In This Report I Will Be Identifying The Different Types

In this report I will be identifying the different types of trade, discussing the role of the World Trade Organisation (WTO) in global trade and how specific trade agreements operate and their impact on international trade. 2 Types of trade Free trade is the minimal amount of tariffs, quotas and taxes to allow countries to trade â€Å"freely†. The opposite of free trade is known as protectionism; the practice of shielding a country s domestic industries from foreign competition by taxing imports. There are two types of trade, invisible and visible. Visible trade consists of physical tangible goods which include manufactured goods such as cars and machinery but it also includes agricultural goods like wheat and corn. On the other hand,†¦show more content†¦However Doha Round 2001 still remains to be ratified. It settles trade disputes between member countries. Finally, with 188 members it is argued that this organisation has played a key role in bringing unity and the tighter integration of the world economy. It was known as General Agreement on Tariffs and Trade (GATT) up until 1995. The WTO has four main roles. Firstly, it acts as an orchestra conductor to ensure that all rules are respected. The Doha Round includes agriculture, environment, development etc. so it is no surprise that an agreement between the 188 countries has not been resolved as it is a lengthy process, a consensus among members through a round of negotiations must be agreed. Secondly, a role of trade tribunal. The WTO settles disputes between countries. If countries in dispute cannot settle differences by themselves a definitive ruling will be issued in which the losing party must comply. If it does not comply it is liable to sanctions, over 400 complaints have been filed by WTO members since 1995. Furthermore, it acts as a monitor as it is constantly reviewing trade policies of its members, assessing whether members are abiding by WTO rules. Finally, a training role. Government officials from developing countries are offered training programmes, an average of 35 million Swiss francs is spent annually with Africa as the main beneficiary followed by Asia and Latin America. 4 Trade Agreements Trade agreements are the product of negotiationsShow MoreRelatedThe Marketing Research Planning Process1092 Words   |  5 PagesIntroduction In this paper we will discuss the process used in marketing research planning. There are eight steps to take in this process, identifying the problem, creation of the research design, choosing the method of research, selection of the sampling procedure, collection of data, analysis of the data, writing and presenting the report, and follow up. These steps will insure that the data collected answered the right problem and is useful to the client. 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The Media Gives People A Distorted View Of Criminals .

The Media Gives People a Distorted View of Criminals Danielle Molisani Caledonia-Mumford Abstract This paper is about the way a person views criminals due to the media. Criminals can range from small offences such as robbery to more serious offences such as murder. Newspaper, magazines, books, and television are all examples of different ways a person can use media to gain knowledge about certain incidents. The media alters the way a person will view an incident because the source will only show select information. When the viewer continually sees the same persona of criminal, stereotypes start to form regarding characteristics of the criminal and their action regarding the crime committed. Introduction When you think of a†¦show more content†¦With all the various types of mass media it can consume a person s everyday life and impact how they view the world. A research study indicated people on average spend 15 hours a week watching television and 20% report their main source of news comes from the newspaper (Dowler, 2003). Due to long hours watching the television or reading the newspaper, the media alters people’s perceptions. The media can be selective in what they share with the public. This leads to incomplete information and voluntary reporting which creates false news (Hitch, 1998). The media is smart in what they portray to the public, they often report highly unlikely and unusual stories to grab the viewer s interest. The media can do this by giving large amounts of air time to sensationalized news incidents such as murder. The media makes criminals celebrities. Everyone knows the names of Jack the Ripper, Al Capone, and O.J. Simpson however, few know the names of all of their victims (Spitzberg, 2002). The media covered these incidences and most people received information about the cases from a media source. 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London Bridge Hospital Operational Methods and Strategies Free Essays

string(130) " is why it is essential for hospitals to start looking forward toward more sophisticated business strategies in order to succeed\." Introduction The London Bridge Hospital has many facilities like air conditioned rooms that ensure that the patients are comfortable while receiving treatment at the hospital. It is easily accessible from both the city and the southern counties. The London Bridge Hospital just like other hospitals within the United Kingdom is a large and complex organization that heavily relies on different strategies to provide good care to the patients. We will write a custom essay sample on London Bridge Hospital Operational Methods and Strategies or any similar topic only for you Order Now Healthcare operations management as a discipline integrates both qualitative and quantitative aspects of management in determining the most optimal and efficient methods of offering support to the patients in the hospitals (Teoh, Pan Ramchand, 2012, p. 588). The London Bridge Hospital uses operations management methods and strategies in understanding and improving labor productivity, shortening cycle times, improving the overall experience of patients, and reducing waiting lines. All these contribute to the overall financial health of the hospital. Operational methods and strategies in the Healthcare Industry In the healthcare industry and in particular hospitals, healthcare operations is a summation of all the functions that allow the hospital staff to offer their services to the patients in the best possible way. Chahal (2010, p. 362) says that the various transformations going on in the healthcare industry across the world are driving the people working in hospitals and other healthcare facilities to also adopt the reforms in their daily operations. The management of the London Bridge Hospital is aware of the fact that operational efficiency is critical to the success of any business organization. This is particularly so because the opinions developed by the patients on the hospital plays a big role in determining not only whether they will come back or not but also on the messages that they pass to their peers who are also potential clients to the hospital (Stock McDermott, 2011, p. 145). The London Bridge Hospital faces many different challenges that range from resource utilization, improvement of care, to lowering the costs to the patients. Reduction of the bottlenecks and implementation of solutions to the common problems are vital in ensuring the success of the hospital in both the short and long run. The hospital has both internal and external customers. The external customers of the London Bridge Hospital are the patients and other people who visit the hospital and its other premises for help. In particular it includes the patients, their friends, family members or any other representatives. Harper (2002, p. 169) says that the internal customers on the other hand are the facilities and the hospital staff. The employees of the hospital often buy products like medicine from the hospital store, come for treatment whenever they get sick and refer their friends and relatives to come to the hospital. The latter category of customers is very important in determining th e success or failure of the hospital as they are not only customers of the hospital, but also offer service to the external customers. This is why the management of the London Bridge Hospital does its best to ensure that its employees are well remunerated and have good working terms. As already outlined, the external customers are the people receiving services from the hospital. These customers expect the hospital staff to adapt a more personal approach in executing their service and willingness to keep them happy. The internal customers on the other hand expect that the different departments in the hospital should function efficiently in order to improve their work experience. For example, the central department should always ensure that all the instruments used in patient care are properly sterilized and stored in their right places (Dwyer et al 2010, p 519). They should also ensure that the doctors get the right instruments when they need them. This is an important department in the hospital as the nurses, other hospital staff and doctors depend directly on it and its efficiency has a direct impact on the external customers. Operational objectives Healthcare operations management as a discipline integrates different principles of scientific management in determining the most optimal and efficient methods in supporting the delivery of care to the patients. Although the London Bridge Hospital does not have a department named operational management, most of the positions in the hospital involve roles of coordination and execution of different operations. Nearly 85% of hospitals are nonprofit in nature as they are there to serve the community in which they operate (Dey, Hariharan, Clegg, 2006, p. 861). Some nonprofits hospitals are often exempt from paying some taxes and are not required to continuously show positive growth rates or large profit margins like is done by most publicly traded companies. However, if a hospital fails to show positive return on the capital invested then there will be negative consequences on the economy. For instance, if a hospital fails to show reasonable margins, then the public bond market (the publ ic bond market finances most of the healthcare growth today) will likely record sub-par credit ratings. Sachdeva, Williams Quigley (2007, p. 162) claim that the consequence of this is that the bonds will have poor yields hence rendering the hospitals less than stellar investments for bondholders. The limited profit margins imply that there will be little money to invest back in the business to ensure that the buildings are updated, technology innovated, equipment replaced and clinical programs continue to expand and be enhanced. Without the investments, the hospitals will lose the ability to attract the most qualified administrators and physicians and the downward spiral will continue. While some healthcare systems and hospitals at times wait for changes in public health policy to save them, some competitive and successful ones like the London Bridge Hospital act in advance in order to save their margins. The current economic climate is characterized by perpetual pricing pressures that affect the top of the line income statement. In fact more than 50% of all hospitals report negative profit margins (Sinreich, Jabali, 2007, p. 301). This is why it is essential for hospitals to start looking forward toward more sophisticated business strategies in order to succeed. You read "L ondon Bridge Hospital Operational Methods and Strategies" in category "Essay examples" The London Bridge Hospital uses differentiated marketing strategies and programs, long term planning on service lines and broader use of advertising in order to be able to succeed in its business operations. It does this in tandem with adopting broader logistical and operational techniques into the business affairs of the hospital. The London Bridge Hospital monitors and maximizes labor productivity for all the medical support and allied health professionals as a way of maintaining salary expenses. The other strategies that other hospitals have adopted but are not currently in use by the London Bridge Hospital include: Incorporation of methods of scheduling optimization and queuing theory to eliminate time wastage and cycle time out of hospitals. Incorporation of techniques of logistical and supply chain in reducing operational expenses. Elimination of excess safety stocks. General improvement on the management of the working capital. Use of technology in the automation and streamlining of all the hospital operations to reduce operational costs and maximize efficiency. The hospitals and other healthcare organizations cannot depend on the extrinsic factors like shifts in managed care market structures and health policy as tools for changing their margin potentials. Although the macro level issues are important, the organizational and micro economic issues are more important as they have a strong and direct impact on a particular organization. In fact all the microeconomic issues are a function of operational management. As such, operational management is a set of intrinsic decisions and processes that assist in addressing productivity, costs, process and technology (Ford et al 2004, p.26). Healthcare is a primary service sector because the industry provides intangible goods to the customers. The goods here cannot be seen or touched. The services provided by the London Bridge Hospital and other hospitals in the industry are somewhat unique, differentiated, knowledge based and have high levels of customer interaction (Teoh, Pan, Ramchand, 2012, p.588). There are also physical goods that accompany the service in the hospitals which the supply chain procures and replenishes. The hospitals also store medical supplies and pharmaceuticals. Therefore, in this regard hospitals have a mix of both tangible and intangible characteristics. It is these attributes that make operations management in hospitals a little different from those of other industries that strictly produce physical goods. It is in this regard that Harper (2002, p 171) defines healthcare operations management as the quantitative management of processes and supporting business systems that transform resources (inputs) into healthcare services (outputs). Inputs in this case refer to the resources and assets like equipment, labor, technology, cash, personnel and space. The outputs include actual production and delivery of healthcare services. Quantitative management uses extensive quality improvement techniques, optimization and analytical tools to drive improved results. Healthcare operations management integrates quantitative or scientific principles in determining the most optimal and efficient methods of supporting patient care delivery. Functions of Healthcare Operations Management Healthcare operational management is a relatively new field in healthcare although it has been in existence in the other industries for many years. Its scope includes all functions related to business processes and management systems that underlie clinical care. It includes physical labor, physical network optimization, workflow, process engineering, supply chain and logistics management, capacity design, staffing and productivity management (Lorence Jameson 2002, p 749). The healthcare operations and logistics management includes all the business functions that provide job opportunities for the people like administrators, operations supervisors and scheduling manager. Operations Management Objectives or Issue to consider Workflow processHow many manual processes exist? Are there ways of reducing steps, cycle time and choke points for the key processes? Can we improve speed and patient satisfaction? Are there too many departments or people performing the same task? Capacity design and planningHow to reduce bottlenecks to improve the experience of patients? In which case to increase the use of technology to improve labor productivity? Staffing levels and productivity managementHow much output to expect from the employees? Have we maximized the use of automation and electronic commerce in increasing productivity? Quality, planning and process improvementDo we know how to compare the key competitors? Do we use advanced tools for tracking projects? Have we identified the quality issues that affect the goals of customer satisfaction and efficacy? Physical layoutAre the hospital facilities designed with the consideration of traffic flow, operational efficiency and consideration of speed? Physical network optimizationHow to strategically utilize vendors and their facilities Where to strategically position the different facilities like pharmacy satellites, supplies and warehouses in order to minimize costs and resources. Supply chain and logistics managementHow much inventory needed at a particular time Whether or not to use perpetual inventory in ensuring stringent internal controls and accurate financial reporting Have we built collaborative planning and forecasting processes to standardize items and reduce total costs? The goals of operational management The operational management team in the hospital is tasked with different goals and functions in the hospital that include reduction of variability, costs, improve logistics, business processes, productivity, flow of logistics, and quality of customer service. These are explained in more details in the following sections Reduce costs The primary role of operational management is to take out the costs of the healthcare system. It finds waste, improves utilization, stabilizes and reduces the overall costs of service delivery. A hospital that has an appropriate management and tracking system with the ability to isolate material, personnel and other resources utilized for delivery of care is more likely to reduce the costs of operation because it has a good understanding of the underlying cost structure (Teoh, Pan, Ramchand, 2012, p. 591). Once the costs have been identified and all unnecessary wastes eliminated then an organization can operate efficiently. Reduce variability and improve the flow of logistics The operations management team should continually look for more efficient and optimal ways of moving both physical and information resources. This should go together with reducing variability. Chahal (2010, p355) defines variability as the inconsistency or dispersion of inputs and outputs. Variability disrupts processes because it leads to uncertainty, too few or many resources and inconsistent results. For instance, if there are 30 patients seeking treatment in a certain hospital within a specific period, and then in the following period the number doubles or triples it creates problems for the employees in terms of controlling waiting times and general management of patient flows. An improvement in flows means higher yields or throughput with the same level of resource input. Shapiro Shapiro (2003, p246) define throughput as the velocity or rate at which goods are delivered or services performed. In the hospital situation, if a hospital attends to ten patients per hour and can inc rease the number to 15 per hour then this represents a 50% improvement in throughput and logistical flow (Miller, Sumner, Deane, 2009, p. 156). In the same manner, if the number of patients in the hospital doubles and the hospital manages to maintain the same historical inventory levels of pharmaceutical supplies then this is a significant improvement in material flow owing to the higher level of capacity utilization. Resource consumption and staffing should be directly tied to workload and patient volumes (Cowen, 2008, p.410). If the number of patients increases the quantity of the resources should equally increase. Good management of this variability allows a change in staffing mix and scheduling to accommodate the changes without staffing at the low points, valleys or peaks. Improve Productivity Improving productivity means looking for higher levels of output from all employees and other assets. This ensures that the hospital is operating optimally with high levels of efficiency by not only eliminating bottlenecks but also making efficient use of the available resources within the organization (Leury, Jean-Louis, Sicotte, 2003, p58). Improve the quality of customer care Improving quality means reducing medical errors and improving the safety of the patients. Additionally, constant improvement and maintenance of high quality service levels in terms of both patient care and other business services like admissions and cafeteria is also important. In the healthcare industry just like other industries, higher quality services leads to the ability to secure higher prices and this has the effect of driving an increase in operating margins and market shares (McCue McCluer, 2008, p 36). Ensuring an improvement in the patient satisfaction levels and reducing waiting and response times simultaneously ensures that the patients get higher quality services. Continuously improve Business Processes In the highly structured organizations like hospitals, business processes often tend to be unique in all departments as they are not integrated or highly cross functional. For example the operating room of a hospital may handle the procurement of a certain good in a certain way while the gynecology department of the same hospital handles it in a totally different way. Miller, Sumner, Deane (2009, p. 110) assert that in large hospitals most departments operate as independent businesses which lead to multiple problems of efficiency. This is where operations management comes in as it ensures that efficiency and effectiveness are greatly improved in the organization. Recommended Changes From the analysis it is clear that the London Bridge Hospital is performing fairly well in terms of operational management although there are areas that the hospital management needs to work on in order to improve the general performance of the organization. First off the hospital should incorporate methods of scheduling optimization and queuing theory to eliminate time wastage and cycle time out of hospitals. Efficient scheduling and queuing methods will improve the experience of the customers by eliminating unnecessary time wastage. The hospital should also incorporate techniques of logistical and supply chain as a way of reducing operational expenses.Improved logistics and throughput in the hospital will increase the workflow and overall capacity (Noon et al 2003, p97). The London Bridge Hospital should tie staffing and resource consumption directly with workload and patient volumes. This will ensure that if the number of patients increase, then the number of resources should equ ally increase as a response. Once the hospital manages to efficiently deal with the variability in the number of patients, it will have created a change in the staffing mix and scheduling to accommodate any changes. Staffing at the peaks leads to excessive costs whereas staffing for the valleys leads to periodic long lines because of the limited resources. The success or failure of the hospital depends directly on its readiness to cope well with the valleys and peaks without disrupting the normal flow of operations. This is where technology comes in as it automates most if not all of the manual processes. It also improves transaction processing capabilities and the quality of analysis, reports and organizational decisions. This will alter all the economics of the hospital because mechanization allows for faster production and delivery using relatively less resources. Substituting capital or technology for labor especially in the department of business support services will reduce tr ansactional and processing costs in the long run. As such, the role of technology in enhancing productivity is one which the London Bridge Hospital should take into consideration. Conclusion Although operations management is a relatively new phenomenon in the healthcare industry compared to the other industries, it is important to the industry because hospitals face the same challenges just like the other business organizations. The London Bridge Hospital is already making use of most of the principles of operational management although it still needs to implement some changes in its way of operation as highlighted in the discussion. These changes will ensure that the hospital continues to perform well both in the short and long run. Hospital operational management will help the London Bridge Hospital to deal efficiently with the challenges that it is currently facing. Additionally, this paper has shown that the manner in which the hospital responds to the valleys and peaks is critical to its performance. Hospital operational management has the solution for this as it puts in place mechanisms that ensure that the organization makes optimal and efficient use of its resour ces to achieve the best results without any shortages or wastages in terms of resource allocation and utilization. Bibliography Chahal, H. 2010, â€Å"Two component customer relationship management model for healthcare services†, Managing Service Quality, vol. 20, no. 4, pp. 343-365. Cowen, M.E., M.D., Halasyamani, L.K., M.D., McMurtrie, D., M.D., Hoffman, D., R.N., Polley, T., M.D., Alexander, J.A., PhD. Banko, P.D., F.A.C.H.E. 2008, â€Å"Organizational Structure for Addressing the Attributes of the Ideal Healthcare Delivery System/PRACTITIONER APPLICATION†, Journal of Healthcare Management, vol. 53, no. 6, pp. 407-18; discussion 419. Dey, P.K., Hariharan, S. Clegg, B.T. 2006, â€Å"Measuring the operational performance of intensive care units using the analytic hierarchy process approach†, International Journal of Operations Production Management, vol. 26, no. 8, pp. 849-865. Dwyer, Alison J, MBBS, MBA, MHSM,F.R.A.C.M.A., F.C.H.S.M. 2010, â€Å"Medical managers in contemporary healthcare organizations: a consideration of the literature†, Australian Health Review, vol. 34, no. 4, pp. 514-22. Ford, R., Boss, R.W., Angermeier, I., Townson, C.D. Jennings, T.A. 2004, â€Å"Adapting to Change in Healthcare: Aligning Strategic Intent and Operational Capacity†, Hospital topics, vol. 82, no. 4, pp. 20-9. Harper, P. R. (2002). A framework for operational modeling of hospital resources. Health Care Management Science, 5(3), 165-73. Leury, M., Jean-Louis, D. Sicotte, C. 2003, â€Å"The role of regional planning and management strategies in the transformation of the healthcare system†, Health Services Management Research, vol. 16, no. 1, pp. 56-69. Lorence, D.P. Jameson, R. 2002, â€Å"Adoption of information quality management practices in US healthcare organizations: A national assessment†, The International Journal of Quality Reliability Management, vol. 19, no. 6, pp. 737-756. McCue, M.J. McCluer, R.F. 2008, â€Å"Financial and Operational Ratios for Bond-Insured Hospitals†, Hospital topics, vol. 86, no. 1, pp. 37. Miller, W.J., Sumner, A.T. Deane, R.H. 2009, â€Å"Assessment of Quality Management Practices Within the Healthcare Industry†, American Journal of Economics and Business Administration, vol. 1, no. 2, pp. 105-113. Noon, C.E., Hankins, C.T., Cote, M.J. Lieb, M. 2003, â€Å"Understanding the impact of variation in the delivery of healthcare services / Practitioner application†, Journal of Healthcare Management, vol. 48, no. 2, pp. 82-97; discussion 97-8. Sachdeva, R., Williams, T. Quigley, J. 2007, â€Å"Mixing methodologies to enhance the implementation of healthcare operational research†, The Journal of the Operational Research Society, vol. 58, no. 2, pp. 159-167. Shapiro, J. Shapiro, R. 2003, â€Å"Towards an improved collaboration model for the national healthcare system in England and Wales: A critical and constructive approach using operational research†, Logistics Information Management, vol. 16, no. 3, pp. 246-258. Sinreich, D., Jabali, O. (2007). Staggered work shifts: A way to downsize and restructure an emergency department workforce yet maintain current operational performance. Health Care Management Science, 10(3), 293-308. Stock, G.N. McDermott, C. 2011, â€Å"Operational and contextual drivers of hospital costs†, Journal of Health Organization and Management, vol. 25, no. 2, pp. 142-58. Teoh, S. Y., Pan, S. L., Ramchand, A. M. (2012). Resource management activities in healthcare information systems: A process perspective. Information Systems Frontiers, 14(3), 585-600. How to cite London Bridge Hospital Operational Methods and Strategies, Essay examples

Contemporary Issues in Sports for Narcotic Analgesics and Diuretics

Question: Discuss about theContemporary Issues in Sports for Narcotic Analgesics and Diuretics. Answer: Introduction Doping, the term is derived from dope, which is an expression that was used to refer to an alcoholic drink which was used to stimulate dancers of South Africa; this term was later extended to modern day doping. Athletes use banned substance to improve their performance in sports. This is called doping. The International Olympic Committee and the International Sports Authorities and Federation have listed, identified and accepted some doping substances. The doping substances are stimulants,analogues, peptide, narcotic analgesics, diuretics and glycoprotein hormones and anabolic agents. This list is continuously updated by the major sports organizations like the International Olympic Committee (IOC) and the International Sports Authorities. Doping methods can be of various types like physical manipulation, blood doping, chemical manipulation and pharmacological manipulation (Angelo et al., 2013). There are drugs like alcohol, beta-blockers, anesthetics, marijuana; corticosteroidsare su bjected to restrictions by organizations like International Olympic Committee (IOC). Some medical requirement can make it necessary to consume such drugs but without a proper medical ground. An athlete who consumes any of these substances or adopts this kind of doping methods is subjected to disqualification by governing organizations of sports (Alexander, 2014). Discussion According to O'Leary (2013), Doping has detrimental effects on athletes and it poses threat to fair competition in sports. In endurance sports like cycling, rowing, swimming, cross-country and skiing, athletes make use of drugs to enhance their performance. One such drug is erythropoietin which is consumed by athletes who play endurance sports. Erythropoietin leads to a higher level of red blood cells which can make the blood of athletes more oxygenated and thus increase their performance in endurance sports. Thus doping should be avoided as it leads to unfair competition. It has been criticized that sports like football and soccer are not doing much to resolve the issue of doping. However, according to Yar (2014), it can be alternatively be argued that doping should be legalized in athletes. The zero-tolerance against doping is not working. If the blood data is non-suspicious, it does not prove that no doping substances are used. It only means that doping substances in blood of athl etes did not exceed the range. It is known that athletes are subjected to doping but the organizations of sports are unable to clearly identify the athletes who have made use of doping substances. Thus, high-performance of athletes are subjected to suspicion and many athletes face harassments even if they do not make use of doping substances just because they have delivered high performance. For instance, cyclist Chris Froome and his teammates delivered high performance in Tour de France and was subjected to physical violence. Justin Gatlin has complained that bans related to doping have led to unfair and biased coverage of his performance (O'Leary, 2013). Key findings and Application of Social theory and Interventions The Athlete Biological passport is the fundamental principle which can be utilized for monitoring the specified biological variables over time that can reflect indirectly the effects of doping rather than to make an attempt to detect the doping substance or the doping method itself. The robust framework of the anti-doping program can be integrated into the Athlete Biological passport by the anti-doping organizations for identification and target of athletes who can be subjected to specific analytical testing by making use of intelligent methods for interpreting their passport data on time. WADA is the international independent organization which is responsible to monitor and coordinate the global fight against sports. The Athlete Biological Passport has been developed by WADA. The executive committee of WADA approved the Biological Passport Operating guidelines of WADA on December 1, 2009. A standardized approach was adopted by the first version of WADA ABP guidelines to profile the Haematological variables of the athletes to detect the doping level in blood of sportsmen. The second module was introduced by the fourth version of WADA ABP guidelines which is called the steroidal module which was used to detect steroid doping from urinary steroid concentrations of athletes over time. WADA will develop and revise the Athlete Biological Pass port guideline and thus intervene to control doing among sportsmen by consulting its stakeholders to intervene in anti-doping activities and to take strict measures and control to rectify the doping related issue in sports((WADA intervention, 2017) The anti-doping rule violations consist of 10 rules which are in alignment with the World-Anti Doping code like the sportsmen should not fail to submit a sample collection for testing related to doping, the athletes sample should not contain a prohibited substance, an athlete should not tamper with the doping control, an athlete should not be associated with a doctor or coach who has been found guilty of violating the anti-doping rules (WADA intervention, 2017) United Kingdom Anti Doping is the national anti-doping organization which is responsible for charging the personnel who have supported athletes or athletes directly for Anti-Doping Rule Violations (ADRV). The code of ADRV was developed by UKAD IN 2015 and the code is aligned to World-Anti Doping code, thus UKAD intervenes and control doping among sportsmen. Results from testing programs of doping related activities in sportsmen are also published by UKAD. There are more than 89 sports which are charged with having doping payers. In all international game formats, 115 nations were represented by doped players. There has been evidence of doping in football. FIFA is of the opinion that education can make sports free of doping. The intervention that is adopted by FIFA to ensure that football matches are free from doping is that FIFA ensures that team physicians sign a declaration that states that athletes will undergo routine blood testing before the commencement of FIFA world cup (Duntas Popovic, 2013). In the Olympic Games, athletes are tested for Erythropoietin by testing samples of their urine and blood. 18-pro cyclists have died due to the use of Erythropoietin as of 2012 (Barkoukis et al., 2013).Some of the Anti-Doping organizations that intervene in activities related to doping are the United States Olympic Committee. The International Olympic Committee has founded the World Anti-Doping Agency. The activities of the agency include education and development to intervene and address issues related to doping and to monitor the World Anti-Doping Code. The UNESCO International Convention a gainst Doping in Sports enforced the provision of the World-Anti Doping Agency. Also, the Council of Europe Anti-Doping Convention has intervened with doping activities related to sports to and the aims of this organization are in alignment with that of WADA (Morente-Snchez Zabala, 2013). Functionalist theory is applied to this issue related to doping in sportsmen. Emile Durkheim portrayed the perspective that interconnected part of a society or social being can be harmonized by philosophers and sociologists belonging to the same school of thought. The issue related to doping in sportsmen is considered a contemporary issue of sports because it raises questions against the social justification of sportsmen. Ben Johnson was found guilty of doping in the 1988 Seoul Olympics. Diego Maradona was also found guilty of doping in 1986 World Cup. Lance Armstrong, the renowned cyclist was accused of doping in Tour de France in 2005. The doping acquisitions against Armstrong got stronger because his teammates were found to consume Erythropoietin. Maria Sharapova, the five-time Grand Slam Winner was found guilty of doping and claimed that she concealed the use of meldonium from authorities and International Tennis Federation banned her from playing tennis till 26 January, 2018 (Pa oli Donati, 2014). A sports organization or a governing body of sports organize campaign, activities and programs and implement codes to address groups issues related to doping in sports. These code or conduct or campaigns are called intervention. The contemporary issues of sports are broad and diverse, so one intervention cant solve an issue. Intervention from sports organization is mandatory to address contemporary issue of sports like doping. Despite of the intervention to handle issues related to doping in sportsmen, the success rate of Anti-doping campaigns is just 1-2 percentages. The social theory is used in the research as the anti doping movement will lead to the harmony of the individual social being to create an effective understanding of the issues. The sports and anti-doping communities can be committed to clean sport; they can incorporate the Say No! To Doping logo in promotional materials, uniforms, sports equipment and competition venues. More than stringent law, social awareness needs to be developed so that more number of the sports persons can be driven to a squad free from doping. Conclusion It can be concluded that doping in sportsmen is a contemporary issue in sports that have negative consequences like doping leads to unfair competition in sports. The performance of sportsmen increases dramatically because of doping which does not ensure fair competition. There has been intervention from different sports organizations like WADA, IOC, FIFA and many more for implementing positive steps to control doping among sportsmen. However, the tests conducted to test doping in sportsmen are not always effective and many sportsmen have complained that bans which are related to doping caused unfair and biased coverage of their performance. Reference List Alexander, B. R. (2014). War on drugs redux: Welcome to the war on doping in sports.Substance use misuse,49(9), 1190-1193. Angelo Corlett, J., Brown Jr, V., Kirkland, K. 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