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At least 343 records · Page 19Linked to original sources
PubMed2005

Gender power imbalance on women's capacity to negotiate self-protection against HIV/AIDS in Botswana and South Africa.

BACKGROUND: Gender power imbalance, which translates into a power imbalance in sexual interactions, is increasingly being recognized as a factor in fueling the spread of HIV/AIDS by increasing the number of unsafe sexual encounters. OBJECTIVES: To examine the influence of gender power imbalance and other factors on women's capacity to negotiate self protection against HIV infection; as well as men's response to the suggested condom use. METHODS: Drawing on data gathered from 2658 women aged 18-49 years in a cross-sectional survey in Kwa Zulu Natal Province of South Africa and Botswana, the study used descriptive statistics and logistic regression to reveal a number of gender related factors that significantly affect women's ability to protect themselves against HIV infection. RESULTS: Gender power imbalance significantly affects women's ability to suggest condom use to their partners. The study showed that it is women with partners 10 or more years older than them, abused women, and those economically dependent on their partners who are less likely to suggest condom use to their partners. Gender power imbalance also influences men's inclination towards refusing to use the suggested condom. The study showed that men are more likely to refuse to use the condom when the age difference between them and their female partners is wide, if they are in a married relationship, and where there is no communication about HIV/AIDS between them and their partners. What is more disturbing is the finding that it is men with multiple partners who are significantly more likely to refuse to use the condom. CONCLUSION: Across all levels of society, there is a need to see a social paradigm shift that transforms relationships between women and men, from the one of inequality and dominance as is the case in patriarchal societies, to equality, respect and consideration for one another.

Adolescent↗
PubMed1991

Rights, responsibilities and the power to negotiate.

Physicians sometimes may be overstepping their bounds, sometimes forgetting who has the right. Much of what physicians do today is actually a negotiation or balancing of power as government deals with segments of its society, says ASIM's President-Elect.

Civil Rights↗
PubMed1992

Negotiating the purchase of an HIS.

To summarize, do your homework. Don't accept the contract as it is presented. Negotiate the best deal you can. Be fair. And if you have done everything exactly right, keep your fingers crossed and hope the system doesn't crash.

Contract Services↗
PubMed1993

Medical staff contracting: contract terms and the negotiation process.

This article--the second in a series analyzing the physician-hospital contracting process from the physician's perspective--addresses negotiation of specific contract terms, including such controversial issues as exclusive contracts, mandatory managed care arrangements, and tie-in of contract terms and medical staff privileges. Also discussed are the goals and expectations of physicians and hospitals during the contracting process.

Contract Services↗
PubMed1993

Physician negotiations with managed care plans: an antitrust primer.

In negotiating with third-party payers, physicians--whether acting independently or as members of independent practice associations--must proceed very cautiously to prevent antitrust exposure. This article describes a number of government investigations in this area and provides some specific "do's" and "don'ts" for avoiding the appearance of collective action that might be in violation of the antitrust laws.

Antitrust Laws↗
PubMed1994

Service contract management and negotiation.

Service contract management can have a profound impact on the life cycle cost and general performance of serviced equipment. Negotiating service contracts from the client's perspective can help to ensure that the facility is receiving the best possible service and terms during the contract period. This document shows examples of contract considerations.

Contract Services↗
PubMed1997

Negotiating a sound physician office lease.

Physician group practices that lease office space should consider several issues before signing a lease. These issues include whether to hire a broker to assist in the search for office space, negotiating lease provisions that pertain to compliance with the Americans with Disabilities Act; confidentiality of patient records; proper disposal of medical waste and other hazardous materials; compliance with occupational safety standards; quiet enjoyment; and utility use. In addition, physician group practices that lease office space from other healthcare providers must ensure that the lease terms conform with antifraud and abuse safe harbor regulations.

Air Conditioning↗
PubMedDate not supplied

An information system model for negotiating capitation contracts.

Capitation contracts require health care organizations to negotiate on a much more sophisticated and risky level. Understanding whether a capitation contract will allow a hospital to remain financially viable while providing quality care requires estimating the number of patients to be served, the amount and types of services to be offered, and the cost to provide them. This article presents an information system model designed to assist a large hospital, not only in determining true patient cost, but also in aggregating the cost information in different ways, such as conducting a case-mix analysis, to perform a more informed quote analysis for capitated contracts.

Academic Medical Centers↗
PubMed1999

Oversight mechanisms in public managed care programs: from little oversight to negotiations to shared decision-making.

An expanded range of oversight mechanisms is being adopted to hold public human service programs more accountable to funding sources as well as consumers, family members, and providers. Most of these approaches are hierarchical in nature. Some involve negotiated agreements and each is designed to meet certain goals and functions. Each utilizes different forms of decision-making. Stakeholders prefer to be part of a shared decision-making process. Understanding these underlying premises can help to assess the strengths and weaknesses of each method and can suggest how to most effectively utilize combinations of approaches to improve program performance. Whether we will move toward a new paradigm emphasizing participation and collaboration rather than more formal structural approaches is yet undetermined but will greatly affect how programs are monitored and evaluated in the future.

Consumer Advocacy↗
PubMed2001

Negotiating care of frail elders: relationships between community nurses and family caregivers.

Recent changes in patterns of care of the elderly in Canada, including the withdrawal of formal home-care services and increasing reliance on family caregivers, call for a critical analysis of the relationship between formal and informal caregivers. The purpose of this study was to describe and analyze the relationship between nurses and female family members caring for frail elders in the home. Using a critical ethnographic method in a socialist-feminist framework, separate in-depth interviews were conducted with 23 nurse-family caregiver dyads. Analysis of interview transcripts and fieldnotes revealed that relationships were characterized by uncertainty and tension. While both nurses and family caregivers functioned within and resisted current home-care arrangements, they engaged in an ongoing process of negotiating cultural assumptions about "private" and "public" caregiving. The findings point to implications for nursing practice, education, and policy.

Adult↗
PubMed2003

Supply and demand: negotiating the prescription drug labyrinth to reduce costs.

Prescription drug costs are increasing at a rate of 15% to 17% a year and a look into the future does not bring much better news. Employers can expect to see more numbers like these as doctors more aggressively treat diseases using drug therapy, the population continues to age and pharmaceutical companies continue to spend billions of dollars on direct-to-consumer advertising aimed at consumers who are desensitized to the true costs of their prescriptions. In this environment, it is unlikely that companies can realistically expect to reverse costs of even to avoid cost increases. However, this article provides employers with a prudent approach to managing both the supply and demand sides of the prescription drug equation in order to reduce their level of increase. Supply-side management focuses on negotiations with vendors, while the demand side focuses on managing employee utilization.

Cost Control↗