Comparing and Contrasting Confucianism and Legalism

Andrew Simedru Ms. Komar AP World History September 3, 2013 Comparing and Contrasting Confucianism and Legalism Confucius once said, â€Å"The more man meditates upon good thoughts, the better will be his world and the world at large.† Amidst the chaos of political instability and constant warring of the Zhou era, many philosophers arose that impacted China in the fields of politics, religion, and philosophy. Two of these philosophers were Confucius, who lived from 551 to 479 B.C.E., and Han Feizi, who lived around 233 B.C.E. These two created the Confucianism and Legalism that significantly changed the society is still in use in modern China. Confucianism became the dominant way of thinking and the later philosophy of Legalism†¦show more content†¦Strength produces force; force produces prestige; prestige produces virtue. Virtue has its origin in strength. The sage ruler alone possesses it, and therefore he is able to transmit humaneness and rightness to all-under-he aven†¦Ã¢â‚¬  (Shang 259). However, I believe this is not quite concisely what the Legalists hold a firm believe in; such rhetoric might only represent the idea from an angle that the ruler could accept at ease. Being a political institution and a critical part of the regime, the Legalists have concerns for themselves and may therefore seek personal and power advancement as well in their assisting the state. With such a thought, the third premise can be better stated as: all individuals, authorities and government apparatus will never run into interest conflicts with, and will always reside under, the centralized administration headed by a tiny minority of people who have the ultimate supremacy and power. Noteworthily, such a precondition has an immediate accord with the social need at that time as mentioned earlier, in which a rationalShow MoreRelatedThe Two Chinese Philosophies Of Confucianism1816 Words   |  8 PagesThe two Chinese philosophies of Legalism and Confucianism could not be more opposite. Even though two of the writers of Legalism were students of Xinzu, a philosopher of Confucianism, there are more of differences than similarities between the two. Because of this, legalism, which preceded the concept of Confucianism, had a lot of reasons why Confucianism was considered wrong. While towards the fall of the Qin Dynasty, Confucian beliefs started to revamp and become more widely accepted and thus theyRead MoreThe Between The Prince And Han Fei Tz1817 Words   |  8 Pageseastern concepts. Therefore, in this essay, I will be comparing and contrasting the similarities and the unlikeness between The Prince and Han Fei Tz. Throughout the essay, my purpose is to analyze whether or not these two theories can be applied to the real world efficiently. To start with, I would like to introduce more about Han Fei, whose status in China is as important as Machiavelli’s in the western country. Before the Qin Dynasty, Confucianism was the mainstream and most of the people followedRead MoreWorld History AP8768 Words   |  36 Pageswas no less reliant on military force and no less brutal than the centuries-long Roman effort. †¢ Unlike Rome’s transition from republic to empire, the creation of the Chinese empire had only brief and superficial domestic repercussions. 7. In comparing the Roman and Chinese empires, which do you find more striking—their similarities or their differences? †¢ The Roman and Chinese empires shared many common features, though they did also differ in important ways. In general, the Chinese empire was

The Shareholders Of Aspen Pharmacare Holdings Ltd

Earnings per share (also called net income per share) is a ratio that measures net income earned per share of stock outstanding, and is the money each share of stock would receive if all of the profits were distributed to the outstanding shares at year end. The higher the EPS, the better the business is as an investment from a shareholders perspective. EPS could be due to an increase in profit or a decrease in the number of shares in issue, which causes the return for each share to be higher. Application: Earnings per Share serve as an indicator of a company s profitability. The EPS increased 325 cents from 773 cents in 2013 to 1098 cents in 2014. The company’s profitability increased by 42% in 2014, which is a great improvement from 2013. Profits increased from R3 514 100 000 in 2013 to R5 005 500 000 in 2014, and this played a big role in causing the EPS to increase by 42%. The shareholders of Aspen Pharmacare Holdings Ltd should be satisfied as the current year (2014) EPS was higher than usual, and a higher earnings per share ratio often makes the stock price of a company rise. Earnings Yield Earnings Yield 2013 = 37.71% Earnings Yield 2014 =37.60% Decreased 0.11% from 37.71% to 37.60% Definition: The Earnings Yield (the reciprocal of the P/E Ratio) can be used to easily compare the earnings of stock or the whole market against bond yields. It is the relationship between the company’s share price and earnings per share. Generally, the Earnings Yields ofShow MoreRelatedAspen Pharmacare Holdings Ltd What s Behind One Of The Jse s Stand Out Shares Over The Past Two Essay1309 Words   |  6 PagesThe Investment Case – Aspen Pharmacare Holdings Ltd What’s behind one of the JSE’s stand-out SHARES over the past two years? Patrick Cairns | 12 January 2011 01:54 Aspen Holdings, Investing 101 ORAPA – Despite the pressures of intense competition and restrictive legislation, the South African pharmaceutical industry finds itself in strong health. Over the past two years, all of the three largest pharmaceutical shares listed on the JSE have been amongst the bourse‘s most robust performers. The SHARERead MoreShare Repurchases and the Protection of13310 Words   |  54 PagesShare repurchases and the protection of shareholders* KATHLEEN VAN DER LINDE** 1 Introduction From a creditor’s perspective there is not much difference between the payment of a dividend in respect of a share and a payment for the acquisition or repurchase of that share. However, from the point of view of the shareholder a dividend is a return on capital while a repurchase is a return of capital to the vendor shareholder. Share repurchases change the structure of the company’s share capitalRead MoreGsk Annual Report 2010135604 Words   |  543 PagesP102–P191 Shareholder information P192–P212 Business review 2010 Performance overview Research and development Pipeline summary Products, competition and intellectual property Regulation Manufacturing and supply World market GSK sales performance Segment reviews Responsible business Financial review 2010 Financial position and resources Financial review 2009 Risk factors Governance and remuneration Our Board Our Corporate Executive Team Governance and policy Dialogue with shareholders Internal

Health Service Integration-Free-Samples -Myassignmenthelp.com

Question: Discuss about the Health Service Integration. Answer: Introduction Health service integration (HSI) seems a logical and desirable strategy to improve both the efficiency and quality of service delivery (Le et al., 2016). A study conducted by Allan and Stevens (2007) examined a medium-sized urban Australian health districts endeavour to carry out an integration of acute and community services for serving a target population. The integration planning failed due to a number of challenges faced, the most crucial ones pertaining to lack of strong vision, inappropriate organisational structure, the absence of suitable leadership, a shortfall of resources and cultural conflicts. The failure to carry out a successful implementation of HSI demanded more advanced and planned strategies that would lead to the achievement of the desired outcomes. The present paper outlines a suitable change management plan, and strategic implementation plan that can address the key issues faced successful implementation of health service integration in the organisation. The aim of the paper is to propose strategies that would be highly beneficial for leading to a logical and appropriate health service integration process through enhanced transparency and planning. Purpose The purpose of the present change management plan and strategic implementation plan is to resolve the problems faced in the health service integration process, including inconsistent application of resources, lack of strong vision and inappropriate leadership styles that are autocratic. A desirable health service integration needs to be based on sound and planned change management practice that is outlined in this paper. Scope With the change management plan and strategic implementation plan in place, the health care system would be better able to implement the health service integration. It would cut across traditional care provider-focused service management system by putting the emphasis on diverse needs of the target population. Change Management Plan Overview of the plan For bringing about the desired changes in the organisation, it is necessary to eliminate all scopes of disinterest, distractions and negativism that can hinder the successful implementation of a plan. Certain elements are to be put in place in an organisation for bringing about the required changes and to hold on to these changes. These elements are to be addressed for the present Australian organisation for successfully implementing the health service integration (Kash et al., 2014). The elements are a shared and agreed-on direction and vision for practice, an effective and functional structure for leadership and a culture promoting change. By addressing these elements, it is expected that the organisation would be successful in fulfilling its objectives (Gesme Wiseman, 2010). Shared vision For engaging in strategic planning, it is pivotal that a vision statement is made. The step of articulating a strong vision would encourage input from the concerned stakeholders, that is managers and healthcare providers within the organisation. The strategic vision would change the thought process of the individuals, and they would recognise the underlying principles of integrating acute and community services for better patient outcomes. The resulting vision is to be communicated to all the members of the organisation, and there is a need of reinforcing the vision so that culture is fostered where everyone is ready to accept the changes required for moving towards the set vision (Gopee Galloway, 2017). Leadership In addition to establishing a shared vision, there is an utmost need of suitable leadership within all levels of healthcare providers. The key to the desired transformational change in the organisation would be to have leadership that can support, understand and explain the required changes. Then only can be organisation commit to the change. The correct approach would be to construct an appropriate leadership structure (Kumar Khiljee, 2016). This process would be two-step one. The first step would be the recruitment of senior leaders, while the second step would be leadership and training. Since the organisation is faced with a wide range of complexities, it would be good step to consider candidates from outside the organisation who can contribute towards leadership development in the organisation. The skills that would be the cornerstone of leadership are population health management experience, innovative thinking, transformation change management, clinical expertise and patient safety expertise (Sonnino, 2016). Healthcare leaders from outside organisations would potentially bring a fresh perspective within the organisation and the required skills and mind-set for the present organisation's members (Al-Balushi et al., 2014). The nest step would be leadership training. As per the suggestion of Delmatoff and Lazarus (2015), the modes of transferring leadership skills would be specific job-skill sessions, customised programs, conferences and one-to-one mentoring. The focus of the leadership program would be developing leadership skills, building knowledge and staying abreast of the developments in the field of health service integration. The program would bring together competent leaders and those who need further development under one roof for transfer of skills and knowledge. It can be expected that through thee development of leadership the organisation would be better able to embrace the changes required and demonstrate increased engagement in HSI (West et al., 2014). Shift in organisational culture Kelliher and Parry (2015) highlight that for shifting the culture of the organisation to the one that satisfies the need of change a head start is crucial. The physicians have a central role in this. As the physicians are caught up in inertia, the step taken could be to provide information to them. This step rests on the principle that information has incredible power and this holds true more for physicians. The practices referral base would be one of the primitive areas where information would be provided for the cultivation of the readiness of change. Benchmarking the data and comparing the practices performance on the basis of chief practice indicators would be helpful for encouraging a readiness for change (Jacobs et al., 2013). Readiness for change For getting best results of the planned changes, it is necessary to identify who all would go for it and who all would go against it. It is advisable to approach those who are keen on supporting the initiative on the immediate basis. Resistance to change would be normal, and fear of change underlies resistance at most times. It is, therefore, crucial to be sensitive to the impact of change on the ones who are directly involved. Conducting sessions with the individuals to mark out their issues would identify what holds them back to hold on to the change. The way to address the apprehensions is to show the individuals that mean by which the change would help them carry out their roles and functions in a more effective manner (Gesme Wiseman, 2010). Strategic implementation plan Time scale The change management plan can be implemented at a pilot scale in the initial basis for six months. Depending upon the effectiveness of the plan further changes can be suggested aligned with the growing needs (Antwi Kale, 2014). Strategic implementation of the proposed change management plan would require to rest upon four basic principles- communication, building up of a team culture, identification and empowerment of champions and provision for feedback and positive reinforcement. Steps for implementation Communication at the individual and operational level would be pivotal that would be emphasis on the two-way flow of information and interchange of ideas and viewpoints. For launching the transformative change, the staffs need to be given the opportunity to put forward their perspectives on the concept of HSI. This can be accomplished through regular meetings where clarifications, questions and concerns can be discussed, and suggestions can be proposed. In managing the change process, the participation of the stakeholders is essential. A team culture can be built and nurtured by impeding a climate of mutual respect and trust. Clear and realistic expectations are to be set that can empower individuals. The change would need identification of visible champions who have a strong commitment towards the goal. Teams are to be created with individuals who can take the responsibility of leading their peers (Hayes, 2014). Gathering feedback and considering a positive reinforcement would be the last, yet most significant step in the successful implementation of the change management plan. Healthcare professionals might want to know whether their attempts and initiatives have made any difference to service delivery in relation to HSI. Just as data was used for fostering change readiness, the same would be continued for documenting progress. Weekly reports are to be made on the results achieved. External data can be useful and credible feedback leading to sustainability of change. Findings of the viewpoints of the patients as well as the healthcare professionals about the change are to be combined for generating accumulated data highlighting the areas to be addressed urgently. In this regard, it is to be stated that taking the lead and encouraging others is the role all senior level managers must take up in a proactive manner (Lewis, 2016). Acknowledging the efforts given by the professionals would contr ibute towards sustainability of the change. Successes and milestones are crucial for fostering team cohesion. This is to be embedded in the strategic implementation plan if best results are to be achieved (Grol et al., 2013). As pointed out by the authors, successful change can only take place in an organisation where all individuals think that thee change for their benefit and they have a major contribution towards it. Limitation Though a evidence-based change management plan and strategic implementation plan has been outlined with potential benefits, it is likely that the organisation might suffer challenges in implementing it, highlighting the limitation of the plan. The cost-to-benefit ration needs to be assessed regulary for understanding whether the cost of change is outweighed by the benefits. Internal resistance might overpower the readiness to change and therefore needs to be taken care of. Lastly, change is to be compared with progress for fulfilling the set goals and objectives (Hayes, 2014). Conclusion Health service integration is the management and delivery of health services with the aim of providing clients with a continuum of curative as well as preventive services that cater their needs across different levels of the health care system. Against the backdrop of increasing healthcare demands of the Australian community, application of such a robust health service integration system would be highly beneficial. The case study discussed in the paper has marked some of the key and vital issues faced while implementing health service integration. These issues mainly revolve around the lack of leadership, inappropriate resource allocation and effective communication between members of the organisation. The above-outlined change management plan and strategic implementation plan is drafted with the aim of achieving the desired outcomes for health service integration. The plan would act as a solution for overcoming the arising problems and keep the functioning of the organisation at an optimal level. It is expected that with the proposed change plan there would be an increment in the organisational capability, thereby influencing the service delivery References Al-Balushi, S., Sohal, A. S., Singh, P. J., Al Hajri, A., Al Farsi, Y. M., Al Abri, R. (2014). Readiness factors for lean implementation in healthcare settingsa literature review.Journal of health organization and management,28(2), 135-153. https://www.emeraldinsight.com/doi/abs/10.1108/JHOM-04-2013-0083 Allen, C., Stevens, S. (2007). Health service integration: a case study in change management.Australian Health Review,31(2), 267-275. https://www.publish.csiro.au/ah/AH070267 Antwi, M., Kale, M. (2014). Change Management in Healthcare.Kingston, ON: The Monieson Centre for Business Research in Healthcare, Queen's University School of Business. https://smith.queensu.ca/centres/monieson/knowledge_articles/files/Change%20Management%20in%20Healthcare%20-%20Lit%20Review%20-%20AP%20FINAL.pdf Delmatoff, J., Lazarus, I. R. (2015). The most effective leadership style for the new landscape of healthcare.Journal of Healthcare Management,59(4), 245-249. https://journals.lww.com/jhmonline/Abstract/2014/07000/The_Most_Effective_Leadership_Style_for_the_New.3.aspx Gesme, D., Wiseman, M. (2010). How to implement change in practice.Journal of oncology practice,6(5), 257-259. https://ascopubs.org/doi/full/10.1200/JOP.000089 Gopee, N., Galloway, J. (2017).Leadership and management in healthcare. Sage. https://books.google.co.in/books?hl=enlr=id=GRgjDgAAQBAJoi=fndpg=PP1dq=Leadership+and+management+in+healthcareots=R3Vsy7FPD7sig=8da-aULRhhJsYQrT907_9zYs8QM#v=onepageq=Leadership%20and%20management%20in%20healthcaref=false Grol, R., Wensing, M., Eccles, M., Davis, D. (Eds.). (2013).Improving patient care: the implementation of change in health care. John Wiley Sons. https://books.google.co.in/books?hl=enlr=id=oEEzUjFbDM8Coi=fndpg=PT9dq=Improving+patient+care:+the+implementation+of+change+in+health+careots=6XiqTdkJWUsig=1yxGX4Qxozx5eXmWeLPIAhidVfE#v=onepageq=Improving%20patient%20care%3A%20the%20implementation%20of%20change%20in%20health%20caref=false Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. https://books.google.co.in/books?hl=enlr=id=-jMdBQAAQBAJoi=fndpg=PP1dq=The+theory+and+practice+of+change+managementots=50_l9rpJMrsig=8CICY4OWosyB5ActW3AsbbEwthI#v=onepageq=The%20theory%20and%20practice%20of%20change%20managementf=false Jacobs, R., Mannion, R., Davies, H. T., Harrison, S., Konteh, F., Walshe, K. (2013). The relationship between organizational culture and performance in acute hospitals.Social science medicine,76, 115-125. https://www.sciencedirect.com/science/article/pii/S0277953612007368 Kash, B. A., Spaulding, A., Johnson, C. E., Gamm, L. (2014). Success factors for strategic change initiatives: a qualitative study of healthcare administrators' perspectives.Journal of Healthcare Management,59(1), 65-82. https://journals.lww.com/jhmonline/Abstract/2014/01000/Success_Factors_for_Strategic_Change_Initiatives_.8.aspx Kelliher, C., Parry, E. (2015). Change in healthcare: the impact on NHS managers.Journal of Organizational Change Management,28(4), 591-602. https://www.emeraldinsight.com/doi/abs/10.1108/JOCM-12-2013-0237 Kumar, R. D., Khiljee, N. (2016). Leadership in healthcare.Anaesthesia Intensive Care Medicine,17(1), 63-65. https://www.sciencedirect.com/science/article/pii/S1472029915002507 L, G., Morgan, R., Bestall, J., Featherstone, I., Veale, T., Ensor, T. (2016). Can service integration work for universal health coverage? Evidence from around the globe.Health Policy,120(4), 406-419. https://www.sciencedirect.com/science/article/pii/S0168851016300252 Lewis, S., Passmore, J., Cantore, S. (2016).Appreciative inquiry for change management: Using AI to facilitate organizational development. Kogan Page Publishers. https://books.google.co.in/books?hl=enlr=id=kdXvDAAAQBAJoi=fndpg=PR7dq=Appreciative+inquiry+for+change+management:+Using+AI+to+facilitate+organizational+developmentots=qJ8i03Mmijsig=hGvyAMDk_8QxbsLruzFKLOuCO9s#v=onepageq=Appreciative%20inquiry%20for%20change%20management%3A%20Using%20AI%20to%20facilitate%20organizational%20developmentf=false Sonnino, R. E. (2016). Healthcare Leadership Development and Training: Progress and Pitfalls.JMCN, 17. https://aamcn.org/jmcn/JMCN%20V4N2.pdf#page=17 West, M., Eckert, R., Steward, K., Pasmore, B. (2014). Developing collective leadership for health care.London: The Kings Fund. https://www.ctrtraining.co.uk/documents/DevelopingCollectiveLeadership-KingsFundMay2014.pdf

The Struggle free essay sample

My life was over. Or so I thought. I was suffocating in a small room on a paper covered bed that made a â€Å"crackling† sound every time my leg shifted nervously. I blacked out when the doctor came in with his sympathetic smile and packet that was supposed to make my living nightmare easier. I was told the curvature of my spine was now going to force me to wear a back brace†¦a cold chunk of plastic that would encase my abdomen and restrict every ounce of movement I had. â€Å"What do you think, Lexie?† I think I’m going to be sick. I am the warrior. I am not one to shed tears in public but when I contemplated how the other kids at school might treat me, I broke down. I sobbed the entire appointment. And the whole ride home. And the whole trip to the mall to get new clothes (I couldn’t fit into the same jeans anymore—the hardest news for any girl). We will write a custom essay sample on The Struggle or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The first few weeks I felt different, no longer comfortable in my own skin. I glimpsed at every student during class praying each sigh, snicker, or sneer wasn’t directed towards me. I cringed at the sound of the bell when I would have to face everyone in the hallway. There was always one kid that would strike me right in the stomach as he or she brushed past. I think they thought it was cool—someone’s stomach as hard as a rock—but I could still feel it. I wanted to bury my face under the brace like a turtle in its shell. I am the warrior. I survived. My friends didn’t care. The boys were nicer to me than they have ever been (they dove at the opportunity to carry my books or pick up a dropped pencil). Although it was difficult to eat, sleep, breathe and move, I endured those two years stronger than ever. The brace didn’t destroy my life†¦it formed who I was. I became the girl who didn’t care what others thought. The girl who never gave up. The warrior. This girl who never gave up, this warrior, was once told she wasn’t going to be able to succeed. â€Å"Now Lexie, not everyone can get good grades.† These words are the only memory I have of my third grade teacher. I glared back, traumatized. I didn’t know asking for help in social studies meant I was destined for failure. I could have proved her right. And got â€Å"average† grades. And glided through school. But where’s the fun in that? She was wrong. My questions were not an indication of failure. And â€Å"average† was not a word I could associate with. Hearing those words didn’t make me give up—it forced me to push myself forward. Since that day, I have maintained a 4.0 GPA. To say that achieving my goal was effortless would be a lie. With it came late nights, stacks of note cards, and sacrifices. But embracing struggles whether they may be physical or mental proves character. Determination is being able to take life as it is†¦a challenge. I am the warrior.