The directors have been

Xem 1-20 trên 35 kết quả The directors have been
  • The Slovak National Cleaner Production Centre is composed of a non-profit organization and a business enterprise thereby enabling the centre to work effectively in delivering value-adding services to businesses and acting as a public advocate for Cleaner Production, while at the same time retaining the added value from close collaboration and joint efforts. CENTRE IN BRIEF The Slovak NCPC was established in 1994, originally as part of the National Industrial Association, and then as a separate not-for-profit independent civic association.

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  • We, the authors, have been in the grateful position of being able to support numerous doctoral students in their attempts to publish a scientific journal article. Through this experience, we have been able to deepen our own knowledge of how to write a scientific article. We would like to thank all the doctoral students we have guided for the chance to share in their learning. We would also like to thank Dr Harry Anttila, the Director of the Language Centre of the University of Oulu, for constructive cooperation. We would especially like to thank the Language Centre Working...

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  • To enhance usability, the Guide has been organized to follow the numbering of the CPR, with explanations and documentation information separately accessible through hyperlinks via the table of contents. Additional hyperlinks to relevant documents, such as the ACGME Policy and Procedures Manual, Institutional Requirements, ACGME Glossary of Terms and Common Acronyms, and FAQs are also included. Selected resources available on the ACGME website that might be especially useful for new program directors have been collected together as part of the Guide and are listed below. ...

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  • The Higgs Report (2003) into the role and effectiveness of non-executive directors in the UK highlighted the narrowness of the pool from which UK non-executive directors have been drawn, including the relative lack of executive directors that were also acting as non-executive directors. The report states that only around 7.2% of non-executive directors also served as executive directors. This is a cause for concern because, as Higgs argues, appointing firms could benefit from the experience gained by their non-executive directors in the executive post.

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  • To make sure that directors know and understand their roles it is valuable to hold orientation sessions at which new board members learn about the organization and their role in governing it. This should include education on what “governance” involves and how it is practiced in the organization. 6 In situations where the new directors have been involved with the organization for some time and know it and its people well, orientation may only be a review of their governance responsibilities and any other additional information they need to begin work on the board.

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  • The telephone rang. Reluctantly, Rod Workham picked it up. Nothing good had come from that phone in six years, and his sour expression was almost an automatic reflex. "Workham here," he said.

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  • Millions of dollars have been spent investigating and pursuing ways to grow sales, and no wonder; after all, sales are the lifeblood of any organization. Yet only a handful of companies have been able to grow their sales steadily not just in good times, but in lean times, too, and in the face of ferocious competition. A careful study of the vast majority of companies that have been less successful than these few superstars shows that they fall prey to a number of common mistakes.

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  • I would like to thank the person who inspired this book and without whom it would not have been written: my friend, my business partner, and Director of Research, Cherrie Mahon. This book was actually born when I met Cherrie in 1998. She was a stockbroker at the time and was endlessly inquisitive about my newsletter, research techniques, and rather unusual approach to stock selection in comparison to what she was learning at the major “mainstream” brokerage firm that employed her.

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  • This issue of Forced Migration Review is about improving communications between logisticians and programme managers to make such mix-ups a thing of the past. We are grateful to the Fritz Institute for drawing our attention to the importance of humanitarian logistics and for the very generous grant which has made this issue possible. We are deeply indebted to our Guest Editors, Anisya Thomas (Fritz Institute's Managing Director) and Ricardo Ernst (Georgetown University), and to Lynn Fritz for his personal support.

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  • An effort as far-reaching as that taken on by the Web-based Education Commission could not have been possible without the invaluable assistance of many talented individuals. Ericka Miller, legislative assistant to Sen. Bob Kerrey and Glee Smith, legislative director to Rep. Johnny Isakson, provided continuous advice, support, and thoughtful review throughout our work. Claudia Pharis- Weiss, chief of staff to Rep. Chaka Fattah; Carmel Martin, senior policy advisor to Sen. Jeff Bingaman; and Raissa Geary, legislative assistant to Sen. Michael B. Enzi, also made significant contributions.

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  • Promoting equity and active citizenship: IPTS research results indicate that social media approaches to learning can mitigate existing inequalities and can be employed to successfully re-engage individuals who are at risk of exclusion from the knowledge society. Learning 2.0 strategies can effectively increase the accessibility and availability of learning opportunities for the hard to reach, and can significantly improve motivation and engagement in learning.

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  • Residency programs must demonstrate substantial compliance with requirements established by the Review Committee for the specialty to be accredited. There are 27 Review Committees, each with specialty-specific program requirements, but all contain a subset of common program requirements (CPR) that all programs, regardless of specialty, must meet. The recently revised CPR reflect the transition from a process-oriented resident education to one of outcomes.

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  • A challenging issue for boards can be finding directors who reflect the diversity of the community in which the organization operates. Boards benefit from having members with a variety of experiences and outlooks. They may encounter problems, however, if individual directors see themselves only as representatives of specific communities or interest groups. Representation that gives rise to the formation of camps or factions on the board can be a barrier to effective goal-setting and decision-making.

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  • Medicare only covers durable medical equipment if you get it from a supplier enrolled in the Medicare Program. This means that the supplier has been approved by Medicare and has a Medicare supplier number. To find a supplier that is enrolled in the Medicare Program, visit and select “Find Suppliers of Medical Equipment in Your Area.” You can also call 1-800-MEDICARE (1-800-633-4227) to get this information. TTY users should call 1-877-486-2048. A supplier enrolled in the Medicare Program must meet strict standards to qualify for a Medicare supplier number.

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  • It sometimes surprises people that venture capital funds and private equity funds are not investment companies, at least not as far as the Investment Company Act is concerned and provided that such funds have been formed in a manner that satisfies the definitional exclusions of Section 3(c) of the Investment Company Act.

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  • One debate I have been hearing for years, in the audit profession, is the issue of auditor independence. As a public accountant and CPA I was well aware of the need for independence. When I became a CAE, I studied the IIA Standards and the audit indepen- dence issue. However, the popular theory that, as IA, we could not design controls improvement, sent me into many healthy debates with my contemporary CAEs, directors, and managers. I was told if we ‘‘designed controls’’ we could not independently audit them. With this I disagreed in general.

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  • Co-Chairs: Valerie L. Ward, MD, MPH, Assistant Professor of Radiology, Faculty Director of the DCCC; Joanne C. Doherty, MS, SPHR, Director of Human Resources The Boston Children’s Hospital’s Diversity and Cultural Competency Council (DCCC) is a standing hospital committee that reports to the senior leadership. The annual goals of the DCCC have been incorporated into the hospital’s corporate goals.

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  • Many other people have been involved with the project at both research and editing stages. Patrick Hanks, who was the Editorial Director of Cobuild throughout the project, made a valuable contribution both in policy and in detail. Dominic Bree, Jane Cullen, and Clare Ramsey worked as researchers in the early stages, and Ron Hardie helped from the beginning until quite late in the editing process. David Brazil gave us great help and encouragement during the early editing of the book. Without his support, this would have been a more difficult task.

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  • Tables 1 to 12 list polymers that have been granted no objection status by the Food Packaging Materials & Incidental Additives Section of the Chemical Health Hazard Assessment Division (Food Directorate) for use in food packaging applications. The polymers are coded and categorized as shown in the following table.

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  • GETTING TO YES The authors of this book have been working together since 1977. Roger Fisher teaches negotiation at Harvard Law School, where he is Williston Professor of Law and Director of the Harvard Negotiation Project. Raised in Illinois, he served in World War II with the U.S. Army Air Force, in Paris with the Marshall Plan, and in Washington, D.C., with the Department of Justice. He has also practiced law in Washington and served as a consultant to the Department of Defense. He was the originator and executive editor of the award-winning series The Advocates. He consults widely with...

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