The Effect of Deadline Pressure on Pre-Negotiation Positions: A Comparison of Auditors and Client Management

2015 ◽  
Vol 32 (4) ◽  
pp. 1507-1528 ◽  
Author(s):  
G. Bradley Bennett ◽  
Richard C. Hatfield ◽  
Chad Stefaniak
Keyword(s):  
Client Management ◽  
Deadline Pressure

Effective Clinical Interviewing

1978 ◽  
Vol 9 (4) ◽  
pp. 265-271 ◽  
Author(s):  
Pauline T. Flynn
Keyword(s):  
Family Members ◽  
Essential Elements ◽  
Speech Language Pathologist ◽  
Lay Persons ◽  
Clinical Interviewing ◽  
Client Management

Speech, language, and hearing professionals rely on many individuals to provide information about a client. Management programs, in part, are devised, modified, and evaluated according to responses obtained from the client, family members, educators, and other professional and lay persons who have contact with the client. The speech-language pathologist has the responsibility of obtaining pertinent, complete, unbiased information about clients. This article provides an overview of the essential elements of an interview.

scholarly journals Norms, Incentives, or Deadlines? Explaining Norway’s Noncompliance with the Gothenburg Protocol

2018 ◽  
Vol 18 (1) ◽  
pp. 76-98 ◽  
Author(s):  
Andreas Kokkvoll Tveit
Keyword(s):  
Air Pollution ◽  
Western Europe ◽  
Decision Makers ◽  
Considerable Influence ◽  
Emissions Reductions ◽  
Transboundary Air Pollution ◽  
2010 Target ◽  
Deadline Pressure ◽  
Business As Usual ◽  
Gothenburg Protocol

Norway, previously an international frontrunner concerning reductions of transboundary air pollution, fell far short of its 2010 target for nitrogen oxides (NO x) under the 1999 Gothenburg Protocol. In this article I show that leading international compliance theories cannot explain much of this noncompliance. While little evidence supports the management school’s explanations, Norwegian policies are also inconsistent with the enforcement school. Albeit too late to meet the deadline, Norway imposed a NO x tax in 2007. Moreover, the resulting emissions reductions were deeper than in a business-as-usual scenario, despite no international enforcement. That the NO x tax was imposed only after an environmentalist party gained considerable influence over NO x policies in 2005 supports an office-incumbent hypothesis. However, as emissions also declined significantly in many other European countries after 2005, the explanation is likely structural. One possibility is the deadline-pressure hypothesis: As the deadline approached, decision-makers across Northern and Western Europe considered emissions reductions to be more urgent than before.

Notifiable Disease Databases for Client Management and Surveillance

2019 ◽  
pp. 1522-1552
Author(s):  
Ann M. Jolly ◽  
James J. Logan
Keyword(s):  
Public Health ◽  
Infectious Diseases ◽  
Health Professionals ◽  
Detrimental Effect ◽  
Notifiable Disease ◽  
Content Structure ◽  
Public Health Professionals ◽  
Database Structure ◽  
Client Management ◽  
Health Laws

The spread of certain infectious diseases, many of which are preventable, is widely acknowledged to have a detrimental effect on society. Reporting cases of these infections has been embodied in public health laws since the 1800s. Documenting client management and monitoring numbers of cases are the primary goals in collecting these data. A sample notifiable disease database is presented, including database structure, elements and rationales for collection, sources of data, and tabulated output. This chapter is a comprehensive guide to public health professionals on the content, structure, and processing of notifiable disease data for regional, provincial, and federal use.

Dr. Mahalee Goes to London: Global Client Management

2021 ◽  
pp. 609-609
Author(s):  
Christopher H. Lovelock
Keyword(s):  
Client Management

Siemens Medical Solutions: Creating a Customer-Focused Organization for Solutions Marketing

2017 ◽  
pp. 1-26
Author(s):  
Mohanbir Sawhney ◽  
Shankar Balakrishnan ◽  
Maryam Balali ◽  
Brit Gould ◽  
Steven Stark ◽  
...  
Keyword(s):  
Medical Professionals ◽  
Ideal Structure ◽  
Organizational Models ◽  
Transient Solutions ◽  
Innovative Products ◽  
Adaptive Solutions ◽  
Client Management ◽  
The Relationship ◽  
The Ideal

Siemens Medical Solutions (SMS) offered innovative products and systems, clinical solutions, and services for medical professionals. Its latest project, transforming a hospital to digital records and processes, was experiencing serious delays that had damaged the relationship with the client. Management believed the underlying problem was that SMS was not using the correct approach to organization and processes for solutions marketing. The executives in charge of on-time completion and successful delivery of the project must now agree on a different recommendation.Students will examine the infrastructure, customer offerings, and competitive landscape for Seimens Medical Solutions, as well as evaluate three potential organizational models (transient solutions, solutions streamlined enterprise, and adaptive solutions) to determine which represents the ideal structure for SMS. They will be able to identify the role of leadership in the organization, recommend how SMS should prepare for this change, and recommend how it would measure the transformation's success.

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