scholarly journals Staff Group - Head Office - Male officers and typists - 20 February 1914

2021 ◽  
Keyword(s):  
Head Office ◽  
Staff Group

The Value of Information in the Hold-Up Problem

2004 ◽  
Vol 5 (2) ◽  
pp. 177-203 ◽  
Author(s):  
Thomas Pfeiffer
Keyword(s):  
Information System ◽  
Information Structure ◽  
Value Of Information ◽  
The Other ◽  
Information Control ◽  
Ceteris Paribus ◽  
Head Office ◽  
Specific Investments ◽  
Negative Effect ◽  
Central Management

Abstract In the literature, the information structure of the hold-up problem is typically assumed to be exogenous. In this paper, we introduce an additional stage at which the head office may grant individual divisions access to an information system before they undertake their specific investments. Although more information ceteris paribus enhances each divisions’ profits, more information can reduce divisions’ investments and destroy synergies for the other division that would have been generated by the investments. If this negative effect dominates, then information can be harmful for the entire company. Hence, information control can be a subtle force to deal with the hold-up problem to a certain extent. In this paper we analyze those conditions under which information is either harmful or beneficial for central management.

Dilip Roy at Itsun Heavy Industries India Pvt. Ltd. (IHIIPL)

2008 ◽  
Vol 12 (02) ◽  
pp. 233-248
Author(s):  
Margie Parikh
Keyword(s):  
Vice President ◽  
Construction Equipment ◽  
Cultural Management ◽  
Head Office ◽  
Talent Search ◽  
Wholly Owned Subsidiary ◽  
Local Solutions ◽  
Increasing Demand ◽  
Cross Cultural Management ◽  
Initial Perception

Dilip Roy is a country head at Itsun Heavy Industry (India) Pvt. Ltd. (IHIIPL) in Delhi, India. It is a wholly owned subsidiary of Itsun China, a leading private sector construction equipment company. Dilip graduated as a mechanical engineer with reputed National Science Talent Search Scholarship, started his career as a Graduate Trainee Engineer and became a Vice President in another company before he joined IHIIPL as a country head. Hu, the representative of Itsun China in India was exploring the Indian market and he ended up offering a job to Dilip after a series of interactions concerning the Indian Construction Equipment Industry. This was the first opportunity for Dilip to head an entire company. He knew the industry thoroughly and felt excited that finally his ambition was at the verge of fulfillment. When Dilip joined, IHIPL had yet to be incorporated though some business activities had started. Dilip's time at IHIIPL is dotted with problem after problem. The key problems encountered were confusion about reporting relationships, unresponsive head office with its unilateral decisions, and unprofessional and incompetent colleagues. Dilip had taken steps to address most of the company's problems: developing local solutions, drawing on personal resources, and hiring new staff. The business was growing fast on the back of increasing demand. Subsequently, Dilip realized that he was not considered trustworthy by the head office and was not involved in major decisions. His initial perception about his job and IHIIPL changed. Even though he was later given the certificate of honor with an invitation to attend the award ceremony in China, he left the company. This case is useful for examining the issues of cross-cultural management and leadership.

Maison Curutchet, La Plata, Argentina

2015 ◽  
pp. 32-39
Author(s):  
Jorge Néstor Bozzano ◽  
Julio Santana
Keyword(s):  
Buenos Aires ◽  
Le Corbusier ◽  
Single Family ◽  
La Plata ◽  
Head Office ◽  
Medical Office ◽  
The Impact ◽  
Research Institute

The Maison Curutchet is the only house by Le Corbusier in America. The project was developed between 1948 to 1949 and built between 1949 to 1955 as a single-family dwelling and as a professional medical office to the well-known Dr. Pedro Domingo Curutchet in La Plata, Buenos Aires. In 2013–2014, Colegio de Arquitectos de la Provincia de Buenos Aires (CAPBA) which head office is settled there, decided to carry out a full maintenance, done with the strict criteria of minimizing the impact on the house and using as reference the original documentation. The process was coordinated by CAPBA's Enhancement Research Institute, led by the architect Pablo Mastropasqua, and directed by the architect Julio Santana.

KOORDINASI PENGENDALIAN PENERBANGAN ANTARA KANTOR KEMENTERIAN PERHUBUNGAN DAN KANTOR OTORITAS BANDAR UDARA WILAYAH VI MENGENAI PENGENDALIAN KELAIKUDARAAN

2021 ◽  
Vol 3 (2) ◽  
pp. 163-172
Author(s):  
Annilka Syahrul
Keyword(s):  
Flight Control ◽  
Control Function ◽  
Air Transportation ◽  
Database System ◽  
Civil Aviation ◽  
Director General ◽  
Internal Constraints ◽  
Control Activity ◽  
Head Office ◽  
Technical Guidance

Problems faced in implementing the coordination of Airworthiness control between the Head Office of the Directorate of Airworthiness and Aircraft Operations and the Airport Authority Office. It can be seen from the Directorate of Airworthiness and Aircraft Operations that until now it is still carrying out control activity tasks such as giving directions, technical guidance, licensing extension. The authority to sign the extension of permits (permits, standard airworthiness certificates, and aircraft personnel licenses) granted by the Director General of Civil Aviation to the Head of the Airport Authority Office. The approach used in this research is a normative juridical approach. Based on the results of research and discussion, it can be concluded that: First, the coordination of flight control between the Office of the Ministry of Transportation, Directorate of Airworthiness and Aircraft Operation and the Regional VI Airport Authority Office regarding Airworthiness Control is regulated in the Regulation of the Director General of Air Transportation Number: KP. 459 of 2015 that the Head Office and the Airport Authority Office are carried out harmoniously and tiered according to their respective authorities through the national aviation safety and security database system. However, the implementation of the division of authority for airworthiness control has not been carried out in accordance with the provisions, because the database system referred to in Article 6 of the Regulation of the Director General of Civil Aviation Number: KP. 459 of 2015, not yet available. Second. 2. Constraints found in the flight control coordination arrangements between the Office of the Ministry of Transportation and the Regional VI Airport Authority Office regarding Airworthiness Control are external obstacles and internal constraints. External constraints, namely: 1) the implementation of the control function in the Airworthiness sector in the form of an extension of the aircraft personnel license and the extension of the Advanced Airworthiness certificate (Certificate of Continous Airworthines) in its working area is still being carried out by the Airworthiness Inspector Office of the Ministry of Transportation, Directorate of Airworthiness and Aircraft Operations. Air; 2) the exercise of controlling authority in the signing of an extension of the Aircraft Airworthiness Certificate has not been implemented properly; 3) the authority to carry out functions has not been able to be carried out properly; 4) the arrangement for the placement of Airworthiness inspectors at the Regional VI - Padang Airport Authority Office is not in accordance with the number and qualifications.

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