Poonam Gupta – författare

China and India are the two most populous countries in the world and now also two of the fastest growing. By sheer virtue of the fact that China and India are home to 2.4 billion people - two-fifths of the world''s population - the rapid growth of their economies has far-reaching implications not just for global living standards and poverty reduction but also for competitiveness and distribution of income in the rest of the world. Commensurate with their economicprogress, there has been a surge of interest in the nature and implications of China and India''s economic growth.There are several apparent similarities in the development process of China and India: both are home to ancient civilizations that have bequeathed distinctive attitudes, institutions, and traditions. Both have very large populations. Both have performed well economically for more than two decades. However there are important differences that can be seen beneath the surface. China started the current reform process in 1978 - that is, almost fifteen years before India. The two countries havevery different political systems. Their development models differ fundamentally as well. China has opened up much more than India to foreign trade and foreign direct investment, while India has a better developed banking system. Growth in the two countries has been driven by different sectors -Chinese growth by manufacturing and Indian growth by services.This volume brings together some of the best research on issues related to the growth experience of China and India and places these issues in a comparative perspective. It contains papers written by some of the leading academic and experts in the world on issues ranging from the roles of China and India in the world economy, contrasts in their development experience, and challenges to sustaining growth.

China and India are the two most populous countries in the world and now also two of the fastest growing. By sheer virtue of the fact that China and India are home to 2.4 billion people - two-fifths of the world''s population - the rapid growth of their economies has far-reaching implications not just for global living standards and poverty reduction but also for competitiveness and distribution of income in the rest of the world. Commensurate with their economicprogress, there has been a surge of interest in the nature and implications of China and India''s economic growth.There are several apparent similarities in the development process of China and India: both are home to ancient civilizations that have bequeathed distinctive attitudes, institutions, and traditions. Both have very large populations. Both have performed well economically for more than two decades. However there are important differences that can be seen beneath the surface. China started the current reform process in 1978 - that is, almost fifteen years before India. The two countries havevery different political systems. Their development models differ fundamentally as well. China has opened up much more than India to foreign trade and foreign direct investment, while India has a better developed banking system. Growth in the two countries has been driven by different sectors -Chinese growth by manufacturing and Indian growth by services.This volume brings together some of the best research on issues related to the growth experience of China and India and places these issues in a comparative perspective. It contains papers written by some of the leading academic and experts in the world on issues ranging from the roles of China and India in the world economy, contrasts in their development experience, and challenges to sustaining growth.

China and India are the two most populous countries in the world and now also two of the fastest growing. By sheer virtue of the fact that China and India are home to 2.4 billion people - two-fifths of the world's population - the rapid growth of their economies has far-reaching implications not just for global living standards and poverty reduction but also for competitiveness and distribution of income in the rest of the world. Commensurate with their economic progress, there has been a surge of interest in the nature and implications of China and India's economic growth. There are several apparent similarities in the development process of China and India: both are home to ancient civilizations that have bequeathed distinctive attitudes, institutions, and traditions. Both have very large populations. Both have performed well economically for more than two decades. However there are important differences that can be seen beneath the surface. China started the current reform process in 1978 - that is, almost fifteen years before India. The two countries have very different political systems. Their development models differ fundamentally as well. China has opened up much more than India to foreign trade and foreign direct investment, while India has a better developed banking system. Growth in the two countries has been driven by different sectors - Chinese growth by manufacturing and Indian growth by services. This volume brings together some of the best research on issues related to the growth experience of China and India and places these issues in a comparative perspective. It contains papers written by some of the leading academic and experts in the world on issues ranging from the roles of China and India in the world economy, contrasts in their development experience, and challenges to sustaining growth.

There are international pressures on healthcare delivery because of increasing demand and rising costs. Maintaining quality while containing costs is a challenge in both privately and state-funded services. If service quality decreases, patients suffer and staff are often unhappy. Recruitment and retention become a challenge in services with perceived reduced quality. ContinuousValue Management offers a method of managing the tensions between cost, quality, and staff engagement. This book describes a method of managing quality while containing costs. Value Management, developed by Brian Maskell and colleagues, links quality and finance and gives frontline staff greater control of quality and improved information on cost. The Institute of Healthcare Improvement (IHI) has developed this method for healthcare. A collaboration with NHS Scotland tested Continuous Value Management’s application in practice, and the system was then applied to other international healthcare settings, including the Middle East, the USA, South America, and South-East Asia. Information on the system was previously available only through conferences, academic papers, and training from IHI. This volume makes the principles and application of Continuous Value Management available to a wider healthcare audience.

There are international pressures on healthcare delivery because of increasing demand and rising costs. Maintaining quality while containing costs is a challenge in both privately and state-funded services. If service quality decreases, patients suffer and staff are often unhappy. Recruitment and retention become a challenge in services with perceived reduced quality. ContinuousValue Management offers a method of managing the tensions between cost, quality, and staff engagement. This book describes a method of managing quality while containing costs. Value Management, developed by Brian Maskell and colleagues, links quality and finance and gives frontline staff greater control of quality and improved information on cost. The Institute of Healthcare Improvement (IHI) has developed this method for healthcare. A collaboration with NHS Scotland tested Continuous Value Management’s application in practice, and the system was then applied to other international healthcare settings, including the Middle East, the USA, South America, and South-East Asia. Information on the system was previously available only through conferences, academic papers, and training from IHI. This volume makes the principles and application of Continuous Value Management available to a wider healthcare audience.

There are international pressures on healthcare delivery because of increasing demand and rising costs. Maintaining quality while containing costs is a challenge in both privately and state-funded services. If service quality decreases, patients suffer and staff are often unhappy. Recruitment and retention become a challenge in services with perceived reduced quality. ContinuousValue Management offers a method of managing the tensions between cost, quality, and staff engagement. This book describes a method of managing quality while containing costs. Value Management, developed by Brian Maskell and colleagues, links quality and finance and gives frontline staff greater control of quality and improved information on cost. The Institute of Healthcare Improvement (IHI) has developed this method for healthcare. A collaboration with NHS Scotland tested Continuous Value Management's application in practice, and the system was then applied to other international healthcare settings, including the Middle East, the USA, South America, and South-East Asia. Information on the system was previously available only through conferences, academic papers, and training from IHI. This volume makes the principles and application of Continuous Value Management available to a wider healthcare audience.

There are international pressures on healthcare delivery because of increasing demand and rising costs. Maintaining quality while containing costs is a challenge in both privately and state-funded services. If service quality decreases, patients suffer and staff are often unhappy. Recruitment and retention become a challenge in services with perceived reduced quality. ContinuousValue Management offers a method of managing the tensions between cost, quality, and staff engagement. This book describes a method of managing quality while containing costs. Value Management, developed by Brian Maskell and colleagues, links quality and finance and gives frontline staff greater control of quality and improved information on cost. The Institute of Healthcare Improvement (IHI) has developed this method for healthcare. A collaboration with NHS Scotland tested Continuous Value Management's application in practice, and the system was then applied to other international healthcare settings, including the Middle East, the USA, South America, and South-East Asia. Information on the system was previously available only through conferences, academic papers, and training from IHI. This volume makes the principles and application of Continuous Value Management available to a wider healthcare audience.