Google SWOT Analysis

Google SWOT Analysis 1. Introduction In the recent years, with the development of globalization and world economy, the market competition becomes fiercer and fierce. Modern corporations are paying attention to their external and internal environment, as well as the achievement of corporate social responsibility. In this way, they can improve themselves according to relevant analysis. This essay will use SWOT framework to analyze Google’s external and internal environment, use PESTE framework to analyze MacDonald’s and the influence of social responsibility on Fonterra’s decision making. At last, an overall conclusion will be made. 2. SWOT analysis for Google Google is an American multinational high-tech corporation and devotes itself to internet search, cloud computing, advertisement technology and other fields. It develops and provides large number of products and services based on internet. Its major profits are from advertisement services. After about twenty years’ development, it is recognized as the largest global internet search engine with billions of users. SWOT framework is used to confirm the corporations’ competition strengths and weaknesses, external opportunities and threats so that they can connect the internal resources with external environment together (Kurttila, M., Pesonen, M., Kangas, J., Kajanus, M. 2000). Strengths. The most powerful strength lies on its brand image. According to the most valuable brand list, Google was rewarded as the most valuable brand around the world with another 40% growth last year. In the past few years, Google ranked in the top of the brand list. In order to maintain its brand value, it manages to improve itself all the time. For example, Google X lab even tried to use fire balloon to provide Wi-Fi service for remote areas. Such creativity idea has inspired its brand value. In last year, Google Project Glass made great progress (Friesner, T. 2011). And Google would promote more revolutionary products for commercial world and its clients which indicated its brand value. The second strength is its people-oriented service and it is the best reason for Google users’ selection. Its search results are not prejudicial because it refuses payment for ranking and insists on offering search results which are closest to users’ psychological demand. The inte rface of Google remains clean and neat with quick loading rate. And searching results are not involved with any commercial operation and people would not see any mandatory advertisement. In addition, Google cares about details. Its logo looks like a little nifty. The colorful circle letters seem quite amiable (Jian, X. 2007). The humorous that Google shows anywhere makes users relaxing. Weaknesses. The appearance of search bomb exposed the cynicism of Google. It was out of some internet joke from politics or entertainment. When users type WMD in the search box, Google page may show presentation of â€Å"error†. The title may show â€Å"unable to display mass destruction weapon†. But Google does not intend to make any measures. Brin and Page stated they would not influence information searching. However, such attitude will result in loss of some users because they doubt Google’s problem resolving ability. In addition, the relaxed work environment and loose lifestyle are not suitable for everyone. Some old workers complaint they are discriminated because the environment tends to be personalized and full of youthful spirit (Halligan, B., Shah, D. 2009). In addition, such environment could not motivate its employees to a large extent. Opportunities. Exploring other fields is possible direction for Google’s future development, just like Baidu entered into B2B market. With strong infrastructure base, Google is able to launch new products and services for its users. For example, it introduced Android’s software to update its platform for mobile services. Google TV, Google glass, Double Click for Publishers, and other products have stimulated its users (Moussa, S., Touzani, M. 2010). It is widely regarded as a creative corporation. In this way, it can expand its market share now and then. In addition, Google can transfer its internet search into entity search. For example, Google can build its entity book database with books contents instead of only book’s cover and price. Although it will increase its cost, it can help people access what they want. As a result, Google can expand its market share and win users’ hearts. Threats. Leaders with talents have created the wonderful brand. But can Google maintain its initial core value when the leaders leave away? The humanism and creativity are from inspiration of Brin and Page. It is critical for Google to find proper successor to maintain its brand value. When Microsoft is using operating system to bundle browser to promote its IE system, now it is paying great attention to search engine. It will pose great threat when Microsoft bundle the search engine with its operation system. Google will lose great number of users. It has to take active measures to improve its customers’ brand loyalty. 3. PESTE framework on MacDonald’s As the largest multinational chain restaurant, MacDonald’s has more than 30,000 branches around the world. It mainly sells hamburger, chips, fried chicken, soft drink, salad, fruits and other fast food. However, its external environment is changing so that MacDonald’s has to make some measures to maintain and develop its business (Bivolaru, E., Andrei, R., Purcaroiu, G. V. 2009). PESTE framework can help analyze its macro environment effectively. Political factor. Political stability is critical for MacDonald’s normal operation. As a typical and widely recognized American culture, it can represent American flag in some degree. Since September 11 event, America became the leader of anti-terrorism which made itself the major target for terrorism activities (Yeu, C. S., et al 2012). With strong chain network around the world, adding that its restaurants always have intensified customers, it has large possibility that terrorists will regard it as the target. According to the global media press, explosion events occur in MacDonald’s restraints every month. In this way, it will damage its brand image and result in potential loss of customers. Economic factor. In the United States, competition in fast food market has turned white-hot. The financial crisis has influenced negatively in the fast food industry. On the one side, brands without competitiveness and brand value have to exit the industry while MacDonald’s itself will suffer more negative impact from shrinking consumption power. With limited market capacity, the owners open more and more branches. Every fast food restaurant is trying to attract potential customers by continual products creation and marketing creativity. MacDonald’s strongest competitor, Burger King is aggressively promoting its management reform. Wendy’s restaurant has promoted new salad production line. In addition, the number of chain stores under the brand of Mike Walls is more than the MacDonald’s. What are worse, railway fast food restaurants and other Sandwich restaurants are increasing by 12% every year (Paul, R., Roy, S. K. 2014). Under such circumstance, it is h ard to maintain its current market share. Social and cultural factor. With so many chain stores around the world and gaining profits in every region, MacDonald’s takes responsibility as well, such as the conflicts among different regions and ethics. With different cultural backgrounds, people’s values and consumption customs varies too much. For example, in May 2001, about 500 protesters held activities in MacDonald’s in New Delhi and other largest commercial cities. They threw cow dung toward MacDonald’s restaurants and looted one of them. And they asked Atal Bihari, president of India to shut up all the chain stores in India. The cause of the protest was MacDonald’s used beef ingredient to make fried chips but most Hindu believers regarded cattle as holy article. Hence, MacDonald’s has to compensate for India believer, vegetarians and other relevant institutions (Kulkarni, S. S. 2012). Besides, such event damaged MacDonald’s economic loss and brand image as well. Technological factor. The modern technology develops quite fast and the productivity is increasing as well. The scientific inventions and new technology application can shorten the new product development circle. When the product updating accelerates fast, MacDonald’s has to develop new products faster. In addition, with advanced and standardized chain operation model, MacDonald’s can establish its market by qualified products, amiable service and clean dining environment. It can arrange scientific training plans to improve its staff quality as well. Environmental factor. Consumers now are inclined to pursue green and harmless products. Hence, MacDonald’s attaches great importance to green and healthy dietary. Simultaneously, people are caring about environmental protection and putting an end to white pollution. For example, in the last year, bird flu was found in Beijing Restaurant and many customers did not dare to have dinner in its restaurant which damaged its brand image in some degree (Azim, P., Azim, S. 2012). In addition, MacDonald’s was accused of producing white pollutions and many environmental protectors protested its action. As a result, MacDonald’s exchanged its plastic into paper package. 4. Corporate social responsibility analysis on Fonterra Fonterra Co-operative Group was founded in October 2001 with head office in Auckland New Zealand. Fonterra is a merger of the two largest diary corporations in New Zealand. Now it is the largest corporation in New Zealand and the sixth diary producer around the world with annual sales of $8 billion. On August 2, 2013, Fonterra claimed that one factory found clostridium botulinum in its whey protein concentrate which caused brand damage to Fonterra (Gray, S., Le Heron, R. 2014)Although Fonterra concentrated on establishment of corporate social responsibility, there are still many aspects that it should make measures to improve. When Fonterra is creating benefits and shouldering legal responsibility on shareholders, it must be responsible for its employees, consumers, community and environment (Greening, D. W., Wall, J., Elias, S. R. 2012, December). 4.1 Fonterra’s social responsibility analysis from the classical viewpoint Although the primary is to implement economic responsibility, Fonterra must obey all the laws and regulations and drive its employees, partner, suppliers and other relevant parts to act behave as well. Ethics responsibility is the expectation from the society. Fonterra should reduce its negative impact of its operation activities, products and services. Dairy products are critical for people’s health so that Fonterra must take 100% attention to concentrate on its products quality. The optimization of industrial technology updating and industrial structure, development of Green Corporation, capability of a large employer, protection of environmental protection and social security must be attached great importance to (Kong, D. 2012). In addition, Fonterra should take active part in public interest and support community education, health, humanism care, culture and art, urban construction etc which can make it a good citizen. 4.2 Fonterra’s social responsibility analysis from the socio-economic viewpoint The economic benefits that Fonterra can bring are cost reduction and government grants. Firstly, Fonterra can raise the payment for its employees’ welfare standard which can improve their working enthusiasm and increase productivity. Simultaneously, the good image that Fonterra has can attract more talents and investors and increase its competitiveness. In the long run, Fonterra can reduce its operational cost and improve its sustainability. Secondly, Fonterra can bear social responsibility to increase its market value and gain the government grant or tax preference. The contribution toward employees, government, investors, public benefits and environmental protection is positively correlated with corporation value (Fu, S. 2014). Information users will expose relevant information to the external world to indicate its good performance and increase its market value. Speaking of the social benefits, it is reflected on corporation image and organizational culture. Hence, Fonterra can shoulder social responsibility to improve its social reputation, build brand loyalty among customers group. Good image will increase the trust and independence toward Fonterra’s products, especially for Dairy Corporation. Customers will consider the social responsibility together with its commercial reliability (Stahl, G. K.et al 2013). The implementation of social responsibility will expand to its product design, manufacturing period, product quality test and after sales service. In addition, by providing its employees with safe and comfortable working environment, building good labor-capital relationship, Fonterra can build a stable and loyal employees team and it can enhance their responsibility as well. Organizational culture will be built. 5. Conclusion This essay has analyzed Google’s internal strengths and weaknesses, McDonald’s political, economic, environmental, social and cultural, technological and environmental aspects and Fonterra’s social responsibility. In this way, readers can get a better understanding of their marketing environment and social responsibility issues. 6. References Azim, P., Azim, S. (2012). Impact of Constructive Marketing Strategies on Return (Revenue Profitability): A Case Study of Mcdonald’s. Journal of Asian Business Strategy, 2(7), 153-169. Bivolaru, E., Andrei, R., Purcaroiu, G. V. (2009). Branding Romania: a PESTEL framework based on a comparative analysis of two country brand indexes. Management Marketing, 4(4), 101-112. Friesner, T. (2011). History of SWOT analysis. Marketing Teacher, 2000-2010. Fu, S. (2014). The role of Chinese social media in reputation management: the case of Fonterra (Doctoral dissertation, Unitec Institute of Technology). Greening, D. W., Wall, J., Elias, S. R. (2012, December). Developing Theory in Corporate Social Responsibility and Social Entrepreneurship. In Proceedings of the International Association for Business and Society (Vol. 23, pp. 91-97). Gray, S., Le Heron, R. (2014). Globalising New Zealand: Fonterra Coà ¢Ã¢â€š ¬Ã‚ operative Group, and shaping the future. New Zealand Geographer, 66(1), 1-13. Halligan, B., Shah, D. (2009). Inbound marketing: get found using Google, social media, and blogs. John Wiley Sons. Jian, X. (2007). The Google Development Mode of the Library. New Century Library, 2, 005. Kong, D. (2012). Does corporate social responsibility matter in the food industry? Evidence from a nature experiment in China. Food Policy, 37(3), 323-334. Kulkarni, S. S. (2012). McDonald’s ongoing marketing challenge: social perception in India. Online Journal of International Case Analysis, 1(2). Kurttila, M., Pesonen, M., Kangas, J., Kajanus, M. (2000). Utilizing the analytic hierarchy process (AHP) in SWOT analysis—a hybrid method and its application to a forest-certification case. Forest Policy and Economics, 1(1), 41-52. Moussa, S., Touzani, M. (2010). Ranking marketing journals using the Google Scholar-based hg-index. Journal of Informetrics, 4(1), 107-117. Paul, R., Roy, S. K. (2014). Case Study 11: Marketing of Services: The McDonald’s Way. In Marketing Cases from Emerging Markets (pp. 99-112). Springer Berlin Heidelberg. Stahl, G. K., Pless, N. M., Maak, T. H. O. M. A. S. (2013). Responsible global leadership. Global leadership: Research, practice, and development, 240-259. Yeu, C. S., Leong, K. C., Tong, L. C., Hang, S., Tang, Y., Bashawir, A., Subhan, M. (2012). A Comparative Study on International Marketing Mix in China and India: The Case of McDonalds. Procedia-Social and Behavioral Sciences, 65, 1054-1059. Appendix. Google’s brand value

Stress and Anger Essay -- Stress Anger Psychology Essays

Stress and Anger Stress and Anger have always been related with each other. There have been countless studies, even more theories, about stress and anger and how they relate. But, no matter how many studies are conducted, there will always be the questions about whether or not stress and anger are related. But, I am here to provide the facts on both stress and anger, and then allow you, as the reader, to determine the relationship, because all-in-all, I feel that stress and anger can and cant be related, depending on the circumstance. If psychologists completely understood how stress and fears developed, we would know how to produce and reduce a phobia or an anxiety state. We don't. There seems to be a wide variety of life experiences which result in some form of stress, fear, anxiety, or psychosomatic illness. It would be convenient if life were simpler but it isn't. Perhaps a summary will help you review the ways you might become stressed and anxious Changes, such as sudden trauma, several big crises, or many small daily hassles, cause stress. Intense stress years earlier, especially in childhood, can predispose us to over-react to current stress. Events, such as barriers and conflicts that prevent the changes and goals we want, create stress. Having little control over our lives, e.g. being "on the assembly line" instead of the boss, contrary to popular belief, often increases stress and illness. Many environmental factors, including excessive or impossible demands, noise, boring or lonely work, stupid rules, unpleasant people, etc., cause stress. Conflicts in our interpersonal relationships cause stress directly and can eventually cause anxieties and emotional disorders. The human body has different ways of responding to stress; one quick responding nerve-hormonal system involving adrenaline, another long-lasting system involving cortisol, and perhaps others. These systems not only determine the intensity of our anxiety reactions but also our attitudes, energy level, depression, and physical health after the stressful events are over. As individuals, our nervous systems differ; however, according to Richard Dienstbier at the University of Nebraska, we may be able to modify our unique physiological reactions by learning coping skills. The genetic, constitutional, and intrauterine factors influence stress. Some of us may have been born "nerv... ...nd anti-social behavior. It is also known that a viral infection, called rabies, causes violent behavior. About 90% of women report being irritable before menstruation. Furthermore, 50% of all crimes by women in prison occurred during their menstrual period or premenstrual period. By chance only 29% of crimes would have occurred during those eight days. Hypoglycemia (low blood sugar) increases during the premenstrual period and it causes irritability. In all of these possibilities--instinct, heredity, hormones, or brain dysfunction--the aggression occurs without apparent provocation from the environment (although there is almost always a "target"). According to some of these theories, the need or urge to be aggressive is boiling within each of us and seeks opportunities to express itself. There is also clear evidence that alcohol consumption and hotter temperatures release aggression, but no one thinks there is something in alcohol or heat that generates meanness. The socialization process, i.e. becoming a mature person, involves taming these destructive, savage, self-serving urges that probably helped us humans survive one million years ago but threatens our survival today.

Deal of Downsizing in Corporations, Businesses and Other Organizations

Abstract: In recent years, there has been a great deal of downsizing in corporations, businesses and other organizations throughout the United States. According to the two papers noted below, the negative effects of such layoffs cannot be completely eliminated, but they can be helped or reduced moderately through specific actions such as increased communication and counseling and trust- and team-building. Amundson (2004) notes that corporate downsizing has become an important area of study due to the increasing impact on the American workforce. Most companies do little to prepare their employees for such negative measures. The majority of studies on this topic have focused on the victims of the layoffs; few have centered on the survivors. The studies that focused on survivors primarily used survey methods that assessed commitment, motivation, level of performance, job satisfaction, stress symptoms, and coping mechanisms and how these are related to self-affirmation, gender and organizational level, self-esteem, self-efficacy, and intent to leave the organization. In Amundson's review of literature, he found only two related studies in which a semi-structured group interviewing format was used. Evans (1995) studied U.S. soldiers in the downsized military and Noer (1993) interviewed employees of a downsized private organization. Similar themes emerged from both of these studies: increased stress; decreased motivation; reduced performance with extra workload, distrust/withdrawal of management/leader; and experiencing the emotions of anger, sadness, guilt, insecurity, and fear. Research by Armstrong-Stassen (1998) used mail-in questionnaires to analyze the individual traits and support resources that helped 82 managers in a Canadian federal government department over a 2-year period cope with downsizing. Acknowledging that â€Å"reactions of the remaining employees will largely determine the effectiveness and quality of the services provided by the federal government in the future† (p. 310), she found managers reported a significant decrease in r job performance and commitment. To add to the literature regarding both positive and negative impacts to downsizing, Amundson (2005) interviewed 31 employees from a variety of organizations, including a federal human resources department, hospital, retailer, private employment consulting group, and two oil and gas companies. All individuals had remained in their organizations throughout the time of restructuring. Thirteen of the participants were men, and 18 were women. Their ages ranged from early 20s to mid-50s. Participants were interviewed within six months of the completion of downsizing in their organization. Participants were asked to describe, in behavioral terms, the positive and negative incidents they experienced during the downsizing period. The interviews highlighted three major questions: (a) What recent changes have you experienced in the organization? (b) What helped you to adjust to these changes (the positive incidents)? and (c) What hindered your adjustment (the negative incidents)? The responses by the interviewees of both negative and positive incidents demonstrated the mixed and sometimes confused reactions that survivors have to the downsizing experience. Participants reported both hindering and helpful aspects, regardless of gender or line of work. No event or concern was experienced as negative by everyone, although there definitely were more negative incidents. Throughout the interviews, survivors explained their experiences during the notification and implementation of the layoffs and the downsizing process and the way it was communicated. As the ramifications to downsize became clearer, workers reacted to the possible loss of their own position, changing coworker relations, organizational support programs, leadership, and the effect work changes had on their home life. The survivors cited 102 critical incidents (75 negative, 27 positive) about the restructuring process. The high participation rate, 65 percent for negative and 42 percent for positive incidents, demonstrated the survivors' desires to be knowledgeable and part of developing the restructuring process. These individuals saw themselves playing a major role in a successful transition. Survivors felt better when involved. They felt frustrated when their input was ignored. Survivors also criticized counter-productive and wasteful processes. Nineteen survivors reported 31 negative incidents and 12 reported 18 positive incidents regarding fellow employees prior to the downsizing. The vast majority of negative incidents concerned grieving for laid-off peers. Survivors who were transferred away from their coworkers felt isolated and lonely and expressed guilt and envy. Positive incidents involved coworkers supporting each other through the uncertainty of the situation and seeking methods to communicate with one another after downsizing. Survivors also discussed the manner in which the organization treated their colleagues during the layoffs. Fair and sensitive treatment was reassuring to survivors; unfair or insensitive treatment resulted in resentment and anger. Management's actions to facilitate or hinder the downsizing are significant. A total of 48 incidents–36 negative and 12 positive–were reported, with participation rates of 18 (58 percent) for and 8 (26 percent) respectively. Many employees were concerned about company leadership. They felt ambivalent when managers would look out for employees but, ultimately, had their own best interests at heart. Managers were perceived as untrustworthy when withholding information. Employees were angry when supervisors did not offer direction, guidance and information required by employees, but appreciated supervisors who were proactive and showed a positive attitude toward the change. Effective communication could calm fears, conflicting communication increased confusion and anxiety. Although survivors had jobs, their sense value diminished. Morale also decreased, with high incidents of people feeling angry, fear and anxiety. Although employees received support from family many experienced problems outside of work, including illness. Most employees considered the possibility of job loss currently or the future. Negative and positive critical incidents regarding job loss were reported by 13 (42 percent) and 9 (29 percent) of survivors, respectively. Survivors, found efforts to support employee mental health helped and that they would choices if they lost or left their jobs. Amundson concluded that the negative aspects of the downsize can be reduced or helped during downsizing by certain actions, since the integrity of the downsizing process can either destroy or build new loyalties: the trustworthiness of management is imperative, there is a real need for clear and open communication during all stages of the process.. The importance of support from family members is critical, as is ongoing counseling from the company in regards to the issues they face in the new environment. As Amundson finds, there are ways to help or reduce the â€Å"downs† of downsizing. Amabile (1999) decided to see how such aspects as creativity and teamwork could be improved in downsizing environments. If creativity usually declines during downsizing, the work environment plays a central role. Context encompasses all elements of the psychological climate of both the formal organization of policies and procedures and informal organization of values, norms, and interpersonal relationships. Research has shown that context can be important not only in affecting survivors' reactions, but also in determining the impact of those reactions on job performance. A threatening situation ranks high as problematic. Threats are defined as external events or circumstances in which individuals, groups, or organizations perceive negative or harmful consequences for their vital interests. This leads to dysfunctional employees and organizations. However, studies of creativity stress the role of an organization's environment in affecting creative behaviors. The componential model of creativity and innovation shows that five environmental components affect creativity: encouragement of creativity: autonomy or freedom in the day-to-day conduct of work; resources, or the materials, information, and general resources available for work; pressures including both positive challenge and negative workload; and organizational impediments to creativity such as conservatism and internal strife. High-creativity projects were generally higher on work environment stimulants to creativity and lower on work environment obstacles to creativity. Thus, it appears that there is indeed a relationship between the work environment and the level of creativity produced by individuals in teams. Amabile's study (1999) examined the work environment for creativity at a large high-tech firm before, during, and after downsizing. Most creativity-supporting aspects of the work environment decreased greatly during the downsizing but increased somewhat later: The opposite occurred for creativity-undermining aspects. Stimulants and obstacles to creativity in the work environment mediated the effects of downsizing. These results suggest ways in which theories of organizational creativity can be expanded and ways in which the negative effects of downsizing might be avoided or alleviated. Although Noer (1993) suggested that survivors may not recover from the negative effects of downsizing, this research suggests the perceived work environment can improve modestly. Perhaps, some people eventually accept ongoing change within this company, as Noer suggested. However, it is also seen in his study that experienced downsizing was a less a predictor of work environment than was work group stability or downsizing. Thus, suggests Amabile, future research should focus attention here. The work group stability results are largely consistent with the theory of the need to belong suggesting that ongoing relational human bonds are a strong, basic, and pervasive motive that has long-lasting positive effects on emotional patterns and cognitive processes. The anticipated downsizing results suggest that, even if an employee's work unit has been eliminated, the certainty of knowing the process is over leads to a generally more positive work environment than the expectation of future downsizing in a presently intact unit. That is, the anticipation of the negative event may be less tolerable than the actual experience. This study's results suggest the possibility of adding a dynamic element to the componential model of organizational creativity. Presently, the componential model is static and specifies relationships between the perceived work environment and creative behavior at any one point in time. It does not address the dynamics of change in the work environment or how events within organizations might lead individuals to perceive their work environments as creativity-supporting or creativity-undermining. What types of events give rise to such environments, and what sorts of events lead to change in those environments? If this is so, events may prove to have a particularly powerful effect on the work environment for creativity. In future research, there could be an investigation of the mechanisms by which anticipated downsizing and work group instability might lead to degraded work environments. The threat theory could be especially helpful in guiding such studies, because it directly addresses possible changes in organizational environments under negative circumstances. Specifically, the following effects could be predicted: a centralization of control would lead to perceptions of lower autonomy/freedom, (2) a conservation of resources would lead to perceptions of less sufficient resources, (3) restriction of information flow would lead to perceptions of less encouragement of creativity from the organization overall (organizational encouragement), from one's own supervisor (supervisory encouragement), and from one's work group (work group supports), and (4) reliance on familiar routines would lead to perceptions of more organizational impediments to creativity, through a generally greater conservatism. Researchers may use this information to understand how downsizing and other organizational events bring about change in the perceived work environment for creativity. Most important, reports Amabile, â€Å"first, and most obviously, it is important to do it right.† Since downsizing decreases creativity, managers must first be sure that downsizing is a truly necessary. Second, when it is not possible to maintain team stability, it may be helpful to undertake team-building efforts as soon as new groups are formed–especially when high levels of creativity are desired. Finally, organizational creativity will be less apt to suffer in a downsizing if the process is concluded in a timely manner and if a downsizing moratorium can be identified for some meaningful period of time afterward. Overall, concludes Amabile, â€Å"Our study †¦suggests that corporate decision makers of the future should approach downsizing with great caution. The long-term negative effects of such actions on creativity and innovation may only retrigger the corporate woes that started the cycle in the first place.†

Key Elements Of The Policymaking Process - 816 Words

1. The role of Congress in the policymaking process is actually fairly complex and multifaceted. It essentially has the power to draft and deliberate leglislation on matters of all kinds. But it also serves to represent constituents among an electorate and (in theory) ensure their interests are fairly represented in legislation. It likewise determines policies on matters of taxes, debts, provisions for the general welfare, regulation of commerce, and more, in numerous areas of American society, including healthcare (of course). Regarding healthcare policy making, in specific, Congress may form a number of committees to focus on particular healthcare-related issues, such as the Finance Committe’s Subcommittee on Health Care, or the Subcommittee on Labor, Health, and Human Services, or more. ================3.The key elements of a consistution might be considered as follows: 1) A constitution establishes certain policies for how governments may handle various affairs. 2) It establishes limitations on the activities of government. 3) It defines fundamental rights and obligations of a government to the people it represents, within jurisdictional boundaries. 4) It evolves with the needs, interests, and historical contexts of society. ================7. Technically, individuals do not have any legal right to receive healthcare services, or health insurance for that matter. 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