Introduction: People Oriented: A New Stage of Social Welfare Development in China
Alongside 35 years of economic development, China’s social welfare system has also undergone rapid change. The Ministry of Civil Affairs (MCA) is facing pressure to provide more services to the people it has served in the past, such as orphans, older people without families, and people with disabilities. The MCA is also facing pressure to provide new services to social groups that were not previously covered, such as orphans in communities, “left-behind children” whose parents have migrated to the cities for work. New service projects have been created overnight, as happened with free school lunches and school buses. Local governments, especially governments in relatively developed areas, are competing in welfare provision to see who can provide more and better services. Walking in the streets of Beijing, it is not unusual to see advertisements in supermarkets or in residential areas, along the lines of, “The government will provide a free pair of glasses to Beijing residents aged above a certain number of years” or “The government is providing a free health check (or a free flu injection) for all Beijing eligible residents in attendance at a particular time and place.” This new trend is vastly different from even a few years ago, when the role of government in welfare provision was strictly residual and welfare was generally regarded as the private responsibility of families for whom policy support was rare. At that time, the state
Physical, cognitive, behavior, and negative emotion in older adults living in China: a national population-based survey
Background Previous studies have concentrated on predictors of exceptional longevity, however, relevant studies have rarely extended to other fields of functioning. To date, little is known about what contributes to the experience of negative emotion in a very old population. Objective We aimed to provide a comprehensive key domain of functioning, including physical, cognitive, behavior, and negative emotion in older adults (OAs), followed by determination of predictors of negative emotion. Methods Data were collected from a nationally representative sample of 2570 Chinese OAs (aged 60 and above) from the 2014 wave of the Chinese Longitudinal Healthy Longevity Survey. Physical function was assessed using activities of daily living (ADL) and instrumental activities of daily living (IADL) measures. Cognitive function was assessed by the Modified Mini-Mental State Examination (mMMSE). Participants’ behavior included smoking, drinking, exercise, physical labor, and social activities. Negative emotion was assessed using four items on affective experiences to create an index of emotional well-being. The associations between various covariates and multiple health outcomes were examined using Pearson’s correlation. Multiple linear regressions were established to verify significant variables associated with respondents’ negative emotion. Results The mean age was 80.20 years (SD=8.60). The mean ADL total score of the sample was 17.78 (SD=0.89), mean IADL total score was 21.93 (SD=3.69), the mean mMMSE total score was 21.63 (SD=2.23), the mean negative emotion total score was 8.89 (SD=2.64). Multiple linear regression analyses revealed that negative emotion was associated with self-perceived low economic status, poor self-rated health condition, poor sleep quality, low IADL function, less regular exercising, living in rural, and being female. Conclusion Limited physical functioning and social resources in rural residence may restrict the outpouring of emotion in OAs. Nevertheless, further intensive studies are warranted to provide guidance for the development of better living environment for this elderly population.
Managerial Economics and Organizational Architecture
PART 1: Basic Concepts Chapter 1: Introduction Chapter 2: Economists' View of Behavior Chapter 3: Markets, Organizations, and the Role of Knowledge PART 2: Managerial Economics Chapter 4: Demand Chapter 5: Production and Cost Chapter 6: Market Structure Chapter 7: Pricing with Market Power Chapter 8: Economics of Strategy: Creating and Capturing Value Chapter 9: Economics of Strategy: Game Theory Chapter 10: Incentive Conflicts and Contracts PART 3: Designing Organizational Architecture Chapter 11: Organizational Architecture Chapter 12: Decision Rights: The Level of Empowerment Chapter 13: Decision Rights: Bundling Tasks into Jobs and Subunits Chapter 14: Attracting and Retaining Qualified Employees Chapter 15: Incentive Compensation Chapter 16: Individual Performance Evaluation Chapter 17: Divisional Performance Evaluation Capstone Case Study on Organizational Architecture: Arthur Andersen LLP PART 4: Applications of Organizational Architecture Chapter 18: Corporate Governance Chapter 19: Vertical Integration and Outsourcing Chapter 20: Leadership: Motivating Change within Organizations Chapter 21: Understanding the Business Environment: The Economics of Regulation Chapter 22: Ethics and Organizational Architecture Chapter 23: Organizational Architecture and the Process of Management Innovation Glossary Index