ch32externalities-fyjrhrxq.pdf 11/9/2015 1 Chapter Thirty-Two Externalities Externalities An externality is a cost or a benefit imposed upon someone by actions taken by others. The cost or benefit is...

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ch32externalities-fyjrhrxq.pdf 11/9/2015 1 Chapter Thirty-Two Externalities Externalities An externality is a cost or a benefit imposed upon someone by actions taken by others. The cost or benefit is thus generated externally to that somebody. An externally imposed benefit is a positive externality. An externally imposed cost is a negative externality. Examples of Negative Externalities Air pollution. Water pollution. Loud parties next door. Traffic congestion. Second-hand cigarette smoke.  Increased insurance premiums due to alcohol or tobacco consumption. Examples of Positive Externalities A well-maintained property next door that raises the market value of your property. A pleasant cologne or scent worn by the person seated next to you.  Improved driving habits that reduce accident risks. A scientific advance. Externalities and Efficiency Crucially, an externality impacts a third party; i.e. somebody who is not a participant in the activity that produces the external cost or benefit. Externalities and Efficiency Externalities cause Pareto inefficiency; typically – too much scarce resource is allocated to an activity which causes a negative externality – too little resource is allocated to an activity which causes a positive externality. 11/9/2015 2 Externalities and Property Rights An externality will viewed as a purely public commodity. A commodity is purely public if – it is consumed by everyone (nonexcludability), and –everybody consumes the entire amount of the commodity (nonrivalry in consumption). E.g. a broadcast television program. Inefficiency & Negative Externalities Consider two agents, A and B, and two commodities, money and smoke. Both smoke and money are goods for Agent A. Money is a good and smoke is a bad for Agent B. Smoke is a purely public commodity. Inefficiency & Negative Externalities Agent A is endowed with $yA. Agent B is endowed with $yB. Smoke intensity is measured on a scale from 0 (no smoke) to 1 (maximum concentration). Inefficiency & Negative Externalities OA 1 0 Smoke mAyA Money and smoke are both goods for Agent A. Inefficiency & Negative Externalities OA 1 0 Smoke mAyA Money and smoke are both goods for Agent A. Inefficiency & Negative Externalities OB 1 0 Smoke mByB Money is a good and smoke is a bad for Agent B. 11/9/2015 3 Inefficiency & Negative Externalities OB 1 0 Smoke mB yB Money is a good and smoke is a bad for Agent B. Inefficiency & Negative Externalities What are the efficient allocations of smoke and money? Inefficiency & Negative Externalities OA 1 0 Smoke mAyA OB 1 0 Smoke mB yB Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB 11/9/2015 4 Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Efficient allocations Inefficiency & Negative Externalities Suppose there is no means by which money can be exchanged for changes in smoke level. What then is Agent A’s most preferred allocation?  Is this allocation efficient? Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Efficient allocations Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Efficient allocations A’s choices Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Efficient allocations A’s most preferred choice is inefficient Inefficiency & Negative Externalities Continue to suppose there is no means by which money can be exchanged for changes in smoke level. What is Agent B’s most preferred allocation?  Is this allocation efficient? 11/9/2015 5 Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Efficient allocations B’s choices Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Efficient allocations B’s most preferred choice Inefficiency & Negative Externalities OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Efficient allocations B’s most preferred choice is inefficient Inefficiency & Negative Externalities So if A and B cannot trade money for changes in smoke intensity, then the outcome is inefficient. Either there is too much smoke (A’s most preferred choice) or there is too little smoke (B’s choice). Externalities and Property Rights Ronald Coase’s insight is that most externality problems are due to an inadequate specification of property rights and, consequently, an absence of markets in which trade can be used to internalize external costs or benefits. Externalities and Property Rights Causing a producer of an externality to bear the full external cost or to enjoy the full external benefit is called internalizing the externality. 11/9/2015 6 Externalities and Property Rights Neither Agent A nor Agent B owns the air in their room. What happens if this property right is created and is assigned to one of them? Externalities and Property Rights Suppose Agent B is assigned ownership of the air in the room. Agent B can now sell “rights to smoke”. Will there be any smoking?  If so, how much smoking and what will be the price for this amount of smoke? Externalities and Property Rights Let p(sA) be the price paid by Agent A to Agent B in order to create a smoke intensity of sA. Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB p(sA) sA 11/9/2015 7 Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB p(sA) Both agents gain and there is a positive amount of smoking. sA Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB p(sA) sA Establishing a market for trading rights to smoke causes an efficient allocation to be achieved. Externalities and Property Rights Suppose instead that Agent A is assigned the ownership of the air in the room. Agent B can now pay Agent A to reduce the smoke intensity. How much smoking will there be? How much money will Agent B pay to Agent A? Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB sB p(sB) 11/9/2015 8 Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB p(sB) Both agents gain and there is a reduced amount of smoking. sB Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB p(sB) Establishing a market for trading rights to reduce smoke causes an efficient allocation to be achieved. sB Externalities and Property Rights Notice that the –agent given the property right (asset) is better off than at her own most preferred allocation in the absence of the property right. –amount of smoking that occurs in equilibrium depends upon which agent is assigned the property right. Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB p(sB)p(sA) sA sB sB sA Externalities and Property Rights  Is there a case in which the same amount of smoking occurs in equilibrium no matter which agent is assigned ownership of the air in the room? Externalities and Property Rights OA 1 0 Smoke mA OB 1 0 Smoke mB yA yB p(sB)p(sA) sA = sB 11/9/2015 9 Externalities and Property Rights OA 1 0 Smoke OB 1 0 Smoke yA yB p(sB)p(sA) sA = sB For both agents, the MRS is constant as money changes, for given smoke intensity. Externalities and Property Rights OA 1 0 Smoke OB 1 0 Smoke yA yB p(sB)p(sA) sA = sB So, for both agents, preferences must be quasilinear in money; U(m,s) = m + f(s). Coase’s Theorem Coase’s Theorem is: If all agents’ preferences are quasilinear in money, then the efficient level of the externality generating commodity is produced no matter which agent is assigned the property right. Production Externalities A steel mill produces jointly steel and pollution. The pollution adversely affects a nearby fishery. Both firms are price-takers. pS is the market price of steel. pF is the market price of fish. Production Externalities cS(s,x) is the steel firm’s cost of producing s units of steel jointly with x units of pollution.  If the steel firm does not face any of the external costs of its pollution production then its profit function is and the firm’s problem is to s s ss x p s c s x( , ) ( , )  Production Externalities max ( , ) ( , ). ,s x s s ss x p s c s x   The first-order profit-maximization conditions are 11/9/2015 10 Production Externalities max ( , ) ( , ). ,s x s s ss x p s c s x   The first-order profit-maximization conditions are p c s x ss s   ( , ) 0    c s x x s( , ) .and Production Externalities p c s x ss s   ( , ) states that the steel firm should produce the output level of steel for which price = marginal production cost. Production Externalities p c s x ss s   ( , ) states that the steel firm should produce the output level of steel for which price = marginal production cost.   c s x x s( , ) is the rate at which the firm’s internal production cost goes down as the pollution level rises Production Externalities p c s x ss s   ( , ) states that the steel firm should produce the output level of steel for which price = marginal production cost.   c s x x s( , ) is the rate at which the firm’s internal production cost goes down as the pollution level rises, so    c s x x s ( , ) is the marginal cost to the firm of pollution reduction. Production Externalities    c s x x s ( , ) is the marginal cost to the firm of pollution reduction. What is the marginal benefit to the steel firm from reducing pollution? Production Externalities    c s x x s ( , ) is the marginal cost to the firm of pollution reduction. What is the marginal benefit to the steel firm from reducing pollution? Zero, since the
Answered 110 days AfterJan 23, 2021

Answer To: ch32externalities-fyjrhrxq.pdf 11/9/2015 1 Chapter Thirty-Two Externalities Externalities An...

Dr. Vidhya answered on Mar 07 2021
133 Votes
INTERVENTIONS BASED MODEL ON QUALITY AND AWARENESS ENHANCEMENT: A PROJECT FOR PREVENTION OF CARDIOVASCULAR DISEASE NORMS
Table of Contents
Task One    3
Introduction    3
Nature and Scope    3
Project Deliverables and Life Cycle    4
Task Two: Project Design, Approaches and Models of Delivery    6
Key Activities    6
Development of Structure    7
Risk Assessment    7
Task Three    8
Essential Components of the Team    8
Preferred Leadership Style and Team Structure    10
Conclusion    11
References    13
Task One
Introduction
The basic endeavours of a project are linked with the development of goals and their proper implication. The project, by nature of its definition, is inferred as something that is temporary and it has the enhanced impacts over the on-going events. There are some effective steps, which the projects take in the fo
rm of deliverables, which are achieved over the given span of time. In the context of healthcare projects, they are driven by the ideology of improving the quality of life as well as the parameters of care given to the community people (Holden et al. 2020).The current project, which is concerned with community awareness and will be delivered over the course of a year, is of the same nature (12 months). The project's goal is to ensure that people's quality of life is improved by taking a few specific steps through a traditional project design in healthcare that is both cost-effective and broad enough to reach a large number of people.
Nature and Scope
At first, it is important to note the basic properties of the current project, which is based on the positive interventions made to enhance the quality of life of the community people living in London Borough of Newham. The project will be sourced from the traditional approach of projects which are currently operational in the healthcare sector at global level, identifying the needs and expectations of the current population, their growing concerns about the heart related diseases and their associated risk factors as well as the possible preventive measures taken to improve the lifestyle of people.
For example, Waterfall project management is a sequential, linear process that is divided into many stages. The project is laid out in a waterfall format, with consistent specifications and deliverables for each phase. Each phase is completed before the next one begins, and progress is periodically recorded along the way (Gemechu et al. 2017). Many people in the healthcare industry are familiar with and comfortable with a waterfall approach. This is particularly true for healthcare executives who want to see a sequence of tasks arranged in a Gantt chart that gives them a visual overview of the project from beginning to end.
Second, the project's design is motivated by the concept of regulatory and data-driven initiatives made with the aid of technology. The guidelines, conceptual structures, and regulations that are needed to design the project will be evaluated in a systematic manner. These rules will serve as the foundation for providing assistance to the targeted community. The most notable feature of the project's scope is that it would adhere to regulatory provisions in order to keep people informed on how to live healthy lifestyles. The scope will not be limited to physical support based interventions, as it will keep monitoring the progress of the people that they have made over the course of years in terms of following the healthcare norms provided to them.
Waterfall project management has been used to complete large-scale projects successfully for decades, but these projects are often over budget and behind schedule. Stakeholders may be unhappy with the final result because they are rarely involved in the process and do not see the final results until the project is completed. With hospital systems under financial strain, it is more important than ever to achieve faster results while incorporating continuous involvement and input from stakeholders throughout the process (Phillipson et al. 2019). Process improvement teams can use lean methodologies such as agile project management to produce faster, higher-quality results in this situation.
To put it another way, technology has proven its importance in healthcare project management in terms of improving the optimal quality of life by assisting people in identifying differences in their behavioural response to a specific healthcare intervention taken to ensure that they live a stable and positive life. The project will include the use of IT and data-driven interventions; community members will be given unique identification numbers that will be assigned to them during their participation in the project. It will help track their amount of hospital visits, the type of treatment they take over the course of a year, and the progress they make in their condition.
Project Deliverables and Life Cycle
The central goal of reviewing the current project's deliverables would be to ensure that the self-learning and level of awareness of the Newham population about the fundamental causes of cardiovascular diseases is improved. The main goal will be to ensure that positive interventions are implemented into the lives of ordinary people who disregard the specifics of living a healthy lifestyle. The deliverables will also include the process of reaching out to community members in the most effective way possible, in a format that they can understand.It is significant to note that there is no specific number of community people, which will be selected as a part of the project design. It will have some universal principles of raising the level of awareness (Evans, 2020).
The current project will follow the traditional five-stage project life cycle, based on the preferences of the project life cycle. It can only be used in the community and will be based on current healthcare guidelines that apply to Newham's diverse population. In the planning process, after the project has been initiated and the strategic alignment of the program with the project deliverables has been completed, a systematic review of service gaps will be conducted. The planning phase, as it is widely known, remains at the core of the project design, informing stakeholders about the project's execution. This is the process in which the model for improving quality of life will be divided into fractions and all relevant stakeholders will be informed. (Phillipson et al. 2019).
The third cycle, in this sense, would be the execution cycle. This is also known as the implementation phase of the project activity cycle, and it is where the plan established in the previous phase is put into action. The aim of the project activity cycle's implementation process is to achieve the project's desired outcomes. Since it requires the most resources, this is normally the most time-consuming phase in the project management life cycle. During the project implementation, the execution team uses all of the plans, procedures, and templates that were designed and anticipated during the previous phases. Unexpected incidents and situations will eventually occur, and the project manager and team will be forced to deal with them when they arise.
The fourth stage of the project life cycle, as seen in the traditional model, will be tracked based on project deliverables and how they are taken or treated in the implementation phase. The performance of the project design will be determined by its implementation, which will be tracked and supervised in order to identify service delivery gaps. The final cycle of project closure will take place after the project has been successfully completed within the specified time frame, which is twelve months.
The project operation cycle's final phase is referred to as this. The project is officially closed at this stage, and a report on the overall progress of the completed project is sent to the project sponsor/client. Handing over deliverables to the sponsor/client, handing over paperwork to the owners, cancelling supplier contracts, releasing personnel and facilities, and notifying stakeholders of the project's closure are all part of the closing process. Overall, the success of the project will...
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