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Covid-19: 1,000 housemen to assist government hospitals

JOHOR BARU: The Ministry of Health (MOH) will station 1,000 housemen at government hospitals nationwide to help smoothen the day-to-day operations following the Covid-19 pandemic.

Health Minister Datuk Seri Dr Adham Baba (pix) said all the trainee doctors would undergo a five-day induction training starting from Monday including handling of Covid-19 elements.

Their immediate stationing at the hospitals is to relieve the burden of existing doctors who are focusing their attention on Covid-19 cases.

“They (trainees) have to undergo an induction course and we (MOH) will provide them with skills pertaining to Covid-19 elements before they enter the MOH system,“ he told reporters after hearing a briefing on the Covid-19 situation at Permai Hospital, here, today.

Also present were Johor Health and Environment Committee Chairman R. Vidyananthan and Johor Health Director Dr Aman Rabu.

On the tabligh members who attended a gathering at the Sri Petaling Jamek Mosque, Kuala Lumpur, from Feb 27 to March 1, he said 508 participants from the state who attended the programme had volunteered to have health checks on Covid-19.

“Ninety-four patients were treated at the Permai Hospital with 21 of them positive for Covid-19.

“There are 73 others who are Persons Under Investigation (PUI) for Covid-19 including 13 who are tabligh members who had attended the gathering,“ he said, calling on those who had attended the gathering to volunteer for health examination.

At the same time, the Tenggara Member of Parliament called on the public to respect the government’s decision that all gatherings including international meetings, sports, social and religious events be postponed or canceled accordingly until April 30.

“Concerning the limit of a mass gathering, we have heard the Prime Minister’s (Tan Sri Muhyiddin Yassin) message that there should be no gathering in the current situation, I urge the people not to hold a public gathering of more than 50 people at any one time,“ he said, advising the public to practice good hygiene. especially washing their hands.

At the same time, he said MOH also urged private hospitals to limit visiting hours as done in government hospitals to reduce the risk of Covid-19 infection.

“We have called for the co-operation of private hospitals to be more stringent in this regard and, the latest, we have reached an understanding with private hospital in dealing with Covid-19,“ he said. — Bernama

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https://www.thesundaily.my/local/covid-19-1000-housemen-to-assist-government-hospitals-XC2127473

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March 14, 2020
Restricting underage access to porn and gambling sites: Good idea, but technically tricky

Australia should work towards adopting a mandatory age-verification system for gambling and pornography websites, according to a recommendation from the federal parliamentary cross-party committee on social and legal issues.

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March 10, 2020
Twitter strikes deal with investors, ending bid to oust Dorsey

Twitter unveiled a deal with key investors Monday to end an effort to oust chief executive Jack Dorsey, creating a new committee on the board of directors to keep tabs on company leadership.

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March 9, 2020
Congress blasts Boeing missteps, FAA blunders on MAX, calls for reform

Boeing made missteps and withheld information about the 737 MAX while federal regulators failed to provide proper oversight, leading to a “fundamentally flawed” aircraft that demands tighter rules, a US congressional committee said Friday.

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March 7, 2020
Statement on the meeting of the International Health Regulations (2005) Emergency Committee for Ebola virus disease in the Democratic Republic of the Congo on 12 February 2020
The meeting of the Emergency Committee convened by the WHO Director-General under the International Health Regulations (IHR) (2005) to review the current Ebola virus disease (EVD) outbreak in the Democratic Republic of the Congo (DRC) took place on Wednesday, 12 February 2020, from 14:00 to 16:45 Geneva time (CEST).

Proceedings of the meeting

Members and advisors of the Emergency Committee were convened by teleconference.

The Secretariat welcomed the Committee and thanked them for their support. The meeting was turned over to the Chair, Dr Robert Steffen.

Dr Steffen also welcomed the Committee and gave the floor back to the Secretariat.

Representatives of WHO’s legal department and the department of compliance, risk management, and ethics briefed the Committee members on their roles and responsibilities.

Committee members were reminded of their duty of confidentiality and their responsibility to disclose personal, financial, or professional connections that might be seen to constitute a conflict of interest. Each member who was present was surveyed and no conflicts of interest were judged to be relevant to the meeting.

The Chair then reviewed the agenda for the meeting and introduced the presenters.

Presentations were made by representatives of the Ministry of Health of the Democratic Republic of the Congo (DRC), the WHO Secretariat, and the UN Ebola Emergency Response Coordinator.

The current situation in the DRC was reviewed. As of 10 February 2020, there were a total of 3431 cases, of which 3308 were confirmed and 123 were probable. 2253 persons have died (66%). Between 3 and 9 February 2020, three new confirmed cases were reported in Beni Health Zone, North Kivu. These three cases were already registered as contacts and two were under surveillance at the time of detection. More than 2000 contacts are being followed. There has been an increase in the number of security incidents in recent months.

Challenges that remain include: strengthening of community acceptance for full commitment to response measures; protection of personnel at strategic health checkpoints; improvement of infection prevention and control practices in health facilities; strengthening of the local health system; and comprehensive treatment and support for patients in recovery.

The WHO Secretariat gave an overview of the epidemiological situation, which shows an overall encouraging trend in case incidence and geographic spread. It was noted that sustaining this progress depends on the security situation and control of the well-known drivers of transmission, particularly in traditional health facilities, and on continued trust and communication with the community.

A risk communication and community engagement programme has been developed, as has an EVD survivors programme. It is critical to ensure the long-term sustainability of these two initiatives.

The situation in countries neighbouring DRC was reviewed, as was preparedness in nonaffected areas of DRC. An EVD operational readiness standardized approach has been implemented in 9 priority countries. More than 2400 alerts have been investigated, and more than 14,600 health workers have been vaccinated.

The UN Ebola Emergency Response Coordinator gave a brief report on operational support, focused on security challenges and preparations for any resurgence of disease.

Context and Discussion

The Committee noted a great deal of progress in the situation since its last meeting and commended the response, under the leadership of the DRC Ministry of Health and the multisectoral coordination commission established in July 2019. Support provided by WHO, UN agencies, nongovernmental organizations and other partners has also contributed to limiting the spread and impact of this virus in a difficult context. An increase in the number of alerts was attributed to strong and proactive community surveillance.

Conclusions and Advice

It was the unanimous view of the Committee that this event still constitutes a public health emergency of international concern (PHEIC) under the IHR (2005).

The Committee acknowledged the revised risk assessment, which puts the risk now as high at national and regional levels, and low at the global level.

The Committee was concerned that withdrawing the PHEIC now might have adverse consequences for the response efforts through diminishing focus. Additionally, although the primary concern of the Committee is EVD, there are serious ongoing outbreaks of other diseases, including measles and cholera, in DRC. The country continues to need support to combat infectious diseases as well as to strengthen its health system. Further, there remains an urgent need to maintain international solidarity for the response.

The Committee noted the ongoing discussions about the interpretation in the text of the IHR (2005) of the terms international and regional spread, and about creating an intermediate level of response between the binary possibilities of PHEIC or no PHEIC, in a way that does not require reopening negotiations on the Regulations. The Committee supports these discussions, as an intermediate level would be as useful for gradually ending a PHEIC and for signaling the potential for one to be declared.

The Committee provided the following advice to the Director-General for his issuance as revised Temporary Recommendations under the IHR (2005).

For DRC:
- Sustain the political commitment and multisectoral coordination approach to the response.
- Continue to engage and build trust with associations of survivors to facilitate rapid detection of any cases arising from exposure to infected bodily fluids of survivors.
- Continue to strengthen capacity, implementation, and coordination for community awareness and engagement, including a focus on hotspots, preventing resurgence where cases have declined, and to support survivors in their communities.
- Further enhance the acceptance of response measures and address access and security issues by engaging influencers and decision makers for all interventions.
- Strengthen measures to prevent and manage nosocomial infections, including systematic mapping of health facilities, targeting of IPC interventions and sustain support to those facilities through monitoring and supervision, including in private-sector and traditional health facilities.
- Continue cross-border screening and step up monitoring at checkpoints around hotspots and at main roads.
- Continue to implement and share real-time full-genome genetic sequencing of all new confirmed cases.
- Strengthen measures to prevent and manage nosocomial infections, including systematic mapping of health facilities, targeting of IPC interventions and sustain support to those facilities through monitoring and supervision.
- Strengthen preparedness in non-affected provinces of DRC, and more generally strengthen the health system across the country to respond to concurrent health emergencies.
- Continue to implement optimal vaccine strategies that have proven maximum impact on curtailing the outbreak, as recommended by WHO’s Strategic Advisory Group of Experts (SAGE).
For countries at risk:
- At-risk countries should maintain their work with partners to improve their preparedness for detecting and managing imported or locally acquired cases, including the transparent sharing of detailed information on suspect cases, as required by the International Health Regulations (2005), and sharing laboratory samples of suspect cases for confirmatory testing in accordance with WHO norms and guidance.
- Countries should continue to map population movements and sociological patterns that can predict risk of disease spread.
- Risk communications and community engagement, especially at points of entry, should be maintained.
For all countries:
- As recommended previously, no country should close its borders or place any restrictions on travel and trade.
- The Committee does not consider entry screening at airports or other ports of entry outside the region to be necessary.
The Committee emphasized the importance of continued support by WHO and other national and international partners towards the effective implementation and monitoring of these recommendations.

Based on this advice, the reports made by the affected State Party, and the currently available information, the Director-General accepted the Committee’s assessment and on 12 February 2020 maintained the Ebola outbreak in the Democratic Republic of the Congo as a Public Health Emergency of International Concern (PHEIC).

The Director-General endorsed the Committee’s advice and issued them as Temporary Recommendations under IHR (2005) to reduce the international spread of Ebola, effective 12 February 2020. The Director-General thanked the Committee Members and Advisors for their advice and requested their reassessment of this situation within two months or earlier if the situation requires.

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https://www.who.int/news-room/detail/12-02-2020-statement-on-the-meeting-of-the-international-health-regulations-(2005)-emergency-committee-for-ebola-virus-disease-in-the-democratic-republic-of-the-congo-on-12-february-2020

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February 27, 2020
Secrets of the Piggyback Marketer

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Owner/Producer of SIMPLEnetworking, Chi Chi Okezie is an expert in piggyback marketing and uses other people’s resources to grow her business, credibility and brand-name. Never stingy with information, Chi Chi has graciously enlightened us with five points on piggyback marketing as follows…

#1 “Civil Servant”

Golden Rule in Piggyback Marketing, “You keep what you give away.”

Volunteering is the biggest, best and most effective tool in Piggyback Marketing. When you volunteer with a big company or organization, doors swing open in your favor. Whether you are donating money, time or services, you position yourself into a group of like minded, generous and business oriented “do-gooders”. Latching onto a credible name or brand will drastically increase your visibility and add dimension to your efforts.

#2 “Moonlighting”

Start teaching a continuing education class or an evening course at a well known state or private institution. Pick a course or topic in which you are an expert. By teaching the class, you are building your credibility and developing great skills in research, communication and public speaking. You are automatically associated with the state or private institution and can leverage that for business. The class becomes another product which you can market to your clients and potential customers.

#3 “Club Hopping”

Join a club, chamber of commerce, business organization etc. and become an active member. Usually, clubs/organizations are members of bigger clubs and organizations. You can approach the director/president of your group and ask to be a representative of that group or organization which is a member of a bigger group, organization or chamber of commerce. Next thing you know, you will be seated or rubbing elbows with board members and significant decision makers!

#4 “Show Your School Spirit”

Get involved in your school alumni chapter and attend events or join a committee. Your position within the chapter can be a direct link in marketing your business to fellow alumni as well as school departments and students. Also offer to do class presentations, mentor students or be a recruiter/liaison. If there is not a chapter in your city, contact the alumni dept. and suggest one – you can be the President!

5# “Half Time Show”

Do you know any colleagues, entrepreneurs or other professionals who present seminars, classes, workshops or talks? If so, offer to do a quick presentation during their breaks to promote your brand, industry, products or services. Or you can opt to introduce the speaker/lecturer at an event. If you can make a dynamic introduction or pull off a great presentation during a break, potential customers will flock to you for business!

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Source by Chi Chi Okezie

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February 9, 2020
Women Managers Leaving Corporations for Entrepreneurship

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Increasingly, women managers are choosing to “opt out” when corporations fail to meet their professional needs. Opting out–the latest catch phrase within corporate circles–describes the growing trend of leaving corporate positions for alternative career paths.

A significant number of women managers are leaving large companies to start their own businesses. In fact,

women are quitting corporate jobs in favor of entrepreneurship at twice the rate of men, making a significant impact on the traditional and online marketplace, according to Cheskin Research, a California-based strategic market research and consulting company.

Recent research indicates interesting trends for women entrepreneurs. According to the Center for Women’s Business research, the number of women-owned U.S. businesses grew at twice the rate of all firms between 1997 and 2002. And the U.S. Small Business Administration reports that women-owned businesses account for 28 percent of all privately-owned companies. They employ 9.2 million people and contribute $2.38 trillion in revenue to the U.S. economy.

Why Women Managers are Leaving Corporate America?

Women used to be willing to devote their time, energy, and effort to the corporation’s needs–at the expense of meeting their own professional goals. But not anymore. They’re starting their own businesses in an effort to gain more freedom, recognition, money, opportunities and other rewards.

Fifty-one percent of women business owners with prior private-sector experience cite the desire for more flexibility as the major reason for leaving corporate positions, according to a study by Catalyst, a nonprofit research and advisory organization working to advance professional women. Twenty-nine percent said restrictive glass-ceiling issues drove them out the door. Of those women, 44 percent felt their contributions were not recognized or valued.

“As women walk out the door after years of training,” said Catalyst President Sheila Wellington, “what really walks out is the potential that those women would have brought to Corporate America.”

The Catalyst research–co-sponsored by the National Foundation for Women Business Owners, the Committee of 200, and Salomon Smith Barney–also revealed that:

o A third of the women surveyed by said they weren’t taken seriously by their employer or supervisor.

o Fifty-eight percent of them said that nothing would attract them back to the corporate world.

o Twenty-four percent said they could be lured back by more money, and 11 percent by greater flexibility.

Keeping Women in Corporations

Experts say corporate America isn’t doing enough to keep women from walking out the door. Companies need to focus on providing flexibility, as well as continuing challenges and opportunities for personal growth, to retain women whom they view as high-potential or who are already significant contributors, says Catalyst. In addition, companies should identify potential women managers early in their careers, reward women’s bottom-line contributions, and recruit female entrepreneurs to corporate boards and senior line positions.

Expanding opportunities for women in leadership will require corporate change, as well as accommodations on the part of women themselves. Corporate cultures must support initiatives such as giving women high-visibility assignments, making gender diversity a part of succession planning and holding managers accountable for women’s advancements.

Women managers can hone their leadership ability by seeking out risky, high profile assignments. If they need to strengthen their leadership skills to meet new challenges, they should consider hiring an executive coaching firm. For example, QuadWest Associates of Michigan offers a variety of business coaching and leadership development services to help executives optimize their skills and performance.

By investing in coaching services, women managers can position themselves to expand their boundaries. This can help them excel–whether they remain in a corporate setting or strike out on their own.

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Source by Susan West

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February 4, 2020
Categories of Ethical Dilemmas in Business

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First published in Exchange, the magazine of the Brigham Young University School of Business, the following twelve categories were developed to cover the root or cause of most ethical business dilemmas that one might encounter in their jobs. I have summarized them to keep them short and simple.

1. Taking Things That Don’t Belong To You

Everything from taking highlighters from the storage room, to sending personal mail through the mailroom, to downloading unauthorized games to play on your work computer fall into this category. A CFO of a major corporation took a cab from the airport to his home in the city. When he asked the cabbie for receipt, he was handed a full book of blank receipts. Apparently this dilemma of accurately reporting business expenses involves more than just one employee.

2. Saying Things That You Know Are Not True

When a car salesperson insists to a customer that a used car has not been in a previous accident, when it has, an ethical breach has occurred. When a clerk in a store assures a customer that a product has a money-back guarantee, when only trade-ins are allowed, another ethical violation occurred (and perhaps a violation of the law).

3. Giving Or Allowing False Impressions

There is an urban legend in which 2 CD’s were being sold on a TV infomercial that claimed that that all the hits of the 1980’s were on the CDs. The infomercial emphasized over and over again that all songs were performed by the original artists. When they received the CDs, upon closer inspection, they found that all songs had been covered by a band called The Original Artists. While technically true, the impression given by the infomercial was false.

4. Buying Influence or Engaging in Conflict of Interest

When a company awards a construction contract to an organization owned by the brother of the attorney general, or when a county committee who is charged with choosing a new road construction company is traveling around the state looking at roads at the expense of one of the bidders, a conflict of interest arises which might affect the results of that choice.

5. Hiding or Divulging Information

Failing to divulge information from the results of a study on the safety of a new product, or choosing to take your companies proprietary product information to a new job are examples that fall into this category.

6. Taking Unfair Advantage

Have you ever wondered why there seem to be so many product safety rules and procedures? It is primarily the result of laws passed by government institutions to protect the consumer from companies that previously took unfair advantage of them because of their lack of knowledge or through complex contractual obligations.

7. Committing Acts of Personal Decadence

Over time, it has become increasing clear that the acts of employees outside of work can have a negative effect on a businesses image. This is one of the primary reasons companies are minimizing social interactions or events, outside of the office, so that drug or alcohol related events can not be tracked back to the company.

8. Perpetuating Interpersonal Abuse

At the heart of this category of ethical misbehavior is the abuse of employees through sexual harassment, verbal lashing, or public humiliation by a company leader.

9. Permitting Organizational Abuse

When an organization chooses to operate in another country, it sometimes butts up against social culture in which child labor, demeaning work environments or excessive hours are required. It is at this point that the leaders of the company have a choice…whether to perpetuate that abuse or alleviate it.

10. Violating Rules

In some cases, people or organizations violate rules to expedite a process or decision. In many of these cases, the results would have been the same regardless, but by violating the rules or required procedures for that outcome, they can potentially scar the reputation of the organization they work for.

11. Condoning Unethical Actions

Suppose you are at work one day and you notice that a colleague of yours is using petty cash for personal purchases and fail to report it. Perhaps you know that a new product in development has safety issues, but you don’t speak out. In these examples, failing to do right creates a wrong.

12. Balancing Ethical Dilemmas

What about a situation that would be considered neither right, nor wrong? What should be done here? Should Google or Microsoft do business in China when human rights violations are committed daily? Sometimes an organization must balance the need to do business with any ethical dilemmas that might arise from doing business.

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Source by John Bascom

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January 11, 2020