...N O R T H E R N T E R R I T O R Y D E PA R T M E N T O F H E A LT H Health Promotion Strategic Framework 2011 - 2015 www.healthynt.nt.gov.au NT Department of Health Health Promotion Strategic Framework 2011 - 2015 Background This framework provides a structure for describing the type of health promotion actions that are used across the Northern Territory. It enables a shared understanding of the actions that can be taken to improve health and wellbeing. It also provides guidance about embedding a health promotion approach into all planning processes, programs and service development across the NT. While this framework is intended to be used within the health sector, we strongly encourage other sectors and agencies outside of the health domain to use the framework. This framework should be used in conjunction with health promotion audit tools and other health promotion resources available in the NT, such as the Public Health Bush Books and the Quality Improvement Program Planning System (QIPPS). It is also designed to be used as a guide, together with other local, regional and national frameworks, policies, strategies and resources. Why Health Promotion? The World Health Organisation (WHO) acknowledges the growing evidence that health promotion and preventive health approaches are effective in improving overall health and wellbeing, reducing the burden of chronic disease and injury, addressing health inequities, facilitating the better use of resources and enhancing...
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...OPM briefing notes 2010 - 05 Lessons Learned: Developing the Health Promotion Strategy and Action Plan in Georgia In 2009 Oxford Policy Management (OPM) completed technical work to support the Ministry of Labour, Health and Social Affairs, Georgia, in producing a comprehensive national Health Promotion Strategy (HPS) along with a prioritised Health Promotion Action Plan (HPAP). This work was commissioned as part of the European Union support to the Ministry, aimed at facilitating evolution of key evidence-based policies, and enabling the people of Georgia to increase control over their health and its determinants. This briefing note develops the case for giving support to the Georgian government in elaborating the HPS. It argues that transparent and participatory processes must be established to assure strong national ownership and consensus over the outputs. The process must also guarantee the skills transfer and capacity building of national stakeholders; and be flexible and highly responsive to the government needs while producing strategies effective, feasible and applicable to the local context. Georgian public health Over recent years Georgian efforts to adopt and nurture a democratic market oriented economy have been impressive (Chanturidze et al. 2009). On the down side however, the Georgian health sector still demonstrates system imbalances between curative services and O x f o r d • prevention, and between clinical ...
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...Introduction Multinational Companies (MNC) or Multinational Enterprises are companies which operate in more than one nation state. MNCs have considerable investments in foreign companies and manage these investments actively. The foreign activities distinguish them from national companies. The active role in the management of foreign investments distinguishes them from other organizations, like banks, with foreign investments. MNCs produce for a number of local markets according to local tastes and regulations. The MNC is structured like a federation with one headquarter and many more or less autonomous national divisions. Knowledge about the local situation, gives local managers a powerful say in the running of the MNC. It is, oftentimes, being referred as Global Companies or Transnational Companies. However, there are also differences with these three terms. Global companies produce for the world market. Production takes place where it can be done cheapest. The company is not organized according to country, like a MNC, but according to products. Management is highly centralized. The products are not designed to cater for specific local tastes. The attractive feature of the products of global companies is their price, since the standardized and high volume production methods make it possible to produce cheaply. The product division managers have the power in a global company. On the other hand, a transnational company (TNC) is a business which manages foreign direct investments...
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...Muda Mura and Muri | Lean Manufacturing Wastes Lean Manufacturing Wastes When people think of waste in manufacturing they usually only think about all of the scrap material that gets thrown away or if your lucky recycled, they often forget about all of the other actions that waste our time, our resources and our MONEY.. When someone who has had some contact with Lean Manufacturing talks about waste they are often talking about Muda, or the seven wastes (or 8+ wastes depending on your definitions), but they often forget the other wastes defined within the Toyota Production System; Mura and Muri. Muda, The Seven Wastes Muda is any activity or process that does not add value, a physical waste of your time, resources and ultimately your money. These wastes were categorized by Taiichi Ohno within the Toyota production system, they are; * Transport; the movement of product between operations, and locations. * Inventory; the work in progress (WIP) and stocks of finished goods and raw materials that a company holds. * Motion; the physical movement of a person or machine whilst conducting an operation. * Waiting; the act of waiting for a machine to finish, for product to arrive, or any other cause. * Overproduction; Over producing product beyond what the customer has ordered. * Over-processing; conducting operations beyond those that customer requires. * Defects; product rejects and rework within your processes. To this list of the original seven...
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...REAT LAKES UNIVERSITY OF KISUMU TICH FACULTY DEPARTMENT OF COMMUNITY NUTRITION BACHELORS OF SCIENCE IN COMMUNITY NUTRITION YEAR 3/4 DISTANCE LEARNING MODE: MAY-AUG 2014 NUT 423: HEALTH PROMOTION COURSE MODULE Course Coordinator: Damaris Nelima Email:damarisnelima@yahoo.com Course facilitator:Dr. Rose Olayo Email:rose_olayo@yahoo.com 1 . What is Health Promotion? Health Promotion occurs upstream with the aim of preventing people falling in or being pushed. Downstream we have secondary (aim to detect disease early so that treatment can be started before irreversible damage occurs e.g. screening), and tertiary prevention and health care (management of established disease e.g. to minimise disability and prevent complications e.g. foot care for people with diabetes). Mid-stream we have primary prevention and health care, usually individual, for example attempts to reduce risk of contracting disease (educating smokers, vaccinating). And upstream we have health promotion including social policies and health promotion programmes, such as taxes on tobacco, smoke free legislation and advertising bans. This may include health education, which aims to reduce ill-health and increase positive health influencing people’s beliefs, attitudes and behaviour. Health Promotion has a dual role to prevent ill health and promote positive health. “Health promotion is the process of enabling people to increase control over, and to improve, their health. To reach a state of complete physical, mental...
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...Acknowledgements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Introduction to International Marketing The International Marketing Environment The International Marketing Information and Research Process International Competitive Marketing Strategies Market Selection Decisions and Entry Strategies Management of Exporting and Importing International Marketing Operations and Planning Product and Brand Decisions for International Marketing Service Strategies for International Marketing International Channels of Distribution and Logistics Management Pricing Decisions in International Markets Integrated International Marketing Communications International Business-To-Business Marketing Retail Internationalization and Marketing The Internet and International Marketing Ethics and International Marketing Index xix xxi xxiii xxiv 1 34 68 104 138 172 209 239 274 303 335 367 401 430 454 478 507 Contents List of figures List of tables List of mini case studies Acknowledgements 1 Introduction to International Marketing Introduction The nature of international marketing Contextual determinants of international marketing Historical development Definition of international marketing Relationship with other business fields A theoretical framework for international marketing Approaches to internationalization Factors causing internationalization The process of firms’ internationalization A holistic approach The motivation for firms to go international Trade theories and economic development Absolute advantage...
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...Table of Contents Introduction 2 TASK 1 3 1.1 Explain strategic contexts and terminology – missions, visions, objectives, goals, and core competencies. 3 1.2 Review the issues involved in strategic planning. 4 1.3 Explain different planning techniques. 5 Task 2 6 2.1 Produce an organisational audit for Evans Instruments Ltd. 6 2.2 Carry out an environmental audit for a given for Evans Instruments Ltd. 7 2.3 Explain the significance of stakeholder analysis. 9 TASK 3 10 3.1 Analyse possible alternative strategies relating to substantive growth, limited growth or retrenchment. 10 3.2 Select an appropriate future strategy for Evans Instruments Ltd 11 TASK 4 12 4.1 Compare the roles and responsibilities for strategy implementation. 12 4.2 Evaluate resource requirements to implement a new strategy for Evans Instruments Ltd. 13 4.3 Discuss targets and timescales for achievement in a given organisation to monitor a given strategy. 14 Conclusion 15 References 16 Introduction When we are studying business we should need to understand the business strategy. Without proper strategy we can’t move on from the business and it’s like a man who walks without a head. So therefore we need to understand the those business strategy well. TASK 1 1.1 Explain strategic contexts and terminology – missions, visions, objectives, goals, and core competencies. Mission Mission is a fundamental statement of enterprise purpose and defined the place...
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...INTERNATIONAL HUMAN RESOURCE MANAGEMENT: Definitions of IHRM: Scullion (2005) tracked the evolution of definitions of IHRM. He observed that although there has been little consensus, definitions have broadly concentrated on examining the HRM issues, problems, strategies, policies and practices which firms pursue in relation to the internationalization of their business. Schuler et al (2009) similarly recently positioned the different views that have existed about the nature of IHRM. IHRM encompasses: ‘. . . the worldwide management of people in the multinational enterprise’ (Poole, 1990; p1) ‘. . . human resource management in an international environment . . . problems created in an MNC performing business in more than one country, rather than those posed by working for a foreign firm at home or by employing foreign employees in the local firm’ (Briscoe and Schuler, 2004; p1) ‘. . .how MNCs manage their geographically dispersed workforce in order to leverage their HR resources for both local and global competitive advantage’ (Scullion, 2005; p5) ‘. . . a branch of management studies that investigates the design of and effects of organizational human resource practices in cross-cultural contexts’ (Peltonen, 2006; p523) ‘. . . all issues related to the management of people in an international context [including] human resource issues facing MNCs in different parts of their organizations [and] comparative analyses of HRM in different countries’ (Stahl and Björkman...
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...FIRST SEMESTER Course : 1: Principles of Management Introduction: - Concept of Management, Scope, Functions and Principles of Management, Evolution of Management thought. 2. Planning: - The Process of Planning, Objectives, Policy and Procedures, Forecasting and Decision Making. 3. Organizing: - Meaning, Importance and Principles, Span of Management, Centralization and Decentralization, Patterns of Organization, Line and Staff Relationships. 4. Staffing: - Nature & Scope of Staffing, Manpower Planning, Selection & Training, Performance Appraisal. 5. Controlling: - Concept or Managerial Control, Control aids, Score Responsibilities of Managers. Books Recommended: by Paul Hersey & Ken Blanchard 1. Management & Organizations Behaviour 2. Essentials of Management by Koontz & O Donald 3. Principal and Practice of Management by L.M. Prasad 4. Human Behavior at Work by Kaith Devis 5. Organizational Behavior by Robbins 1. Course : 2: Business Organization Introduction: - Nature & Scope of Business System, Objectives of Business and Social Responsibilities of Business 2. Organizing a Business: - Forms of Ownership Organization Sole Proprietor, Partnership, Private & Public Ltd. Companies, Choice of suitable form of Business Organization. Public Sector: - Central Government, Public Corporation, Local Government, Organization 3. neither Public nor Private Sector, Clubs & Society, Cooperative Societies, Worker s Cooperatives, Building Societies. 4. Elements of Insurance: - Meaning and...
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...goal. Hence, motivation is essential to keep the drive of doing things passionately and effectively. However, the enthusiasm to sustain the dream and keep the motivation alive can be tampered by life’s uncertainties. Given the unique characteristics that each student possess, the amount of effort exerted by an average student does not always equal the amount of effort exerted by an outlier in class, yet the results are the same or sometimes exceeded by the outlier. Perhaps there are instances when studying overnight and not studying at all yielded the same result. These situations affect the level of motivation a student harness when studying. The feeling of unfairness affects how he/she will prepare for the next exam. In the workplace setting, motivation is likewise an important factor to increase productivity. For example, an employee who worked overtime to get the job well done vis-a-vis an employee who slacked off and produced a mediocre output both received the same salary and the same praises from their boss. The hardworking employee might feel wronged upon seeing how his extra effort was overlooked. To give justice to the unfairness he feels, he opts to mimic the other employee, thus also producing a mediocre output. The equity theory of motivation, developed by workplace and behavioral psychologist John Stacey Adams in 1963, is grounded on the concept that employees tend to seek equity or balance in the amount of input they give to their job or relationship with their...
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............6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major Elective Courses...................................75 e. Management Specialisation Courses..............89 f. Marketing Specialisation...............................105 g. Finance Specialisation..................................105 8. BBS Course outlines..............................................116 a. Core Courses................................................116 b. Elective...
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...10 Combination HIV Prevention: Tailoring and Coordinating Biomedical, Behavioural and Structural Strategies to Reduce New HIV Infections A UNAIDS Discussion Paper UNAIDS – JC2007 (English original, September 2010) © Joint United Nations Programme on HIV/AIDS (UNAIDS) 2010. All rights reserved. Publications produced by UNAIDS can be obtained from the UNAIDS Content Management Team. Requests for permission to reproduce or translate UNAIDS publications—whether for sale or for noncommercial distribution— should also be addressed to the Content Management Team at the address below, or by fax, at +41 22 791 4835, or e-mail: publicationpermissions@unaids.org. The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of UNAIDS concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The mention of specific companies or of certain manufacturers’ products does not imply that they are endorsed or recommended by UNAIDS in preference to others of a similar nature that are not mentioned. Errors and omissions excepted, the names of proprietary products are distinguished by initial capital letters. All reasonable precautions have been taken by UNAIDS to verify the information contained in this publication. However, the published material is being distributed without warranty of any...
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...archive of this journal is available at www.emeraldinsight.com/1176-6093.htm Research in management accounting innovations An overview of its recent development Nur Haiza Muhammad Zawawi Department of Accounting and Finance, University of Malaysia Terengganu, Kuala Terengganu, Malaysia and School of Accounting, La Trobe University, Melbourne, Australia, and Management accounting innovations 505 Zahirul Hoque School of Accounting, La Trobe University, Melbourne, Australia Abstract Purpose – The purpose of paper is to present a review of the literature on management accounting innovations (MAIs). Specifically, it explores recent developments in research on MAIs and offers suggestions for future research. The review differs from existing reviews by its specific focus on MAIs and the recent time period covered. In this paper, MAIs refer to the adoption of “newer” or modern forms of management accounting systems such as activity-based costing (ABC), activity-based management, time-driven ABC, target costing, and balanced scorecards. Design/methodology/approach – The paper presents a review of findings from journal articles published in 22 notable accounting journals. Findings – The review finds that research on MAIs has intensified during the period 2000-2008, with the main focus on exploring the extent to which a host of organizational and environmental factors influence the implementation and use of MAIs in organizations. In addition, research on MAIs indicates the dominant use...
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...Problems and Perspectives in Management, Volume 12, Issue 4, 2014 Emmanuel K. Oseifuah (South Africa) Activity based costing (ABC) in the public sector: benefits and challenges Abstract Peter Drucker (1986), in “Management: Tasks, responsibilities, and practices” states that business enterprises and public-service institutions, are organs of society which do not exist for their own sake, but to fulfil a specific social purpose and to satisfy need of society, community, or individual. To achieve the above objectives, managers of these institutions must plan, control and make decisions about the resources entrusted to their care. A key element of efficient organizational decision making is to use reliable information, both operational and managerial accounting data for analysis and decision support. This can be achieved by using activity-based costing (ABC) method. The underlying premise of ABC is that resources are consumed by activities to produce outputs or products and services (US General Services Administration, 2006). It focuses on the allocation of indirect costs to products and services, which was traditionally done on arbitrary basis. ABC is useful in two situations: areas with large and growing indirect and support costs (Krumwiede, 1998a; Becker, Bergener and Räckers, 2010), and areas with a large variety in products, customers and processes (Cooper, 1988a, 1988b; Groot, 1999). The unique characteristic of public sector organizations as overhead-intensive...
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...i GOVERNMENT OF UGANDA Ministry of Health HEALTH SECTOR STRATEGIC PLAN III 2010/11-2014/15 ii TABLE OF CONTENTS FOREWORD BY MINISTER OF HEALTH .......................................................................................... IV ACKNOWLEDGEMENTS ......................................................................................................................... V LIST OF ACRONYMS .............................................................................................................................. VI EXECUTIVE SUMMARY ........................................................................................................................ IX 1. INTRODUCTION .................................................................................................................................. 1 1.1 CONTEXT AND RATIONALE FOR DEVELOPMENT OF THE HSSP III ..................................................................... 1 1.2 DEVELOPMENT PROCESS FOR THE HSSP III ............................................................................................................ 1 2. BACKGROUND ..................................................................................................................................... 2 2.1 SECTOR ORGANISATION, FUNCTION AND MANAGEMENT ..................................................................................... 2 2.1.1 The Ministry of Health and national level institutions .........................................................
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