Composition of the Legislative Council Members
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Functions, Structure, and Physical Resources of Healthcare Organizations 5
CHAPTER FUNCTIONS, STRUCTURE, AND 1 PHYSICAL RESOURCES OF HEALTHCARE ORGANIZATIONS Bernardo Ramirez, MD, Antonio Hurtado, MD, Gary L. Filerman, PhD, and Cherie L. Ramirez, PhD Chapter Focus The key idea of this chapter is that form follows function, and function defines structure. Healthcare organizations vary—not only from country to country, but also within each country—as they address issues of access, quality, and cost that are influenced by social, economic, and political factors. The principles described in this chapter can be applied to ambulatory, acute, chronic, and home care organizations with varying levels of resources and local organizational response capacity. The first section of this chapter examines the key functions of healthcare organizations, with an emphasis on the need for a continuum of patient-centered care. Later sections review the main components of health- care organizations and the ways they interact to achieve desired outcomes and performance improvement. The chapter explores ways of designing, structur- ing, and analyzing organizations to effectively and efficiently manage physical resources and carry out key functions. Learning Objectives Upon completion of this chapter, you should be able to • distinguish the key functions of healthcare organizations and relate them to the priorities of access, cost, and quality; • develop mechanisms to assess the performance of healthcare organizations; • design a structure for an organization that takes into consideration the resources available in a given community to achieve the best possible health outcomes; 3 This is an unedited proof. Copying and distribution of this PDF is prohibited without written permission. For permission, please contact Copyright Clearance Center at www.copyright.com. -
Should Functional Constituency Elections in the Legislative Council Be
Hong Kong Diploma of Secondary Education Liberal Studies Independent Enquiry Study Report Standard Covering Page (for written reports and short written texts of non-written reports starting from 2017) Enquiry Question: Should Functional Constituency elections in the Legislative Council be abolished? Year of Examination: Name of Student: Class/ Group: Class Number: Number of words in the report: 3162 Notes: 1. Written reports should not exceed 4500 words. The reading time for non-written reports should not exceed 20 minutes and the short written texts accompanying non-written reports should not exceed 1000 words. The word count for written reports and the short written texts does not include the covering page, the table of contents, titles, graphs, tables, captions and headings of photos, punctuation marks, footnotes, endnotes, references, bibliography and appendices. 2. Candidates are responsible for counting the number of words in their reports and the short written texts and indicating it accurately on this covering page. 3. If the Independent Enquiry Study Report of a student is selected for review by the School-Based Assessment System, the school should ensure that the student’s name, class/ group and class number have been deleted from the report before submitting it to the Hong Kong Examinations and Assessment Authority. Schools should also ensure that the identities of both the schools and students are not disclosed in the reports. For non-written reports, the identities of the students and schools, including the appearance of the students, should be deleted. Sample 1 Table of Contents A. Problem Definition P.3 B. Relevant Concepts and Knowledge/ Facts/ Data P.5 C. -
Guide for Social Dialogue in the Tourism Industry
WP.265 SECTORAL ACTIVITIES PROGRAMME Working Paper Guide for social dialogue in the tourism industry by Dain Bolwell and Wolfgang Weinz Working papers are preliminary documents circulated to stimulate discussion and obtain comments International Labour Office Geneva October 2008 Copyright © International Labour Organization, 2008 First published: 2008 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Permissions), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: [email protected]. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with reproduction rights organizations may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. Dain Bolwell and Wolfgang Weinz Guide for social dialogue in the tourism industry/International Labour Office, ILO Sectoral Activities Programme – Geneva: ILO, 2008 pp. ISBN: 978-92-212164-76 International Labour Office: Sectoral Activities Programme guide/social dialogue/industry level/enterprise level/tourism/hotel industry/catering 13.06.1 ILO Cataloguing in Publication Data The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. -
Guidance Notes Application for Registration As an Elector in A
Guidance Notes Application for Registration as an Elector in a Functional Constituency and as a Voter in an Election Committee Subsector Medical Registration and Electoral Office REO-GN1(2004)-Med CONTENTS Page Number I. Introduction 1 II. Who is Eligible to Apply for Registration in the 2 Medical Functional Constituency and its Corresponding Election Committee Subsector III. Who is Disqualified from being Registered 3 IV. How to Submit an Application 4 V. Further Enquiries 4 VI. Personal Information Collection Statement 4 VII. Language Preference for Election-related 5 Communications Appendix A List of Functional Constituencies and their 6 corresponding Election Committee Subsectors Appendix B Eligibility for registration in the Medical 7 Functional Constituency and its corresponding Election Committee Subsector ******************************************************************** The Guidance Notes and application forms are obtainable from the following sources: (a) Registration and Electoral Office: (i) 10th Floor, Harbour Centre 25 Harbour Road Wan Chai Hong Kong (ii) 10th Floor, Guardian House 32 Oi Kwan Road Wan Chai Hong Kong (b) Registration and Electoral Office Website: www.info.gov.hk/reo/index.htm (c) Registration and Electoral Office Enquiry Hotline: 2891 1001 - 1 - I. Introduction If you are eligible, you may apply to be registered as :- an elector in this Functional Constituency (“FC”) and a voter in the corresponding subsector of the Election Committee (“EC”), i.e. a subsector having the same name as the FC, at the same time, OR an elector in this FC and a voter in ONE of the following EC subsectors, instead of in its corresponding EC subsector: (1) Chinese Medicine; (2) Chinese People’s Political Consultative Conference; (3) Hong Kong Chinese Enterprises Association, OR an elector in ONE of the FCs listed in Appendix A, and a voter in either its corresponding EC subsector or ONE of the above EC subsectors. -
WHY COMPETITION in the POLITICS INDUSTRY IS FAILING AMERICA a Strategy for Reinvigorating Our Democracy
SEPTEMBER 2017 WHY COMPETITION IN THE POLITICS INDUSTRY IS FAILING AMERICA A strategy for reinvigorating our democracy Katherine M. Gehl and Michael E. Porter ABOUT THE AUTHORS Katherine M. Gehl, a business leader and former CEO with experience in government, began, in the last decade, to participate actively in politics—first in traditional partisan politics. As she deepened her understanding of how politics actually worked—and didn’t work—for the public interest, she realized that even the best candidates and elected officials were severely limited by a dysfunctional system, and that the political system was the single greatest challenge facing our country. She turned her focus to political system reform and innovation and has made this her mission. Michael E. Porter, an expert on competition and strategy in industries and nations, encountered politics in trying to advise governments and advocate sensible and proven reforms. As co-chair of the multiyear, non-partisan U.S. Competitiveness Project at Harvard Business School over the past five years, it became clear to him that the political system was actually the major constraint in America’s inability to restore economic prosperity and address many of the other problems our nation faces. Working with Katherine to understand the root causes of the failure of political competition, and what to do about it, has become an obsession. DISCLOSURE This work was funded by Harvard Business School, including the Institute for Strategy and Competitiveness and the Division of Research and Faculty Development. No external funding was received. Katherine and Michael are both involved in supporting the work they advocate in this report. -
Chapter 6 Commercial and Industrial Units Contents
Chapter 6 Commercial and Industrial Units Contents Methods Used to Complete the Property Record Card .................................................... 5 Sketching a Structure ............................................ 5 Measuring and Calculating Areas ......................... 6 Using the General Commercial Models ................. 7 Using the Schedules ............................................. 8 Understanding Schedule A—Base Rates ...... 9 Understanding Schedule B—Base Price Adjustment .............................................. 10 Understanding Schedule C—GC Base Price Components and Adjustments........ 10 Understanding Schedule D—Plumbing ....... 10 Understanding Schedule E—Special Features .................................................. 11 Understanding Schedule F—Quality Grade and Design Factor ........................ 11 Understanding Base Rates for Floor Levels ........ 11 Determining a Structure’s Finish Type ................ 12 Determining a Structure’s Use Type ................... 13 Determining a Structure’s Wall Type ................... 13 Using a Structure’s Wall Height .......................... 13 Understanding Vertical and Horizontal Costs ...... 14 Understanding the Perimeter-to-Area Ratio for a Structure ...................................................... 14 Determining a Structure’s Construction Type ...... 16 Determining How Many Property Cards to Use for a Parcel...................................................... 17 Completing the Property Record Card ............ 18 Task 1—Recording the Construction -
What Are Industrial Clusters?
What are Industrial Clusters? This section provides an overview of cluster theory and explains why clusters are important to a regional economy. Clusters are groups of inter-related industries that drive wealth creation in a region, primarily through export of goods and services. The use of clusters as a descriptive tool for regional economic relationships provides a richer, more meaningful representation of local industry drivers and regional dynamics than do traditional methods. An industry cluster is different from the classic definition of industry sectors because it represents the entire value chain of a broadly defined industry from suppliers to end products, including supporting services and specialized infrastructure. Cluster industries are geographically concentrated and inter-connected by the flow of goods and services, which is stronger than the flow linking them to the rest of the economy. Clusters include both high and low-value added employment. The San Diego Region In The Early Nineties As a result of defense industry cutbacks, the reduction of numerous major financial institutions, and downturn in the real estate market, the San Diego region experienced a significant loss of high value-added jobs in the early 1990’s. In an effort to aid in the economic recovery of the region, the Regional Technology Alliance hired a private contractor named Collaborative Economics. A local group of advisors encouraged Collaborative Economics to identify a way to increase employment opportunities in high paying sectors, thereby ensuring a rise in the region’s standard of living. Collaborative Economics identified eight industrial clusters that would serve as the mechanism by which the San Diego region could regain some of the lost high-value jobs that were prevalent in the 1980’s. -
Unit 5 Constituents of Tourism Industry and Tourism Organisations
UNIT 5 CONSTITUENTS OF TOURISM INDUSTRY AND TOURISM ORGANISATIONS Structure 5.0 Objectives 5.1 Introduction 5.2 Tourism Industry 5.3 Constituents 5.3.1 Primary/Major Constituents 5.3.2 Secondary Constituents 5.4 Tourism Organisations 5.5 International Organisations 5.5.1 WTO 5.5.2 Other Organisations 5.6 Government Organisations in India 5.6.1 Central Government \J 5.6.2 State Government/Union Territories • 5.7 Private Sector Organisations in India 5.7.1 IATO 5.7.2 TAAI 5.7.3 FHRAI 5.8 Let Us Sum Up 5.9 Keywords 5.10 Answers to Check Your Progress Exercises 5.0 OBJECTIVES After reading this Unit you will be able to : • understand why tourism is being called an industry, • know about the various constituents of the Tourism Industry, • learn about the interdependence of its various constituents, • familiarise yourself with various types of tourism organisations, • learn about the functions and relevance of some of these organisations, and • list such questions about the Tourism Industry that tourism professionals should be able to answer when required. 5.1 INTRODUCTION The tourism of today 'is the outcome of the combined efforts of its various constituents. There are possibilities of more constituents being attached in the future. In fact what we may define as Tourism Industry is a mix of the output and services of different industries and services. This Unit begins with a theoretical discussion on tourism being described as an industry. It goes on to -identify and list its various constituents. However, their description is confined to a brief discussion as most of them have been independently discussed in individual Units. -
Development of a Health Systems Curriculum in Industrial And
AC 2009-1166: DEVELOPMENT OF A HEALTH-SYSTEMS CURRICULUM IN INDUSTRIAL AND SYSTEMS ENGINEERING Shengyong Wang, State University of New York, Binghamton Dr. Shengyong Wang is a Research Assistant Professor in the Department of Systems Science & Industrial Engineering at the State University of New York at Binghamton. He received his Ph.D. in Industrial Engineering from Purdue University in 2006, his M.S. in Innovation in Manufacturing System and Technology from Singapore Massachusetts Institute of Technology Alliance in 2001, and his B.S. in Mechanical Engineering from Beijing University of Aeronautics and Astronautics, China, in 2000. Dr. Wang’s research is focused on applying Industrial and Systems Engineering principles to a variety of domains, with a focus on health systems. He has been working with United Health Services and Virtua Health on numerous applied research projects and operational improvement initiatives. His research work on healthcare delivery systems is internationally recognized through his journal and conference publications. Mohammad Khasawneh, State University of New York, Binghamton Dr. Mohammad T. Khasawneh is an Assistant Professor in the Department of Systems Science and Industrial Engineering at the State University of New York at Binghamton. He received his Ph.D. in Industrial Engineering from Clemson University, South Carolina, in August 2003, and his B.S. and M.S. in Mechanical Engineering from Jordan University of Science and Technology, Jordan, in 1998 and 2000, respectively. His research is focused on human factors and ergonomics, with specific application in human performance assessment and modeling in healthcare systems. Dr. Khasawneh’s research has led to over 15 scholastic publications in various refereed journals, in addition to over 50 papers that were presented at national and international conferences. -
Partisan Politics, the Welfare State, and Three Worlds of Human Capital
Comparative Political Studies Volume XX Number X Month XXXX xx-xx © 2008 Sage Publications 10.1177/0010414007313117 Partisan Politics, the Welfare http://cps.sagepub.com hosted at State, and Three Worlds of http://online.sagepub.com Human Capital Formation Torben Iversen Harvard University, Cambridge, MA John D. Stephens University of North Carolina–Chapel Hill The authors propose a synthesis of power resources theory and welfare production regime theory to explain differences in human capital formation across advanced democracies. Emphasizing the mutually reinforcing relation- ships between social insurance, skill formation, and spending on public educa- tion, they distinguish three distinct worlds of human capital formation: one characterized by redistribution and heavy investment in public education and industry-specific and occupation-specific vocational skills; one characterized by high social insurance and vocational training in firm-specific and industry- specific skills but less spending on public education; and one characterized by heavy private investment in general skills but modest spending on public edu- cation and redistribution. They trace the three worlds to historical differences in the organization of capitalism, electoral institutions, and partisan politics, emphasizing the distinct character of political coalition formation underpinning each of the three models. They also discuss the implications for inequality and labor market stratification across time and space. Keywords: education; skills; welfare states; redistribution; -
Hospitality Industry It Is Used When Customers Purchase Services Or Food
Unit 1: AC2.1-3 16 March 2020 Hospitality Operations LO2: Understand how hospitality and catering provision operates. Marks: 15-28 17% – 31% AC2.1 AC2.2 AC2.3 Describe the operation of Describe the operation of Explain how hospitality and the kitchen. front of house. catering provision meet customer requirements. Unit 1: Hospitality Operations LO2: Understand how the hospitality and catering provisions operate. 16 March 2020 AC2.1/2.2: Describe the operation of the kitchen CRITERIA AC2.1/2.2: Describe the operation of the front of house You must know: • Layout • Work Flow • Operational activities • Equipment and materials • Stock control • Documentation and administration • Staff allocations • Dress code • Safety and security Unit 1: Hospitality Operations LO2: Understand how the hospitality and catering provisions operate. 16 March 2020 Key Learning AC2.1: Kitchen Operation Question Learning Outcomes CRITERIA Do I understand P the layout of a I can identify some factors in kitchen design that will commercial lead to a successful restaurant/kitchen. I can identify kitchen, the work most jobs in the kitchen brigade. flow and operational M activities? I can explain factors that will lead to more efficient work flow in the kitchen and explain how this leads to success. I can suggest the appropriate brigade type for different kitchen sizes. D I can suggest kitchen layouts to meet legislative needs and that would lead to efficient operations during service. I can identify and adapt kitchen brigade styles to suit the style of service and menu suggested. Key Words: Legislation, Efficiency, Operations Unit 1: Hospitality Operations LO2: Understand how the hospitality and catering provisions operate. -
Industrial Manufacturing Trends 2020: Succeeding in Uncertainty Through
23rd Annual Global CEO Survey | Trend report Industrial manufacturing trends 2020: Succeeding in uncertainty through agility and innovation www.pwc.com/industrial-manufacturing-trends-2020 2 | 23rd Annual Global CEO Survey Industrial manufacturing trends 2020 The state of the global economy, which faced uncertainty before we surveyed CEOs around the world at the end of 2019, is even more fraught today given the COVID-19 health emergency. As economies slow, industrial manufacturing (IM) leaders will need to resize the enterprise to meet realistic levels of future demand. They must focus — perhaps now more than ever — on creating agility, which will enable them to pivot and adapt to the constantly changing conditions on the ground. This can be achieved by strengthening technological capabilities across functions, reorganising global supply chains and building a workforce with the Fourth Industrial Revolution (4IR) skill sets. 3 | 23rd Annual Global CEO Survey Economic uncertainty, The COVID-19 pandemic has also exacerbated 4IR and talent trends shape ongoing issues such as tariff increases, shifting trade policies that impact supply chains around the sector the world, and increasing costs at all levels of the manufacturing process. CEOs of IM companies were concerned about their growth prospects before the coronavirus COVID-related lockdowns are also increasing pandemic. In PwC’s 23rd Annual Global CEO the cost of doing business for IM organisations, Survey, conducted in September and October and threatening their long-term competitiveness. 2019, more than a quarter of IM CEOs reported For one, the crisis is creating an opportunity that they were “not very confident” in their own — and an imperative — to look at SKU organisation’s 12-month revenue growth — the rationalisation as an area that can unlock most pessimistic result of the past five years.