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New Organization (new + organization)
Selected AbstractsJanuary 31, 2003 Editorial Announcement of New Organization: The International Transplant-Skin Cancer CollaborativeDERMATOLOGIC SURGERY, Issue 8 2003Article first published online: 22 JUL 200 No abstract is available for this article. [source] Southern Unionism and the New Labour InternationalismANTIPODE, Issue 3 2001Rob Lambert The paper traces the genesis of SIGTUR, a new network/organization of southern unions that has been built over the past decade, which brings together democratic unions from Latin America, Southern Africa, Asia and Australasia. The impact of neoliberal globalisation has spurred this action, and Australian unions,with their rich tradition of labour internationalism,have been at the forefront. The paper shows how the initial hostility of the established trade union internationals has been transformed into strategic alliances as the internationals have come to value SIGTUR's campaign orientation. The paper argues that SIGTUR has continued to expand because of its strong emphasis on internal democracy. The new southern alliance is one instance of a search for a new form of unionism,global social movement unionism,that may offer greater scope for a more effective resistance to the logic of globalisation. In the new millennium, this search is critical if unions are to rekindle the vision and the confidence that drove the early movement. [source] Spanish psychiatric reform: what can be learned from two decades of experience?ACTA PSYCHIATRICA SCANDINAVICA, Issue 2001José Luis Vázquez-Barquero Objective:,The objective of the paper is to describe the impact of Spanish psychiatric reform on the organization and functioning of mental health services. Method:,This paper is based on official administrative reports and on relevant related publications. Results:,The most significant achievements of Spanish psychiatric reform have been: (i),the development of a new organization of mental health care, decentralized in character and territorially based; (ii),the integration of psychiatric patients in general health care; (iii),the creation of an extensive community network of health centres; and (iv),the development of more positive attitudes towards mental illness. However, our analysis also reveals the existence of significant deficiencies. Conclusion:,Analysis of the Spanish experience shows that the process of psychiatric reform depends basically on long-term commitments, which in a system such as Spain's must come from central administration and also from the autonomous communities. [source] Stakeholder perspectives on new ways of delivering unscheduled health care: the role of ownership and organizational identityJOURNAL OF EVALUATION IN CLINICAL PRACTICE, Issue 2 2007Gill Haddow MA PhD Abstract Rationale, aims and objectives, To explore stakeholder perspectives of the implementation of a new, national integrated nurse-led telephone advice and consultation service [National Health Service 24 (NHS 24)], comparing the views of stakeholders from different health care organizations. Methods, Semi-structured interviews with 26 stakeholders including partner organizations located in primary and secondary unscheduled care settings [general practitioner (GP) out-of-hours cooperative; accident and emergency department; national ambulance service, members of NHS 24 and national policy makers. Attendance at key meetings, documentary review and email implementation diaries provided a contextual history of events with which interview data could be compared. Results, The contextual history of events highlighted a fast-paced implementation process, with little time for reflection. Key areas of partner concern were increasing workload, the clinical safety of nurse triage and the lack of communication across the organizations. Concerns were most apparent within the GP out-of-hours cooperative, leading to calls for the dissolution of the partnership. Accident and emergency and ambulance service responses were more conciliatory, suggesting that such problems were to be expected within the developmental phase of a new organization. Further exploration of these responses highlighted the sense of ownership within the GP cooperative, with GPs having both financial and philosophical ownership of the cooperative. This was not apparent within the other two partner organizations, in particular the ambulance service, which operated on a regional model very similar to that of NHS 24. Conclusions, As the delivery of unscheduled primary health care crosses professional boundaries and locations, different organizations and professional groups must develop new ways of partnership working, developing trust and confidence in each other. The results of this study highlight, for the first time, the key importance of understanding the professional ownership and identity of individual organizations, in order to facilitate the most effective mechanisms to enable that partnership working. [source] POWER LEARNING OR PATH DEPENDENCY?PUBLIC ADMINISTRATION, Issue 2 2010INVESTIGATING THE ROOTS OF THE EUROPEAN FOOD SAFETY AUTHORITY A key motive for establishing the European Food Safety Authority (EFSA) was restoring public confidence in the wake of multiplying food scares and the BSE crisis. Scholars, however, have paid little attention to the actual political and institutional logics that shaped this new organization. This article explores the dynamics underpinning the making of EFSA. We examine the way in which learning and power shaped its organizational architecture. It is demonstrated that the lessons drawn from the past and other models converged on the need to delegate authority to an external agency, but diverged on its mandate, concretely whether or not EFSA should assume risk management responsibilities. In this situation of competitive learning, power and procedural politics conditioned the mandate granted to EFSA. The European Commission, the European Parliament and the European Council shared a common interest in preventing the delegation of regulatory powers to an independent EU agency in food safety policy. [source] Towards a New Logic for Front End Management: From Drug Discovery to Drug Design in Pharmaceutical R&DCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2007Maria Elmquist Under pressure to innovate and be cost-effective at the same time, R&D departments are being challenged to develop new organizations and processes for Front End activities. This is especially true in the pharmaceutical industry. As drug development becomes more risky and costly, the discovery departments of pharmaceutical companies are increasingly being compelled to provide strong drug candidates for efficient development processes and quick market launches. It is argued that the Fuzzy Front End consists less of the discovery or recognition of opportunities than of the building of expanded concepts: the notion of concept generation is revisited, suggesting the need for a new logic for organizing Front End activities in order to support sustainable innovative product development. Based on an in-depth empirical study at a European pharmaceutical company, this paper contributes to improved understanding of the actual management practices used in the Front End. Using a design reasoning model (the C-K model), it also adds to the growing body of literature on the management of Front End activities in new product development processes. [source] | |||||||||||||