New Jersey's Budget Crisis Matt Bai and David Leonhardt agree that the rising cost of state government and the lack of fiscal restraint on the part of local and state government leaders has lead us to the budget crisis that many states are facing in these uncertain economic times. There are three lessons to be learned from these two articles; local and state governments need to become more efficient, contracts negotiated

Administrative Law & Health Reform The entire discussion regarding health care reform in the United States is greatly influenced by ethical and policy considerations. The field of health care is vast and complicated and is even hard to define. The debate ranges from what should be the mission of health care in America; to what should be its function; and what services should be available (Fein, 2003). Adding to the debate

Healthcare spending by the New York State persistently surpasses its earnings. That difference continues to be expanding and is also anticipated to broaden unless of course there happen to be severe, continuous modifications in spending budget actions. Lieutenant Governor Richard Ravitch, in "A 5-Year Strategy to Deal with the State of New York's Spending budget Deficit" released during March 2010, approximated this structural disproportion within the state's spending budget to

1. What the City Observatory demonstrated in its quantifiable mappins Boston: The City Observatory reports that the Boston-Cambridge-Quincy metropolitan region includes 2,715 storefronts in its core. Although these storefronts are distributed throughout the Boston-Cambridge-Quincy area, they are primarily clustered around the waterfront urban core area of Boston. This number of storefronts places the Boston-Cambridge-Quincy metropolitan region in league with other American cities such as Los Angeles, Chicago, New Orleans and Philadelphia. New York: By

The consequences of even a few dissatisfied customers can be enormous: "Dissatisfied customers turn to competitors; loyal customers spend more, refer new clients, and are less costly to do business with" (Arendt & Harris, 1998, p. 27). The authors point out that because it costs about five times more to gain a new customer than to keep an existing one, and since dissatisfied customers tell at least twice as

Factors that affect an organization's capacity and willingness to change need to be examined and exploited. Organizational culture, which is a set of shared values and assumptions that are followed by the members of an organization, plays an important role in affecting the attitude of an organization to change. If an organizational history has been unwelcome to change in the past, it is highly unlikely that an organization will be