towards realization of that goal. Transformational leaders are enthusiastic about the vision they have and through their ability to bring other staff on board, realizing the vision becomes very easy and hence a successful and effective organization (Cox, 2010).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A major benefit of transformational leadership is the way they are able to guide the employees bit by bit in achieving a change in the organization. This they do by gradually explaining and influencing the employees and therefore take them through the step-by-step process of attaining the desired change. They are able to visualize the changes the organization should hope to achieve e.g. introduction of a new product, new methods of operating, new technology adjustments etc. they then embark on a mission to carefully engage the employees in trying to understand their feeling toward the desired change. According to Xenitelis (2010) this they do through employing tactical approaches in trying to reveal their thoughts on the same and to involve them directly in the process of defining the desired change. They then attempt to make that necessary adjustment so as to make the employees clearly get the picture as to why the change is important, and what it hopes to achieve. After the necess ary change is made to propel the vision, the transformational leader then guides the process and ensures that every one is on board. The leader keeps a constant check by evaluating the process as it continues and hence makes the necessary changes. This step-by-step engaging of the process proves very successful and is the most effective way of the organization realizing changes. It is also an effective way of avoiding resistance to change which is usually a major hindrance to progress in an organization. Its effectiveness is seen especially where the organization wishes to launch a new product or they desire to make complete change in their operating processes (Xenitelis, 2010). Employees in an organization led by a transformational leader always feel the challenge to keep their energies going because they are inspired by the leader. This fosters a feeling of taking ones duties and responsibilities personal and yearning to perform ones tasks to the best of their abilities. This sort of inspiration by the transformational leader encourages the employees to come up with new ways of doing things. Creativity and innovativeness amongst the employees is encouraged and this in turn brings out the full potential the individual has while still addressing the issue of self development. The benefits of such a working environment trickle down to the organization which has employees with self fulfillment and are giving their best and their creative input is enjoyed hence the organization’s effectiveness is realized (Stewart, 2006). Bass, one of the pioneers of transformational leadership pointed out that application of this style of leadership helps the employees push their abilities to levels they never thought they could reach. In addition to transformational leadership uniting and ensuring people are in agreement, Bass pointed out that it fosters a working culture where moral force flourishes and therefore the level of employee turnover is kept at minimum. Employ ees who understand that the organization they are working for encourages them to give their creativity and allows them to develop to levels they never thought they could achieve are likely to stick with the organization for long. The benefits of such a working culture are realized in the organizations success towards achieving its vision since the costs associated with employee turn over and employee retention are cut as well as the benefits of developed and satisfied employees (Bass, 2006). Transformational leadership brings forth a culture and climate in an organization whereby, success is bound to prosper. When a transformational leader takes into consideration the abilities and needs of each employee individually and shares their genuine vision in a clear and elaborate manner, it brings forth a culture of honesty and receptiveness. The employees feel that their input is respected and credit awarded for their ideas. This in turn gives rise to a working environment where there is job satisfaction and consequently due to absence of commotions the environment is stress free. The employees are always in high spirits and their motivation to work hard is on top hence they express freely their abilities to improve on certain areas and the areas where they are strong in is emphasized on. Organization’s success is bound to be realized in such a working culture which is stress-free, high motivation levels, job satisfaction is high and personal abilities are given a consideration. Transformational leadership is beneficial in that it can help an organization cut on the costs. Through the transformational leader’s ability to connect with the employees and giving them a chance to understand the task at hand including allowing their ideas and creativity, job satisfaction is achieved which means employees do not feel the need to leave the organization hence the reduced employee turn over. This in a major way saves the organization high costs that are associat ed with loosing employees and having to employ new ones. In a transformational leadership organization, the employees are given a chance to concentrate on areas they are strong hence the unnecessary costs of having to train the employees on areas they are unfamiliar with are reduced. This also goes for the fact that the employees are given a chance to develop and as they work harmoniously they teach each other through sharing of ideas and hence in-training of employees is unnecessary in most cases (Stewart, 2006). In conclusion, effectiveness in an organization highly depends on the leader’s ability to have a vision, ability to build consensus with the employees and adjusting his leadership style such that it fits the vision and is able to guide the whole team towards the desired direction. Transformational leadership takes all this into consideration by having the leader clearly understand the direction he wants to propel the organization, influencing the employees and makin g them understand how important the change is then together they engage in the process. Transformational leadership combines the right employees and the right motives and inspires creativity and motivation in achieving a smooth flow of processes which in the long run ensure an effective organization which delivers in its results and is consistent in achieving the desired changes. Reference List Bass, M. and Riggio, E. (2006) Transformational Leadership. New York, Routledge. Chammas, A. (2010) Leadership Characteristics for Organizational Transformation Success, Transformational Leadership, vol. 12, no. 6, pp. 16-27. Cox, R. (2010) The Benefits of Transformational Leadership. 2010. Web. Stewart, J. (2006) Transformational Leadership: An Evolving Concept Examined through the Works of Burns, Bass, Avolio, and Leithwood, Canadian Journal of Educational Administration and Policy. vol. 27, no. 56, pp. 1-19. Xenitelis, M. (2010) Transformational Leadership, Management. vol. 43, no. 12, pp. 11 17.