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Administrative Process (administrative + process)
Selected AbstractsEffectiveness of an enhanced peer assessment program: Introducing education into regulatory assessmentTHE JOURNAL OF CONTINUING EDUCATION IN THE HEALTH PROFESSIONS, Issue 3 2006Elizabeth F. Wenghofer PhD Abstract Introduction: The College of Physicians and Surgeons of Ontario developed an enhanced peer assessment (EPA), the goal of which was to provide participating physicians educational value by helping them identify specific learning needs and aligning the assessment process with the principles of continuing education and professional development. In this article, we examine the educational value of the EPA and whether physicians will change their practice as a result of the recommendations received during the assessment. Methods: A group of 41 randomly selected physicians (23 general or family practitioners, 7 obstetrician-gynecologists, and 11 general surgeons) agreed to participate in the EPA pilot. Nine experienced peer assessors were trained in the principles of knowledge translation and the use of practice resources (tool kits) and clinical practice guidelines. The EPA was evaluated through the use of a postassessment questionnaire and focus groups. Results: The physicians felt that the EPA was fair and educationally valuable. Most focus group participants indicated that they implemented recommendations made by the assessor and made changes to some aspect of their practice. The physicians' suggestions for improvement included expanding the assessment beyond the current medical record review and interview format (eg, to include multisource feedback), having assessments occur at regular intervals (eg, every 5 to 10 years), and improving the administrative process by which physicians apply for educational credit for EPA activities. Conclusions: The EPA pilot study has demonstrated that providing detailed individualized feedback and optimizing the one-to-one interaction between assessors and physicians is a promising method for changing physician behavior. The college has started the process of aligning all its peer assessments with the principles of continuing professional development outlined in the EPA model. [source] ON OPTIMAL LEGAL STANDARDS FOR COMPETITION POLICY: A GENERAL WELFARE-BASED ANALYSIS,THE JOURNAL OF INDUSTRIAL ECONOMICS, Issue 3 2009YANNIS KATSOULACOS We present a new welfare-based framework for optimally choosing legal standards (decision rules). We formalise the decision-theoretic considerations widely discussed in the existing literature by capturing the quality of the underlying analysis and information available to a regulatory authority, and we obtain a precise necessary and sufficient set of conditions for determining when an Economics or Effects-Based approach would be able to discriminate effectively between benign and harmful actions and consequently dominate per se as a decision-making procedure. We then show that in a full welfare-based approach, the choice between legal standards must additionally take into account, (i) indirect (deterrence) effects of the choice of standard on the behaviour of all firms when deciding whether or not to adopt a particular practice; and (ii) procedural effects of certain features of the administrative process in particular delays in reaching decisions; and the investigation of only a fraction of the actions taking place. We therefore derive necessary and sufficient conditions for adopting Discriminating Rules, as advocated by the Effects-Based approach. We also examine what type of Discriminating rule will be optimal under different conditions that characterise different business practices. We apply our framework to two recent landmark decisions , Microsoft vs. EU Commission (2007) and Leegin vs. PSKS (2007) , in which a change in legal standards has been proposed, and show that it can powerfully clarify and enhance the arguments deployed in these cases. [source] Intervention et représentation de la pauvretéCANADIAN REVIEW OF SOCIOLOGY/REVUE CANADIENNE DE SOCIOLOGIE, Issue 3 2010PIERRE-ANDRÉ TREMBLAY Ph.D. Résumé L'intervention sur la pauvreté est moins un processus administratif, qu'une relation sociale incarnée dans l'interaction entre des acteurs qu'elle contribue à définir. Elle implique, comme toute action sociale, la production de significations guidant les acteurs. La compréhension de ce réseau sémantique nécessite un processus d'interprétation. Ce texte présente un modèle simplifié d'une telle interprétation. Il contraste la façon dont des intervenants présentent les pauvres et la pauvreté et la façon dont des personnes en situation de pauvreté parlent d'elles-mêmes et de leurs difficultés. Cette mise en regard fait ressortir la très grande distance entre ces deux discours. Abstract Any intervention against poverty is not so much an administrative process as a social relation between categories of actors that are partly defined by it. Being a social action, it implies a construction of meaning that will guide the behavior of the actors. This semantic network needs an interpretation. This article presents a simplified model (an "ideal-type") of this meaningful interaction. It will contrast the way the professional actors of the poverty field present poverty and poor people and the way poor people themselves present their situation and the difficulties they face. This comparison will show the great distance between these discourses. [source] THE CEO: A VISIBLE HAND IN WEALTH CREATION?JOURNAL OF APPLIED CORPORATE FINANCE, Issue 3 2000C. K. Prahalad Commensurate with the growth of their pay packages and public visibility, the role of the CEO in the corporate value creation process has increased significantly in recent years. This article argues that sustained wealth creation in a corporation has three distinct elements. The first and most basic is the selection of the lines of business in which to operate; this element is probably the most visible manifestation of CEO action in large corporations today. The second element is the value creation model, which answers the question: How is this particular set of businesses expected to add value over and above the sum of the values of each business or asset category standing alone? The third element is the internal governance system, which establishes the corporate structure and administrative processes of the firm and, perhaps even more important, defines the corporate values that drive the strategic and operational priorities of the different business units. The authors suggest that the essence of the work of the CEO is to develop and maintain a balanced relationship among these three elements of wealth creation and to ensure that the relationship evolves in the face of changing circumstances. CEOs are inevitably faced with dilemmas in managing this process,in particular, the need to balance continuity and change and to maintain the integrity of short-term performance disciplines while encouraging not only investment in growth opportunities (which can hurt near term performance), but also experimentation and collaboration among business units (which are difficult to measure and reward with most performance measurement and incentive schemes). Adding to the difficulties of managing such dilemmas, visibility and a strong public image are often thrust upon (if not sought by) CEOs, who must then determine how they can use that image to strengthen the commitment of their employees and investors. [source] Procedures for establishing defensible programmes for assessing practice performanceMEDICAL EDUCATION, Issue 10 2002Stephen R Lew Summary, The assessment of the performance of doctors in practice is becoming more widely accepted. While there are many potential purposes for such assessments, sometimes the consequences of the assessments will be ,high stakes'. In these circumstances, any of the many elements of the assessment programme may potentially be challenged. These assessment programmes therefore need to be robust, fair and defensible, taken from the perspectives of consumer, assessee and assessor. In order to inform the design of defensible programmes for assessing practice performance, a group of education researchers at the 10th Cambridge Conference adopted a project management approach to designing practice performance assessment programmes. This paper describes issues to consider in the articulation of the purposes and outcomes of the assessment, planning the programme, the administrative processes involved, including communication and preparation of assessees. Examples of key questions to be answered are provided, but further work is needed to test validity. [source] Using reflective learning to improve the impact of short courses and workshopsTHE JOURNAL OF CONTINUING EDUCATION IN THE HEALTH PROFESSIONS, Issue 1 2004Dr. Jennifer Moon BSc, MPhil Abstract For a variety of reasons, short courses and workshops often have no impact on workplace practice and are, therefore, a waste of money. The notion of "impact" on work practice is introduced, and it provides a focus toward which all elements on a short course should contribute (including the administrative processes). This article discusses the distinction between teaching and learning and some variables about the quality of the learning process that should be taken into account: the approach the learner takes and the learner's stage of conception of the structure of knowledge. The support of good-quality learning is a principal attribute of good teaching, and the nature of good teaching is discussed on this basis. Teaching and learning in a short course can usefully be structured by a framework to improve the impact of short courses and workshops. This also provides a structure for reflective activities. This article briefly discusses the definition of refiection and considers how it might be implemented. Finally, as another tactic in the focusing on impact, the components of short courses are analyzed on the basis that every component needs to work toward the improvement of the impact of the course. [source] | |||||||||||||