Hybrid professional managers in healthcare: an expanding or thwarted occupational interest?

2021 ◽  
pp. 1-20
Author(s):  
Ian Kirkpatrick ◽  
Ali Altanlar ◽  
Gianluca Veronesi
Keyword(s):  
Professional Managers ◽  
Occupational Interest

Organización y funcionamiento municipal y personal directivo público profesional

2017 ◽  
pp. 349-366
Author(s):  
Ignacio Javier ETXEBARRIA ETXEITA
Keyword(s):  
Local Governments ◽  
The State ◽  
The Self ◽  
State Legislation ◽  
Professional Managers ◽  
Government Capacity ◽  
Municipal Autonomy

LABURPENA: Euskadiko Toki Erakundeei buruzko Legeak udal-funtzionamendua eta -antolaketa arautzen ditu, eta udal-autonomia indartzen du, estatuko legediarekin erkatuta areagotu egin baitu tokiko entitateen autoantolakuntzarako gaitasuna, bidea emanez tokiko gobernuek modu gardenagoan joka dezaten eta hautetsiek lana eta familia hobeto uztar ditzaten. Legeak, horrez gain, tokiko gobernuak indartzea lortu nahi du, eta, horretarako, eskuordetze-teknikak jaso, eta modu aitzindarian arautu du zuzendari publiko profesionalen figura; oraingoz, hala ere, 40.000 biztanletik gorako udalerrietarako mugatu da. RESUMEN: La Ley de Instituciones Locales de Euskadi regula la organización y funcionamiento municipal y potencia la autonomía municipal al incrementar respecto a la legislación estatal la capacidad de autoorganización de las entidades locales posibilitando una actuación de los gobiernos locales más transparente y una mejor conciliación de la vida laboral y familiar de las corporativas y corporativos. La Ley busca asimismo potenciar los gobiernos locales y para ello incorpora técnicas de delegación y de forma pionera regula la figura de los directivos públicos profesionales si bien de momento limitada a los municipios con una población superior a los 40.000 habitantes. ABSTRACT: The Act on Local Entities of Euskadi regulates the municipalorganization and functioning and enhances the municipal autonomy by increasing as compared to the State legislation the self-government capacity of local entities enabling a more transparent operation by local governments and a better labour and family reconciliation of municipalities memberships. The Act also seeks to promote local governments and to do this it includes techniques of delegation and in a pioneer way it regulates the figure of public professional managers though only limited to those municipalities with a population exceeding 40.000 inhabitants.

A preliminary examination of occupations and interests in Australia

2017 ◽  
Vol 26 (2) ◽  
pp. 81-88 ◽  
Author(s):  
James A Athanasou
Keyword(s):  
Practical Interest ◽  
Vocational Interests ◽  
Skill Level ◽  
Skill Levels ◽  
Occupational Interests ◽  
Holland Types ◽  
Preliminary Examination ◽  
Occupational Interest ◽  
Health Community ◽  
Educational Requirements

This paper analyses the interest content of all 1016 Australian occupations. These were classified according to vocational interests (i.e. outdoor, practical, scientific, creative, business, office, people contact, health, community, and computing), educational qualifications, and skill level, as well as in terms of the six Holland (RIASEC) types. Just over half of all occupations in Australia involve a practical interest. Creative interest was the least common occupational interest (9.2% of occupations). Some 80% of occupations covered more than one interest content, and in four instances, as many as six interests. Practical and people contact interests were negatively correlated (r = −.50). Occupational interest categories were consistent with the Holland types except that outdoor and practical interests in Australia did not correlate meaningfully with realistic. Occupational interests were related to educational requirements and skill levels. Outdoor and practical occupations were focused at the lower skill levels. Scientific and computing included the highest skill levels.

scholarly journals Ownership structure and performance in family businesses at early developmental stage: evidence from China

2009 ◽  
Vol 7 (1) ◽  
pp. 138-150 ◽  
Author(s):  
Zhong Qin ◽  
Xin Deng
Keyword(s):  
Developmental Stage ◽  
Ownership Structure ◽  
Family Firms ◽  
Family Businesses ◽  
Early Developmental Stage ◽  
Governance Mechanism ◽  
Professional Managers ◽  
And Performance ◽  
The Impact ◽  
Early Developmental

This paper explores the impact of ownership structure on performance of family businesses at its early developmental stage in a context of under-developed market environment. Using a survey data of 296 private family firms in Ningbo, China, we find both management and single largest shareholder’s ownership is positively related to firm’s performance. However, family’s shareholding does not have significant impact on performance. Further inquiry on firm’s willingness to give shares to managers who are not family members indicates that while nearly half of the firms are willing to provide shares to professional managers, weak corporate governance mechanism and under-developed market may discourage such practice.

scholarly journals Professional Managers and Long-term Investment in State-owned Enterprises

2020 ◽  
Vol 214 ◽  
pp. 02039
Author(s):  
Wu lan ◽  
Mao Liqing ◽  
Yu Lingli
Keyword(s):  
Market Competition ◽  
Professional Managers ◽  
Professional Manager ◽  
Ownership Reform

In the background of mixed ownership reform, the introduction of professional managers in state- owned enterprises is to gradually integrate with the market, participate in market competition, and improve the efficiency of state-owned assets. However, due to the late introduction of China, the professional manager system of state-owned enterprises is constantly developing and improving. The results of this study show that the introduction of professional managers in state-owned enterprises will reduce the long-term investment of enterprises, but it is not significant in the case of the combination of manager and chairman. This paper puts forward a new direction and thinking for the construction of professional manager system.

scholarly journals The importance of time management in the leading activity of educational institutions

2021 ◽  
Author(s):  
Aurelia Cojocaru ◽  
Keyword(s):  
Twentieth Century ◽  
Time Management ◽  
Developed Countries ◽  
Educational Institutions ◽  
Scientific Management ◽  
Insurance Company ◽  
Economic Resource ◽  
Organization Management ◽  
Professional Managers ◽  
The Republic

Among the revolutions that took place in the twentieth century, one of the most important was the managerial revolution. It was during this period that management became a separate field, developing intensely even today. Currently, in all developed countries, more attention is paid to the training of professional managers, because "the task of the leader is to be more and more efficient". The need to professionalize managerial activity in the field of education was realized in the West in the 60s and 70s of the twentieth century [1]. In the Republic of Moldova, this problem began to be addressed only in the 90s. Almost a hundred years ago, the author who founded the scientific management, Frederick Taylor, postulated the principle "Strict record of time and standardization of work" making a huge step towards increasing efficiency in the organization. Management means efficient and effective management of an activity. From this perspective, the manager cannot ensure the efficiency for the institution for which he is responsible if he does not know how to manage the resources efficiently. In addition, time is a precious, pretentious and irreversible economic resource: time is the rarest resource being irreplaceable but at the same time "unlimited", it is expensive, but it cannot be bought, stored, multiplied, and its loss cannot be assured either. By the largest insurance company in the world, so it cannot be "compensated", a source that can increase efficiency and profit, so that its good management is an essential skill [2].

Research on Growth of Professional Manager and Sustainable Development of Family Enterprise: A Review Based on Trust Expansion

2011 ◽  
Vol 403-408 ◽  
pp. 3166-3169
Author(s):  
Jie Lu ◽  
Jun Wang ◽  
Yan Xu
Keyword(s):  
Sustainable Development ◽  
Trust Mechanism ◽  
Competitive Systems ◽  
Integrate Management ◽  
Professional Managers ◽  
Family Enterprise ◽  
Family Enterprises ◽  
Professional Manager ◽  
Family Regulation ◽  
Effective Integration

Family enterprise needs to absorb and integrate new management resource continuously and has unique trust mechanism; In the process of retaining professional managers, there exists the absence of trust entertainment, mechanism, and ideal and so on. It is effective to adopt pan-family regulation to integrate management resource, expand the trust space of family enterprises and retain multiple competitive systems to restrain professional executives. Consequently,effective integration of professional managers,trust and family enterprises will come true.

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