How to Replace a Lost Medicare Card

While you might not really need to replace a lost Social Security card, as a Medicare beneficiary  your red, white, and blue Medicare card is one of the most important pieces of identification you own. Your Medicare card is proof that you are enrolled in Original Medicare and is often needed in order to receive medical services or medications covered by Medicare. Should your Medicare card be lost, stolen, damaged, or destroyed, it is important that you replace it as soon as possible. While Medicare benefits, payments, and covered services are administered by the Centers for Medicare and Medicaid Services (CMS), Medicare cards are issued and replaced by the Social Security Administration (SSA). How to Replace Your Card You can replace your Medicare card in any of the following ways: Log on to your MyMedicare.gov account and select â€Å"Replacement Medicare card.† If you have not created your MyMedicare account, its easy, secure, and a really good idea.  Request a replacement card online from the Social Security Administration. Your confidential information is completely secure, thanks to the websites state-of-the-art encryption.Call the Social Security Administration (SSA) at 1-800-772-1213 (TTY: 1-800-325-0778).Visit your area Social Security office. According to Medicare Interactive,  if  you receive  Medicare  health or drug benefits from a Medicare Advantage Plan,  such as an HMO, PPO, or PDP, you need to contact  your plan to get your plan card replaced. If you receive  Medicare through the  Railroad Retirement Board, call 877-772-5772 for a replacement  Medicare card. No matter how you order your replacement, you will need to provide some basic personal information, including your full name, Social Security number, date of birth, and phone number. Replacement Medicare cards are sent to the last mailing address you have on file with the Social Security Administration, so always notify the SSA when you move. According to the SSA, your replacement Medicare card will arrive in the mail about 30 days after you request it. If You Need Proof of Coverage Sooner If you need proof that you have Medicare sooner than 30 days, you also can request a letter which you will receive in about 10 days. If you ever need immediate proof of Medicare coverage to see a doctor or  get a prescription, you should call or visit your local Social Security office. Taking Care of Your Medicare Card: The ID Theft Threat You have probably noticed that the beneficiary identification number on your Medicare card is simply your Social Security number, plus one or two capital letters. Probably not the best idea, but that’s just the way it is. Since your Medicare card has your Social Security number on it, losing it or having it stolen could expose you to identity theft. As with your Social Security card and Social Security number, never give your Medicare ID number or Medicare card to anyone except your doctor, health care provider, or Medicare representative. If you are married, you and your spouse should have separate Medicare cards and ID numbers.   In order to have Medicare pay for your services, some doctors, pharmacies, and other health care providers may require you to bring your Medicare card with you each time you go to them. But at all other times, leave your card at home in a safe place. CMS Issues New ID Theft-Resistant Medicare Cards New Medicare card issued starting in April 2018. Medicare.gov / Wikimedia Commons / Public Domain In April 2018, the Centers for Medicare and Medicaid Services (CMS) began mailing new â€Å"ID theft-resistant† Medicare cards to the more than 60 million people covered by the federal health plan. The new card replaces the recipient’s Social Security number with an 11-character Medicare identifier that contains both numbers and letters. While the cards are safer, CMS warns that criminals are still trying to scam people. Calls to the AARP’s fraud helpline revealed that recipients have received calls from scammers posing as CMS employees asking for a fee in order to deliver the new card, or asking for personal information before a new card can be issued. These calls are bogus since the new cards are fee and will be mailed automatically. According to the CMS, â€Å"Medicare will never call you uninvited and ask you to give us personal or private information to get your new Medicare Number and card.† Suspicious calls can be reported to the CMS by calling 1-800-MEDICARE (1-800-633-4227). Consumers can also call their local Senior Medicare Patrol, a federally funded service for people on Medicare and their families.

Intimate Partner Violence And Sexual Violence - 1861 Words

Intimate Partner Violence According to the Centers for Disease Control and Prevention (CDC), intimate partner violence (IPV) is a serious, preventable public health problem that affects millions of Americans and is described as a type of harm caused by a current or former partner or spouse and may consists of physical, sexual, or psychological abuse; it does not discriminate, can occur among heterosexual or same-sex couples, and does not require sexual intimacy. The CDC administered a survey in 2010 called the National Intimate Partner and Sexual Violence Survey (NISVS) to examine the frequency of intimate partner violence (IPV), sexual violence (SV), and stalking among women and men in the United States (administered annually to track†¦show more content†¦rape, physical violence, stalking); male victims most often experienced physical violence. Perpetrators of IPV are likely to have experienced or witnessed some form of early childhood or adolescence trauma (i.e. mental, physical, and/or sexual abuse or inter-adult abuse), and thus develop negative and maladaptive behaviors that may lead to a need for power and control in relationships as well as poor conflict resolution (Eckhardt, Murphy, Sprunger, 2014, p. 1). The Power Control diagram from the National Center on Domestic and Sexual Violence (NCDSV) is useful in understanding the overall pattern of abusive and violent behaviors of IPV perpetrators to establish and maintain control over his/her partner. Developed by: Domestic Abuse Intervention Project Produced/Distributed by: National Center on Domestic and Sexual Violence Further, the NISVS and NCDSV states that lifetime and one-year estimates for IPV are extremely high for adults and more than 12 million people are affected each year; and more often than not, women experience high rates of severe IPV, resulting in long-term chronic disease, other negative health impacts, or psychiatric disorders. As such, object relations theory may provide insights as to why some people engage in interpersonal violence and others do not. Theoretical Perspectives Object Relations Theory An object is a person or a symbolic

Stoichiometry Questions and Answers Free Essays

Concordant titer values would allow for precise results. Repeat the experiment with fresh/new equipment so identify whether there are any inherent faults in the equipment. D) Water, to ensure all of the Noah is sitting at the bottom of the conical flask. We will write a custom essay sample on Stoichiometry Questions and Answers or any similar topic only for you Order Now Water itself does not affect the number of moles of acetic acid in the flask, which is what reacts with the acetic acid in the vinegar. 4. A) Burette b) – rinsed with distilled water first to remove any impurities. Passed water through the tap as well. – then rinsed with solution to be transferred I. E. Acetic acid solution. Again, rinsed through the tap as well. – filled up the burette (with a funnel at the top) to the appropriate volume. Measured the volume at which the bottom of the meniscus was and recorded this as the initial value. C) Concordant titer values are 22. 30 and 22. 40 ml Average titer d) Mann_ + 0. 0750 M = 22. 35 ml UH+ fee+ Mrs.+ +UH 25. 0 ml = 0. 0250 L V = 22. 35 ml = 0. 02235 L Inman- = C. V = 0. 0750 x 0. 0250 = 0. 00188 mol Neff+,t-lemon- = 5/1 5 x nerving- = 5 x 0. 00188 mol = 0. 00938 mol 0. 00938/0. 02235 = 0. 419 M (3 SF) 5. NO + UH -+ NH (a) ann. M = 1. 0 / 28. 02 = 0. 036 mol (2 s. ) CUFF+ NH M = 1. 0 / 2. 016 = 0. 50 mol ann. : NH mixed = 1 : 14 = 0. 036 : 0. 50 Given reacting ann. : NH NO is the limiting reagent H2O is the excess reactant (b) Using ann. = 0. 036 mol ann. / ann.=2/1 ann. = 2/1 x ann. = 2 x 0. 036 = 0. 071 mol Therefore, ranch = 0. 071 x 17. 034 = 1. 2 gees. F. ) 6. 4 AAA + 302 (a) anal = m/ M = 20. 0 / 26. 98 = 0. 741 mol (3 s. F. ) 2 AWAY non = 20. 0 / 32. 00 = 0. 625 mol = 0. 741 : 0. 625 = 1. 2 : 1 = 3. 6 : 3 Given reacting anal : non =4:3 AAA is the limiting reagent 02 is the excess reactant (b) Using anal = 0. 741 mol Manama / anal = 2/4 Manama = 2/Exxon 0. X 0. 741 = 0. 371 mol Manama = n x M = 0. 071 x . 96 = 37. 8 g (3 s. F. ) 7. 2 AAA + CUSCUS = 8. 09 / 26. 98 = 0. 300 mol (3 s. F. ) incurs = c. V = 2. 00 x 0. 0750 = 0. 150 mol anal : incurs mixed = 0. 300 : 0. 150 Given reacting anal : incurs Cuscus is the limiting reagent AAA is the excess reactant = 0. 300-0. 100 3 cue Determine the number of moles of AAA reacted by using mole ratios I. E. anal anal = 2/xx incurs = 2/3 x 0. 150 = 0. 100 mol Therefore anal (excess) : incurs = 0. 200 mol (b) using incurs UNC / incurs = 3/3 UNC = incurs Mac = n x M = 0. 150X63. 55 = 9. 53 g (2 s. F. ) How to cite Stoichiometry Questions and Answers, Papers

Rationale free essay sample

With the process of globalization and increasing economic interdependence amongst nations, there have been extensive changes to the global landscape affected by political, ecological, and technological variables. This has resulted in boosted importance of understanding the diverse cultures across the world. Understanding national culture can prepare individual for the difficulties that may be faced when dealing with various national settings especially in appropriate communication that is not offensive or against any cultural norm. Nonetheless, acknowledging the importance of cultural differences enables managers to comprehend their global partners and competitors and enhances their administrative abilities and skills. As the corporations become transnational, refined and sophisticated models for understanding cultures becomes essential. Developmentally, cross-cultural research in OB is coming of age, and this review reflects this momentum.It has been half a century since Hofstede first conducted his revolutionary study on cultural dimensions which has proven to be an expedient in the corporate world. MNEs undertake a progressively critical part in the global world, and subsidiaries of MNEs are fascinating objects of study in the field of organisational behaviour as the home country, the international corporate world as well as the local cultural, social, political and professional contexts influence, affect, and motivate their work. Hofstedes model of 6 cultural dimensions gives a framework to understand organisational behaviour which helps in strategic international management, marketing and negotiations. It helps the transnational as well as the multinational corporations to carry out their operations with their subsidiaries and also with the contemporary organisations smoothly and efficiently. Thus, National culture affects, to the certain extent, much of management and organizational behaviour. Evidence suggests that there is a correlation between national culture and internal work culture and thus certain postulations to managerial practices can be made. The 6 cultural dimensions by Hofstede aid to provide an insight to the nature, values, norms, practices and functioning of various countries that help the managers to effectively and accordingly deal and minimize conflicts within their inter-cultural workforce and create cooperation. The present study looks into specific cultural dimensions of India and Switzerland. The employees of transnational company Nestle in India and Switzerland were taken as the sample. These two countries were countries were chosen in large part for their proven potential for business, vast differences in cultures and also see the differences in the home country (Switzerland) and one of its subsidiary (India).Cultural diversity has a great influence on the function and behaviour within organizations. The understanding of cultural roots of human be haviour is critical not only for managers and their administrational style but also mirrors its impact on other organizational functions too. Job satisfaction, work engagement and work motivation are important employee attitudes that have been found to be influenced by national culture. Organizations accomplish key objectives through workforce endeavours. The knowledge, skills and abilities of the employees are key determinants of future success. Nevertheless, organizations also want their employees to be fulfilled and satisfied with their jobs, physically and emotionally engaged with their work and faithful to their organizations. Such workplace behaviours ultimately make the employees happier and thus more productive. Thus this research aims to study the influence of culture on these employee attitudes.People everywhere are likely to prefer the desirable over the undesirable and the pleasant over the unpleasant (Diener, Diener and Diener, 1995; Michalos, 1991; Veenhoven, 1991). A major reason for the success of happy individuals and organizations is that they experience on average more positive social relationships. Happiness, compassion and Life satisfaction are believed to have antecedents in the work domain, family domain, and personality traits. Research clearly shows that happy workers are more cooperative and collaborative in negotiations than unhappy ones. In general, positive emotions boost cooperative and collaborative behaviour in negotiations rather than withdrawal or competition.However, it is also likely that exactly what constitutes the good and the valuable varies substantially across cultures (Diener and Suh, 2000; Kitayama and Markus, 2000). In European-American culture, happiness is more of personal achievement in contrast to Eastern cultures where it is more about connectedness, mutual sympathy and support. Compassion and life satisfaction may also vary across nations being influenced by various cultural dimensions. Numerous research studies report that people in collectivistic cultures tend to be less satisfied than the people in individualistic cultures. It was thus considered vital to comprehend the cross section of positive psychology and culture, since it enables one to comprehend individuals inside a culture as well as empowers one to acknowledge and understand individuals from various cultures and societies.Emotional intelligence is winding up progressively crucial to peoples achievement in the increasingly digital future of work. As per Golemans model, those with a higher EQ  have a more prominent capacity to self-direct, regulate, and larger amounts of inspiration – which can thus reduce their tendency to procrastinate, improves self-confidence, and empowers them to focus on accomplishing long-term goals. Those high level of emotional intelligence regularly have a happier outlook on life and  more positive attitude than those with a lower EQ. They are additionally better at distinguishing and identifying with other individuals perspectives – a fundamental characteristic for anticipating and resolving  conflicts at work. Basically, emotional intelligence in the work places leads to comprehending, communicating and managing, good relationships, solving problems under pressure and also avoiding conflict amongst employees. Emotional intelligence was ranked 6th in the World Economic Forums rundown of the best 10 skills that employees will need to possess to thrive in the workplace of the future. Hence, having employees with high emotional intelligence will prove to be very beneficial for the organisation.Comprehending the importance and influence of national culture at the workplace and having enumerated the significance of job satisfaction, work engagement, work motivation, happiness and well-being, compassion, life satisfaction and emotional intelligence in understanding and improving organisational behaviour, all these variables were integrated to be examined under the framework of the present study.