scholarly journals Pishkar in the administrative structure of Qajar Azerbaijan

2021 ◽  
Vol 14 (1) ◽  
pp. 125-142
Author(s):  
Abbas Ghadimi Gheidari ◽  
Mohaddeseh Hashemilar
Keyword(s):  
Administrative Structure

Administrative Structure and Therapeutic Climate

2013 ◽  
Author(s):  
Harold M. Boslow ◽  
Arthur Kandel
Keyword(s):  
Administrative Structure

The Administrative Structure

1971 ◽  
Author(s):  
W.G. Fleming
Keyword(s):  
Administrative Structure

GENESIS OF DIVISIONAL MANAGEMENT AND ACCOUNTING SYSTEMS IN THE HOUSE OF MITSUI, 1710–1730

1984 ◽  
Vol 11 (1) ◽  
pp. 141-149 ◽  
Author(s):  
Sadao Taketera ◽  
Noboru Nishikawa
Keyword(s):  
18Th Century ◽  
Administrative Structure ◽  
Accounting Systems

Early in the 18th century the House of Mitsui created a divisionalized administrative structure with a general office known as Omotokata in order to control many operating shops. This paper examines the divisional administrative structure and accounting systems that the House of Mitsui developed between 1710 and 1730.

Rehabilitation of the Blind Diabetic: The Blind Diabetic in the Rehabilitation Center: Administrative Framework

1978 ◽  
Vol 72 (9) ◽  
pp. 364-365
Author(s):  
L. Leon Reid
Keyword(s):  
Professional Staff ◽  
Team Approach ◽  
Rehabilitation Center ◽  
Administrative Structure ◽  
Maximum Benefit ◽  
Administrative Framework

With the philosophy that blind diabetics deserve all the training they can benefit from, the author contends that the administrative framework for working with the blind diabetic in the rehabilitation center is not very different from that required for other client populations, advocating a flexible administrative structure and a team approach toward services. The administrator's function is seen to be that of deriving maximum benefit from the talents of his professional staff.

Bringing SMEs to the University

1999 ◽  
Vol 13 (4) ◽  
pp. 239-242 ◽  
Author(s):  
Lisbeth Tved Linde
Keyword(s):  
Its Region ◽  
Administrative Structure ◽  
Research Areas ◽  
Practical Experiences ◽  
Key Aspects ◽  
The University ◽  
University Industry

This paper addresses the difficulties that a university has to overcome if it is to interact successfully with firms and other organizations in its region. Various means of overcoming these difficulties are described. Involving small and medium-sized enterprises (SMEs) in university–industry cooperative activities is, however, especially problematic. The author argues that this can be achieved in a relatively simple way by the construction of networks organized around a university's core research areas. She describes and assesses the practical experiences arising from Aalborg University's implementation of a number of such networks, highlighting the benefits to SMEs and key aspects of the administrative structure that have ensured its success.

Perquenco's Travelling Guitarists and the Administrative Inconsistencies of the Pinochet Dictatorship's Indigenous Policies

2017 ◽  
Vol 50 (1) ◽  
pp. 59-86
Author(s):  
SCOTT D. CRAGO
Keyword(s):  
Cultural Politics ◽  
Pilot Project ◽  
Unintended Consequences ◽  
Administrative Structure ◽  
Youth Group ◽  
Augusto Pinochet

AbstractThis article analyses the administrative structure and development of Chile's indigenous policies under the dictatorship of Augusto Pinochet (1973–90), taking as its focus a pilot project for indigenous Mapuche integration known as Plan Perquenco. Officials formulated Plan Perquenco in accordance with the Chilean state's new administrative structure known as regionalisation. I focus on the unintended consequences of regionalisation that permitted the Mapuche youth group, Los Guitarreros Caminantes, to work through Plan Perquenco's music programmes to challenge the cultural politics of and justification for the pilot project.

scholarly journals GESTAO MUNICIPAL DA SEGURANÇA PÚBLICA: responsabilidade dos municípios brasileiros no combate à violência

2015 ◽  
Vol 18 (2) ◽  
pp. 399 ◽  
Author(s):  
Patrícia Verônica Pinheiro Sales Lima ◽  
Janaildo Soares de Sousa ◽  
Adauto Morais de Araújo Sobrinho ◽  
Jennifer Cícera dos Santos Faustino ◽  
Francisco Casimiro Filho
Keyword(s):  
Public Safety ◽  
Safety Management ◽  
Municipal Government ◽  
Public Policies ◽  
Security Management ◽  
Public Security ◽  
Present Level ◽  
Administrative Structure ◽  
The Public ◽  
Violence Index

Os mecanismos de gestão da segurança pública são instrumentos administrativos que potencializam os resultados de políticas nessa área. É o caso dos Conselhos, Planos, Fundos e Secretarias Municipais de Segurança Pública, além das Guardas Municipais. O artigo tem como objetivo verificar se a adoção de tais mecanismos produz impacto nos indicadores de violência. Paratanto, foram construídos o Índice de Gestão Municipal da Segurança Pública e o Índice de Violência. A partir de análise de correlaçãoentre tais variáveis, aponta que o nível atual de adoção dos mecanismos de gestão avaliados é muito baixo em todas as unidades federativas do Brasil, e não consegue influenciar os níveis de violência. Conclui que, ao omitir-se de implementar mecanismos degestão da segurança pública, o poder municipal, como ente mais próximo da população, enfraquece uma estrutura administrativa quedeveria servir de base para as políticas públicas voltadas para a redução da violência no âmbito local.Palavras-chave: Poder municipal, gestão, políticas públicas, violência.MUNICIPAL MANAGEMENT OF THE PUBLIC SAFETY: responsibility of the Brazilian municipalities for combating violenceAbstract: Mechanisms of the public security management are administrative tools that have improved the policies results in this area. This is the case of the Councils, Plans, Funds and Public Safety Secretariats, besides Municipal Guards. The paper aims to verify whether the adoption of such mechanisms has impacts on the violence indicators. Therefore, were built the Municipal Public Security Management Index and Violence Index. From the analysis of correlation between these variables was observed that the present level of adoption of management mechanisms is very low in all federative units of Brazil, and does not influence the levels of violence. Concludes that to omit to implement mechanisms of public safety management, the municipal power, as nearest entity of the population, weakens the administrative structure which should be the basis of all local public security policies.Key words: Municipal government, management, public policies, violence.

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