Providing Total Quality Fundamentals: 1995 Workshops for the NASA Lewis Research Center's Technical Services Directorate

Science.gov (United States)

Antczak, Paul; Jacinto,Gilda; Simek, Jimmy

1997-01-01

The National Aeronautics and Space Administration's (NASA) agency-wide movement to cultivate a quality workplace is the basis for Lewis Research Center to implement Total Quality Fundamentals (TQF) initiatives. The Lewis Technical Services Directorate (TSD) introduced the Total Quality Fundamentals (TQF) workshops to its work force as an opportunity to introduce the concepts and principles of TQF. These workshops also provided the participants with the opportunity to dialogue with fellow TSD employees and managers. This report describes, through the perspective of the Lewis TSD TQF Coaches, how the TQF work- shop process was accomplished in TSD. It describes the structure for addressing the need, implementation process, input the TSD Coaches provided, common themes and concerns raised, conclusions, and recommendations. The Coaches concluded that these types of workshops could be the key to open the communication channels that are necessary to help everyone at Lewis understand where they fit in the organization. TQF workshops can strengthen the participant's connection with the Mission, Vision of the Center, and Vision of the Agency. Reconunendations are given based on these conclusions that can help the TSD Quality Board develop attainable measures towards a quality workplace.

Technical co-operation report for 2000. Report by the Director General

International Nuclear Information System (INIS)

2001-01-01

This report covers three separate topics. Part one fulfills the Agency's obligation under the General Conference resolution GC(44)/RES/18 to report on the Strengthening of Technical Co-operation. It covers the period from 1 April 2000 to 31 March 2001. The report examines the finalization of the 2001-2002 technical co-operation programme and several key concepts of the Technical Co-operation Strategy such as Partners in Development, Technical Co-operation among Developing Countries, and the continuing evolution of Regional Resource Centres. Reflecting an important trend in the technical co-operation programme, which was mandated by the General Conference, the report describes the results achieved in several programmes in least developed countries. Part two reports on the major achievements of the technical co-operation programme in 2000 in the different regions of the world. Part three presents a summary of the financial and non-financial parameters of the technical co-operation programme. The supplement to the report provides a more detailed review of resources and contributions, disbursements and non-financial indicators

Technical co-operation report for 2000. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2001-07-01

This report covers three separate topics. Part one fulfills the Agency's obligation under the General Conference resolution GC(44)/RES/18 to report on the Strengthening of Technical Co-operation. It covers the period from 1 April 2000 to 31 March 2001. The report examines the finalization of the 2001-2002 technical co-operation programme and several key concepts of the Technical Co-operation Strategy such as Partners in Development, Technical Co-operation among Developing Countries, and the continuing evolution of Regional Resource Centres. Reflecting an important trend in the technical co-operation programme, which was mandated by the General Conference, the report describes the results achieved in several programmes in least developed countries. Part two reports on the major achievements of the technical co-operation programme in 2000 in the different regions of the world. Part three presents a summary of the financial and non-financial parameters of the technical co-operation programme. The supplement to the report provides a more detailed review of resources and contributions, disbursements and non-financial indicators.

Technical cooperation report for 2003. Report by the Director General

International Nuclear Information System (INIS)

2004-08-01

The Technical Cooperation Report for 2003 highlights activities, achievements, and challenges of the technical cooperation programme for the past year. In addition to implementing the technical cooperation programme for 2003-2004, the Secretariat devoted much effort and time to many initiatives to improve the programme, including evaluations, audits, and process reviews. These initiatives aimed at increasing both the efficiency and the effectiveness of the programme, not only for field implementation, but also for internal implementation issues, such as electronic workflow solutions and mapping out internal processes to identify human resource needs. Work to improve communication with Member States brought a greater level of detail to project information available on TC-PRIDE, the website that provides information on technical cooperation projects. More extensive upstream work with Member States by the regional Sections aimed at achieving better project proposals for the 2005-2006 technical cooperation programme. The project appraisal process was also reviewed and a new process has been put in place to formulate the proposed 2005-2006 technical cooperation programme. The Agency's continued efforts to increase the impact of the technical cooperation programme through the experience and financial support of other UN and non-governmental organizations garnered new partners such as the Joint United Nations Programme on HIV/AIDS (UNAIDS) and the African AIDS Vaccine Programme. The commitment and support from Member States was clearly marked by the dramatic increase in extrabudgetary resources for the programme. The all-time high of $11.8 million in extrabudgetary resources reflects the commitment of the Member States to effect change for the improvement of socio-economic conditions through the use of nuclear technology for peaceful purposes. Achievements were made through technical cooperation covering several thematic areas, involving the use of human resources from

Technical cooperation report for 2003. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2004-08-01

The Technical Cooperation Report for 2003 highlights activities, achievements, and challenges of the technical cooperation programme for the past year. In addition to implementing the technical cooperation programme for 2003-2004, the Secretariat devoted much effort and time to many initiatives to improve the programme, including evaluations, audits, and process reviews. These initiatives aimed at increasing both the efficiency and the effectiveness of the programme, not only for field implementation, but also for internal implementation issues, such as electronic workflow solutions and mapping out internal processes to identify human resource needs. Work to improve communication with Member States brought a greater level of detail to project information available on TC-PRIDE, the website that provides information on technical cooperation projects. More extensive upstream work with Member States by the regional Sections aimed at achieving better project proposals for the 2005-2006 technical cooperation programme. The project appraisal process was also reviewed and a new process has been put in place to formulate the proposed 2005-2006 technical cooperation programme. The Agency's continued efforts to increase the impact of the technical cooperation programme through the experience and financial support of other UN and non-governmental organizations garnered new partners such as the Joint United Nations Programme on HIV/AIDS (UNAIDS) and the African AIDS Vaccine Programme. The commitment and support from Member States was clearly marked by the dramatic increase in extrabudgetary resources for the programme. The all-time high of $11.8 million in extrabudgetary resources reflects the commitment of the Member States to effect change for the improvement of socio-economic conditions through the use of nuclear technology for peaceful purposes. Achievements were made through technical cooperation covering several thematic areas, involving the use of human resources from

28 August 2013 - Director of Technical Quality Management Head of ESTEC Establishment European Space Agency F. Ongaro visiting the LHC tunnel at Point 1 with Technology Department Head F. Bordry and Technology Department J.-P. Tock; visiting the ATLAS experimental area with ATLAS Deputy Spokesperson T. Wengler and signing the guest book with CERN Director-General R. Heuer. Accompanied throughout by F. Bordry and V. Parma.

CERN Multimedia

Jean-Claude Gadmer

2013-01-01

28 August 2013 - Director of Technical Quality Management Head of ESTEC Establishment European Space Agency F. Ongaro visiting the LHC tunnel at Point 1 with Technology Department Head F. Bordry and Technology Department J.-P. Tock; visiting the ATLAS experimental area with ATLAS Deputy Spokesperson T. Wengler and signing the guest book with CERN Director-General R. Heuer. Accompanied throughout by F. Bordry and V. Parma.

Essential hand surgery procedures for mastery by graduating plastic surgery residents: a survey of program directors.

Science.gov (United States)

Noland, Shelley S; Fischer, Lauren H; Lee, Gordon K; Friedrich, Jeffrey B; Hentz, Vincent R

2013-12-01

This study was designed to establish the essential hand surgery procedures that should be mastered by graduating plastic surgery residents. This framework can then be used as a guideline for developing Objective Structured Assessment of Technical Skill to teach technical skills in hand surgery. Ten expert hand surgeons were surveyed regarding the essential hand surgery procedures that should be mastered by graduating plastic surgery residents. The top 10 procedures from this survey were then used to survey all 89 Accreditation Council for Graduate Medical Education-approved plastic surgery program directors. There was a 69 percent response rate to the program director survey (n = 61). The top nine hand surgery procedures included open carpal tunnel release, open A1 pulley release, digital nerve repair with microscope, closed reduction and percutaneous pinning of metacarpal fracture, excision of dorsal or volar ganglion, zone II flexor tendon repair with multistrand technique, incision and drainage of the flexor tendon sheath for flexor tenosynovitis, flexor tendon sheath steroid injection, and open cubital tunnel release. Surgical educators need to develop objective methods to teach and document technical skill. The Objective Structured Assessment of Technical Skill is a valid method for accomplishing this task. There has been no consensus regarding which hand surgery procedures should be mastered by graduating plastic surgery residents. The authors have identified nine procedures that are overwhelmingly supported by plastic surgery program directors. These nine procedures can be used as a guideline for developing Objective Structured Assessment of Technical Skill to teach and document technical skills in hand surgery.

The Fukushima Daiichi Accident. Technical Volume 4/5. Radiological Consequences. Annexes

International Nuclear Information System (INIS)

2015-08-01

The Fukushima Daiichi Accident consists of a Report by the IAEA Director General and five technical volumes. It is the result of an extensive international collaborative effort involving five working groups with about 180 experts from 42 Member States with and without nuclear power programmes and several international bodies. It provides a description of the accident and its causes, evolution and consequences, based on the evaluation of data and information from a large number of sources available at the time of writing. The Fukushima Daiichi Accident will be of use to national authorities, international organizations, nuclear regulatory bodies, nuclear power plant operating organizations, designers of nuclear facilities and other experts in matters relating to nuclear power, as well as the wider public. The set contains six printed parts and five supplementary CD-ROMs. Contents: Report by the Director General; Technical Volume 1/5, Description and Context of the Accident; Technical Volume 2/5, Safety Assessment; Technical Volume 3/5, Emergency Preparedness and Response; Technical Volume 4/5, Radiological Consequences; Technical Volume 5/5, Post-accident Recovery; Annexes. The Report by the Director General is available separately in Arabic, Chinese, English, French, Russian, Spanish and Japanese

1980 Annual status report: provision of scientific and technical services

International Nuclear Information System (INIS)

1981-01-01

Two kinds of objectives are pursued at the JRC in direct support of the various General Directorates of the Commission: Technical Evaluations where system analysis techniques are mainly employed and Technical Assistance where laboratory measurement, technical expertises and management of projects are provided

The Fukushima Daiichi Accident. Technical Volume 3/5. Emergency Preparedness and Response. Annexes

International Nuclear Information System (INIS)

2015-08-01

The Fukushima Daiichi Accident consists of a Report by the IAEA Director General and five technical volumes. It is the result of an extensive international collaborative effort involving five working groups with about 180 experts from 42 Member States with and without nuclear power programmes and several international bodies. It provides a description of the accident and its causes, evolution and consequences, based on the evaluation of data and information from a large number of sources available at the time of writing. The Fukushima Daiichi Accident will be of use to national authorities, international organizations, nuclear regulatory bodies, nuclear power plant operating organizations, designers of nuclear facilities and other experts in matters relating to nuclear power, as well as the wider public. The set contains six printed parts and five supplementary CD-ROMs. Contents: Report by the Director General; Technical Volume 1/5, Description and Context of the Accident; Technical Volume 2/5, Safety Assessment; Technical Volume 3/5, Emergency Preparedness and Response; Technical Volume 4/5, Radiological Consequences; Technical Volume 5/5, Post-accident Recovery; Annexes. The Report by the Director General is available separately in Arabic, Chinese, English, French, Russian, Spanish and Japanese

Technical Co-operation Report for 1996. Report by the Director General

International Nuclear Information System (INIS)

1997-01-01

The Agency's Technical Cooperation (TC) Programme made further progress during 1996 in implementing recent initiatives to strengthen efficiency and effectiveness. These initiatives seek to maximize the developmental contribution of counterpart institutions by emphasizing the management of technology to solve social and economic problems. The new direction has been embodied in the term ''Partners in Development''. The Partners in Development approach is reflected in last year's Report to the Board of Governors and the General Conference on Strengthening of the Agency's Technical Co-operation Activities, which provided an update on ongoing activities and elaborated new initiatives. The 1995 Technical Cooperation Report focused on the progress in implementing these initiatives. Next year, the Secretariat plans to combine the TC Report with the Report on Strengthening of the Agency's Technical Co-operation Activities in order to improve the clarity, consistency and economy of these presentations. Establishing a development partnership with Member States is the central goal of a new Strategy for TC. The refinement of this strategy required considerable effort during 1996, when the process first began to define objectives, targets and the means of accomplishing them. Alongside internal consultations, the role of SAGTAC became instrumental in reaching consensus on the main elements of the strategy. Future efforts include the formulation of implementation plans for the strategy. Once completed, the strategy will be presented to the TACC and Board in 1997. Reflecting these developments, section A of this Report presents the basic features of the TC Strategy, and the approach to be taken to achieve its objectives. The Strategy addresses among others the recommendations contained in resolution GC(40)/RES/13 on the Strengthening of Technical Co-operation: activities to improve the scientific and technological capabilities of developing countries; to achieve sustainable

Director ownership, outside directors and commitment to corporate social responsibility

Directory of Open Access Journals (Sweden)

Chen Ying

2011-01-01

Full Text Available This paper examines the effects of director ownership and the proportion of outside directors on firms’ commitment to corporate social responsibility (CSR. Using a sample of 453 Hong Kong listed companies for 2005, we find that there is a non-linear relationship between the level of director ownership and firms’ engagement in CSR behavior. Commitment to CSR first increases as the proportion of director ownership increases up to 50% and then decreases as that proportion of ownership grows higher. Further, the proportion of outside directors on the board exhibits a positive relationship with the level of CSR commitment. These results provide explanations for firms’ commitment to CSR from the corporate governance perspective.

ITER technical advisory committee meeting

International Nuclear Information System (INIS)

Fujiwara, M.

1999-01-01

The ITER Technical Advisory Committee (TAC) meeting took place on December 20-22, 1999 at the Naka Joint Work Site. The objective of this meeting was to review the document 'Technical Basis for ITER-FEAT Outline Design (ODR)' issued by the Director on December 10. It was also aimed at providing the ITER Meeting scheduled for January 19-20, 2000 in Tokyo with a technical assessment of ODR and recommendations for the optimization of the anticipated plasma performance and engineering design, based on the guidelines approved by the Council in June 1998 and recommendations of the last TAC meeting

Characteristics of the organizational and managerial activity of the fitness club director

Directory of Open Access Journals (Sweden)

Svitlana Stadnyk

2017-12-01

Full Text Available Purpose: describe the organizational and managerial activities of the fitness club director. Material & Methods: analysis of literary sources; analysis of documents; system analysis; survey (questionnaire methods of mathematical statistics. The study was conducted on the basis of 12 fitness clubs in Kharkiv. Respondents were 12 directors, managers of fitness clubs. Results: the obtained results of the study made it possible to reveal the levels of management of the fitness club activities, structural divisions and links, their functions, management ties. From the perspective of an integrated approach, the activity of the director of the fitness club on the complexity of the tasks to be solved. Conclusion: optimal organizational structure of management of fitness clubs is defined, includes the following functional blocks: fitness staff service personnel technical staff and administration. It is determined that the financial and economic activities of the fitness club and the continuous improvement of their professional activities are the most difficult tasks in the activity of the director and manager of the fitness club.

Ian Taylor MBE MP Chairman Parliamentary and Scientific Committee, United Kingdom (second from left) with (from left to right) CMS Technical Coordinator A. Ball, CMS Spokesperson Tejinder (Jim) Virdee and Adviser to the Director-General J. Ellis on 2 November 2009.

CERN Multimedia

Maximilien Brice; CMS

2009-01-01

Ian Taylor MBE MP Chairman Parliamentary and Scientific Committee, United Kingdom (second from left) with (from left to right) CMS Technical Coordinator A. Ball, CMS Spokesperson Tejinder (Jim) Virdee and Adviser to the Director-General J. Ellis on 2 November 2009.

Technical Cooperation Report for 2014. Report by the Director General

International Nuclear Information System (INIS)

2015-06-01

The Technical Cooperation Report for 2014 is set out in three parts: A — Strengthening the Agency’s Technical Cooperation Activities; B — TC Programme Resources and Delivery; and C — Programme Activities and Achievements in 2014: Regional Overview. Annex 1 describes examples of project activities and achievements in specific thematic areas, and Annex 2 describes the activities of the Programme of Action for Cancer Therapy. Annex 3 presents the TC programme Fields of Activity, grouped for reporting purposes. Part A is composed of two sections. Part A.1 provides an overview of the Agency’s technical cooperation (TC) activities in 2014. The first section is devoted to the global development context, and highlights the importance of the post-2015 development agenda, and the value of the Sustainable Development Goals’ programmatic framework for the Agency’s technical cooperation activities. The section then describes how the programme is tailored to respond to the specific needs and priorities of each region, focusing on efforts to develop human resources and build capacities in the peaceful application of nuclear science and technology, including through postgraduate training courses, assistance in drafting legislation, distance learning initiatives and technical cooperation among developing countries. The section also presents a snapshot of TC projects that address radioactive waste management, reflecting the topic of the 2014 Scientific Forum. Part A.2 focuses on efforts to build a more efficient and effective TC programme, in particular on efforts to strengthen the Country Programme Framework template. The section reviews progress made in 2014 in establishing and operationalizing partnerships with the United Nations and other relevant international and regional organizations. This section closes with an overview of actions undertaken in 2014 to continually improve the TC programme, notably through training in the Logical Framework Approach, and

The Fukushima Daiichi Accident. Technical Volume 1/5. Description and Context of the Accident. Annexes

International Nuclear Information System (INIS)

2015-08-01

The Fukushima Daiichi Accident consists of a Report by the IAEA Director General and five technical volumes. It is the result of an extensive international collaborative effort involving five working groups with about 180 experts from 42 Member States with and without nuclear power programmes and several international bodies. It provides a description of the accident and its causes, evolution and consequences, based on the evaluation of data and information from a large number of sources available at the time of writing. The Fukushima Daiichi Accident will be of use to national authorities, international organizations, nuclear regulatory bodies, nuclear power plant operating organizations, designers of nuclear facilities and other experts in matters relating to nuclear power, as well as the wider public. The set contains six printed parts and five supplementary CD-ROMs. Contents: Report by the Director General; Technical Volume 1/5, Description and Context of the Accident; Technical Volume 2/5, Safety Assessment; Technical Volume 3/5, Emergency Preparedness and Response; Technical Volume 4/5, Radiological Consequences; Technical Volume 5/5, Post-accident Recovery; Annexes. The Report by the Director General is available separately in Arabic, Chinese, English, French, Russian, Spanish and Japanese

Leveraging Independent Management and Chief Engineer Hierarchy: Vertically and Horizontally-Derived Technical Authority Value

Science.gov (United States)

Barley, Bryan; Newhouse, Marilyn

2012-01-01

In the development of complex spacecraft missions, project management authority is usually extended hierarchically from NASA's highest agency levels down to the implementing institution's project team level, through both the center and the program. In parallel with management authority, NASA utilizes a complementary, but independent, hierarchy of technical authority (TA) that extends from the agency level to the project, again, through both the center and the program. The chief engineers (CEs) who serve in this technical authority capacity oversee and report on the technical status and ensure sound engineering practices, controls, and management of the projects and programs. At the lowest level, implementing institutions assign project CEs to technically engage projects, lead development teams, and ensure sound technical principles, processes, and issue resolution. At the middle level, programs and centers independently use CEs to ensure the technical success of their projects and programs. At the agency level, NASA's mission directorate CEs maintain technical cognizance over every program and project in their directorate and advise directorate management on the technical, cost, schedule, and programmatic health of each. As part of this vertically-extended CE team, a program level CE manages a continually varying balance between penetration depth and breadth across his or her assigned missions. Teamwork issues and information integration become critical for management at all levels to ensure value-added use of both the synergy available between CEs at the various agency levels, and the independence of the technical authority at each organization.

Director`s series on proliferation

Energy Technology Data Exchange (ETDEWEB)

Bailey, K.C.; Price, M.E. [eds.

1994-12-27

The Director`s Series on Proliferation is an occasional publication of essays on the topics of nuclear, chemical, biological, and missile proliferation. The seven papers presented in this issue cover the following topics: Should the Treaty on the Nonproliferation of Nuclear Weapons (NPT) be amended?; NPT extension - Legal and procedural issues; An Indonesian view of NPT review conference issues; The treaty of Tlatelolco and the NPT - Tools for peace and development; Perspectives on cut-off, weapons dismantlement, and security assurances; Belarus and NPT challenges; A perspective on the chemical weapons convention - Lessons learned from the preparatory commission.

Director's Discretionary Research and Development Program: Annual Report, Fiscal Year 2005

Energy Technology Data Exchange (ETDEWEB)

2005-12-01

The Director's Discretionary Research and Development (DDRD) program is designed to encourage technical innovation and build new research and development capabilities at the National Renewable Energy Laboratory (NREL). Technical innovation is critical to the long-term viability of NREL (also referred to as the Laboratory) and to the success of the U.S. Department of Energy (DOE). The strategic value of DDRD is being continuously enhanced by expanding the opportunities to propose and pursue innovative ideas for building new and enhanced capabilities.

Director's Discretionary Research and Development Program: Annual Report, Fiscal Year 2006

Energy Technology Data Exchange (ETDEWEB)

2007-03-01

The Director's Discretionary Research and Development Program, Annual Report Fiscal Year 2006 is an annual management report that summarizes research projects funded by the DDRD program. The NREL DDRD program comprises projects that strengthen NREL's four technical competencies: Integrated Systems, Renewable Electricity, Renewable Fuels, and Strategic Analysis.

Technical co-operation report for 1998. Report by the Director General

International Nuclear Information System (INIS)

1999-01-01

This report presents the IAEA Technical Co-operation (TC) activities during 1998 and highlights most significant accomplishments. Part I of this report reviews the strengthening of TC, both in financial aspects and through implementation of the TC strategy. Part II reviews extensively the actual output of the TC programme; it looks at each geographic region, and reports on the results of national, regional and, where applicable, interregional activities in those regions. Part III presents a technical discussion of the financial parameters of the TC programme and ends with financial implementation summaries

Technical co-operation report for 1998. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

1999-07-01

This report presents the IAEA Technical Co-operation (TC) activities during 1998 and highlights most significant accomplishments. Part I of this report reviews the strengthening of TC, both in financial aspects and through implementation of the TC strategy. Part II reviews extensively the actual output of the TC programme; it looks at each geographic region, and reports on the results of national, regional and, where applicable, interregional activities in those regions. Part III presents a technical discussion of the financial parameters of the TC programme and ends with financial implementation summaries.

Director of IMCS - National Prize Laureate of Moldova

Directory of Open Access Journals (Sweden)

Editorial board of the "Computer Science Journal of Moldova"

2012-02-01

Full Text Available Director of the Institute of Mathematics and Computer Science, Vice Editor-in-Chief of CSJM, and our colleague, D.Hab. Svetlana Cojocaru, in 2011 became the National Prize Laureate of Moldova. In accordance with Government decision, this distinction is given for ``outstanding achievements whose results have substantially enriched science, culture and art, had a considerable contribution to promoting a positive image of the country in the international arena, a significant impact on the development of socio-economic, scientific and technical progress, national and world culture.''

TECHNICAL RISK RATING OF DOE ENVIRONMENTAL PROJECTS - 9153

International Nuclear Information System (INIS)

Cercy, M.; Fayfich, Ronald; Schneider, Steven P.

2008-01-01

The U.S. Department of Energy's Office of Environmental Management (DOE-EM) was established to achieve the safe and compliant disposition of legacy wastes and facilities from defense nuclear applications. The scope of work is diverse, with projects ranging from single acquisitions to collections of projects and operations that span several decades and costs from hundreds of millions to billions US$. The need to be able to manage and understand the technical risks from the project to senior management level has been recognized as an enabler to successfully completing the mission. In 2008, DOE-EM developed the Technical Risk Rating as a new method to assist in managing technical risk based on specific criteria. The Technical Risk Rating, and the criteria used to determine the rating, provides a mechanism to foster open, meaningful communication between the Federal Project Directors and DOE-EM management concerning project technical risks. Four indicators (technical maturity, risk urgency, handling difficulty and resolution path) are used to focus attention on the issues and key aspects related to the risks. Pressing risk issues are brought to the forefront, keeping DOE-EM management informed and engaged such that they fully understand risk impact. Use of the Technical Risk Rating and criteria during reviews provides the Federal Project Directors the opportunity to openly discuss the most significant risks and assists in the management of technical risks across the portfolio of DOE-EM projects. Technical Risk Ratings can be applied to all projects in government and private industry. This paper will present the methodology and criteria for Technical Risk Ratings, and provide specific examples from DOE-EM projects

Case Management Directors

Science.gov (United States)

Bankston White, Cheri; Birmingham, Jackie

2015-01-01

Purpose and Objectives: Case management directors are in a dynamic position to affect the transition of care of patients across the continuum, work with all levels of providers, and support the financial well-being of a hospital. Most importantly, they can drive good patient outcomes. Although the position is critical on many different levels, there is little to help guide a new director in attending to all the “moving parts” of such a complex role. This is Part 2 of a two-part article written for case management directors, particularly new ones. Part 1 covered the first 4 of 7 tracks: (1) Staffing and Human Resources, (2) Compliance and Accreditation, (3) Discharge Planning and (4) Utilization Review and Revenue Cycle. Part 2 addresses (5) Internal Departmental Relationships (Organizational), (6) External Relationships (Community Agency), and (7) Quality and Program Outcomes. This article attempts to answer the following questions: Are case management directors prepared for an expanded role that affects departments and organizations outside of their own?How does a case management director manage the transition of care of patients while managing required relationships outside the department?How does the director manage program outcomes in such a complex department? Primary Practice Setting: The information is most meaningful to those case management directors who work in either stand-alone hospitals or integrated health systems and have frontline case managers (CMs) reporting to them. Findings/Conclusions: Part 1 found that case management directors would benefit from further research and documentation of “best practices” related to their role, particularly in the areas of leadership and management. The same conclusion applies to Part 2, which addresses the director's responsibilities outside her immediate department. Leadership and management skills apply as well to building strong, productive relationships across a broad spectrum of external organizations

22 CFR 124.3 - Exports of technical data in furtherance of an agreement.

Science.gov (United States)

2010-04-01

... approved in writing by the Directorate of Defense Trade Controls (DDTC) and the technical data does not... 22 Foreign Relations 1 2010-04-01 2010-04-01 false Exports of technical data in furtherance of an... REGULATIONS AGREEMENTS, OFF-SHORE PROCUREMENT AND OTHER DEFENSE SERVICES § 124.3 Exports of technical data in...

24 CFR 902.68 - Technical review of results of PHAS Indicators #1 or #4.

Science.gov (United States)

2010-04-01

... both reviews, a request for technical review must be submitted in writing to the Director of the Real... 24 Housing and Urban Development 4 2010-04-01 2010-04-01 false Technical review of results of PHAS... HOUSING AND URBAN DEVELOPMENT PUBLIC HOUSING ASSESSMENT SYSTEM PHAS Scoring § 902.68 Technical review of...

Technical Cooperation Report for 2014. Report by the Director General. Suppl

International Nuclear Information System (INIS)

2015-06-01

This document contains financial and statistical data that supplement the Technical Cooperation (TC) Report for 2014. The information is grouped under three headings, Resources and Contributions, Actuals and Implementation Summaries, and Non-financial Indicators

Magnetic heat pump flow director

Science.gov (United States)

Howard, Frank S. (Inventor)

1995-01-01

A fluid flow director is disclosed. The director comprises a handle body and combed-teeth extending from one side of the body. The body can be formed of a clear plastic such as acrylic. The director can be used with heat exchangers such as a magnetic heat pump and can minimize the undesired mixing of fluid flows. The types of heat exchangers can encompass both heat pumps and refrigerators. The director can adjust the fluid flow of liquid or gas along desired flow directions. A method of applying the flow director within a magnetic heat pump application is also disclosed where the comb-teeth portions of the director are inserted into the fluid flow paths of the heat pump.

77 FR 75894 - Telecommunications Relay Services and Speech-to-Speech Services for Individuals With Hearing and...

Science.gov (United States)

2012-12-26

...In this document, the Federal Communications Commission (Commission) reconsiders and clarifies certain aspects of the iTRS Toll Free Order in response to a petition for reconsideration and clarification filed by Sorenson Communications, Inc. (Sorenson). The Commission grants Sorenson's Petition and clarifies certain aspects of the user notification requirements and denies the remainder of the Petition relating to the database mapping requirements and establishing a one-year end date for the customer notification requirements.

The Agency's Technical Co-operation activities in 1987. Report by the Director General

International Nuclear Information System (INIS)

1988-08-01

This report is part of a wide range of documentation which the Agency provides to Member States on its technical co-operation activities at various times during the year. It is, in particular, complemented by the achievement reporting submitted to the Technical Assistance and Co-operation Committee of the Board in the annual implementation reports that give the status of the technical co-operation programmes as at 30 September in each year. Following the 1986 Technical Co-operation Seminar and based on continuing consultations with Member States various steps to improve the quality of the programme were taken in 1987: for example, new project request forms and management plans were introduced and preparatory assistance was expanded. Office automation was intensified and the computerized data base covering technical co-operation was enhanced further. Work continues on the adaptation of data provided by the new Financial Information and Control System (FIGS) to the needs of the technical co-operation programmes and vice-versa. While several problems have still to be overcome, it has on the whole, been possible in this report to re-establish data comparability with previous years. Evaluation has become an integral part of the Agency's technical cooperation activities. In addition to on-going mid-project and end-of-project evaluations, expert services and fellowships were evaluated in 1987 and the first country programme evaluation was also undertaken. During 1987, a total of 962 projects were operational and 64 training courses were held. These activities involved 1808 expert assignments while 1975 persons received training abroad. Of the provisions in the 1987 total adjusted programme, one half was earmarked for equipment, while the other half was equally divided between ear markings for experts and for training. Of the Agency's technical co-operation resources in 1987, 72.5% came from the Technical Assistance and Co-operation Fund, 13.7% from extra budgetary

Technical co-operation report for 1999. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2000-08-01

This report presents the IAEA Technical Co-operation (TC) activities in 1999 and covers three separate topics. Part I reports on the Strengthening of TC and looks at the elements of the TC Strategy and how they contributed to the TC Programme. Part II reports on the major achievements of the TC Programme in 1999 in different regions of the world. In addition to reviewing some of the results of national and regional activities in each region - including activities under Regional Co-operation Agreements - this section looks at three interregional projects, and provides highlights of selected projects that were closed in 1999. Part III presents a technical discussion of the financial parameters of the TC Programme. A more detailed review of resources and contributions, disbursements, and non-financial indicators is provided in a Supplement to this report.

Technical co-operation report for 1999. Report by the Director General

International Nuclear Information System (INIS)

2000-08-01

This report presents the IAEA Technical Co-operation (TC) activities in 1999 and covers three separate topics. Part I reports on the Strengthening of TC and looks at the elements of the TC Strategy and how they contributed to the TC Programme. Part II reports on the major achievements of the TC Programme in 1999 in different regions of the world. In addition to reviewing some of the results of national and regional activities in each region - including activities under Regional Co-operation Agreements - this section looks at three interregional projects, and provides highlights of selected projects that were closed in 1999. Part III presents a technical discussion of the financial parameters of the TC Programme. A more detailed review of resources and contributions, disbursements, and non-financial indicators is provided in a Supplement to this report

Technical Cooperation Report for 2004. Report by the Director General

International Nuclear Information System (INIS)

2005-08-01

The Technical Cooperation Report for 2004 highlights activities and achievements of the technical cooperation programme for the past year. During 2004, the Secretariat finalized the technical cooperation programme for the 2005-2006 biennium, which was approved by the Board of Governors in November 2004. A revised project appraisal process was carried out for the 2005-2006 programme, which yielded additional information regarding government commitment, national capabilities and project performance indicators and outcomes. Included in the 2005-2006 biennium is a strengthened programme for upgrading radiation protection infrastructure. The Secretariat used the experience of the past ten years, as well as conclusions from evaluations, to create a programme that would build upon the successes and lessons learned to provide the safe use of nuclear technology with well-regulated infrastructures. Activities carried out in 2004 built upon previous achievements through national and regional projects in many thematic areas. The programme continued to reinforce the capacity for cancer diagnosis and therapy by providing training and expertise and supporting the procurement of equipment. Consistent support for surveillance techniques using nuclear technology is helping to fight trans-boundary animal diseases, and is leading to countries becoming rinderpest-free. The Secretariat continued to provide expertise and support to assist with the repatriation of highly enriched uranium reactor fuel to the country of origin. The development of partnerships with other United Nations organizations, as well as non-governmental organizations, continues to be of great importance to the technical cooperation programme. In 2004, for example, a memorandum of understanding was signed with the Regional Office for Africa (AFRO) of the World Health Organization (WHO) to support the improvement of health conditions and to raise standards of health in the region. Extrabudgetary resources reached more

Technical Cooperation Report for 2004. Report by the Director General

International Nuclear Information System (INIS)

2005-08-01

The Technical Cooperation Report for 2004 highlights activities and achievements of the technical cooperation programme for the past year. During 2004, the Secretariat finalized the technical cooperation programme for the 2005-2006 biennium, which was approved by the Board of Governors in November 2004. A revised project appraisal process was carried out for the 2005-2006 programme, which yielded additional information regarding government commitment, national capabilities and project performance indicators and outcomes. Included in the 2005-2006 biennium is a strengthened programme for upgrading radiation protection infrastructure. The Secretariat used the experience of the past ten years, as well as conclusions from evaluations, to create a programme that would build upon the successes and lessons learned to provide the safe use of nuclear technology with well-regulated infrastructures. Activities carried out in 2004 built upon previous achievements through national and regional projects in many thematic areas. The programme continued to reinforce the capacity for cancer diagnosis and therapy by providing training and expertise and supporting the procurement of equipment. Consistent support for surveillance techniques using nuclear technology is helping to fight trans-boundary animal diseases, and is leading to countries becoming rinderpest-free. The Secretariat continued to provide expertise and support to assist with the repatriation of highly enriched uranium reactor fuel to the country of origin. The development of partnerships with other United Nations organizations, as well as non-governmental organizations, continues to be of great importance to the technical cooperation programme. In 2004, for example, a memorandum of understanding was signed with the Regional Office for Africa (AFRO) of the World Health Organization (WHO) to support the improvement of health conditions and to raise standards of health in the region. Extrabudgetary resources reached more

Technical Cooperation Report for 2004. Report by the Director General

International Nuclear Information System (INIS)

2005-08-01

The Technical Cooperation Report for 2004 highlights activities and achievements of the technical cooperation programme for the past year. During 2004, the Secretariat finalized the technical cooperation programme for the 2005-2006 biennium, which was approved by the Board of Governors in November 2004. A revised project appraisal process was carried out for the 2005-2006 programme, which yielded additional information regarding government commitment, national capabilities and project performance indicators and outcomes. Included in the 2005-2006 biennium is a strengthened programme for upgrading radiation protection infrastructure. The Secretariat used the experience of the past ten years, as well as conclusions from evaluations, to create a programme that would build upon the successes and lessons learned to provide the safe use of nuclear technology with well-regulated infrastructures. Activities carried out in 2004 built upon previous achievements through national and regional projects in many thematic areas. The programme continued to reinforce the capacity for cancer diagnosis and therapy by providing training and expertise and supporting the procurement of equipment. Consistent support for surveillance techniques using nuclear technology is helping to fight trans-boundary animal diseases, and is leading to countries becoming rinderpest-free. The Secretariat continued to provide expertise and support to assist with the repatriation of highly enriched uranium reactor fuel to the country of origin. The development of partnerships with other United Nations organizations, as well as non-governmental organizations, continues to be of great importance to the technical cooperation programme. In 2004, for example, a memorandum of understanding was signed with the Regional Office for Africa (AFRO) of the World Health Organization (WHO) to support the improvement of health conditions and to raise standards of health in the region. Extrabudgetary resources reached more

Technical Cooperation Report for 2004. Report by the Director General

International Nuclear Information System (INIS)

2005-07-01

The Technical Cooperation Report for 2004 highlights activities and achievements of the technical cooperation programme for the past year. During 2004, the Secretariat finalized the technical cooperation programme for the 2005-2006 biennium, which was approved by the Board of Governors in November 2004. A revised project appraisal process was carried out for the 2005-2006 programme, which yielded additional information regarding government commitment, national capabilities and project performance indicators and outcomes. Included in the 2005-2006 biennium is a strengthened programme for upgrading radiation protection infrastructure. The Secretariat used the experience of the past ten years, as well as conclusions from evaluations, to create a programme that would build upon the successes and lessons learned to provide the safe use of nuclear technology with well-regulated infrastructures. Activities carried out in 2004 built upon previous achievements through national and regional projects in many thematic areas. The programme continued to reinforce the capacity for cancer diagnosis and therapy by providing training and expertise and supporting the procurement of equipment. Consistent support for surveillance techniques using nuclear technology is helping to fight trans-boundary animal diseases, and is leading to countries becoming rinderpest-free. The Secretariat continued to provide expertise and support to assist with the repatriation of highly enriched uranium reactor fuel to the country of origin. The development of partnerships with other United Nations organizations, as well as non-governmental organizations, continues to be of great importance to the technical cooperation programme. In 2004, for example, a memorandum of understanding was signed with the Regional Office for Africa (AFRO) of the World Health Organization (WHO) to support the improvement of health conditions and to raise standards of health in the region. Extrabudgetary resources reached more

Technical Cooperation Report for 2004. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2005-07-15

The Technical Cooperation Report for 2004 highlights activities and achievements of the technical cooperation programme for the past year. During 2004, the Secretariat finalized the technical cooperation programme for the 2005-2006 biennium, which was approved by the Board of Governors in November 2004. A revised project appraisal process was carried out for the 2005-2006 programme, which yielded additional information regarding government commitment, national capabilities and project performance indicators and outcomes. Included in the 2005-2006 biennium is a strengthened programme for upgrading radiation protection infrastructure. The Secretariat used the experience of the past ten years, as well as conclusions from evaluations, to create a programme that would build upon the successes and lessons learned to provide the safe use of nuclear technology with well-regulated infrastructures. Activities carried out in 2004 built upon previous achievements through national and regional projects in many thematic areas. The programme continued to reinforce the capacity for cancer diagnosis and therapy by providing training and expertise and supporting the procurement of equipment. Consistent support for surveillance techniques using nuclear technology is helping to fight trans-boundary animal diseases, and is leading to countries becoming rinderpest-free. The Secretariat continued to provide expertise and support to assist with the repatriation of highly enriched uranium reactor fuel to the country of origin. The development of partnerships with other United Nations organizations, as well as non-governmental organizations, continues to be of great importance to the technical cooperation programme. In 2004, for example, a memorandum of understanding was signed with the Regional Office for Africa (AFRO) of the World Health Organization (WHO) to support the improvement of health conditions and to raise standards of health in the region. Extrabudgetary resources reached more

Technical Cooperation Report for 2004. Report by the Director General

International Nuclear Information System (INIS)

2005-08-01

The Technical Cooperation Report for 2004 highlights activities and achievements of the technical cooperation programme for the past year. During 2004, the Secretariat finalized the technical cooperation programme for the 2005-2006 biennium, which was approved by the Board of Governors in November 2004. A revised project appraisal process was carried out for the 2005-2006 programme, which yielded additional information regarding government commitment, national capabilities and project performance indicators and outcomes. Included in the 2005-2006 biennium is a strengthened programme for upgrading radiation protection infrastructure. The Secretariat used the experience of the past ten years, as well as conclusions from evaluations, to create a programme that would build upon the successes and lessons learned to provide the safe use of nuclear technology with well-regulated infrastructures. Activities carried out in 2004 built upon previous achievements through national and regional projects in many thematic areas. The programme continued to reinforce the capacity for cancer diagnosis and therapy by providing training and expertise and supporting the procurement of equipment. Consistent support for surveillance techniques using nuclear technology is helping to fight trans-boundary animal diseases, and is leading to countries becoming rinderpest-free. The Secretariat continued to provide expertise and support to assist with the repatriation of highly enriched uranium reactor fuel to the country of origin. The development of partnerships with other United Nations organizations, as well as non-governmental organizations, continues to be of great importance to the technical cooperation programme. In 2004, for example, a memorandum of understanding was signed with the Regional Office for Africa (AFRO) of the World Health Organization (WHO) to support the improvement of health conditions and to raise standards of health in the region. Extrabudgetary resources reached more

78 FR 4435 - BLM Director's Response to the Alaska Governor's Appeal of the BLM Alaska State Director's...

Science.gov (United States)

2013-01-22

... Bureau of Land Management (BLM) is publishing this notice to explain why the BLM Director is rejecting... Director's Response to the Alaska Governor's Appeal of the BLM Alaska State Director's Governor's... the BLM Alaska State Director. The State Director determined the Governor's Finding was outside the...

78 FR 68466 - BLM Director's Response to the Idaho Governor's Appeal of the BLM Idaho State Director's Governor...

Science.gov (United States)

2013-11-14

... Bureau of Land Management (BLM) is publishing this notice to explain why the BLM Director is denying the...] BLM Director's Response to the Idaho Governor's Appeal of the BLM Idaho State Director's Governor's... (Finding) to the BLM Idaho State Director (State Director). The State Director determined the Governor's...

Nanotechnology Concepts at MSFC: Engineering Directorate

Science.gov (United States)

Bhat, Biliyar; Kaul, Raj; Shah, Sandeep; Smithers, Gweneth; Watson, Michael D.

2000-01-01

Nanotechnology is the art and science of building materials and devices at the ultimate level of finesse: atom by atom. Our nation's space program has needs for miniaturization of components, minimization of weight and maximization of performance, and nanotechnology will help us get there. MSFC - Engineering Directorate (ED) is committed to developing nanotechnology that will enable MSFC missions in space transportation, space science and space optics manufacturing. MSFC-ED has a dedicated group of technologists who are currently developing high pay-off nanotechnology concepts. This poster presentation will outline some of the concepts being developed at this time including, nanophase structural materials, carbon nanotube reinforced metal and polymer matrix composites, nanotube temperature sensors and aerogels. The poster will outline these concepts and discuss associated technical challenges in turning these concepts into real components and systems.

Technical Cooperation Report for 2014. Report by the Director General [Spanish Version

International Nuclear Information System (INIS)

2015-06-01

The Technical Cooperation Report for 2014 is set out in three parts: A — Strengthening the Agency’s Technical Cooperation Activities; B — TC Programme Resources and Delivery; and C — Programme Activities and Achievements in 2014: Regional Overview. Annex 1 describes examples of project activities and achievements in specific thematic areas, and Annex 2 describes the activities of the Programme of Action for Cancer Therapy. Annex 3 presents the TC programme Fields of Activity, grouped for reporting purposes. Part A is composed of two sections. Part A.1 provides an overview of the Agency’s technical cooperation (TC) activities in 2014. The first section is devoted to the global development context, and highlights the importance of the post-2015 development agenda, and the value of the Sustainable Development Goals’ programmatic framework for the Agency’s technical cooperation activities. The section then describes how the programme is tailored to respond to the specific needs and priorities of each region, focusing on efforts to develop human resources and build capacities in the peaceful application of nuclear science and technology, including through postgraduate training courses, assistance in drafting legislation, distance learning initiatives and technical cooperation among developing countries. The section also presents a snapshot of TC projects that address radioactive waste management, reflecting the topic of the 2014 Scientific Forum. Part A.2 focuses on efforts to build a more efficient and effective TC programme, in particular on efforts to strengthen the Country Programme Framework template. The section reviews progress made in 2014 in establishing and operationalizing partnerships with the United Nations and other relevant international and regional organizations. This section closes with an overview of actions undertaken in 2014 to continually improve the TC programme, notably through training in the Logical Framework Approach, and

Technical Cooperation Report for 2007. Report by the Director General

International Nuclear Information System (INIS)

2008-07-01

Part A of this document provides an overview of technical cooperation activities from 1 April 2007 to 31 March 2008. In 2007 the programme delivered support to 122 countries and territories; 3546 expert and lecturer assignments were carried out, 4149 participants attended meetings, 2287 people took part in training courses and 1661 benefited from fellowships and scientific visits. 2007 saw a range of activities to enhance the effectiveness of the Technical Cooperation (TC) programme. Standardized quality criteria were introduced for project screening and design, and additional enhancements were made to the Programme Cycle Management Framework (PCMF) IT application. Factors affecting project delivery, including Member State support required for timely implementation, have been monitored and assessed as a basis for further improvements. Strengthening Member State capacities is a key technical cooperation objective, and a range of actions were carried out in 2007 with this goal in mind. Technical cooperation among developing countries continued throughout 2007, building on the expanding knowledge and capacities of Member States to enhance self-reliance and sustainability. Knowledge management, an essential component in building sustainable capacities at all levels, was also addressed. In Europe, a regional project to establish policies and strategies to preserve nuclear knowledge is supporting the development of common approaches to knowledge management in nuclear technology, while IAEA support to the World Nuclear University enabled 21 participants from developing countries to attend courses at the WNU Summer Institute in the Republic of Korea. In 2007, the Agency reached out to partners ranging from UN organizations to development banks and from regional groups to theme-based institutions. In the Latin America region, cooperation between the IAEA and UNEP's Caribbean Regional Co-ordinating Unit (CAR/RCU) was formalized, focusing on the promotion of integrated

Technical Cooperation Report for 2007. Report by the Director General

International Nuclear Information System (INIS)

2008-08-01

Part A of this document provides an overview of technical cooperation activities from 1 April 2007 to 31 March 2008. In 2007 the programme delivered support to 122 countries and territories; 3546 expert and lecturer assignments were carried out, 4149 participants attended meetings, 2287 people took part in training courses and 1661 benefited from fellowships and scientific visits. 2007 saw a range of activities to enhance the effectiveness of the Technical Cooperation (TC) programme. Standardized quality criteria were introduced for project screening and design, and additional enhancements were made to the Programme Cycle Management Framework (PCMF) IT application. Factors affecting project delivery, including Member State support required for timely implementation, have been monitored and assessed as a basis for further improvements. Strengthening Member State capacities is a key technical cooperation objective, and a range of actions were carried out in 2007 with this goal in mind. Technical cooperation among developing countries continued throughout 2007, building on the expanding knowledge and capacities of Member States to enhance self-reliance and sustainability. Knowledge management, an essential component in building sustainable capacities at all levels, was also addressed. In Europe, a regional project to establish policies and strategies to preserve nuclear knowledge is supporting the development of common approaches to knowledge management in nuclear technology, while IAEA support to the World Nuclear University enabled 21 participants from developing countries to attend courses at the WNU Summer Institute in the Republic of Korea. In 2007, the Agency reached out to partners ranging from UN organizations to development banks and from regional groups to theme-based institutions. In the Latin America region, cooperation between the IAEA and UNEP's Caribbean Regional Co-ordinating Unit (CAR/RCU) was formalized, focusing on the promotion of integrated

Technical Cooperation Report for 2007. Report by the Director General

International Nuclear Information System (INIS)

2008-08-01

Part A of this document provides an overview of technical cooperation activities from 1 April 2007 to 31 March 2008. In 2007 the programme delivered support to 122 countries and territories; 3546 expert and lecturer assignments were carried out, 4149 participants attended meetings, 2287 people took part in training courses and 1661 benefited from fellowships and scientific visits. 2007 saw a range of activities to enhance the effectiveness of the Technical Cooperation (TC) programme. Standardized quality criteria were introduced for project screening and design, and additional enhancements were made to the Programme Cycle Management Framework (PCMF) IT application. Factors affecting project delivery, including Member State support required for timely implementation, have been monitored and assessed as a basis for further improvements. Strengthening Member State capacities is a key technical cooperation objective, and a range of actions were carried out in 2007 with this goal in mind. Technical cooperation among developing countries continued throughout 2007, building on the expanding knowledge and capacities of Member States to enhance self-reliance and sustainability. Knowledge management, an essential component in building sustainable capacities at all levels, was also addressed. In Europe, a regional project to establish policies and strategies to preserve nuclear knowledge is supporting the development of common approaches to knowledge management in nuclear technology, while IAEA support to the World Nuclear University enabled 21 participants from developing countries to attend courses at the WNU Summer Institute in the Republic of Korea. In 2007, the Agency reached out to partners ranging from UN organizations to development banks and from regional groups to theme-based institutions. In the Latin America region, cooperation between the IAEA and UNEP's Caribbean Regional Co-ordinating Unit (CAR/RCU) was formalized, focusing on the promotion of integrated

Technical Cooperation Report for 2007. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2008-07-15

Part A of this document provides an overview of technical cooperation activities from 1 April 2007 to 31 March 2008. In 2007 the programme delivered support to 122 countries and territories; 3546 expert and lecturer assignments were carried out, 4149 participants attended meetings, 2287 people took part in training courses and 1661 benefited from fellowships and scientific visits. 2007 saw a range of activities to enhance the effectiveness of the Technical Cooperation (TC) programme. Standardized quality criteria were introduced for project screening and design, and additional enhancements were made to the Programme Cycle Management Framework (PCMF) IT application. Factors affecting project delivery, including Member State support required for timely implementation, have been monitored and assessed as a basis for further improvements. Strengthening Member State capacities is a key technical cooperation objective, and a range of actions were carried out in 2007 with this goal in mind. Technical cooperation among developing countries continued throughout 2007, building on the expanding knowledge and capacities of Member States to enhance self-reliance and sustainability. Knowledge management, an essential component in building sustainable capacities at all levels, was also addressed. In Europe, a regional project to establish policies and strategies to preserve nuclear knowledge is supporting the development of common approaches to knowledge management in nuclear technology, while IAEA support to the World Nuclear University enabled 21 participants from developing countries to attend courses at the WNU Summer Institute in the Republic of Korea. In 2007, the Agency reached out to partners ranging from UN organizations to development banks and from regional groups to theme-based institutions. In the Latin America region, cooperation between the IAEA and UNEP's Caribbean Regional Co-ordinating Unit (CAR/RCU) was formalized, focusing on the promotion of integrated

Technical Cooperation Report for 2007. Report by the Director General

International Nuclear Information System (INIS)

2008-08-01

Part A of this document provides an overview of technical cooperation activities from 1 April 2007 to 31 March 2008. In 2007 the programme delivered support to 122 countries and territories; 3546 expert and lecturer assignments were carried out, 4149 participants attended meetings, 2287 people took part in training courses and 1661 benefited from fellowships and scientific visits. 2007 saw a range of activities to enhance the effectiveness of the Technical Cooperation (TC) programme. Standardized quality criteria were introduced for project screening and design, and additional enhancements were made to the Programme Cycle Management Framework (PCMF) IT application. Factors affecting project delivery, including Member State support required for timely implementation, have been monitored and assessed as a basis for further improvements. Strengthening Member State capacities is a key technical cooperation objective, and a range of actions were carried out in 2007 with this goal in mind. Technical cooperation among developing countries continued throughout 2007, building on the expanding knowledge and capacities of Member States to enhance self-reliance and sustainability. Knowledge management, an essential component in building sustainable capacities at all levels, was also addressed. In Europe, a regional project to establish policies and strategies to preserve nuclear knowledge is supporting the development of common approaches to knowledge management in nuclear technology, while IAEA support to the World Nuclear University enabled 21 participants from developing countries to attend courses at the WNU Summer Institute in the Republic of Korea. In 2007, the Agency reached out to partners ranging from UN organizations to development banks and from regional groups to theme-based institutions. In the Latin America region, cooperation between the IAEA and UNEP's Caribbean Regional Co-ordinating Unit (CAR/RCU) was formalized, focusing on the promotion of integrated

Technical Cooperation report for 2006. Report by the Director General

International Nuclear Information System (INIS)

2007-07-01

The period under review was one of considerable satisfaction for the TC programme. New resources reached a record high of $101.0 million with $76.8 million for the Technical Cooperation Fund, $22.3 million in extra budgetary resources and $1.9 million in in-kind contributions. Net new obligations during the year were $104.5 million, which represented an increase of more than 30% over 2005. The year 2007 marks the 50th anniversary of the IAEA and provides an opportunity to look back on the history of TC activities. In its early days, the technical assistance programme, as it was then called, was modest: in 1960 the Board of Governors approved 28 projects in 16 Member States. Over time, the demand for Agency assistance and expertise has grown steadily: the TC programme that was approved by the Board of Governors in 2006 featured more than 780 projects in 115 Member States. In recent years, there has been shift in attitudes towards nuclear power in a number of countries around the world. This trend can be traced to a fast growing global energy demand, increased emphasis on energy security and a heightened awareness of the risks of climate change. This has led to a rising number of requests for energy planning projects, which may include nuclear power as an option. In 2006, the Secretariat developed and finalized the TC programme for the 2007-2008 biennium using the Programme Cycle Management Framework in close collaboration with national authorities. The PCMF is supported by a dedicated website, which facilitates collaboration among stakeholders in the Member States and the Secretariat. In line with the TC Strategy, the Secretariat concentrated on building partnerships with national, regional and international development organizations. This includes, inter alia, support for the New Partnership for Africa's Development and partnership with the United Nations Environment Programme. A new challenge which could have an impact on the TC programme in the areas of resource

Technical Cooperation Report for 2006. Report by the Director General

International Nuclear Information System (INIS)

2007-07-01

The period under review was one of considerable satisfaction for the TC programme. New resources reached a record high of $101.0 million with $76.8 million for the Technical Cooperation Fund, $22.3 million in extra budgetary resources and $1.9 million in in-kind contributions. Net new obligations during the year were $104.5 million, which represented an increase of more than 30% over 2005. The year 2007 marks the 50th anniversary of the IAEA and provides an opportunity to look back on the history of TC activities. In its early days, the technical assistance programme, as it was then called, was modest: in 1960 the Board of Governors approved 28 projects in 16 Member States. Over time, the demand for Agency assistance and expertise has grown steadily: the TC programme that was approved by the Board of Governors in 2006 featured more than 780 projects in 115 Member States. In recent years, there has been shift in attitudes towards nuclear power in a number of countries around the world. This trend can be traced to a fast growing global energy demand, increased emphasis on energy security and a heightened awareness of the risks of climate change. This has led to a rising number of requests for energy planning projects, which may include nuclear power as an option. In 2006, the Secretariat developed and finalized the TC programme for the 2007-2008 biennium using the Programme Cycle Management Framework in close collaboration with national authorities. The PCMF is supported by a dedicated website, which facilitates collaboration among stakeholders in the Member States and the Secretariat. In line with the TC Strategy, the Secretariat concentrated on building partnerships with national, regional and international development organizations. This includes, inter alia, support for the New Partnership for Africa's Development and partnership with the United Nations Environment Programme. A new challenge which could have an impact on the TC programme in the areas of resource

Technical Cooperation Report for 2006. Report by the Director General

International Nuclear Information System (INIS)

2007-07-01

The period under review was one of considerable satisfaction for the TC programme. New resources reached a record high of $101.0 million with $76.8 million for the Technical Cooperation Fund, $22.3 million in extra budgetary resources and $1.9 million in in-kind contributions. Net new obligations during the year were $104.5 million, which represented an increase of more than 30% over 2005. The year 2007 marks the 50th anniversary of the IAEA and provides an opportunity to look back on the history of TC activities. In its early days, the technical assistance programme, as it was then called, was modest: in 1960 the Board of Governors approved 28 projects in 16 Member States. Over time, the demand for Agency assistance and expertise has grown steadily: the TC programme that was approved by the Board of Governors in 2006 featured more than 780 projects in 115 Member States. In recent years, there has been shift in attitudes towards nuclear power in a number of countries around the world. This trend can be traced to a fast growing global energy demand, increased emphasis on energy security and a heightened awareness of the risks of climate change. This has led to a rising number of requests for energy planning projects, which may include nuclear power as an option. In 2006, the Secretariat developed and finalized the TC programme for the 2007-2008 biennium using the Programme Cycle Management Framework in close collaboration with national authorities. The PCMF is supported by a dedicated website, which facilitates collaboration among stakeholders in the Member States and the Secretariat. In line with the TC Strategy, the Secretariat concentrated on building partnerships with national, regional and international development organizations. This includes, inter alia, support for the New Partnership for Africa's Development and partnership with the United Nations Environment Programme. A new challenge which could have an impact on the TC programme in the areas of resource

Technical Cooperation report for 2006. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2007-07-15

The period under review was one of considerable satisfaction for the TC programme. New resources reached a record high of $101.0 million with $76.8 million for the Technical Cooperation Fund, $22.3 million in extra budgetary resources and $1.9 million in in-kind contributions. Net new obligations during the year were $104.5 million, which represented an increase of more than 30% over 2005. The year 2007 marks the 50th anniversary of the IAEA and provides an opportunity to look back on the history of TC activities. In its early days, the technical assistance programme, as it was then called, was modest: in 1960 the Board of Governors approved 28 projects in 16 Member States. Over time, the demand for Agency assistance and expertise has grown steadily: the TC programme that was approved by the Board of Governors in 2006 featured more than 780 projects in 115 Member States. In recent years, there has been shift in attitudes towards nuclear power in a number of countries around the world. This trend can be traced to a fast growing global energy demand, increased emphasis on energy security and a heightened awareness of the risks of climate change. This has led to a rising number of requests for energy planning projects, which may include nuclear power as an option. In 2006, the Secretariat developed and finalized the TC programme for the 2007-2008 biennium using the Programme Cycle Management Framework in close collaboration with national authorities. The PCMF is supported by a dedicated website, which facilitates collaboration among stakeholders in the Member States and the Secretariat. In line with the TC Strategy, the Secretariat concentrated on building partnerships with national, regional and international development organizations. This includes, inter alia, support for the New Partnership for Africa's Development and partnership with the United Nations Environment Programme. A new challenge which could have an impact on the TC programme in the areas of resource

Technical Cooperation Report for 2006. Report by the Director General

International Nuclear Information System (INIS)

2007-07-01

The period under review was one of considerable satisfaction for the TC programme. New resources reached a record high of $101.0 million with $76.8 million for the Technical Cooperation Fund, $22.3 million in extra budgetary resources and $1.9 million in in-kind contributions. Net new obligations during the year were $104.5 million, which represented an increase of more than 30% over 2005. The year 2007 marks the 50th anniversary of the IAEA and provides an opportunity to look back on the history of TC activities. In its early days, the technical assistance programme, as it was then called, was modest: in 1960 the Board of Governors approved 28 projects in 16 Member States. Over time, the demand for Agency assistance and expertise has grown steadily: the TC programme that was approved by the Board of Governors in 2006 featured more than 780 projects in 115 Member States. In recent years, there has been shift in attitudes towards nuclear power in a number of countries around the world. This trend can be traced to a fast growing global energy demand, increased emphasis on energy security and a heightened awareness of the risks of climate change. This has led to a rising number of requests for energy planning projects, which may include nuclear power as an option. In 2006, the Secretariat developed and finalized the TC programme for the 2007-2008 biennium using the Programme Cycle Management Framework in close collaboration with national authorities. The PCMF is supported by a dedicated website, which facilitates collaboration among stakeholders in the Member States and the Secretariat. In line with the TC Strategy, the Secretariat concentrated on building partnerships with national, regional and international development organizations. This includes, inter alia, support for the New Partnership for Africa's Development and partnership with the United Nations Environment Programme. A new challenge which could have an impact on the TC programme in the areas of resource

Technical Cooperation Report for 2006. Report by the Director General

International Nuclear Information System (INIS)

2007-07-01

The period under review was one of considerable satisfaction for the TC programme. New resources reached a record high of $101.0 million with $76.8 million for the Technical Cooperation Fund, $22.3 million in extra budgetary resources and $1.9 million in in-kind contributions. Net new obligations during the year were $104.5 million, which represented an increase of more than 30% over 2005. The year 2007 marks the 50th anniversary of the IAEA and provides an opportunity to look back on the history of TC activities. In its early days, the technical assistance programme, as it was then called, was modest: in 1960 the Board of Governors approved 28 projects in 16 Member States. Over time, the demand for Agency assistance and expertise has grown steadily: the TC programme that was approved by the Board of Governors in 2006 featured more than 780 projects in 115 Member States. In recent years, there has been shift in attitudes towards nuclear power in a number of countries around the world. This trend can be traced to a fast growing global energy demand, increased emphasis on energy security and a heightened awareness of the risks of climate change. This has led to a rising number of requests for energy planning projects, which may include nuclear power as an option. In 2006, the Secretariat developed and finalized the TC programme for the 2007-2008 biennium using the Programme Cycle Management Framework in close collaboration with national authorities. The PCMF is supported by a dedicated website, which facilitates collaboration among stakeholders in the Member States and the Secretariat. In line with the TC Strategy, the Secretariat concentrated on building partnerships with national, regional and international development organizations. This includes, inter alia, support for the New Partnership for Africa's Development and partnership with the United Nations Environment Programme. A new challenge which could have an impact on the TC programme in the areas of resource

The Agency's Technical Co-operation activities in 1984. Report by the Director General

International Nuclear Information System (INIS)

1985-08-01

The year 1984 can be described as one during which efforts were made to increase momentum in the development co-operation between the Agency and its Member States while continuing to improve the quality of the technical assistance rendered. For the first time, the adjusted programme exceeded $50 million. During the year, changes were introduced in the administration of the programme in line with recommendations endorsed by the Board in 1983 at the end of its first technical co-operation policy review. In 1984, when the new technical co-operation policies were applied, there were three principal aims. First, the flow of Technical Assistance and Co-operation Fund resources was to be improved; by decreasing accumulated unobligated balances, an optimum level of resource utilization was to be attained by 1986. Second, procedures for the procurement of goods and services were to be streamlined in order to permit substantial increases in programme delivery. Third, systematic project evaluation was to lead to a number of specific actions that would increase the effectiveness of the Agency's development assistance. With regard to the first aim, implementation increased by 44% over the 1983 level, passing the $30 million mark in October and reaching $36.6 million by the end of the year. Of this amount, $31.8 million related to the implementation of activities programmed for 1984. Therefore, an increase in total resources of only 4% was accompanied by an increase in current-year implementation of 34%. As a result, the upward trend in the unobligated balance was checked, and earmarkings against the TACF actually decreased. The implementation rate against the TACF rose from 58% in 1983 to 65% in 1984, reaching the level that had been set as a target. If this performance can be maintained in 1985, it will be possible to reach the optimum level of TACF resource utilization one year earlier than originally expected. As regards the second aim, streamlined procedures introduced in

3 July 2007 - Ambassador A. Navarro Llanos, Permanent Representative of the Republic of Bolivia to the United Nations Office and other international organisations in Geneva signing a Co-operation Agreement concerning Scientific and Technical Co-operation in High-Energy Physics with CERN Director General R. Aymar.

CERN Multimedia

Maximilien Brice

2007-01-01

3 July 2007 - Ambassador A. Navarro Llanos, Permanent Representative of the Republic of Bolivia to the United Nations Office and other international organisations in Geneva signing a Co-operation Agreement concerning Scientific and Technical Co-operation in High-Energy Physics with CERN Director General R. Aymar.

Technical Cooperation Report for 2014. Report by the Director General [Chinese Version

International Nuclear Information System (INIS)

2015-06-01

The Technical Cooperation Report for 2014 is set out in three parts: A — Strengthening the Agency’s Technical Cooperation Activities; B — TC Programme Resources and Delivery; and C — Programme Activities and Achievements in 2014: Regional Overview. Annex 1 describes examples of project activities and achievements in specific thematic areas, and Annex 2 describes the activities of the Programme of Action for Cancer Therapy. Annex 3 presents the TC programme Fields of Activity, grouped for reporting purposes. Part A is composed of two sections. Part A.1 provides an overview of the Agency’s technical cooperation (TC) activities in 2014. The first section is devoted to the global development context, and highlights the importance of the post-2015 development agenda, and the value of the Sustainable Development Goals’ programmatic framework for the Agency’s technical cooperation activities. The section then describes how the programme is tailored to respond to the specific needs and priorities of each region, focusing on efforts to develop human resources and build capacities in the peaceful application of nuclear science and technology, including through postgraduate training courses, assistance in drafting legislation, distance learning initiatives and technical cooperation among developing countries. The section also presents a snapshot of TC projects that address radioactive waste management, reflecting the topic of the 2014 Scientific Forum. Part A.2 focuses on efforts to build a more efficient and effective TC programme, in particular on efforts to strengthen the Country Programme Framework template. The section reviews progress made in 2014 in establishing and operationalizing partnerships with the United Nations and other relevant international and regional organizations. This section closes with an overview of actions undertaken in 2014 to continually improve the TC programme, notably through training in the Logical Framework Approach, and

Technical Cooperation Report for 2014. Report by the Director General [Arabic Version

International Nuclear Information System (INIS)

2015-06-01

The Technical Cooperation Report for 2014 is set out in three parts: A — Strengthening the Agency’s Technical Cooperation Activities; B — TC Programme Resources and Delivery; and C — Programme Activities and Achievements in 2014: Regional Overview. Annex 1 describes examples of project activities and achievements in specific thematic areas, and Annex 2 describes the activities of the Programme of Action for Cancer Therapy. Annex 3 presents the TC programme Fields of Activity, grouped for reporting purposes. Part A is composed of two sections. Part A.1 provides an overview of the Agency’s technical cooperation (TC) activities in 2014. The first section is devoted to the global development context, and highlights the importance of the post-2015 development agenda, and the value of the Sustainable Development Goals’ programmatic framework for the Agency’s technical cooperation activities. The section then describes how the programme is tailored to respond to the specific needs and priorities of each region, focusing on efforts to develop human resources and build capacities in the peaceful application of nuclear science and technology, including through postgraduate training courses, assistance in drafting legislation, distance learning initiatives and technical cooperation among developing countries. The section also presents a snapshot of TC projects that address radioactive waste management, reflecting the topic of the 2014 Scientific Forum. Part A.2 focuses on efforts to build a more efficient and effective TC programme, in particular on efforts to strengthen the Country Programme Framework template. The section reviews progress made in 2014 in establishing and operationalizing partnerships with the United Nations and other relevant international and regional organizations. This section closes with an overview of actions undertaken in 2014 to continually improve the TC programme, notably through training in the Logical Framework Approach, and

23rd October 2010 - UNESCO Director-General I. Bokova signing the Guest Book with CERN Director for Research and Scientific Computing S. Bertolucci and CERN Director-General R. Heuer.

CERN Multimedia

Maximilien Brice

2010-01-01

CERN-HI-1010244 37: in the SM18 hall: Ms Jasmina Sopova, Communication Officer J. Sopova; Director, Division of Basic & Engineering Sciences M. Nalecz, Assistant Director-General for the Natural Sciences G. Kalonji; Former CERN Director-General H. Schopper, CERN Head of Education R. Landua; UNESCO Director-General I. Bokova; CERN Adviser M. Bona; CERN Director for Research and Scientific Computing S. Bertolucci and UNESCO Office in Geneva Director Luis M. Tiburcio.

Defining and Selecting Independent Directors

Directory of Open Access Journals (Sweden)

Eric Pichet

2017-10-01

Full Text Available Drawing from the Enlightened Shareholder Theory that the author first developed in 2011, this theoretical paper with practical and normative ambitions achieves a better definition of independent director, while improving the understanding of the roles he fulfils on boards of directors. The first part defines constructs like firms, Governance system and Corporate governance, offering a clear distinction between the latter two concepts before explaining the four main missions of a board. The second part defines the ideal independent director by outlining the objective qualities that are necessary and adding those subjective aspects that have turned this into a veritable profession. The third part defines the ideal process for selecting independent directors, based on nominating committees that should themselves be independent. It also includes ways of assessing directors who are currently in function, as well as modalities for renewing their mandates. The paper’s conclusion presents the Paradox of the Independent Director.

Independent Directors

DEFF Research Database (Denmark)

Ringe, Wolf-Georg

2013-01-01

This paper re-evaluates the corporate governance concept of ‘board independence’ against the disappointing experiences during the 2007-08 financial crisis. Independent or outside directors had long been seen as an essential tool to improve the monitoring role of the board. Yet the crisis revealed...... that they did not prevent firms' excessive risk taking; further, these directors sometimes showed serious deficits in understanding the business they were supposed to control, and remained passive in addressing structural problems. A closer look reveals that under the surface of seemingly unanimous consensus...

Completion of Launch Director Console Project and Other Support Work

Science.gov (United States)

Steinrock, Joshua G.

2018-01-01

There were four projects that I was a part of working on during the spring semester of 2018. This included the completion of the Launch Director Console (LDC) project and the completion and submission of a Concept of Operations (ConOps) document for the Record and Playback System (RPS) at the Launch Control Center (LCC), as well as supporting the implementation of a unit in RPS known as the CDP (Communication Data Processor). Also included was my support and mentorship of a High School robotics team that is sponsored by Kennedy Space Center. The LDC project is an innovative workstation to be used by the launch director for the future Space Launch System program. I worked on the fabrication and assembly of the final console. The ConOps on RPS is a technical document for which I produced supporting information and notes. All of this was done in the support of the IT Project Management Office (IT-F). The CDP is a subsystem that will eventually be installed in and operated by RPS.

Results of the Association of Directors of Radiation Oncology Programs (ADROP) Survey of Radiation Oncology Residency Program Directors

International Nuclear Information System (INIS)

Harris, Eleanor; Abdel-Wahab, May; Spangler, Ann E.; Lawton, Colleen A.; Amdur, Robert J.

2009-01-01

Purpose: To survey the radiation oncology residency program directors on the topics of departmental and institutional support systems, residency program structure, Accreditation Council for Graduate Medical Education (ACGME) requirements, and challenges as program director. Methods: A survey was developed and distributed by the leadership of the Association of Directors of Radiation Oncology Programs to all radiation oncology program directors. Summary statistics, medians, and ranges were collated from responses. Results: Radiation oncology program directors had implemented all current required aspects of the ACGME Outcome Project into their training curriculum. Didactic curricula were similar across programs nationally, but research requirements and resources varied widely. Program directors responded that implementation of the ACGME Outcome Project and the external review process were among their greatest challenges. Protected time was the top priority for program directors. Conclusions: The Association of Directors of Radiation Oncology Programs recommends that all radiation oncology program directors have protected time and an administrative stipend to support their important administrative and educational role. Departments and institutions should provide adequate and equitable resources to the program directors and residents to meet increasingly demanding training program requirements.

The Agency's technical co-operation activities in 1985. Report by the Director General

International Nuclear Information System (INIS)

1986-08-01

Although total resources and disbursements were higher in 1985 than in previous years, the growth rates for both declined somewhat. New resources for the Technical Assistance and Co-operation Fund (TACF) increased by 13%, the TACF accounting for over 66% of all technical co-operation resources in 1985. Pledges made towards the 1985 target for voluntary contributions to the TACF came close to 90% of the target. Although a significant loss on exchange had to be absorbed by the Fund, 96.9% of the target was covered thanks to additional income. Although extrabudgetary resources declined in 1985, they still accounted for one fifth of all technical assistance resources. There was a significant increase in in-kind contributions; this was attributable to the support for non-destructive testing training in Latin America given by Canada, which was the second largest donor of in-kind assistance after the United States. UNDP resources rose very slightly. With UNDP's new five-year programming cycle beginning in 1987, there may be further increases if new projects are identified and timely action taken. New information on implementation expressed as net expenditure and net expenditure rates has been introduced in the form of Expenditure Summaries I, II and III, which provide a more precise picture of performance by fund, geographic area, programme component, field of activity and technical Division. Net expenditure against all funds stood at 57.9%. Net expenditure against the TACF was 66.3%. As UNDP resources and funds in trust account for relatively small shares of the programme, their utilization does not influence the overall net expenditure rate significantly. However, the slow utilization of extrabudgetary resources did have an adverse effect on programme performance as a whole. Net expenditures from the TACF continued to increase at a higher rate than resources, so that the unobligated balance declined for the second consecutive year. In the past, the growing unobligated

IAEA Director General to Visit Iran

International Nuclear Information System (INIS)

2012-01-01

Full text: The Director General of the IAEA, Yukiya Amano, will travel to Tehran this Sunday, 20 May 2012, to discuss issues of mutual interest with high Iranian officials. In the course of his one-day working visit, on Monday 21 May 2012 the Director General will meet the Secretary of Iran's Supreme National Security Council, His Excellency Saeed Jalili, and other senior representatives of the Iranian government. Herman Nackaerts, Deputy Director General for Safeguards, and Rafael Mariano Grossi, Assistant Director General for Policy, will accompany the Director General. (IAEA)

Energy materials coordinating committee (EMACC) Fiscal Year 1982. Annual technical report

Energy Technology Data Exchange (ETDEWEB)

None, None

1983-03-01

The DOE Energy Materials Coordinating Committee (EMaCC) serves primarily to enhance coordination among the Department's materials programs and to further the effective use of materials expertise within the Department. These functions are accomplished through the exchange of budgetary and planning information among program managers and through technical meetings/ workshops on selected topics involving both DOE and major contractors. In addition, the EMaCC aids in obtaining materials - related inputs for both intra- and interagency compilations. Membership in the EMaCC is open to any Department organizational unit; participants are appointed by Division or Office Directors. The current membership is listed in Table 1. The EMACC reports to the Director of the Office of Energy Research in his capacity as overseer of the technical programs of the Department. This annual technical report is mandated by the EMACC terms of reference. In this report are described 1) EMACC activities for FY 1982; 2) a summary of materials funding in the Department from FY 1978 to the present; and 3) on-going materials programs in the Department.

Technical Cooperation Report for 2005. Report by the Director General

International Nuclear Information System (INIS)

2006-09-01

The Technical Cooperation Report for 2005 provides highlights of activities and achievements of the technical cooperation (TC) programme for the past year. The document also describes developments regarding the management of the programme and financial matters. Engaging and maintaining partners for development remained a priority for the Secretariat. During 2005, cooperation with the United Nations Development Programme/Global Environment Facility continued with a project in Africa regarding the management of the Nubian sandstone aquifer system. The TC programme is also playing a role in programmes funded through the World Bank (Guarani Aquifer Project), Asian Development Bank (Clean Air Initiative for Asian Cities) and African Development Bank (Southern Rift Valley Tsetse Eradication Project in Ethiopia and tsetse projects in other countries). TC programme activities during 2005 continued to support Member States in developmental areas related to nuclear science and technology. The spectrum of activities included the development of a system for the disposal of sealed radioactive sources; providing expert advice and computer applications for energy planning; training nuclear medicine specialists and radiation oncologists; continuing the core conversion of research reactor fuel from highly enriched uranium to low enriched uranium; and evaluating and monitoring a marine ecosystem for pollution sources and developing remedial actions. Along with implementing the programme for 2005, Secretariat staff were involved in the final phases of the change initiative. The new structure for the Department of Technical Cooperation took effect as of 9 December 2005. The review of programming processes evolved into the development of the Programme Cycle Management Framework. This approach to TC programming is facilitated by a web-based platform for stakeholders to develop and manage TC projects from concept through project design, approval, implementation and evaluation. To

Technical Cooperation Report for 2005. Report by the Director General

International Nuclear Information System (INIS)

2006-08-01

The Technical Cooperation Report for 2005 provides highlights of activities and achievements of the technical cooperation (TC) programme for the past year. The document also describes developments regarding the management of the programme and financial matters. Engaging and maintaining partners for development remained a priority for the Secretariat. During 2005, cooperation with the United Nations Development Programme/Global Environment Facility continued with a project in Africa regarding the management of the Nubian sandstone aquifer system. The TC programme is also playing a role in programmes funded through the World Bank (Guarani Aquifer Project), Asian Development Bank (Clean Air Initiative for Asian Cities) and African Development Bank (Southern Rift Valley Tsetse Eradication Project in Ethiopia and tsetse projects in other countries). TC programme activities during 2005 continued to support Member States in developmental areas related to nuclear science and technology. The spectrum of activities included the development of a system for the disposal of sealed radioactive sources; providing expert advice and computer applications for energy planning; training nuclear medicine specialists and radiation oncologists; continuing the core conversion of research reactor fuel from highly enriched uranium to low enriched uranium; and evaluating and monitoring a marine ecosystem for pollution sources and developing remedial actions. Along with implementing the programme for 2005, Secretariat staff were involved in the final phases of the change initiative. The new structure for the Department of Technical Cooperation took effect as of 9 December 2005. The review of programming processes evolved into the development of the Programme Cycle Management Framework. This approach to TC programming is facilitated by a web-based platform for stakeholders to develop and manage TC projects from concept through project design, approval, implementation and evaluation. To

Technical Cooperation Report for 2005. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2006-08-15

The Technical Cooperation Report for 2005 provides highlights of activities and achievements of the technical cooperation (TC) programme for the past year. The document also describes developments regarding the management of the programme and financial matters. Engaging and maintaining partners for development remained a priority for the Secretariat. During 2005, cooperation with the United Nations Development Programme/Global Environment Facility continued with a project in Africa regarding the management of the Nubian sandstone aquifer system. The TC programme is also playing a role in programmes funded through the World Bank (Guarani Aquifer Project), Asian Development Bank (Clean Air Initiative for Asian Cities) and African Development Bank (Southern Rift Valley Tsetse Eradication Project in Ethiopia and tsetse projects in other countries). TC programme activities during 2005 continued to support Member States in developmental areas related to nuclear science and technology. The spectrum of activities included the development of a system for the disposal of sealed radioactive sources; providing expert advice and computer applications for energy planning; training nuclear medicine specialists and radiation oncologists; continuing the core conversion of research reactor fuel from highly enriched uranium to low enriched uranium; and evaluating and monitoring a marine ecosystem for pollution sources and developing remedial actions. Along with implementing the programme for 2005, Secretariat staff were involved in the final phases of the change initiative. The new structure for the Department of Technical Cooperation took effect as of 9 December 2005. The review of programming processes evolved into the development of the Programme Cycle Management Framework. This approach to TC programming is facilitated by a web-based platform for stakeholders to develop and manage TC projects from concept through project design, approval, implementation and evaluation. To

Technical Cooperation Report for 2005. Report by the Director General

International Nuclear Information System (INIS)

2006-08-01

The Technical Cooperation Report for 2005 provides highlights of activities and achievements of the technical cooperation (TC) programme for the past year. The document also describes developments regarding the management of the programme and financial matters. Engaging and maintaining partners for development remained a priority for the Secretariat. During 2005, cooperation with the United Nations Development Programme/Global Environment Facility continued with a project in Africa regarding the management of the Nubian sandstone aquifer system. The TC programme is also playing a role in programmes funded through the World Bank (Guarani Aquifer Project), Asian Development Bank (Clean Air Initiative for Asian Cities) and African Development Bank (Southern Rift Valley Tsetse Eradication Project in Ethiopia and tsetse projects in other countries). TC programme activities during 2005 continued to support Member States in developmental areas related to nuclear science and technology. The spectrum of activities included the development of a system for the disposal of sealed radioactive sources; providing expert advice and computer applications for energy planning; training nuclear medicine specialists and radiation oncologists; continuing the core conversion of research reactor fuel from highly enriched uranium to low enriched uranium; and evaluating and monitoring a marine ecosystem for pollution sources and developing remedial actions. Along with implementing the programme for 2005, Secretariat staff were involved in the final phases of the change initiative. The new structure for the Department of Technical Cooperation took effect as of 9 December 2005. The review of programming processes evolved into the development of the Programme Cycle Management Framework. This approach to TC programming is facilitated by a web-based platform for stakeholders to develop and manage TC projects from concept through project design, approval, implementation and evaluation. To

Technical Site Information: Planning group of the Directorate and Conventional Construction Division

International Nuclear Information System (INIS)

1993-11-01

This document presents the technical site information for the Superconducting Super Collider project. The Ellis County, Texas site was selected by the Department of Energy in 1989. After assembling the initial staff at temporary facilities in Dallas, the SSC Laboratory began site-specific design work. The resulting design for the SSC accelerators, experimental areas, and laboratory facilities were described in the Site-Specific Conceptual Design Report of July 1990. Since then, design specifications for the technical components and conventional facilities have been formulated. In fact, a very significant amount of surface and underground construction has been initiated and many buildings have been completed. Testing of prototypes for most technical components is advanced. The construction phase of the SSC project is approximately 20% complete. At this time, it is appropriate to capture the conventional design work which has taken place since 1990. This documents records regional and physical information used in site studies, summarizes the site studies for conventional facilities, and presents site layouts for buildings and utilities as they would have been at the end of the construction project. As such, this documents summarizes and complements the work of many groups in the SSC laboratory, the Texas National Research Laboratory Commission (TNRLC), and several subcontractors to the SSC project. The document contains extensive references to their work contained in other drafts and final reports. In particular, it borrows heavily from the Site Development Plan (released in draft form in January, 1992) which has, to date, guided aspects of site development

Technical Site Information: Planning group of the Directorate and Conventional Construction Division

Energy Technology Data Exchange (ETDEWEB)

NONE

1993-11-01

This document presents the technical site information for the Superconducting Super Collider project. The Ellis County, Texas site was selected by the Department of Energy in 1989. After assembling the initial staff at temporary facilities in Dallas, the SSC Laboratory began site-specific design work. The resulting design for the SSC accelerators, experimental areas, and laboratory facilities were described in the Site-Specific Conceptual Design Report of July 1990. Since then, design specifications for the technical components and conventional facilities have been formulated. In fact, a very significant amount of surface and underground construction has been initiated and many buildings have been completed. Testing of prototypes for most technical components is advanced. The construction phase of the SSC project is approximately 20% complete. At this time, it is appropriate to capture the conventional design work which has taken place since 1990. This documents records regional and physical information used in site studies, summarizes the site studies for conventional facilities, and presents site layouts for buildings and utilities as they would have been at the end of the construction project. As such, this documents summarizes and complements the work of many groups in the SSC laboratory, the Texas National Research Laboratory Commission (TNRLC), and several subcontractors to the SSC project. The document contains extensive references to their work contained in other drafts and final reports. In particular, it borrows heavily from the Site Development Plan (released in draft form in January, 1992) which has, to date, guided aspects of site development.

List of contents and message from the Responsible Director

Directory of Open Access Journals (Sweden)

GholamReza Havaei

2016-09-01

Full Text Available Message from the Responsible Director     I am glad to announce publication of Volume 3, No.2 (2016 of Journal of “Structural and Construction Engineering”. Journal of “Structural and Construction Engineering” publishes by Iranian Society of Structural Engineering (ISSE which is one of the leading institutes in the region. ISSE’s mission is to create an appropriate platform for the purpose of scientific, technical, research, educational communication, and scientific exchanges and competitions between researchers and specialists in structural engineering and related fields, and integration of the activities in the field of structural engineering and construction, the expansion of the frontiers of science and professional and public awareness in MEA region. To do so, ISSE established a leading journal and will publish it four times a year. Journal of “Structural and Construction Engineering” provides a forum for a broad blend of scientific and technical articles to reflect the evolving needs of the structural engineering and construction communities in the region. The scope of “Structural and Construction Engineering” encompasses, but is not restricted to, the following areas: structural engineering; earthquake engineering; structure-soil interaction; structural fire engineering; blast engineering; structural reliability/stability; life assessment/integrity; structural health monitoring; structural dynamics; experimental modelling; performance-based design, construction management. “Structural and Construction Engineering” also publishes review articles, technical notes, and a diary on national and international events related to any aspect of structural engineering. “Structural and Construction Engineering” has a continuous open call for papers. Backed by the reputation of the members of its Editorial Board, we will continue to push for excellence in the contents of this journal. I wish you enjoy reading this issue of

The Agency's Technical Co-operation activities in 1986. Report by the Director General

International Nuclear Information System (INIS)

1987-08-01

During 1986, a total of 854 projects were operational and 71 training courses were held. These activities involved 1930 expert assignments. In addition, 937 persons received training under the fellowship programme. Performance indicators (non-financial) are given in Part II of this report (Sections B and C) in order to provide some impression of the increase in implementation actions related to the delivery of a growing programme. Although total resources were higher in 1986 than in previous years, the overall growth rate declined further while new obligations and disbursements increased steeply. The near-stagnation in the net expenditure rate for Technical Assistance and Co-operation Fund (TACF) resources which occurred in 1985 prompted close monitoring and follow-up measures in 1986. These actions led to an all-time high TACF net expenditure rate, namely 75.7%, in 1986. As the TACF represented 71% of all technical co-operation resources, overall programme performance in terms of net expenditure reached 67.6%, which is also the highest rate ever recorded. TACF resources increased by 11%. Pledges and miscellaneous income covered 92.7% of the target. The percentage attainment of the target has been declining since 1983. As actual disbursements against the TACF increased at a much higher rate than new resources, the unobligated balance decreased to the extent that striving for even higher net expenditure rates would no longer be consistent with judicious resource management. The share of extrabudgetary funds in the programme declined: they accounted for 14.5% of the resources and 12.6% of the disbursements in 1986. The Federal Republic of Germany became the largest contributor of extrabudgetary funds. Special attention will be given to the utilization of these resources so that delivery rates can be improved. As anticipated, UNDP's share in resources and disbursements increased and several new large-scale projects were approved. In-kind assistance continued to play a

16 CFR 1000.26 - Directorate for Epidemiology.

Science.gov (United States)

2010-01-01

... 16 Commercial Practices 2 2010-01-01 2010-01-01 false Directorate for Epidemiology. 1000.26... AND FUNCTIONS § 1000.26 Directorate for Epidemiology. The Directorate for Epidemiology, managed by the Associate Executive Director for Epidemiology, is responsible for the collection and analysis of data on...

12 CFR 7.2010 - Directors' responsibilities.

Science.gov (United States)

2010-01-01

... refer to OCC published guidance for additional information regarding responsibilities of directors. ... 12 Banks and Banking 1 2010-01-01 2010-01-01 false Directors' responsibilities. 7.2010 Section 7... OPERATIONS Corporate Practices § 7.2010 Directors' responsibilities. The business and affairs of the bank...

Institutional directors and board compensation: Spanish evidence

Directory of Open Access Journals (Sweden)

Felix López-Iturriaga

2015-07-01

Full Text Available We address the influence of directors who represent institutional investors in three aspects of board compensation policies: level of compensation, composition, and performance sensitivity. We differentiate pressure-sensitive directors (i.e., with business links and pressure-resistant directors (i.e., without business links. Our results show that pressure-resistant directors decrease total board compensation and its fixed proportion, whereas they increase the variable proportion of total remuneration and the pay-for-performance sensitivity. By contrast, pressure-sensitive directors offer the opposite results. These findings are consistent with the view that institutional investors are not a homogeneous group and that pressure-resistant directors fulfill a more thorough monitoring role.

30 CFR 736.14 - Director's decision.

Science.gov (United States)

2010-07-01

... Director shall publish the decision in the Federal Register, including a statement of the basis and purpose... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Director's decision. 736.14 Section 736.14... Director's decision. (a) After considering all relevant information received under § 736.12 of this part...

30 CFR 282.11 - Director's authority.

Science.gov (United States)

2010-07-01

... CONTINENTAL SHELF FOR MINERALS OTHER THAN OIL, GAS, AND SULPHUR Jurisdiction and Responsibilities of Director § 282.11 Director's authority. (a) In the exercise of jurisdiction under § 282.10, the Director is... of two or more OCS mineral leases or portions of two or more OCS mineral leases into a single mining...

8 April 2013 - Indian Hon'ble Minister for Ministry of Science & Technology and Ministry of Earth Sciences Shri Sudini Jaipal Reddy in the LHC tunnel with K. Foraz, visiting the CMS cavern with Technical Coordinator A. Ball and Former Spokesperson T. Virdee, signing the guest book with Director-General R. Heuer.

CERN Multimedia

Samuel Morier-Genoud

2013-01-01

8 April 2013 - Indian Hon'ble Minister for Ministry of Science & Technology and Ministry of Earth Sciences Shri Sudini Jaipal Reddy in the LHC tunnel with K. Foraz, visiting the CMS cavern with Technical Coordinator A. Ball and Former Spokesperson T. Virdee, signing the guest book with Director-General R. Heuer.

Technical co-operation report for 1997. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

1998-08-01

This report covers the IAEA Technical Co-operation (TC) activities during 1997, gives examples of the most significant accomplishments during the year and sets out the status of resources and delivery of the TC programme. The document outlines the steps taken to strengthen planning, design, monitoring and evaluation of TC projects. It also describes how the programme's operational base is being broadened to form new partnerships, using Country Programme Frameworks and Thematic Planning to meet the Member States' priority needs and expand project impact.

Technical co-operation report for 1997. Report by the Director General

International Nuclear Information System (INIS)

1998-08-01

This report covers the IAEA Technical Co-operation (TC) activities during 1997, gives examples of the most significant accomplishments during the year and sets out the status of resources and delivery of the TC programme. The document outlines the steps taken to strengthen planning, design, monitoring and evaluation of TC projects. It also describes how the programme's operational base is being broadened to form new partnerships, using Country Programme Frameworks and Thematic Planning to meet the Member States' priority needs and expand project impact

IT governance guidelines for directors

CERN Document Server

Calder, Alan

2005-01-01

This important new book – 'IT Governance: Guidelines for Directors' provides directors, executives, managers and professional advisers with clear, pragmatic guidelines for ensuring that IT and the business work together for the same strategic objectives. 

The Director's Work on Himself

DEFF Research Database (Denmark)

Kuhlmann, Annelis

2008-01-01

A reading of Stanislavsky's major works about the actor's work on himself from the viewpoint of the director's work on himself.......A reading of Stanislavsky's major works about the actor's work on himself from the viewpoint of the director's work on himself....

An Effective Health and Medical Technical Authority

Science.gov (United States)

Fogarty, Jennifer A.

2009-01-01

The NASA Governance model directed the formation of three Technical Authorities, Engineering; Safety and Mission Assurance; and Health and Medical, to ensure that risks are identified and adjudicated efficiently and transparently in concert with the spaceflight programs and projects. The Health and Medical Technical Authority (HMTA) has been implemented at the Johnson Space Center (JSC) and consists of the Chief Medical Office (CMO), the Deputy CMO, and HMTA Delegates. The JSC HMTA achieves the goals of risk identification and adjudication through the discharge of the appropriate technical expertise to human space flight programs and projects and the escalation of issues within program and technical authority boards. The JSC HMTA relies on subject matter experts (SMEs) in the Space Life Sciences Directorate at JSC as well as experts from other Centers to work crew health and performance issues at the technical level, develop requirements, oversee implementation and validation of requirements, and identify risks and non-compliances. Once a risk or potential noncompliance has been identified and reported to the programs or projects, the JSC HMTA begins to track it and closely monitor the program's or project's response. As a risk is developed or a non-compliance negotiated, positions from various levels of decision makers are sought at the program and project control boards. The HMTA may support a program or project position if it is satisfied with the decision making and vetting processes (ex. the subject matter expert voiced his/her concerns and all dissenting opinions were documented) and finds that the position both acknowledges the risk and cost of the mitigation and resolves the issue without changing NASA risk posture. The HMTA may disagree with a program or project position if the NASA risk posture has been elevated or obfuscated. If the HMTA does disagree with the program or project position, it will appeal to successively higher levels of authority so that

16 CFR 1000.29 - Directorate for Engineering Sciences.

Science.gov (United States)

2010-01-01

... 16 Commercial Practices 2 2010-01-01 2010-01-01 false Directorate for Engineering Sciences. 1000... ORGANIZATION AND FUNCTIONS § 1000.29 Directorate for Engineering Sciences. The Directorate for Engineering Sciences, which is managed by the Associate Executive Director for Engineering Sciences, is responsible for...

16 CFR 1000.27 - Directorate for Health Sciences.

Science.gov (United States)

2010-01-01

... 16 Commercial Practices 2 2010-01-01 2010-01-01 false Directorate for Health Sciences. 1000.27... AND FUNCTIONS § 1000.27 Directorate for Health Sciences. The Directorate for Health Sciences is managed by the Associate Executive Director for Health Sciences and is responsible for reviewing and...

Three directors for one strategy

CERN Multimedia

2009-01-01

Following the interview with the Director General, Rolf-Dieter Heuer, the Bulletin continues its series of interviews with the members of CERN’s new Management team. This week, the Bulletin interviewed the three Directors, who presented their strategies for their respective sectors as a new era begins for CERN.

Statement by IAEA and Iran Following Technical Talks in Tehran

International Nuclear Information System (INIS)

2013-01-01

Full text: Following technical talks between IAEA and Iranian experts in Tehran today, here is the text of a joint statement read by Tero Varjoranta, IAEA Deputy Director General and Head of the Department of Safeguards, and H.E. Ambassador Reza Najafi of the Islamic Republic of Iran: ''Iran and the IAEA held constructive technical discussions to follow up the Joint Statement that was signed earlier today. ''At this meeting, preliminary arrangements to begin implementation of the six measures listed in the Annex to the Joint Statement were discussed. This will include a technical visit in the near future to the Heavy Water Production Plant at Arak. Future meetings at the working level will finalise the details of implementation. ''Further discussion will be held at the next technical meeting, scheduled for 11 December in Vienna.'' (IAEA)

Nanotechnology Concepts at Marshall Space Flight Center: Engineering Directorate

Science.gov (United States)

Bhat, B.; Kaul, R.; Shah, S.; Smithers, G.; Watson, M. D.

2001-01-01

Nanotechnology is the art and science of building materials and devices at the ultimate level of finesse: atom by atom. Our nation's space program has need for miniaturization of components, minimization of weight, and maximization of performance, and nanotechnology will help us get there. Marshall Space Flight Center's (MSFC's) Engineering Directorate is committed to developing nanotechnology that will enable MSFC missions in space transportation, space science, and space optics manufacturing. MSFC has a dedicated group of technologists who are currently developing high-payoff nanotechnology concepts. This poster presentation will outline some of the concepts being developed including, nanophase structural materials, carbon nanotube reinforced metal and polymer matrix composites, nanotube temperature sensors, and aerogels. The poster will outline these concepts and discuss associated technical challenges in turning these concepts into real components and systems.

Integration of Leadership Styles of School Director

Science.gov (United States)

Pavlovic, Nebojsa; Oljaca, Milka; Kostovic, Svetlana

2012-01-01

Management style can be defined as a special behavior of directors in the work process that affects the performance in an organization, in this case-school. Management style has two related meanings: first is behavior of directors to employees, second is directors' approach in school regarding management, participation of employees in decision…

Developing the Blueprint for a General Surgery Technical Skills Certification Examination: A Validation Study.

Science.gov (United States)

de Montbrun, Sandra; Louridas, Marisa; Szasz, Peter; Harris, Kenneth A; Grantcharov, Teodor P

There is a recognized need to develop high-stakes technical skills assessments for decisions of certification and resident promotion. High-stakes examinations requires a rigorous approach in accruing validity evidence throughout the developmental process. One of the first steps in development is the creation of a blueprint which outlines the potential content of examination. The purpose of this validation study was to develop an examination blueprint for a Canadian General Surgery assessment of technical skill certifying examination. A Delphi methodology was used to gain consensus amongst Canadian General Surgery program directors as to the content (tasks or procedures) that could be included in a certifying Canadian General Surgery examination. Consensus was defined a priori as a Cronbach's α ≥ 0.70. All procedures or tasks reaching a positive consensus (defined as ≥80% of program directors rated items as ≥4 on the 5-point Likert scale) were then included in the final examination blueprint. Two Delphi rounds were needed to reach consensus. Of the 17 General Surgery Program directors across the country, 14 (82.4%) and 10 (58.8%) program directors responded to the first and second round, respectively. A total of 59 items and procedures reached positive consensus and were included in the final examination blueprint. The present study has outlined the development of an examination blueprint for a General Surgery certifying examination using a consensus-based methodology. This validation study will serve as the foundational work from which simulated model will be developed, pilot tested and evaluated. Copyright © 2017 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights reserved.

Technical advisory panel for the large acceptance spectrometer: Final report

International Nuclear Information System (INIS)

1989-01-01

The Technical Advisory Panel for the Large Acceptance Spectrometer met on November 17--19, 1988, at CEBAF to perform a second review of the status of this project. The charge to the Panel was ''to provide technical advice to the CEBAF directorate on the design, construction, cost, schedule, and implementation of the Large Acceptance Spectrometer.'' In this written report, an overview of the entire project is given. Specific comments on the major components, data handling and analysis, assembly and installation, and management are presented. The Panel's conclusions are contained in the Executive Summary at the beginning of the report

31 August 2008 - Secretary General of the United Nations Ban Ki-moon visiting CMS experimental underground area and LHC tunnel with CERN Director-General R. Aymar and Collaboration Spokesperson T. Virdee. Director-General of the United Nations Office at Geneva S. Ordzhonikidze also present.

CERN Multimedia

Maximilien Brice

2008-01-01

Also present on the photographs: Guests: Representative of the French Republic O. Laurens-Bernard, Sous Préfet de Gex Deputy Permanent representative C. Guilhou, Permanent Mission of France to the UN CERN: CMS Collaboration Technical Coordinator A. Ball Chief Scientific Officer, Deputy Director-General J. Engelen Group Leader in matter of Safety C. Schaefer LHC engineer in charge L. Ponce

Technical Cooperation report for 2012. Report by the Director General. Supplement

International Nuclear Information System (INIS)

2013-07-01

This document contains financial and statistical data that supplement the Technical Cooperation (TC) Report for 2012. The information is grouped under three headings, Resources and Contributions, Actuals and Implementation Summaries1, and Non-financial Indicators. A. Resources and Contributions - The financial tables and graphs in this section show the resources received from various sources for TC activities. B. Actuals and Implementation Summaries - The financial tables and graphs in this section show actuals (monetary outlays) and implementation against the programme for the year 2012 (budget as at year end). C. Non-financial Indicators - TC programme delivery can be expressed in both financial and non-financial terms. Nonfinancial delivery (outputs) can be expressed numerically in terms of, for example, experts deployed or training courses conducted. The tables and graphs in this section provide figures for the outputs delivered through the TC programme. Unless otherwise specified, all figures in this document are expressed in Euro, which has been the functional currency for the TC programme since January 2011. For comparison purposes, figures in the document that have already been presented to the Board in US dollars are presented in this document in Euro, using the United Nations rate of exchange (UNROE). For all pre-2011 figures, the UNROE for 31 December 2010 of Euro 0.761 is used. Due to rounding, amounts in tables may not add up exactly to the totals shown. The countries are grouped by technical cooperation (TC) programme region in most of the tables. A list of Member States in each TC region is provided online at: http://www.iaea.org/technicalcooperation/Regions/index.html. The information contained in this Supplement is available in electronic form upon request. It is also available to registered users on GovAtom

Technical Cooperation report for 2007. Report by the Director General. Supplement

International Nuclear Information System (INIS)

2008-07-01

The following pages contain financial and statistical data that supplement the Technical Cooperation Report for 2007. Again this year, the information is grouped under three headings: a) Resources and Contributions, b) Disbursement and Implementation Summaries, c) Non-financial Indicators, which allow the reader to view comprehensively the data for each area of activity. The countries are grouped by TC programme region in most of the tables. An alphabetical listing by region of all the countries/territories that are mentioned in this report. Unless otherwise specified, all amounts are expressed in United States dollars. As most figures are rounded to thousands of US dollars, the amounts in tables may not add up exactly to the totals shown due to rounding

Council appoints CERN’s next Director General

CERN Multimedia

Maximilien Brice

2007-01-01

On 14 December 2007, CERN Council appointed Professor Rolf-Dieter Heuer to succeed Dr Robert Aymar as CERN Director General. Professor Heuer will serve a five-year term, taking office on 1 January 2009. From Left to right: Dr Robert Aymar, current CERN Director General, Professor Torsten Åkesson, President of CERN Council, and Professor Rolf-Dieter Heuer, CERN's next Director General.

Object Oriented Programming in Director

Directory of Open Access Journals (Sweden)

Marian DARDALA

2006-01-01

Full Text Available Director is one of the most popular authoring software. As software for developing multimedia applications, Director is an object oriented programming environment. A very important issue to develop multimedia applications is the designing of their own classes. This paper presents the particular aspects concerning the available facilities offered by Lingo to design classes and to generate objects.

CERN loses two former Directors-General

CERN Multimedia

2002-01-01

Victor Weisskopf, a giant of modern physics and Director General of CERN from 1961-65, died on 21 April. The previous month, Willibald Jentschke, Director General from 1971-75 and founder of the DESY Laboratory in Hamburg, passed away.

INTERFIRM COOPERATION AND INFORMATION SHARING THROUGH INTERLOCKING DIRECTORATES

Directory of Open Access Journals (Sweden)

Mohammed Belal UDDIN

2012-01-01

Full Text Available When firms engage in cooperative efforts, interfirm relations get particular interest to be studied. A direct interlock occurs when an executive or director of one firm sits on the board of another firm, and an indirect interlock occurs when two firms have directors or executives who sit on the board of a third firm. The three commonly used theoretical models such as social network theory, learning theory, and theory of strategic choice are more relevant for the formation and management of interlocking directorates. Uncertainty, resource scarcity, mutual trust, dependency, etc. influence the formation of interlocking directorates. Consequently, interlocking directorates allow sharing of information and overall cooperation between partners through learning, collaboration, networking, and effective relationship, etc. Proper management of interlocking directorates requires communication and collaboration among partners that enhance exchange of knowledge and cooperation.

30 CFR 282.10 - Jurisdiction and responsibilities of Director.

Science.gov (United States)

2010-07-01

... part and are under the jurisdiction of the Director: Exploration, testing, and mining operations... 30 Mineral Resources 2 2010-07-01 2010-07-01 false Jurisdiction and responsibilities of Director... Jurisdiction and Responsibilities of Director § 282.10 Jurisdiction and responsibilities of Director. Subject...

Boards: Independent and Committed Directors?

OpenAIRE

Christophe Volonté

2011-01-01

Regulators, proxy advisors and shareholders are regularly calling for independent directors. However, at the same time, independent directors commonly engage in numerous outside activities potentially reducing their time and commitment with the particular firm. Using Tobin's Q as an approximation of market valuation and controlling for endogeneity, our empirical analysis reveals that neither is independence positively related to firm performance nor are outside activities negatively related t...

Report of the Office of Nuclear Reactor Regulation technical assistance task force

International Nuclear Information System (INIS)

1981-11-01

In 1981, the Director of the Office of Nuclear Reactor Regulation (NRR) of the Nuclear Regulatory Commission (NRC) chartered a task force to assess the office program of technical assistance and to recommend improvements. The task force divided the technical assistance program into four areas, and the practices in each area were assessed through a series of surveys of staff, management, and contractor personnel. The task force placed emphasis in its interview and assessment process on the problem areas that exist in the technical assistance program. The report thus reflects a weight on the faults found as a result of the inquiries made. The four major areas of technical assistance contracting studied were program planning, program management and execution, program control and management information systems, and program administration and coordination

Gender Quotas on Board of Directors

DEFF Research Database (Denmark)

Smith, Nina

2013-01-01

Beside arguments of fairness and equal opportunities, it is often argued that gender diversity on boards of directors may improve firm performance, but the empirical results are mixed and often negative. Based on the available research, gender quotas on boards of directors cannot be justified...

What every library director should know

CERN Document Server

Curzon, Susan Carol

2014-01-01

What Every Library Director Should Know is the insider's view of vital actions, behaviors and strategies to succeed in every type of library. The content is based both on the author's direct experience after a long career in several types of libraries but also on the direct observation of other managers. Inset into the book are pearls of wisdom from other directors, managers and observers who are answering the question, "what is the one piece of management wisdom that you would give to anyone who wishes to become a library director?" This book will help to get you there by explaining and illus

Energy and Environment Directorate Status Report March 2006

International Nuclear Information System (INIS)

Long, J S

2006-01-01

The Energy and Environment Directorate (E and ED) is one of 13 directorates at Lawrence Livermore National Laboratory (LLNL), which is operated by the University of California (UC) for the U.S. Department of Energy's National Nuclear Security Administration (NNSA). We operate in the context of a national security laboratory and focus on meeting major national needs, especially from a long-term perspective. In the LLNL context, E and ED is a hybrid ''program'' and ''discipline'' directorate, combining the program development responsibilities in the national energy and environment arenas to the benefit of the entire Laboratory and also serving as the Laboratory's science base of atmospheric, earth, environmental, and energy science. This Status Report is part of the annual evaluation process required by the Department of Energy (DOE) as part of its contract with UC. The annual review typically will focus on about one third of the activities and programs of a directorate, so that the entire organization is evaluated over a three-year window. This year's review is focused on the basic science foundations for the directorate and two major program areas in the directorate, with an update from a third program. The programs for review are: (1) Earth System Science and Engineering; (2) Nuclear Systems Science and Engineering; and (3) NARAC/IMAAC update. Major questions to be addressed during this review include: (1) Are the programmatic directions appropriate? How can they be improved? (2) What actions can E and ED take to ensure success? How well poised for success are the current staff and facilities? What additions are needed? (3) What recommendations can be made to the Director and the University? This Status Report provides background information on the entire directorate including the parts of the directorate that are the focus of this year's review by the Energy and Environment Directorate Review Committee, to be held March 6-9, 2006. The following sections describe

Sleep technologists educational needs assessment: a survey of polysomnography, electroneurodiagnostic technology, and respiratory therapy education program directors.

Science.gov (United States)

Wells, Mary Ellen; Vaughn, Bradley V

2013-10-15

In this study, we assessed the community and educational needs for sleep technologists by surveying program directors of nationally accredited polysomnography, electroneurodiagnostic technology, and respiratory care educational programs. Currently, little is known about our educational capacity and the need for advanced degrees for sleep medicine technical support. A questionnaire was developed about current and future community and educational needs for sleep technologists. The questionnaire was sent to directors of CAAHEP-accredited polysomnography and electroneurodiagnostic technology programs (associate degree and certificate programs), and directors of CoARC-accredited respiratory therapy associate degree and bachelor degree programs (n = 358). Qualitative and quantitative data were collected via an internet survey tool. Data analysis was conducted with the IBM SPSS statistical package and included calculating means and standard deviations of the frequency of responses. Qualitative data was analyzed and classified based on emerging themes. One hundred seven of 408 program directors completed the survey. Seventy-four percent agreed that demand for qualified sleep technologists will increase, yet 50% of those surveyed believe there are not enough educational programs to meet the demand. Seventy-eight percent of those surveyed agreed that the educational requirements for sleep technologists will soon increase; 79% of those surveyed believe sleep centers have a need for technologists with advanced training or specialization. Our study shows educators of associate and certificate degree programs believe there is a need for a bachelor's degree in sleep science and technology.

12 CFR 918.2 - Annual directors' compensation policy.

Science.gov (United States)

2010-01-01

... § 918.3. At a minimum, such policy shall address the activities or functions for which attendance is... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Annual directors' compensation policy. 918.2... HOME LOAN BANKS BANK DIRECTOR COMPENSATION AND EXPENSES § 918.2 Annual directors' compensation policy...

Health Risks Faced by Public School Band Directors

Science.gov (United States)

Woolery, Danielle N.; Woolery, Jesse A.

2013-01-01

Public school band directors face many work-related hazards in their grueling, yet rewarding job. As a school year progresses, directors are expected to work long hours, while trying to balance professional and personal responsibilities. A band director whose career spans multiple decades can potentially face a number of serious medical problems.…

Identifying influential directors in the United States corporate governance network

Science.gov (United States)

Huang, Xuqing; Vodenska, Irena; Wang, Fengzhong; Havlin, Shlomo; Stanley, H. Eugene

2011-10-01

The influence of directors has been one of the most engaging topics recently, but surprisingly little research has been done to quantitatively evaluate the influence and power of directors. We analyze the structure of the US corporate governance network for the 11-year period 1996-2006 based on director data from the Investor Responsibility Research Center director database, and we develop a centrality measure named the influence factor to estimate the influence of directors quantitatively. The US corporate governance network is a network of directors with nodes representing directors and links between two directors representing their service on common company boards. We assume that information flows in the network through information-sharing processes among linked directors. The influence factor assigned to a director is based on the level of information that a director obtains from the entire network. We find that, contrary to commonly accepted belief that directors of large companies, measured by market capitalization, are the most powerful, in some instances, the directors who are influential do not necessarily serve on boards of large companies. By applying our influence factor method to identify the influential people contained in the lists created by popular magazines such as Fortune, Networking World, and Treasury and Risk Management, we find that the influence factor method is consistently either the best or one of the two best methods in identifying powerful people compared to other general centrality measures that are used to denote the significance of a node in complex network theory.

Identifying influential directors in the United States corporate governance network.

Science.gov (United States)

Huang, Xuqing; Vodenska, Irena; Wang, Fengzhong; Havlin, Shlomo; Stanley, H Eugene

2011-10-01

The influence of directors has been one of the most engaging topics recently, but surprisingly little research has been done to quantitatively evaluate the influence and power of directors. We analyze the structure of the US corporate governance network for the 11-year period 1996-2006 based on director data from the Investor Responsibility Research Center director database, and we develop a centrality measure named the influence factor to estimate the influence of directors quantitatively. The US corporate governance network is a network of directors with nodes representing directors and links between two directors representing their service on common company boards. We assume that information flows in the network through information-sharing processes among linked directors. The influence factor assigned to a director is based on the level of information that a director obtains from the entire network. We find that, contrary to commonly accepted belief that directors of large companies, measured by market capitalization, are the most powerful, in some instances, the directors who are influential do not necessarily serve on boards of large companies. By applying our influence factor method to identify the influential people contained in the lists created by popular magazines such as Fortune, Networking World, and Treasury and Risk Management, we find that the influence factor method is consistently either the best or one of the two best methods in identifying powerful people compared to other general centrality measures that are used to denote the significance of a node in complex network theory.

Laser ablated micropillar energy directors for ultrasonic welding of microfluidic systems

International Nuclear Information System (INIS)

Poulsen, Carl Esben; Kistrup, Kasper; Andersen, Nis Korsgaard; Taboryski, Rafael; Hansen, Mikkel Fougt; Wolff, Anders

2016-01-01

We present a new type of energy director (ED) for ultrasonic welding of microfluidic systems. These micropillar EDs are based on the replication of cone like protrusion structures introduced using a pico-second laser and may therefore be added to any mould surface accessible to a pico-second laser beam. The technology is demonstrated on an injection moulded microfluidic device featuring high-aspect ratio ( h   ×   w   =  2000 μ m  ×  550 μ m) and free-standing channel walls, where bonding is achieved with no detectable channel deformation. The bonding strength is similar to conventional EDs and the fabricated system can withstand pressures of over 9.5 bar. (technical note)

76 FR 73010 - Technical Report Evaluating the 1999-2003 Head Impact Upgrade of FMVSS No. 201, Upper-Interior...

Science.gov (United States)

2011-11-28

... influence NHTSA's thinking on this subject? NHTSA welcomes public review of the technical report. NHTSA will.... Simons, Director, Office of Regulatory Analysis and Evaluation. [FR Doc. 2011-30560 Filed 11-25-11; 8:45...

SOME CONSIDERATIONS REGARDING THE REVOCATION OF THE COMPANY DIRECTOR

Directory of Open Access Journals (Sweden)

Cristina Cojocaru

2013-11-01

Full Text Available In principle, in Romania, according to current regulations, the director of a company can not address the court against the decision of the general meeting of shareholders through which he/she was revoked from his/her position, regardless of the reasons for the revocation. However, if the director is also the shareholder of that company, he/she may appeal the decision of the general meeting of shareholders, for other reasons than the revocation itself. This is the case even if, by that decision of the general meeting of shareholders it has been decided, inter alia, the revocation of the director. Also, the laws of Romania stipulate that the revoked director has the possibility to claim in court damages if he/she fulfilled correctly the duties as director of the company. At the same time, the article looks at the concept of director, his/her relations with the company and the revocation of the director as general concept.

The long-term benefits of director stock ownership

Directory of Open Access Journals (Sweden)

Brian Bolton

2009-11-01

Full Text Available In October 2009, the United States Treasury Department and Congress considered new regulations requiring executives and directors to receive much of their compensation in the form of long-term stock. One concern with this is that it may have negative consequences by entrenching managers and directors over the long term. This study compares the potential benefits of long-term director ownership with the potential costs of entrenchment. Using the dollar amount of stock owned by independent directors, the results suggest that the incentive effect dominates any costs related to entrenchment: firms with greater stock ownership outperform other firms, regardless of the degree of managerial entrenchment that may be present. The implication for policy-makers is that providing directors with incentives through stock ownership can be a very effective corporate governance mechanism.

7 CFR 2.95 - Director, Office of Ethics.

Science.gov (United States)

2010-01-01

... 7 Agriculture 1 2010-01-01 2010-01-01 false Director, Office of Ethics. 2.95 Section 2.95... Administration § 2.95 Director, Office of Ethics. The Director, Office of Ethics, shall be the USDA Alternate Agency Ethics Official, pursuant to 5 CFR 2638.202, and shall exercise the authority reserved to the...

30 CFR 732.11 - Review by the Director.

Science.gov (United States)

2010-07-01

... proposed State program, the Director shall publish in the Federal Register and in a newspaper of general... determined by the Director and published in the Federal Register notice required by paragraph (a). (2) When... 30 Mineral Resources 3 2010-07-01 2010-07-01 false Review by the Director. 732.11 Section 732.11...

Technical Cooperation Report for 2004. Report by the Director General [supplement

International Nuclear Information System (INIS)

2005-09-01

This report contains financial and statistical data supplementing the Technical Cooperation Report for 2004. Again this year, the information is grouped under three headings: a) Resources and contributions, b) Disbursement and implementation summaries and c) Non-financial indicators, which allow the reader to make a comprehensive review of all information related to one subject. However, in a continuing effort to provide concise and transparent information, changes have been made in some of the tables from the presentation in 2003. The countries are grouped by region in most of the tables. An alphabetical listing by region of all countries/territories is mentioned in this report. Unless otherwise specified, all amounts are expressed in United States dollars. As most figures are rounded to thousands of US dollars, the amounts in tables may not add up exactly to the totals shown due to rounding [fr

Technical Cooperation Report for 2004. Report by the Director General [supplement

International Nuclear Information System (INIS)

2005-08-01

This report contains financial and statistical data supplementing the Technical Cooperation Report for 2004. Again this year, the information is grouped under three headings: a) Resources and contributions, b) Disbursement and implementation summaries and c) Non-financial indicators, which allow the reader to make a comprehensive review of all information related to one subject. However, in a continuing effort to provide concise and transparent information, changes have been made in some of the tables from the presentation in 2003. The countries are grouped by region in most of the tables. An alphabetical listing by region of all countries/territories is mentioned in this report. Unless otherwise specified, all amounts are expressed in United States dollars. As most figures are rounded to thousands of US dollars, the amounts in tables may not add up exactly to the totals shown due to rounding [es

Technical Cooperation Report for 2004. Report by the Director General [supplement

International Nuclear Information System (INIS)

2005-08-01

This report contains financial and statistical data supplementing the Technical Cooperation Report for 2004. Again this year, the information is grouped under three headings: a) Resources and contributions, b) Disbursement and implementation summaries and c) Non-financial indicators, which allow the reader to make a comprehensive review of all information related to one subject. However, in a continuing effort to provide concise and transparent information, changes have been made in some of the tables from the presentation in 2003. The countries are grouped by region in most of the tables. An alphabetical listing by region of all countries/territories is mentioned in this report. Unless otherwise specified, all amounts are expressed in United States dollars. As most figures are rounded to thousands of US dollars, the amounts in tables may not add up exactly to the totals shown due to rounding [ru

Technical Cooperation Report for 2004. Report by the Director General [supplement

International Nuclear Information System (INIS)

2005-07-01

This report contains financial and statistical data supplementing the Technical Cooperation Report for 2004. Again this year, the information is grouped under three headings: a) Resources and contributions, b) Disbursement and implementation summaries and c) Non-financial indicators, which allow the reader to make a comprehensive review of all information related to one subject. However, in a continuing effort to provide concise and transparent information, changes have been made in some of the tables from the presentation in 2003. The countries are grouped by region in most of the tables. An alphabetical listing by region of all countries/territories is mentioned in this report. Unless otherwise specified, all amounts are expressed in United States dollars. As most figures are rounded to thousands of US dollars, the amounts in tables may not add up exactly to the totals shown due to rounding

Technical Cooperation Report for 2005. Report by the Director General [supplement

International Nuclear Information System (INIS)

2006-08-01

This report contains financial and statistical data supplementing the Technical Cooperation Report for 2005. Again this year, the information is grouped under three headings: a) Resources and contributions, b) Disbursement and implementation summaries, c) Non-financial indicators, which allow the reader to make a comprehensive review of all information related to one subject. However, in a continuing effort to provide concise and transparent information, changes have been made in some of the tables from the presentation in 2003. The countries are grouped by region in most of the tables. An alphabetical listing by region of all countries/territories are mentioned in this report. Unless otherwise specified, all amounts are expressed in United States dollars. As most figures are rounded to thousands of US dollars, the amounts in tables may not add up exactly to the totals shown due to rounding

Predictors of Choral Directors' Voice Handicap

Science.gov (United States)

Schwartz, Sandra

2013-01-01

Vocal demands of teaching are considerable and these challenges are greater for choral directors who depend on the voice as a musical and instructive instrument. The purpose of this study was to (1) examine choral directors' vocal condition using a modified Voice Handicap Index (VHI), and (2) determine the extent to which the major variables…

Revision of the European Ecolabel Criteria for Personal, Notebook and Tablet Computers TECHNICAL REPORT Summary of the final criteria proposals

OpenAIRE

DODD NICHOLAS; VIDAL ABARCA GARRIDO CANDELA; WOLF Oliver; GRAULICH Kathrin; BUNKE Dirk; GROSS Rita; LIU Ran; MANHART Andreas; PRAKASH Siddharth

2015-01-01

This technical report provide the background information for the revision of the EU Ecolabel criteria for Personal and Notebook Computers. The study has been carried out by the Joint Research Centre with technical support from the Oeko-Institut. The work has been developed for the European Commission's Directorate General for the Environment. The main purpose of this report is to provide a summary of the technical background and rationale for each criterion proposal. This document is compl...

J. B. Adams Acting Director-General

CERN Multimedia

1960-01-01

After the tragic death of Prof. C. J. Bakker, the Council of CERN held an emergency meeting on May 3, 1960. Following this session, Mr. F. de Rose, President of the Council of the European Organization for Nuclear Research, announced the appointment of Mr. J. B. Adams, Director of the PS division to the post of acting Director-General.

1 November 2012 - Signature of the Co-operation Agreement between the Administrative Department of Science, Technology and Innovation (COLCIENCIAS) of Colombia and the European Organization for Nuclear Research (CERN) concerning Scientific and Technical Co-operation in High-Energy Physics and related technologies by CERN Director-General R. Heuer, witnessed by Ambassador of Colombia to Switzerland C. Turbay Quintero.

CERN Multimedia

Maximilien Brice

2012-01-01

1 November 2012 - Signature of the Co-operation Agreement between the Administrative Department of Science, Technology and Innovation (COLCIENCIAS) of Colombia and the European Organization for Nuclear Research (CERN) concerning Scientific and Technical Co-operation in High-Energy Physics and related technologies by CERN Director-General R. Heuer, witnessed by Ambassador of Colombia to Switzerland C. Turbay Quintero.

School directors and management in education

Directory of Open Access Journals (Sweden)

Srdić Vesna M.

2015-01-01

Full Text Available The main features of school management and organization comprise planning, decision making, management, leadership and communication. Research suggests that successful school management requires not only advanced managerial but also leadership skills, with highly developed social skills as the main competence. In a complex social system, good leadership becomes a fundamental component of a successful organization or institution. Although leadership has for a long time been of interest for theoreticians and practitioners alike, there are still numerous questions waiting to be answered in the area of management and leadership in education. According to the Law on the Basis of Educational System, the person who can be named a school director must posses appropriate education, competences, license and experience in education. Legal requirements allow the provision of effective training, but the fact that personal disposition can be both an advantage and an obstacle for acquiring necessary items of knowledge and skills, points to the necessity of including selection into the standard procedure for the election of a director. Democratization and decentralization of the educational system presupposes a series of structural, systemic and functional changes which reflect on school management and the role played by the director. This paper considers responsibilities and competences of directors, both in legislation and in school practice and addresses the question whether a school director is a manager or a leader, and what are the possibilities for the provision of professional resources for school management.

U.S. Senate confirms new USGS director

Science.gov (United States)

Showstack, Randy

Shortly before adjourning in October, the U.S. Senate confirmed Charles Groat as the new director of the U.S. Geological Survey. Interior Secretary Bruce Babbitt is expected to swear him in shortly as the agency's 13th director. Groat takes over from Thomas Casadevall, who has served as acting director since Gordon Eaton resigned in September 1997.Groat, an AGU member, has more than 25 years of experience in the Earth science fields, including energy and minerals resource assessment, groundwater occurrence and protection, geomorphic processes and landform evolution in desert areas, and coastal studies.

Dr. Francis Collins Is New NIH Director

Science.gov (United States)

... Ph.D., a physician and geneticist, is the new Director of the National Institutes of Health (NIH), part of the U.S. Department of Health and Human Services. President Barack Obama nominated Dr. Collins, who served as Director of ...

Comparing selection criteria of residency directors and physicians' employers.

Science.gov (United States)

Villanueva, A M; Kaye, D; Abdelhak, S S; Morahan, P S

1995-04-01

In 1993, the Medical College of Pennsylvania (MCP), mindful of the rapidly changing environments of health care delivery, created three surveys to gather information from outside the school that would help the faculty plan how the curriculum and advising system could better prepare students and residents for the demands of twenty-first-century medicine. The first survey focused on the MCP seniors graduating that year and asked about their perceptions of their medical education and their specialty and residency choices. The second survey, directed to 40 medical residency program directors in family medicine, internal medicine, pediatrics, and surgery, sought to identify the characteristics of applicants that these directors valued when selecting entrants to their programs. The third survey, of 30 employers of physicians representing four practice environments (private practice, hospitals/other health systems, academic medical centers, and health maintenance organizations), sought information on hiring and recruitment practices and the skills, competencies, and attitudes these employers valued most when hiring recently graduated physicians. The responses showed several differences and/or misperceptions among the views held by the three groups surveyed and suggest that medical educators have not adapted as rapidly as have employers to changes in the health care environment. Academic health centers must broaden their missions and make changes in their own institutional cultures, both to maintain their own viability and to train physicians who have the balance between scientific and technical competency and essential personal characteristics (such as empathy) that the next century's practice will probably demand.

PLAY DIRECTING AND DIRECTORS: AN EVOLUTIONARY ...

African Journals Online (AJOL)

While the theatre director can be seen as the `god of the theatre', he/she can also be seen as a priest and a carrier who must coordinate human and material resources a master and a messenger. Drawing from the above, this paper traces the evolution of play directing and the theatre director in different theatres of the world ...

Robert Aymar, Director-General of CERN

CERN Document Server

Patrice Loïez

2003-01-01

Robert Aymar, photographed in 2003 before taking his position as Director-General at CERN, succeeding Luciano Maiani in 2004. At this time, Aymar was director of the International Thermonuclear Experimental Reactor (ITER) although he had already been involved with developments at CERN, chairing the External Review Committee, set up in 2001 in response to the increased cost of the LHC.

Beam director design report

International Nuclear Information System (INIS)

Younger, F.C.

1986-08-01

A design and fabrication effort for a beam director is documented. The conceptual design provides for the beam to pass first through a bending and focusing system (or ''achromat''), through a second achromat, through an air-to-vacuum interface (the ''beam window''), and finally through the vernier steering system. Following an initial concept study for a beam director, a prototype permanent magnet 30 0 beam-bending achromat and prototype vernier steering magnet were designed and built. In volume II, copies are included of the funding instruments, requests for quotations, purchase orders, a complete set of as-built drawings, magnetic measurement reports, the concept design report, and the final report on the design and fabrication project

Excerpts from the introductory statement by IAEA Director General. IAEA Board of Governors, Vienna, 14 September 1998

International Nuclear Information System (INIS)

ElBaradei, M.

1998-01-01

The document contains excerpts from the Introductory Statement made by the Director General of the IAEA at the IAEA Board of Governors on 14 September 1998. The following aspects from the Agency's activity are presented: nuclear safety, technical co-operation programme, safeguards and verification, fissile material treaty, nuclear material released from the military sector, Agency's involvement in safeguards verification in the Democratic People's Republic of Korea (DPRK), Agency's inspections in Iraq in relation to its clandestine nuclear programme, and Agency's safeguards in the Middle East region

Continuous director-field transformation of nematic tactoids

NARCIS (Netherlands)

Prinsen, P.; Schoot, van der P.P.A.M.

2004-01-01

We theoretically investigate the director field inside spindle-shaped nematic droplets, known as tactoids. Tactoids typically form in dispersions of rod-like colloidal particles. By optimising the bulk elastic and surface energies, we find that the director field crosses over smoothly from a

Weerts to lead Physical Sciences and Engineering directorate | Argonne

Science.gov (United States)

Physical Sciences and Engineering directorate By Lynn Tefft Hoff * August 10, 2015 Tweet EmailPrint Hendrik Engineering (PSE) directorate at the U.S. Department of Energy's Argonne National Laboratory. Weerts has , chemistry, materials science and nanotechnology. Weerts joined Argonne in 2005 as director of Argonne's High

The provision of technical assistance by the Agency with special reference to 1971. Report by the Director General

International Nuclear Information System (INIS)

1972-07-01

Following its usual practice, the Board of Governors has requested the communication to the General Conference of the material it used in reviewing the provision of technical assistance by the Agency, with special reference to 1971; this material is accordingly reproduced in the present document. The review was carried out pursuant to paragraph 20 of the Guiding Principles and General Operating Rules to Govern the Provision of Technical Assistance by the Agency. 2. The use of the resources placed at the Agency's disposal, in the form of voluntary contributions, gifts in kind, UNDP(SF) and UNDP(TA) funds, for the provision of technical assistance is reviewed in this document; data on UNDP(SF) assistance in respect of projects for which the IAEA was the executing agent have been incorporated in the statistical tables and figures for the first time. This has been done to establish a broader basis for comparison of the data that will be included in the report to be submitted one year hence, in which special reference will be made to the technical assistance provided by the Agency in 1972, which will reflect the full integration of the Special Fund and Technical Assistance components of UNDP, In addition, information is given with regard to the UNDP(SF) projects for which the Agency served as sub-contractor in 1971 in Annex III. 3. The three principal elements of the technical assistance provided are expert services, equipment and fellowships. The main objectives of the assistance are to promote the transfer of skills and knowledge relating to the peaceful uses of atomic energy, to support the efforts made by recipient countries to carry out their atomic energy activities more efficiently, and to ensure that the knowledge acquired can continue to be applied after Agency projects have been completed. The achievement of the latter objective, however, depends largely on the ability of Governments to make adequate facilities available and to recruit and retain the requisite

The provision of technical assistance by the Agency with special reference to 1971. Report by the Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

1972-07-15

Following its usual practice, the Board of Governors has requested the communication to the General Conference of the material it used in reviewing the provision of technical assistance by the Agency, with special reference to 1971; this material is accordingly reproduced in the present document. The review was carried out pursuant to paragraph 20 of the Guiding Principles and General Operating Rules to Govern the Provision of Technical Assistance by the Agency. 2. The use of the resources placed at the Agency's disposal, in the form of voluntary contributions, gifts in kind, UNDP(SF) and UNDP(TA) funds, for the provision of technical assistance is reviewed in this document; data on UNDP(SF) assistance in respect of projects for which the IAEA was the executing agent have been incorporated in the statistical tables and figures for the first time. This has been done to establish a broader basis for comparison of the data that will be included in the report to be submitted one year hence, in which special reference will be made to the technical assistance provided by the Agency in 1972, which will reflect the full integration of the Special Fund and Technical Assistance components of UNDP, In addition, information is given with regard to the UNDP(SF) projects for which the Agency served as sub-contractor in 1971 in Annex III. 3. The three principal elements of the technical assistance provided are expert services, equipment and fellowships. The main objectives of the assistance are to promote the transfer of skills and knowledge relating to the peaceful uses of atomic energy, to support the efforts made by recipient countries to carry out their atomic energy activities more efficiently, and to ensure that the knowledge acquired can continue to be applied after Agency projects have been completed. The achievement of the latter objective, however, depends largely on the ability of Governments to make adequate facilities available and to recruit and retain the requisite

LLNL 1981: technical horizons

International Nuclear Information System (INIS)

1981-07-01

Research programs at LLNL for 1981 are described in broad terms. In his annual State of the Laboratory address, Director Roger Batzel projected a $481 million operating budget for fiscal year 1982, up nearly 13% from last year. In projects for the Department of Energy and the Department of Defense, the Laboratory applies its technical facilities and capabilities to nuclear weapons design and development and other areas of defense research that include inertial confinement fusion, nonnuclear ordnances, and particle-beam technology. LLNL is also applying its unique experience and capabilities to a variety of projects that will help the nation meet its energy needs in an environmentally acceptable manner. A sampling of recent achievements by LLNL support organizations indicates their diversity

Ideas for Directors.

Science.gov (United States)

Child Care Information Exchange, 1987

1987-01-01

Presents child care center directors with a variety of relevant management ideas from business and the child care field. They include translating employee body language; leadership myths; on-the-job teacher training; undesirable bosses; wasting employee talent; voicing disagreement; employee anger; encouraging creativity; and coping with late…

Board Directors and Corporate Social Responsibility

OpenAIRE

Mariana Nedelcu (Bunea)

2014-01-01

The boards of directors and corporate social responsibility (CSR) have been the subject of much study and debate in the corporate governance circles over the two last decades. With issues ranging from poor corporate reporting to excessive executive compensation often splashed in the headlines, the role of boards comes into the media limelight as never before. Boards of directors are also becoming increasingly aware of corporate social responsibility issues.

Work Done For the Safety and Assurance Directorate

Science.gov (United States)

Struhar, Paul T., Jr.

2004-01-01

The Safety and Assurance Directorate (SAAD) has a vision. The vision is to be an essential part of NASA Glenn's journey to excellence. SAAD is in charge of leading safety, security, and quality and is important to our customers. When it comes to programmatic and technical decision making and implementation, SAAD provides clear safety, reliability, maintainable, quality assurance and security. I worked on a couple different things during my internship with Sandra Hardy. I did a lot of logistics for meeting and trips. I helped run the budget for the SAAD directorate. I also worked with Rich Miller for one week and we took water samples and ran tests. We also calibrated the different equipment. There is a lot more to meetings than people see. I did one for a retirement party. I had to get work orders and set up the facilities where the event is going to take place. I also set up a trip to Plum Brook Station. I had to order vans and talk with the people up there to see when a good time was. I also had to make invitations and coordinate everything. I also help Sandy run the numbers in the budget. We use excel to do this, which makes it a lot easier. things. He is in the environmental safety office. I learned how to collaborate the equipment using alpha and beta sources. I went out with him and we took water samples and tested them for conductivity and chlorine. I have learned a lot in the short time I've been here. It has been a great experience and I have has the pleasure of meeting and working with great people.

Female Institutional Directors on Boards and Firm Value

OpenAIRE

Pucheta Martínez, María Consuelo; Bel Oms, Inmaculada; Olcina Sempere, Gustau

2016-01-01

The aim of this research is to examine what impact female institutional directors on boards have on corporate performance. Previous research shows that institutional female directors cannot be considered as a homogeneous group since they represent investors who may or may not maintain business relations with the companies on whose corporate boards they sit. Thus, it is not only the effect of female institutional directors as a whole on firm value that has been analysed, but also the impact of...

Board Directors and Corporate Social Responsibility

Directory of Open Access Journals (Sweden)

Mariana Nedelcu (Bunea

2014-08-01

Full Text Available The boards of directors and corporate social responsibility (CSR have been the subject of much study and debate in the corporate governance circles over the two last decades. With issues ranging from poor corporate reporting to excessive executive compensation often splashed in the headlines, the role of boards comes into the media limelight as never before. Boards of directors are also becoming increasingly aware of corporate social responsibility issues.

Director Turnover: An Australian Academic Development Study

Science.gov (United States)

Fraser, Kym; Ryan, Yoni

2012-01-01

Although it can be argued that directors of central academic development units (ADUs) are critical to the implementation of university teaching and learning strategies, it would appear there is a high director turnover rate. While research in the USA, the UK, and Australia illustrates that ADUs are frequently closed or restructured, that research…

Auditor’s Risk Assessment of Independent Directors in Nigeria

Directory of Open Access Journals (Sweden)

Salau Abdulmalik

2017-01-01

Full Text Available The objective of this study is to investigate the external auditor’s risk assessment of independent directors in Nigeria. The study utilized data from 94 non-financial listed companies on the Nigerian Stock Exchange for the periods 2008-2013. The study used cross-sectional time-series feasible generalized least square regression, which account for heteroscedasticity and autocorrelation to test the influence independent non-executive director on auditor pricing decision in Nigeria. Our result indicates that the proportion of independent non-executive director has a positive relationship with audit fees, suggesting that this class of directors is priced high by the Nigerian auditors. These findings have both policy and practical implication on corporate governance. For instance, future regulatory reforms could consider collaborative board model instead of the insistence on more independent director presence in the boardroom.

Technical Cooperation Report for 2006. Report by the Director General. Supplement

International Nuclear Information System (INIS)

2007-07-01

The following pages contain financial and statistical data that supplement the Technical Cooperation Report for 2006. Again this year, the information is grouped under three headings, which allow the reader to view comprehensively the data for each area of activity. The countries are grouped by TC programme region in most of the tables. An alphabetical listing by region of all the countries/territories are mentioned in this report. Montenegro declared independence from Serbia on 3 June 2006. After that date, the IAEA Membership of the former Serbia and Montenegro was continued by the Republic of Serbia. For its part, Montenegro became a Member of the IAEA on 30 October 2006. The information in the tables concerning these Member States reflects assistance and contributions over the course of the full year 2006. Unless otherwise specified, all amounts are expressed in United States dollars. As most figures are rounded to thousands of US dollars, the amounts in tables may not add up exactly to the totals shown due to rounding

The AECL study for an intense neutron - generator (technical details)

Energy Technology Data Exchange (ETDEWEB)

Bartholomew, G A; Tunnicliffe, P R

1966-07-01

The AECL study for an intense neutron-generator has been in progress for two years. Recently the scientific and technical details and the conceptual designs were compiled in a report supporting proposals addressed to AECL's Board of Directors for further work. The compilation is being issued in this form to permit further discussion of the technical aspects. However readers are asked to appreciate that it was written primarily for an AECL audience, and specifically that those chapters giving tentative information about costs, the rate of investment and similar items have been omitted or modified, many references have been made to interim internal reports in order to complete the local documentation, but these references do not imply that the reports themselves can be made generally available. (author)

The AECL study for an intense neutron - generator (technical details)

International Nuclear Information System (INIS)

Bartholomew, G.A.; Tunnicliffe, P.R.

1966-01-01

The AECL study for an intense neutron-generator has been in progress for two years. Recently the scientific and technical details and the conceptual designs were compiled in a report supporting proposals addressed to AECL's Board of Directors for further work. The compilation is being issued in this form to permit further discussion of the technical aspects. However readers are asked to appreciate that it was written primarily for an AECL audience, and specifically that those chapters giving tentative information about costs, the rate of investment and similar items have been omitted or modified, many references have been made to interim internal reports in order to complete the local documentation, but these references do not imply that the reports themselves can be made generally available. (author)

El Consejero Dominical y el Gobierno Corporativo / Institutional Directors and Corporate Governance

OpenAIRE

Chiva Ortells, Carlos

2017-01-01

The aim of this research is to study the role of institutional directors in corporate governance. For this purpose, we have analysed the impact that these directors have on CEO compensation and on corporate social responsibility disclosure. Moreover, institutional directors have been classified into two groups: pressure-resistant institutional directors and pressure-sensitive institutional directors. The results show that institutional directors, as a whole, and pressure-resistant institution...

Administrative behavior of directors in hospitals: the Israeli case.

Science.gov (United States)

Stern, Z; Schmid, H; Nirel, N

1994-01-01

This article presents research findings on the behavior of directors in hospitals in Israel. According to the findings, hospital directors devote most of their time to internal organization processes and less time to the management of the external organizational environment. The findings also reveal that the orientation of these directors is toward centralization of authority and concentration of the decision-making process.

Alternative Perspectives on Independence of Directors

OpenAIRE

Brennan, Niamh; McDermott, Michael

2004-01-01

This paper examines the issue of independence of boards of directors and non-executive directors of companies listed on the Irish Stock Exchange. Based on information published in annual reports, the study found that most Irish listed companies were complying with the Combined Code’s recommendations for a balanced board structure, albeit with only 60 per cent having majority-independent boards. The study found a lack of consistency in interpreting the definition of “independence”, a lack of d...

Leadership styles of hospital pharmacy directors.

Science.gov (United States)

Parrett, E E; Hurd, P D; Northcraft, G; McGhan, W F; Bootman, J L

1985-05-01

The leadership styles of hospital pharmacy directors and the association between leadership style, participative management, and innovative pharmaceutical services were studied using a mail questionnaire. The questionnaire was sent to 570 randomly selected hospital pharmacy directors. Included were a validated instrument that measures task-oriented versus relationship-oriented leadership behavior and other questions about participation of staff members, innovative services, and respondents' personal characteristics. The response rate was 69%. The majority of respondents perceived their leadership as highly relationship-oriented as well as highly task-oriented. Respondents with the "high relationship-high task" leadership style had the highest scores for subordinate participation. There were no significant differences in scores for innovative services by leadership style. A positive correlation between scores for subordinate participation and scores for innovative services was demonstrated. Most hospital pharmacy directors used a management style in which relationships and staff participation were important.

Research leadership: should clinical directors be distinguished researchers?

Science.gov (United States)

Allison, Stephen; Goodall, Amanda H; Bastiampillai, Tarun

2016-06-01

Clinical directors established research-led healthcare by combining research, teaching and clinical excellence within the teaching hospitals. This research culture created high clinical standards, which benefited patients, the workforce and healthcare organisations. The current paper explores this research leadership role for clinical directors. It reviews studies arising from the theory of expert leadership, which focuses on the relationship between a leader's core knowledge and organisational performance. More specifically, we examine the expert leader's research track record, the associations with their organisation's performance, and the influence of research activity on clinical excellence. Distinguished researchers still lead the most prestigious teaching hospitals and the most trusted departments of psychiatry in the United States where the clinical directorate structure originated. It is also known that good scholars can improve research output when appointed to leadership positions. This suggests that the clinical director's research track record should be a consideration at a time when research is being embedded in Australia's local health networks. A clinical director's leadership may influence the research performance of their department and contribute to the quality of mental healthcare. © The Royal Australian and New Zealand College of Psychiatrists 2015.

Misleading outside directors in public companies – The Israeli case

Directory of Open Access Journals (Sweden)

David A. Frenkel

2006-01-01

Full Text Available The external directors, who serve by law on the board of directors, are responsible for ensuring that, in addition to protecting the interests of stakeholders, the company will take the public interest into consideration. In this research we critically assess this system of corporate governance, and examine whether the external directors can actually succeed in looking out for the public’s interest. The research is based on in-depth interviews with external directors of leading public companies in Israel, representing different sectors. The issue at stake is both conceptual and practical: Conceptually there is an issue of how the notion of "the public interest" is understood and whether the legal construct of "outside directors" is capable of manifesting the public interest. Practically the issue at stake has to do with organisational sociology and how the relations within the Board are set and who are the outside directors.

Potential of Field Education as Signature Pedagogy: The Field Director Role

Science.gov (United States)

Lyter, Sharon C.

2012-01-01

In light of the assertion that field education is the signature pedagogy of social work education, this Internet-based study explores field director demographics and questions the fulfillment of this potential, examining BSW and MSW field education through the lens of the field director position. Field directors (159) and deans/directors (150)…

A VIRTUAL TECHNICAL SYSTEMS AUDIT OF RESEARCH QUALITY ASSURANCE AND RECORD MANAGEMENT SYSTEMS IN ORD, U.S EPA

Science.gov (United States)

NHEERL conducts technical systems audits (TSAs) on its research projects. The findings are reported by the QA Manager (QAM) to the Director of QA (DQA) as Exemplary Findings (things the QA Team liked); Corrective Actions (things that must be corrected immediately); and Areas for...

CERN stop-over for KEK and Fermilab Directors

CERN Multimedia

2001-01-01

En route for a meeting of the International Committee for Future Accelerators, ICFA, held at Germany's DESY laboratory, the Directors of Japan's KEK laboratory and Fermilab in the United States had a stop-over at CERN last Wednesday 7 February. Dr Hirotaka Sugawara, Director General of Japan's high energy physics laboratory, KEK, visited the Antiproton Decelerator, AD. From left to right, Masaki Hori, member of the ASACUSA collaboration, John Eades, contact person for ASACUSA, Dr Hirotaka Sugawara, Werner Pirkl, the PS Division engineer responsible for the Radio Frequency Quadrupole decelerator in the foreground, and Kurt Hübner, CERN's Director of Accelerators. Dr Michael S. Witherell, Director of the Fermi National Accelerator Laboratory, Fermilab, visited construction sites for the LHC, ATLAS, and CMS. He is seen here with a module of the CMS hadronic calorimeter in building 186.

Board Directors' Selection Process Following a Gender Quota

DEFF Research Database (Denmark)

Sigurjonsson, Olaf; Arnardottir, Audur Arna

-quota selection of new board directors as well as the attitudes of board members towards the quota and perceptions of the effect of quota on processes. We incorporate a dual qualitative and quantitative methodology with in-depth interviews with 20 board directors and chairs, and a survey of 260 directors who...... companies with 50 or more employees. Thereby legislatively going further than any other country, out of the fifteen that have amended and adopted gender quota legislation. This article utilizes resource dependency and status expectations theory lenses to explore how the new legislation affected the post...... conviction. Furthermore, there are different avenues to the board. Although initial attitudes towards quotas are more negative among men than women, these attitudes decrease over time. Finally, consistent with status expectation theory, male directors are more negative than their female counterparts about...

Energy Materials Coordinating Committee (EMaCC): Fiscal year 1996. Annual technical report

Energy Technology Data Exchange (ETDEWEB)

NONE

1997-08-01

The DOE Energy Materials Coordinating Committee (EMaCC) serves primarily to enhance coordination among the Department`s materials programs and to further effective use of materials expertise within the Department. These functions are accomplished through the exchange of budgetary and planning information among program managers and through technical meetings/workshops on selected topics involving both DOE and major contractors. In addition, EMaCC assists in obtaining materials-related inputs for both intra- and interagency compilations. The EMaCC reports to the Director of the Office of Energy Research in his or her capacity as overseer of the technical programs of the Department. This annual technical report is mandated by the EMaCC terms of reference. This report summarizes EMaCC activities for FY 1996 and describes the materials research programs of various offices and divisions within the Department.

Energy Materials Coordinating Committee (EMaCC): Fiscal year 1996. Annual technical report

International Nuclear Information System (INIS)

1997-08-01

The DOE Energy Materials Coordinating Committee (EMaCC) serves primarily to enhance coordination among the Department's materials programs and to further effective use of materials expertise within the Department. These functions are accomplished through the exchange of budgetary and planning information among program managers and through technical meetings/workshops on selected topics involving both DOE and major contractors. In addition, EMaCC assists in obtaining materials-related inputs for both intra- and interagency compilations. The EMaCC reports to the Director of the Office of Energy Research in his or her capacity as overseer of the technical programs of the Department. This annual technical report is mandated by the EMaCC terms of reference. This report summarizes EMaCC activities for FY 1996 and describes the materials research programs of various offices and divisions within the Department

77 FR 65760 - Request for Public Comments To Compile the Reports on Sanitary and Phytosanitary and Technical...

Science.gov (United States)

2012-10-30

... Technical Barriers to Trade (2012 TBT Report) respectively. The TPSC invites written comments from the public on issues that USTR should examine in preparing the SPS and TBT Reports. DATES: Public comments..., Director of Sanitary and Phytosanitary Affairs, USTR (202-395-6127). Questions regarding the TBT Report or...

Rolf-Dieter Heuer, next Director General

CERN Multimedia

CERN Council appointed Professor Rolf-Dieter Heuer to succeed Dr Robert Aymar as CERN’s Director General. Professor Heuer will serve a five-year term, taking office on 1 January 2009. Rolf-Dieter Heuer is currently Research Director for particle and astroparticle physics at Germany’s DESY laboratory in Hamburg. He was a staff member at CERN from 1984 to 1998, working for the OPAL collaboration at LEP, and from 1994 to 1998 he was the collaboration’s spokesman. See the Press Release.

27 CFR 28.269 - Certification by district director of customs.

Science.gov (United States)

2010-04-01

... director of customs. 28.269 Section 28.269 Alcohol, Tobacco Products and Firearms ALCOHOL AND TOBACCO TAX... Export § 28.269 Certification by district director of customs. (a) Exportation. When the district director of customs is satisfied that merchandise described on the application, notice, or claim, TTB Form...

Burnout and Resiliency Among Family Medicine Program Directors.

Science.gov (United States)

Porter, Maribeth; Hagan, Helen; Klassen, Rosemary; Yang, Yang; Seehusen, Dean A; Carek, Peter J

2018-02-01

Nearly one-half (46%) of physicians report at least one symptom of burnout. Family medicine residency program directors may have similar and potentially unique levels of burnout as well as resiliency. The primary aims of this study were to examine burnout and resiliency among family medicine residency directors and characterize associated factors. The questions used were part of a larger omnibus survey conducted by the Council of Academic Family Medicine (CAFM) Educational Research Alliance (CERA) in 2016. Program and director-specific characteristics were obtained. Symptoms of burnout were assessed using two single-item measures adapted from the full Maslach Burnout Inventory, and level of resiliency was assessed using the Brief Resilience Scale. The overall response rate for the survey was 53.7% (245/465). Symptoms of high emotional exhaustion or high depersonalization were reported in 27.3% and 15.8% of program directors, respectively. More than two-thirds of program directors indicated that they associated themselves with characteristics of resiliency. Emotional exhaustion and depersonalization were significantly correlated with never having personal time, an unhealthy work-life balance, and the inability to stop thinking about work. The presence of financial stress was significantly correlated with higher levels of emotional exhaustion and depersonalization. In contrast, the level of resiliency reported was directly correlated with having a moderate to great amount of personal time, healthy work-life balance, and ability to stop thinking about work, and negatively correlated with the presence of financial stress. Levels of emotional exhaustion, depersonalization, and resiliency are significantly related to personal characteristics of program directors rather than characteristics of their program.

Culham names new director

CERN Multimedia

2003-01-01

"The United Kingdom Atomic Energy Authority (UKAEA) announced the appointment of Professor Sir Chris Llewellyn Smith FRS (Fellow of the Royal Society) as Director of Culham, responsible for developing and implementing the strategy for the UK's fusion research programme" (1 page).

Examining the concept of de facto director in corporate governance

Directory of Open Access Journals (Sweden)

Anthony O. Nwafor

2016-07-01

Full Text Available There are different categories of persons involved in the execution of the company’s affairs, but not all have the capacity to bind the company as the embodiment of the company itself. Those who exercise acts of management and control over the company’s business are usually referred to as the directors. Where persons who satisfy the statutorily prescribed qualification standard are duly appointed by the shareholders to exercise control and manage the affairs of the company function in that capacity, they are usually identified as de jure directors. But where there is no such appointment, or irregular appointment, the law demands, for the protection of those dealing with the company, that the role performed by the person be examined to ascertain whether such a person is a de facto director. The more difficult part lies in identifying a de facto director where the subject company has a corporate body as its director. The extant judicial authority suggests that the human person in the corporate director must be performing functions which are beyond the natural call of duty in relation to the corporate director to constitute a de facto director of the subject company. The paper argues that the standard is satisfied in any case where the human person is involved in the initiation and execution of the affairs of the subject company, and more so where the conducts of the subject company are patently unlawful.

Ministry of the Environment and Natural Resources. General Directorate for the Environment - Order No. 48/93/DGL

International Nuclear Information System (INIS)

1993-01-01

This order provides for the organisation of emergency responses within the General Directorate for the Environment, also in compliance with the 1986 IAEA Convention on Notification of a Nuclear Accident to which Portugal is a Party. A Technical Emergency Group, set up within the DGA ensures in co-operation with the national Civil Protection Service, a permanent connection with the international emergency network set up for this purpose by the IAEA, and provides support services to national health protection bodies with a view to establishing preventive and protection measures in the context of nuclear emergencies. (NEA)

The AECL study for an intense neutron - generator (technical details)

Energy Technology Data Exchange (ETDEWEB)

Bartholomew, G.A.; Tunnicliffe, P.R

1966-07-01

The AECL study for an intense neutron-generator has been in progress for two years. Recently the scientific and technical details and the conceptual designs were compiled in a report supporting proposals addressed to AECL's Board of Directors for further work. The compilation is being issued in this form to permit further discussion of the technical aspects. However readers are asked to appreciate that it was written primarily for an AECL audience, and specifically that those chapters giving tentative information about costs, the rate of investment and similar items have been omitted or modified, many references have been made to interim internal reports in order to complete the local documentation, but these references do not imply that the reports themselves can be made generally available. (author)

Characteristics of CEOs and corporate boards with women inside directors

Directory of Open Access Journals (Sweden)

Deborah Dahlen Zelechowski

2006-07-01

Full Text Available Women corporate inside (executive directors constitute an elite minority of leaders of large corporations. This study examines the characteristics of CEOs and boards of Fortune 1000 firms that had women who held the dual leadership positions of corporate director and executive officer in 1998 in order to determine whether firms with women insiders had substantially different characteristics than firms without. We find that compared with firms without women inside directors, firms with women inside directors were characterized by CEOs with longer board tenure, more family ties, and fewer director interlocks, and by boards that were larger, with more insiders, and that utilize a management Chair of the board. Corporate governance implications are drawn for the presence of women at the top of the executive hierarchy.

Illinois Directors' of Special Education Perceptions of Their Leadership Styles and Importance of the Illinois Standards for Director of Special Education

Science.gov (United States)

Gunnell, James W.

2013-01-01

This research examined the relationship between Illinois Directors, of special education leadership styles and the importance of the Illinois mandated standards for Director of special education. It extends the current research in educational leadership by specifically exploring the relationship between the importance of special education…

Rolf-Dieter Heuer, CERN’s next Director General

CERN Multimedia

2007-01-01

Currently Research Director for particle and astroparticle physics at Germany’s DESY laboratory in Hamburg, Professor Heuer will serve a five-year term, taking office on 1 January 2009.The CERN Council has appointed Professor Rolf-Dieter Heuer to succeed Dr Robert Aymar as CERN’s Director-General. Professor Heuer will serve a five-year term, taking office on 1 January 2009. Currently Research Director for particle and astroparticle physics at Germany’s DESY laboratory in Hamburg, a post that he took up in 2004, Rolf-Dieter Heuer is no stranger to CERN. From 1984 to 1998, he was a staff member at the Laboratory, working for the OPAL collaboration at the Large Electron Positron collider. From 1994 to 1998, he was the collaboration’s spokesman. "This is a very exciting time for particle physics," said Heuer. "To become CERN’s Director-General for the early years of LHC operation is a great honour, a great challenge, and probably the best job in physics research tod...

Research in Fiber Optics: Implications for Fiber Optics in Vocational-Technical Education. Final Report 1984-85.

Science.gov (United States)

Bergen County Vocational-Technical High School, Hackensack, NJ.

This project was conducted to determine the vocational, technical, and scientific skills and knowledge needed to work with the fiber optics applications that are in all areas of technology. A research assistant was hired by the project director to collect data and develop a research base for the project. Information was gathered through a…

REGIONAL CUSTOMS DIRECTORATES MANAGEMENT

Directory of Open Access Journals (Sweden)

CABA STEFAN

2009-05-01

Full Text Available The management of a regional customs directorate is analyzed. A new approach of the managerial system, in the European integration context, is presented. The customs system is one of the first “doors” to a new economic, social and cultural community. For

Director Experience and the Performance of IPOs: Evidence from Sweden

Directory of Open Access Journals (Sweden)

Anders Isaksson

2014-03-01

Full Text Available private to public. In this paper the experience of directors is examined to determine the extent of the role they play in ensuring a successful listing. Unique data from 122 IPOs on the Swedish Stock Exchange have been examined in a search for the effect of director experience on aftermarket performance. Specific aspects of director experience within a board, such as interlocking directorships and average tenure, are connected to the underpricing of Swedish IPOs. Contrary to expectations, no statistically significant relationship was found between long-run aftermarket performance and director experience at the time of an IPO. This suggests that the previous experience of directors, as measured in earlier studies, is less relevant to long-term aftermarket performance in Sweden compared to other countries studied in the literature review. This emphasises the importance of examining different institutional contexts.

50 CFR 11.13 - Decision by the Director.

Science.gov (United States)

2010-10-01

... 50 Wildlife and Fisheries 1 2010-10-01 2010-10-01 false Decision by the Director. 11.13 Section 11..., POSSESSION, TRANSPORTATION, SALE, PURCHASE, BARTER, EXPORTATION, AND IMPORTATION OF WILDLIFE AND PLANTS CIVIL PROCEDURES Assessment Procedure § 11.13 Decision by the Director. Upon expiration of the period required or...

23rd May 2008 - CERN Director-General R. Aymar with German Federal Minister of Education and Research A. Schavan, CERN Director-General Designate R. Heuer, Swiss Federal Councillor M. Calmy-Rey and CERN Deputy Director-General and Chief Scientific Officer J. Engelen.

CERN Multimedia

Maximilien Brice

2008-01-01

23rd May 2008 - CERN Director-General R. Aymar with German Federal Minister of Education and Research A. Schavan, CERN Director-General Designate R. Heuer, Swiss Federal Councillor M. Calmy-Rey and CERN Deputy Director-General and Chief Scientific Officer J. Engelen.

Signature of MoU between CERN and Australian Collaboration for Accelerator Science (ACAS); Roger Rassool, ACAS Director; Mark Boland, ACAS Deputy Director; Jean-Pierre Delahaye, CLIC Project Leader; in the presence of Rolf Heuer, Director-General and Emmanuel Tsesmelis, Adviser for Australia

CERN Multimedia

Maximilien Brice

2010-01-01

Signature of MoU between CERN and Australian Collaboration for Accelerator Science (ACAS); Roger Rassool, ACAS Director; Mark Boland, ACAS Deputy Director; Jean-Pierre Delahaye, CLIC Project Leader; in the presence of Rolf Heuer, Director-General and Emmanuel Tsesmelis, Adviser for Australia

Technical update on pressure suppression type containments in use in U.S. light water reactor nuclear power plants

International Nuclear Information System (INIS)

1978-07-01

In 1972, Dr. S. H. Hanauer (Technical Advisor to the NRC's Executive Director for Operations) wrote a memorandum that raised several questions on the viability of pressure suppression containment concepts. The concerns raised by Dr. Hanauer have recently become the subject of considerable discussion by several members of the U.S. Congress and public. The report provides a response to these expressed concerns and a status summary for various technical matters that relate to the safety of pressure suppression type containments for light water cooled reactor plants

Hospital management's linchpin: the medical director.

Science.gov (United States)

Cohn, R E

1988-01-01

The practice of medicine has become increasingly complex in this era of diagnosis-related groups (DRGs) and other direct government involvement in health care; complex and seemingly inappropriate legal decisions; liability chaos; and increasing competition from peers, entrepreneurs, and other health care organizations. In this new environment, an old player, the medical director (vice president of medical affairs) has been given new visibility and increased responsibilities to help physicians live with and overcome these environmental factors. In showing how the medical director can be of assistance in putting these factors into perspective, it is helpful to take a look at some aspects of the history of medicine, analyze the education process for physicians, point out where the profession began to be driven off course, and identify some of the overall problems of the profession and of the health care field. It is my intent here to project the position of medical director as a vital, frequently missing, link in the attempt to maximize communications, understanding, and achievement in health care organizations.

Integrating research, legal technical assistance, and advocacy to inform shared use legislation in Mississippi.

Science.gov (United States)

Spengler, John O; Frost, Natasha R; Bryant, Katherine K

2014-01-01

The purpose of this article was to describe the process by which research findings informed the successful passage of legislation designed to increase opportunities for physical activity in Mississippi, and discuss implications and lessons learned from this process. The article is descriptive and conceptual, and addresses the collaborative process by which research, legal technical assistance, and advocacy informed and shaped shared use legislation in Mississippi. Collaborators informing this article were an Active Living Research grantee, a staff attorney with the Public Health Law Center, the American Heart Association Mississippi Government Relations Director, and community partners. The American Heart Association and Public Health Law Center developed policy guidance in the form of sample language for legislation as a starting point for states in determining policy needed to eliminate or reduce barriers to the shared use of school recreational facilities. The policy guidance was informed by evidence from Active Living Research-funded research studies. The American Heart Association, supporting a bill shaped by the policy guidance, led the effort to advocate for successful shared use legislation in Mississippi. Research should be policy relevant and properly translated and disseminated. Legal technical assistance should involve collaboration with both researchers and advocates so that policymakers have the information to make evidence-based decisions. Government relations directors should collaborate with legal technical staff to obtain and understand policy guidance relevant to their advocacy efforts. Effective collaborations, with an evidence-based approach, can lead to informed, successful policy change.

Family and Provider/Teacher Relationship Quality: Director Measure

Science.gov (United States)

Administration for Children & Families, 2015

2015-01-01

The director measure is intended for use with program directors in center-based, family child care, and Head Start/Early Head Start settings for children from birth through five years old. This measure asks respondents general questions about the early childhood education environment, the children enrolled in the program, and how the program…

7 CFR 2.36 - Director, Office of Communications.

Science.gov (United States)

2010-01-01

... are made by the Secretary of Agriculture to Director, Office of Communications: (1) Related to public...) Organize and direct the activities of a public affairs office to include press relations of the secretary... 7 Agriculture 1 2010-01-01 2010-01-01 false Director, Office of Communications. 2.36 Section 2.36...

Director Networks and Takeovers

NARCIS (Netherlands)

Renneboog, L.D.R.; Zhao, Y.

2013-01-01

Abstract: We study the impact of corporate networks on the takeover process. We find that better connected companies are more active bidders. When a bidder and a target have one or more directors in common, the probability that the takeover transaction will be successfully completed augments, and

Message from Fermilab Director

CERN Multimedia

2009-01-01

With this issue’s message, Fermilab Director Pier Oddone opens a new series of occasional exchanges between CERN and other laboratories world-wide. As part of this exchange, CERN Director-General Rolf Heuer, wrote a message in Tuesday’s edition of Fermilab TodayPerspectivesNothing is more important for our worldwide particle physics community than successfully turning on the LHC later this year. The promise for great discoveries is huge, and many of the plans for our future depend on LHC results. Those of us planning national programmes in anticipation of data from the LHC face formidable challenges to develop future facilities that are complementary to the LHC, whatever the physics discoveries may be. At Fermilab, this has led us to move forcefully with a programme at the intensity frontier, where experiments with neutrinos and rare decays open a complementary window into nature. Our ultimate goal for a unified picture of nat...

Director networks and takeovers

NARCIS (Netherlands)

Renneboog, L.D.R.; Zhao, Y.

2014-01-01

We study the impact of corporate networks on the takeover process. We find that better connected companies are more active bidders. When a bidder and a target have one or more directors in common, the probability that the takeover transaction will be successfully completed augments, and the duration

Simulation-Based Laparoscopic Surgery Crisis Resource Management Training-Predicting Technical and Nontechnical Skills.

Science.gov (United States)

Goldenberg, Mitchell G; Fok, Kai H; Ordon, Michael; Pace, Kenneth T; Lee, Jason Y

2017-12-19

To develop a unique simulation-based assessment using a laparoscopic inferior vena cava (IVC) injury scenario that allows for the safe assessment of urology resident's technical and nontechnical skills, and investigate the effect of personality traits performance in a surgical crisis. Urology residents from our institution were recruited to participate in a simulation-based training laparoscopic nephrectomy exercise. Residents completed demographic and multidimensional personality questionnaires and were instructed to play the role of staff urologist. A vasovagal response to pneumoperitoneum and an IVC injury event were scripted into the scenario. Technical and nontechnical skills were assessed by expert laparoscopic surgeons using validated tools (task checklist, GOALS, and NOTSS). Ten junior and five senior urology residents participated. Five residents were unable to complete the exercise safely. Senior residents outperformed juniors on technical (checklist score 15.1 vs 9.9, p Technical performance scores correlated with NOTSS scores (p technical performance (p technical score (p = 0.03) and pass/fail rating (p = 0.04). Resident level of training and laparoscopic experience correlated with technical performance during a simulation-based laparoscopic IVC injury crisis management scenario, as well as multiple domains of nontechnical performance. Personality traits of our surgical residents are similar and did not predict technical skill. Copyright © 2017 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights reserved.

Safety management and control policy. A study of the safety regulation of offshore oil activity by the Norwegian Petroleum Directorate. Sikkerhetsstyring og reguleringsteknikk. Oljedirektoratets regulering av sikkerheten ved produksjon av petroleum

Energy Technology Data Exchange (ETDEWEB)

Graver, H P

1983-01-01

The Norwegian Petroleum Directorate (NPD) is the main administrative body with responsibility to regulate and control the safety aspects of drilling for and production of petroleum on the Norwegian Continental Shelf. Its responsibility does not, however, include the aspects of maritime safety, which are regulated by the Norwegian Maritime Directorate. This study is limited to the regulation of safety on fixed installations for production of petroleum. The object has been to describe the methods applied by the NPD to achieve better safety, and to give answers to why these specific methods of approach have developed as they have. A conclusion that may be drawn from this study is that there exists a relationship of close cooperation between the NPD and the oil industry represented by the operating companies. Only this can explain the differences we find in the NPD approach as compared to the approach of other parts of public administration. Such a relationship probably leads to better safety within the scope of technical rationality than would have a more hostile relationship between the Directorate and the industry. This has its price, however. Aspects of the safety question not included within the limits of a purely technical approach are not as easily taken into account. Partly due to this fact, other parties with interests in safety are not represented.

Child Welfare Training in Child Psychiatry Residency: A Program Director Survey

Science.gov (United States)

Lee, Terry G.; Cox, Julia R.; Walker, Sarah C.

2013-01-01

Objective: This study surveys child psychiatry residency program directors in order to 1) characterize child welfare training experiences for child psychiatry residents; 2) evaluate factors associated with the likelihood of program directors' endorsing the adequacy of their child welfare training; and 3) assess program directors'…

Outside directors and the Japanese board room: An in-depth study

Directory of Open Access Journals (Sweden)

Ralf Bebenroth

2007-07-01

Full Text Available The purpose of this paper is to investigate the performance impact at the board level in the corporate governance of Japanese companies. We investigated the composition of outside directors and outside auditors for three years and found evidence, that a higher outside ratio leads to a better performance. As a second step, we cluster Japanese companies into three groups, companies without outside directors, companies which appointed outside directors and companies who apply to the “US-style system.” Companies without outside directors every single year show the weakest performance and US-style Japanese companies the strongest what leads to the conclusion that Japanese companies might be better off having a high ratio of outside directors and outside auditors.

Message from the Director General Final costs to completion of LHC

CERN Multimedia

Luciano Maiani

2001-01-01

In March this year a review of the costs for the LHC machine was started, which was completed by the end of August. This was a bottom-up review with each group concerned making a projection of the cost to completion of the project. Figures presented were worryingly high. In conjunction, the responses from industries to the calls for tender for essential machine components, especially the superconducting magnet assembly, were also higher than originally anticipated. A summary of this situation was presented to the Finance Committee last week and then to the Committee of Council. After the meetings a summary was prepared by the chairman of Committee of Council which I reprint below. CHAIRMAN'S SUMMARY In the 248th Meeting of the Committee of Council, the Director-General presented a preliminary estimate of the cost to completion of the LHC Project, approved in 1994 and scheduled for commissioning and operation in 2006. Repeating that the project is well advanced and technically sound, the figures presented, s...

25 CFR 39.409 - How does the OIEP Director ensure accountability?

Science.gov (United States)

2010-04-01

... 25 Indians 1 2010-04-01 2010-04-01 false How does the OIEP Director ensure accountability? 39.409... EQUALIZATION PROGRAM Accountability § 39.409 How does the OIEP Director ensure accountability? (a) The Director of OIEP must ensure accountability in student counts and student transportation by doing all of the...

Do Director Networks Help Manager Plan and Forecast Better?

NARCIS (Netherlands)

Schabus, M.

I examine whether directors' superior access to information and resources through their board network improves the quality of firms' planning and forecasting. Managers may benefit from well-connected directors as, even though managers have firm specific knowledge, they may have only limited insight

Core clerkship directors: their current resources and the rewards of the role.

Science.gov (United States)

Ephgrave, Kimberly; Margo, Katherine L; White, Christopher; Hammoud, Maya; Brodkey, Amy; Painter, Thomas; Juel, Vern C; Shaw, Darlene; Ferguson, Kristi

2010-04-01

To conduct a national multidisciplinary investigation assessing core clinical clerkships and their directors, variances in resources from national guidelines, and the impact of the clerkship director role on faculty members' academic productivity, advancement, and satisfaction. A multidisciplinary working group of the Alliance for Clinical Education (ACE), representing all seven core clinical disciplines, created and distributed a survey to clerkship directors at 125 U.S. MD-granting medical schools, in academic year 2006-2007. A total of 544 clerkship directors from Internal Medicine (96), Family Medicine (91), Psychiatry, (91), Pediatrics (79), Surgery (71), Neurology (60), and Obstetrics-Gynecology (56) responded, representing over 60% of U.S. core clinical clerkships. The clerkship directors were similar across disciplines in demographics and academic productivity, though clinical and clerkship activities varied. Departmental staff support for clerkships averaged 0.69 people, distinctly less than the ACE's 2003 guideline of a full-time coordinator in all disciplines' clerkships. Clerkship directors reported heavy clinical responsibilities, which, as in previous studies, were negatively related to academic productivity. However, many clerkship directors felt the role enhanced their academic advancement; a large majority felt it significantly enhanced their career satisfaction. The resources and rewards of the clerkship director role were similar across disciplines. Expectations of clerkship directors were considerable, including responsibility for clinical material and the learning environment. Resources for many fall short of those stated in the ACE guidelines, particularly regarding support staff. However, the findings indicate that the clerkship director role can have benefits for academic advancement and strongly enhances career satisfaction.

Excerpts from the introductory statement by IAEA Director General. IAEA Board of Governors, Vienna, 8 June 1998

International Nuclear Information System (INIS)

ElBaradei, M.

1998-01-01

The document contains excerpts from the Introductory Statement made by the Director General of the IAEA at the IAEA Board of Governors on 8 June 1998. The following aspects from the Agency's activity are presented: nuclear testing, technical co-operation, programme and budget, safeguards, safeguards implementation report, Agency's involvement in safeguards verification in the Democratic People's Republic of Korea (DPRK), Agency's inspections in Iraq in relation to its clandestine nuclear programme, security of material, measures to strengthen international co-operation in nuclear, radiation and waste safety, study of the radiological situation at the atolls of Mururoa and Fangataufa, and Agency's role in safety assessment of the Mochovce nuclear power plant

Why so few Women on Boards of Directors?

DEFF Research Database (Denmark)

Smith, Nina; Parrotta, Pierpaolo

2015-01-01

This paper analyzes the determinants of women’s representation on boards of directors based on a panel of all privately owned or listed Danish firms with at least 50 employees observed during the period 1998–2010. We focus on the directors who are not elected by the employees and test three...... nonemployee-elected female board members. We also find clear evidence of a tokenism behavior in Danish companies. The likelihood of enlarging the share of non-employee-elected female board members is significantly smaller if one, two, or more women have sat on the board of directors. Finally, the pipeline...... suggests that an important way to increase the female proportion of non-employee-elected board members is that more women reach top executive positions....

Voice Range Profiles of Middle School and High School Choral Directors

Science.gov (United States)

Schwartz, Sandra M.

2009-01-01

Vocal demands of teaching are significant, and this challenge is compounded for choral directors who depend on the voice for communicating information or demonstrating music concepts. The purpose of this study is to examine the frequency and intensity of middle and high school choral directors' voices and to compare choral directors' voices with…

On The Improvement of the System of Board of Directors in China

Directory of Open Access Journals (Sweden)

Zhao Jinlong

2014-09-01

Full Text Available Currently, shareholder democracy in many countries are gaining much more attention because many factors have damaged shareholder’s rights and interest, in which is the problem of the system of board of directors when it operated, including the formalization of the board of directors, the autocracy of managers and staggered boards. To safeguard the legitimate interests of the company and minority shareholders, the system of board of directors is to be improved in following areas: defining the supervision functions and powers of the board of directors, setting up sub-committees within the board, improving the director appointing mechanism and electoral system, improving the director qualification system, abolishing the system of legal representative of company, and improving the system of duty of care and related liabilities.

Political Connections, Government Subsidies and Technical Innovation of Wind Energy Companies in China

Directory of Open Access Journals (Sweden)

Jiaan Qu

2017-10-01

Full Text Available Developing wind energy is one of the win win measures in response to climate changes and energy security. In order to promote technical innovation in the wind-energy industry, the government grants various fiscal subsidies to wind-energy companies every year. To acquire these subsidies, enterprises often employ those with political backgrounds as members of the board of directors and board of supervisors. On the one hand, the acquisition of subsidies may indeed promote the technical innovation capacity of enterprises, but, on the other hand, due to the existence of “the grabbing hand”, the technical innovation capacity of enterprises may be weakened. We selected 35 Chinese wind-energy listed companies to analyze the relationship between political connections, subsidies and the technical innovation capacity. Results indicate that, political connections to an enterprise weaken its innovative potential and achievement. Moreover, the higher the strength of political connections is, the stronger the negative impact it will bring to the innovative capacity of the enterprise. Modulation of government subsidies, however, can alleviate the negative effects of political connections.

Food Recall Attitudes and Behaviors of School Nutrition Directors

Science.gov (United States)

Grisamore, Amber; Roberts, Kevin R.

2014-01-01

Purpose/Objectives: The purpose of this study was to explore school nutrition directors' attitudes and behaviors about food recalls. Specific objectives included: 1) Determine current food recall attitudes and the relationship between demographics and these attitudes; 2) Determine current practices of school nutrition directors related to…

Director´s Fiduciary Duties Before Insolvency: Events Of Equity Loss

Directory of Open Access Journals (Sweden)

Felipe Suescún de Roa

2015-12-01

Full Text Available Directors owe fiduciary duties to the company and its shareholders. Before insolvency, more specifically, when corporations are facing events of equity loss, directors should refrain from initiating new transactions and should call for a shareholders meeting. By not doing so, directors would be jointly and severally liable for corporate debts after the equity loss took place.

Juan Antonio Rubio appointed as Director-General of CIEMAT

CERN Multimedia

2004-01-01

Juan Antonio Rubio, Head of CERN's ETT unit (Education and Technology Transfer) has been appointed by the Spanish Ministry of Education and Science as the Director General of the Research Centre for Energy, Environment and Technology, CIEMAT. Dr Rubio's career began at the Spanish Nuclear Energy Commission where he held the posts of Investigator, Head of the High Energy Group and Head of Nuclear Physics and High Energy Division. Later, he was named Director of the Department of Basic Investigation and Scientific Director of the CIEMAT. In 1987 he joined CERN as Scientific Adviser to the Director General and Group Leader of the Scientific Assessment Group. Up to now, Dr Rubio has been the Head of the ETT unit, as well as Coordinator for Latin America and Commissioner for the 50th Anniversary of the Organization. He was born on 4 June 1944 in Madrid, and holds a Doctorate in Physical Sciences from the Universidad Complutense de Madrid.

A DUAL NETWORK MODEL OF INTERLOCKING DIRECTORATES

Directory of Open Access Journals (Sweden)

Humphry Hung

2003-01-01

Full Text Available The article proposes an integrative framework for the study of interlocking directorates by using an approach that encompasses the concepts of multiple networks and resource endowment. This serves to integrate the traditional views of interorganizational linkages and intra-class cohesion. Through appropriate strategic analysis of relevant resource endowment of internal environment and external networks of organizations and corporate elites, this article argues that the selection of directors, if used effectively, can be adopted as a strategic device to enhance the corporation's overall performance.

The role of the psychiatrist: job satisfaction of medical directors and staff psychiatrists.

Science.gov (United States)

Ranz, J; Stueve, A; McQuistion, H L

2001-12-01

In a previous survey of Columbia University Public Psychiatry Fellowship alumni, medical directors reported experiencing higher job satisfaction compared to staff psychiatrists. To further this inquiry, the authors conducted an expanded survey among the membership of the American Association of Community Psychiatrists (AACP). We mailed a questionnaire to all AACP members. Respondents categorized their positions as staff psychiatrist, program medical director or agency medical director, and rated their overall job satisfaction. The form also included a number of demographic and job characteristic items. Of 479 questionnaires mailed, a total of 286 individuals returned questionnaires (61%-12 forms were undeliverable). As in our previous survey, medical directors experience significantly higher job satisfaction compared to staff psychiatrists. Program and agency medical directors do not differ significantly. In addition, job satisfaction is strongly and negatively correlated with age for staff psychiatrists but not for medical directors. This survey strengthens the previously reported advantage medical directors have over staff psychiatrists regarding job satisfaction. The finding that job satisfaction decreases with increasing age of staff psychiatrists but not medical directors is particularly interesting, suggesting that staff psychiatrist positions may come to be regarded as "dead-end" over time. Psychiatrists are advised to seek promotions to program medical director positions early in their careers, since these positions are far more available, and provide equal job satisfaction, compared to agency medical director positions.

Veterinary Technician Program Director Leadership Style and Program Success

Science.gov (United States)

Renda-Francis, Lori A.

2012-01-01

Program directors of American Veterinary Medical Association (AVMA) accredited veterinary technician programs may have little or no training in leadership. The need for program directors of AVMA-accredited veterinary technician programs to understand how leadership traits may have an impact on student success is often overlooked. The purpose of…

8 October 2013 - Rolex Director- General G. Marini in the ATLAS Control Room with CERN Director-General R. Heuer and ATLAS Collaboration Senior Physicist C. Rembser; visiting the ATLAS experimental cavern at LHC Point 1. Were also present from the Directorate: S. Lettow, Director for Administration and General Infrastructure; from the ATLAS Collaboration: Technische Universitaet Dortmund (DE) J. Jentzsch and SLAC National Accelerator Laboratory (US) G. Piacquadio.

CERN Multimedia

Anna Pantelia

2013-01-01

8 October 2013 - Rolex Director- General G. Marini in the ATLAS Control Room with CERN Director-General R. Heuer and ATLAS Collaboration Senior Physicist C. Rembser; visiting the ATLAS experimental cavern at LHC Point 1. Were also present from the Directorate: S. Lettow, Director for Administration and General Infrastructure; from the ATLAS Collaboration: Technische Universitaet Dortmund (DE) J. Jentzsch and SLAC National Accelerator Laboratory (US) G. Piacquadio.

Technical Cooperation Report for 2006. Report by the Director General; Informe de Cooperacion Tecnica para 2006. Informe del Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2007-07-15

The period under review was one of considerable satisfaction for the TC programme. New resources reached a record high of $101.0 million with $76.8 million for the Technical Cooperation Fund, $22.3 million in extra budgetary resources and $1.9 million in in-kind contributions. Net new obligations during the year were $104.5 million, which represented an increase of more than 30% over 2005. The year 2007 marks the 50th anniversary of the IAEA and provides an opportunity to look back on the history of TC activities. In its early days, the technical assistance programme, as it was then called, was modest: in 1960 the Board of Governors approved 28 projects in 16 Member States. Over time, the demand for Agency assistance and expertise has grown steadily: the TC programme that was approved by the Board of Governors in 2006 featured more than 780 projects in 115 Member States. In recent years, there has been shift in attitudes towards nuclear power in a number of countries around the world. This trend can be traced to a fast growing global energy demand, increased emphasis on energy security and a heightened awareness of the risks of climate change. This has led to a rising number of requests for energy planning projects, which may include nuclear power as an option. In 2006, the Secretariat developed and finalized the TC programme for the 2007-2008 biennium using the Programme Cycle Management Framework in close collaboration with national authorities. The PCMF is supported by a dedicated website, which facilitates collaboration among stakeholders in the Member States and the Secretariat. In line with the TC Strategy, the Secretariat concentrated on building partnerships with national, regional and international development organizations. This includes, inter alia, support for the New Partnership for Africa's Development and partnership with the United Nations Environment Programme. A new challenge which could have an impact on the TC programme in the areas of resource

Five question to... Stanislav Reguli, chairman of the board of directors and general director of the GovCo, joint-stock association

International Nuclear Information System (INIS)

Stuller, P.

2006-01-01

In this paper the interview with the MR. Stanislav Reguli, chairman of the board of directors and general director of the GovCo, joint-stock association is published. The state company GovCo, a.s. was originated on April 1, 2006. Process of severance of property from the Slovenske elektrarne, a.s., personnel management of new company as well as organisation of property management are presented

Female Directors and Firm Performance: Evidence from UK Listed Firms

Directory of Open Access Journals (Sweden)

Pananda Pasaribu

2017-08-01

Full Text Available The impact of female directors on firm performance has lacked consistency in the previously conducted empirical studies, which may be due to the endogeneity problem, or certain characteristics (i.e. governance, industry, competition. This study examines the relationship between female directors and firm performance by addressing those problems. This study analyses all non-financial UK listed firms during the period 2004-2012 and employs several econometric models. The regression results indicate that there is little evidence that female directors have a positive and strong relationship with firm performance. But, further analysis reports that the UK’s small listed firms experience a positive significant effect, because small firms do not suffer from the problem of over-monitoring and they have more flexibility in composing their boards of directors.

Technical Cooperation Report for 2007. Report by the Director General; Informe de Cooperacion Tecnica para 2007. Informe del Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2008-08-15

Part A of this document provides an overview of technical cooperation activities from 1 April 2007 to 31 March 2008. In 2007 the programme delivered support to 122 countries and territories; 3546 expert and lecturer assignments were carried out, 4149 participants attended meetings, 2287 people took part in training courses and 1661 benefited from fellowships and scientific visits. 2007 saw a range of activities to enhance the effectiveness of the Technical Cooperation (TC) programme. Standardized quality criteria were introduced for project screening and design, and additional enhancements were made to the Programme Cycle Management Framework (PCMF) IT application. Factors affecting project delivery, including Member State support required for timely implementation, have been monitored and assessed as a basis for further improvements. Strengthening Member State capacities is a key technical cooperation objective, and a range of actions were carried out in 2007 with this goal in mind. Technical cooperation among developing countries continued throughout 2007, building on the expanding knowledge and capacities of Member States to enhance self-reliance and sustainability. Knowledge management, an essential component in building sustainable capacities at all levels, was also addressed. In Europe, a regional project to establish policies and strategies to preserve nuclear knowledge is supporting the development of common approaches to knowledge management in nuclear technology, while IAEA support to the World Nuclear University enabled 21 participants from developing countries to attend courses at the WNU Summer Institute in the Republic of Korea. In 2007, the Agency reached out to partners ranging from UN organizations to development banks and from regional groups to theme-based institutions. In the Latin America region, cooperation between the IAEA and UNEP's Caribbean Regional Co-ordinating Unit (CAR/RCU) was formalized, focusing on the promotion of integrated

The Contractual Position of Directors in Commercial Companies in Slovene Law

Directory of Open Access Journals (Sweden)

Darja Senčur Peček

2008-01-01

Full Text Available In the Republic of Slovenia, the Companies Act in force regulates the position of directors only from the perspective of the functioning of a commercial company and not also from the perspective of the protection of their personal position. With reference to such, the Companies Act suggests that a contract be concluded between the commercial company and its director (a contract to perform the function of director. In practice, the aforementioned contract is as a general rule concluded as an employment contract and only rarely as a civil-law contact. The Employment Relations Act namely allows that a contractual relation between a company and a director be regulated as an employment relation and at the same time determines certain particularities of the labour-law position of directors, which the author discusses in the present article. The question that the author raises in this respect is whether and under what conditions a contract to perform the function of director can be an employment contract. Employment contracts namely regulate employment relations which are defi ned by the subordinate position of employees and the condition of work carried out upon instructions provided by employers and under their supervision.

Creating the Vision: Directors Don't Do It Alone.

Science.gov (United States)

Carlisle, Barbara; Drapeau, Don

1997-01-01

Argues that good directors are not as autocratic and individualistic as they are often portrayed. Suggests that theater is much more of an ensemble effort. States that good theater grows out of the performers' desire to reach the audience. Articulates guidelines for the teacher or theater director who wishes to change "I" to…

78 FR 69927 - SJI Board of Directors Meeting, Notice

Science.gov (United States)

2013-11-21

... STATE JUSTICE INSTITUTE SJI Board of Directors Meeting, Notice AGENCY: State Justice Institute. ACTION: Notice of meeting. SUMMARY: The SJI Board of Directors will be meeting on Monday, December 9, 2013 at 1:00 p.m. The meeting will be held at the 9th Judicial Circuit of Florida in Orlando, Florida...

The governance of director networks

NARCIS (Netherlands)

Renneboog, L.D.R.; Zhou, Y.; Wright, M.; Siegel, D.; Keasey, K.; Filatotchev, I.

2013-01-01

This chapter studies director networks, which have gained increasing attention from sociology, finance, and management. It considers the argument that these networks have an interesting role in corporate governance and then reviews their rules in major developed countries. The chapter goes on to

Lands directorate publications

Energy Technology Data Exchange (ETDEWEB)

1981-01-01

The directorate has a lead role in providing advice to the federal government on land use policy in Canada. The Canada Land Inventory (CLI) Program has produced significant amounts of data pertaining to the capability of Canadian lands to support agriculture, forestry, recreation, wildlife and sport fish. A list of CLI reports is presented in this publication. In addition, and capability maps have been compiled for agricultural, forestry, recreation and wildlife and are listed and described in this publication. (KRM)

45 CFR 660.11 - What are the Director's obligations in interstate situations?

Science.gov (United States)

2010-10-01

... 45 Public Welfare 3 2010-10-01 2010-10-01 false What are the Director's obligations in interstate... SCIENCE FOUNDATION INTERGOVERNMENTAL REVIEW OF THE NATIONAL SCIENCE FOUNDATION PROGRAMS AND ACTIVITIES § 660.11 What are the Director's obligations in interstate situations? (a) The Director is responsible...

Director, Platform and Audience.

Science.gov (United States)

Meyer, Richard D.

The open stage is discussed both as architecture and as part of a new theatrical style. In reference to use of the open stage, emphasis is given to specifics with which the director must deal, to special problems of the actor, to the approach to blocking a play, and to the open stage as "theatrical experience". The architectural advantage of the…

Emotional intelligence model for directors of research centers in mexico

Directory of Open Access Journals (Sweden)

Mara Maricela Trujillo Flores

2008-01-01

H5 Social skills exhibited by directors, that are also part of interpersonal intelligence, allow a director to exert a greater influence on the working group, facilitating communication, conflict management, leadership, collaboration, cooperation and development of team skills.

7 CFR 27.11 - Area Director, Marketing Services Office; responsibility.

Science.gov (United States)

2010-01-01

... 7 Agriculture 2 2010-01-01 2010-01-01 false Area Director, Marketing Services Office... MARKETING SERVICE (Standards, Inspections, Marketing Practices), DEPARTMENT OF AGRICULTURE COMMODITY... Regulations Administration § 27.11 Area Director, Marketing Services Office; responsibility. Subject to this...

Technical Cooperation Report for 2004. Report by the Director General; Informe de Cooperacion Tecnica para 2004. Informe del Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2005-08-15

The Technical Cooperation Report for 2004 highlights activities and achievements of the technical cooperation programme for the past year. During 2004, the Secretariat finalized the technical cooperation programme for the 2005-2006 biennium, which was approved by the Board of Governors in November 2004. A revised project appraisal process was carried out for the 2005-2006 programme, which yielded additional information regarding government commitment, national capabilities and project performance indicators and outcomes. Included in the 2005-2006 biennium is a strengthened programme for upgrading radiation protection infrastructure. The Secretariat used the experience of the past ten years, as well as conclusions from evaluations, to create a programme that would build upon the successes and lessons learned to provide the safe use of nuclear technology with well-regulated infrastructures. Activities carried out in 2004 built upon previous achievements through national and regional projects in many thematic areas. The programme continued to reinforce the capacity for cancer diagnosis and therapy by providing training and expertise and supporting the procurement of equipment. Consistent support for surveillance techniques using nuclear technology is helping to fight trans-boundary animal diseases, and is leading to countries becoming rinderpest-free. The Secretariat continued to provide expertise and support to assist with the repatriation of highly enriched uranium reactor fuel to the country of origin. The development of partnerships with other United Nations organizations, as well as non-governmental organizations, continues to be of great importance to the technical cooperation programme. In 2004, for example, a memorandum of understanding was signed with the Regional Office for Africa (AFRO) of the World Health Organization (WHO) to support the improvement of health conditions and to raise standards of health in the region. Extrabudgetary resources reached more

19 CFR 146.2 - Port director as Board representative.

Science.gov (United States)

2010-04-01

...; DEPARTMENT OF THE TREASURY (CONTINUED) FOREIGN TRADE ZONES General Provisions § 146.2 Port director as Board representative. The appropriate port director shall be in charge of the zone as the representative of the Board. [T.D. 86-16, 51 FR 5049, Feb. 11, 1986, as amended by T.D. 99-27, 64 FR 13676, Mar. 22, 1999] ...

Directors General appointed

CERN Multimedia

1975-01-01

At a special session on 21 March, presided over by P. Levaux, the Council of the European Organization for Nuclear Research appointed J . B. Adams and L . Van Hove as Directors General of the Organization for a period of five years beginning 1 January 1976. Dr. Adams will be responsible for the administration of CERN, for the operation of the equipment and services and for the construction of buildings and major equipment. Professor Van Hove will be responsible for the research activities of the Organization.

Ownership balance, supervisory efficiency of independent directors and the quality of management earnings forecasts

Directory of Open Access Journals (Sweden)

Yunling Song

2013-06-01

Full Text Available In the Chinese securities market, with its characteristics of influence through personal relationships (Guanxi and underdeveloped standards of law and enforcement, can independent directors play the supervisory role expected by securities regulators? In this study we use the degree of precision and accuracy in corporate earnings forecasts as proxies for the quality of information disclosure by listed companies and examine the supervisory efficiency of independent directors with respect to information disclosure. Using data from 2007 to 2009, we find that in the absence of ownership balance, independent directors have a significant positive effect on the accuracy of management forecasts. In addition, the personal backgrounds of independent directors have specific effects on management earnings forecasts. Directors with certified public accountant (CPA expertise significantly improve the precision of management forecasts. However, directors with industrial expertise significantly reduce the precision of management forecasts. In other words, having directors with CPA expertise improves the independence of boards, but having independent directors with industrial expertise has the opposite effect.

A practitioner’s research: Director remuneration in Ukraine

Directory of Open Access Journals (Sweden)

Alexander N. Kostyuk

2006-07-01

Full Text Available Remuneration of members of the supervisory boards in Ukrainian joint-stock companies is the most controversial issue of the corporate board practices. Despite the firm belief of the shareholders that the director remuneration is one of the most important factors influencing the board performance, there are still many companies (21 per cent where directors are not remunerated for their work on the supervisory board. This report examines practices of the director’s remuneration in Ukraine.

Regional Director | IDRC - International Development Research ...

International Development Research Centre (IDRC) Digital Library (Canada)

... its effective utilization in the design and execution of the IDRC strategic plan. ... Provides assistance to Program Managers/Leaders, Directors of Program Areas, ... the Partnership and Business Development Division and Programs Branch.

Developing a national role description for medical directors in long-term care: survey-based approach.

Science.gov (United States)

Rahim-Jamal, Sherin; Quail, Patrick; Bhaloo, Tajudaullah

2010-01-01

To develop a national role description for medical directors in long-term care (LTC) based on role functions drawn from the literature and the LTC industry. A questionnaire about the role functions identified from the literature was mailed or e-mailed to randomly selected medical directors, directors of care or nursing (DOCs), and administrators in LTC facilities. Long-term care facilities in Canada randomly selected from regional clusters. Medical directors, DOCs, and administrators in LTC facilities; a national advisory group of medical directors from the Long Term Care Medical Directors Association of Canada; and a volunteer group of medical directors. Respondents were asked to indicate, from the list of identified functions, 1) whether medical directors spent any time on each activity; 2) whether medical directors should spend time on each activity; and 3) if medical directors should spend time on an activity, whether the activity was "essential" or "desirable." An overall response rate of 37% was obtained. At least 80% of the respondents from all 3 groups (medical directors, DOCs, and administrators) highlighted 24 functions they deemed to be "essential" or "desirable," which were then included in the role description. In addition, the advisory group expanded the role description to include 5 additional responsibilities from the remaining 18 functions originally identified. A volunteer group of medical directors confirmed the resulting role description. The role description developed as a result of this study brings clarity to the medical director's role in Canadian LTC facilities; the functions outlined are considered important for medical directors to undertake. The role description could be a useful tool in negotiations pertaining to time commitment and expectations of a medical director and fair compensation for services rendered.

7 CFR 2.92 - Director, Office of Human Resources Management.

Science.gov (United States)

2010-01-01

... 7 Agriculture 1 2010-01-01 2010-01-01 false Director, Office of Human Resources Management. 2.92... Secretary for Administration § 2.92 Director, Office of Human Resources Management. (a) Delegations... Human Resources Management: (1) Formulate and issue Department policy, standards, rules and regulations...

The Managerial Roles of Academic Library Directors: The Mintzberg Model.

Science.gov (United States)

Moskowitz, Michael Ann

1986-01-01

A study based on a model developed by Henry Mintzberg examined the internal and external managerial roles of 126 New England college and university library directors. Survey results indicate that the 97 responding directors were primarily involved with internal managerial roles and work contacts. (CDD)

Female directors and real activities manipulation: Evidence from China

Directory of Open Access Journals (Sweden)

Jin-hui Luo

2017-06-01

Full Text Available Unlike previous studies that focus on accrual-based earnings management, this study analyzes real activities manipulation and investigates whether female directors on boards of directors (BoDs affect managers’ real activities manipulation. Using a large sample of 11,831 firm-year observations from Chinese listed companies from the 2000 to 2011 period, we find that higher female participation on BoDs is associated with lower levels of real activities manipulation, and that this negative relationship is stronger when female directors have higher ownership. These results hold for a battery of robustness checks. Overall, our findings indicate that board gender diversity may serve as a substitute mechanism for corporate governance to curb real activities manipulation and thus provide interested stakeholders with higher quality earnings reports.

Pandemic Influenza Preparedness Among Child Care Center Directors in 2008 and 2016.

Science.gov (United States)

Shope, Timothy R; Walker, Benjamin H; Aird, Laura D; Southward, Linda; McCown, John S; Martin, Judith M

2017-06-01

Children in child care centers represent an important population to consider in attempts to mitigate the spread of an influenza pandemic. This national survey, conducted in 2008 and 2016, assessed directors' reports of their child care centers' pandemic influenza preparation before and after the 2009 H1N1 novel influenza pandemic. This was a telephone-based survey of child care center directors randomly selected from a national database of licensed US child care centers who were queried about their preparedness for pandemic influenza. We grouped conceptually related items in 6 domains into indexes: general infection control, communication, seasonal influenza control, use of health consultants, quality of child care, and perceived barriers. These indexes, along with other center and director characteristics, were used to predict pandemic influenza preparedness. Among 1500 and 518 child care center directors surveyed in 2008 and 2016, respectively, preparation for pandemic influenza was low and did not improve. Only 7% of directors had taken concrete actions to prepare their centers. Having served as a center director during the 2009 influenza pandemic did not influence preparedness. After adjusting for covariates, child care health consultation and years of director's experience were positively associated with pandemic influenza preparation, whereas experiencing perceived barriers such as lack of knowing what to do in the event of pandemic influenza, was negatively associated with pandemic influenza preparedness. Pandemic influenza preparedness of child care center's directors needs to improve. Child care health consultants are likely to be important collaborators in addressing this problem. Copyright © 2017 by the American Academy of Pediatrics.

Fermilab Education Office - Director's Award

Science.gov (United States)

Search The Director's Award Exceptional Service To Fermilab's K-12 Education Programs The many successes of Fermilab's K-12 education programs depend on the talents of the over 200 employees, users, and $1,000, made possible by an anonymous donor to Fermilab Friends for Science Education, recognizes one

76 FR 58303 - Regular Board of Directors Meeting; Sunshine Act

Science.gov (United States)

2011-09-20

..., Washington, DC 20005. STATUS: Open. CONTACT PERSON FOR MORE INFORMATION: Erica Hall, Assistant Corporate... Directors Minutes III. Approval of the Special Board of Directors Minutes IV. Approval of the Corporate Administration Committee Minutes V. Approval of the Finance, Budget and Program Committee Minutes VI. Approval of...

17 CFR 200.18 - Director of Division of Corporation Finance.

Science.gov (United States)

2010-04-01

... Corporation Finance. 200.18 Section 200.18 Commodity and Securities Exchanges SECURITIES AND EXCHANGE... General Organization § 200.18 Director of Division of Corporation Finance. The Director of the Division of Corporation Finance is responsible to the Commission for the administration of all matters (except those...

STS-61 mission director's post-mission report

Science.gov (United States)

Newman, Ronald L.

1995-01-01

To ensure the success of the complex Hubble Space Telescope servicing mission, STS-61, NASA established a number of independent review groups to assess management, design, planning, and preparation for the mission. One of the resulting recommendations for mission success was that an overall Mission Director be appointed to coordinate management activities of the Space Shuttle and Hubble programs and to consolidate results of the team reviews and expedite responses to recommendations. This report presents pre-mission events important to the experience base of mission management, with related Mission Director's recommendations following the event(s) to which they apply. All Mission Director's recommendations are presented collectively in an appendix. Other appendixes contain recommendations from the various review groups, including Payload Officers, the JSC Extravehicular Activity (EVA) Section, JSC EVA Management Office, JSC Crew and Thermal Systems Division, and the STS-61 crew itself. This report also lists mission events in chronological order and includes as an appendix a post-mission summary by the lead Payload Deployment and Retrieval System Officer. Recommendations range from those pertaining to specific component use or operating techniques to those for improved management, review, planning, and safety procedures.

Interlocking Corporate Directorates and the Global City Hierarchy

Directory of Open Access Journals (Sweden)

Jeffrey Kentor

2015-08-01

Full Text Available This paper examines the direct and indirect economic linkages of the most prominent cities in the world, those commonly referred to as “global cities”, in terms of the direct and indirect linkages of the boards of directors of Fortune Global 500 firms headquartered in a given city with boards of directors of other firms. Specifically, we identify the interlocks of corporate boards located within these major cities with other Fortune 500 boards of directors by degrees of separation, and present a new ranking for selected global cities based upon these direct and indirect ties. We find that New York clearly dominates these economic linkages, followed by London and Paris. This is most pronounced for financial companies. Contrary to other global city rankings, we locate Tokyo below Frankfurt and Chicago on this dimension. We argue that these multiple levels of indirect relationships reflect a significant, and until now unexplored, dimension of what it means to be a “global” city.

Recent Trends in Publications of US and European Directors in Vascular Surgery.

Science.gov (United States)

Aurshina, Afsha; Hingorani, Anil; Hingorani, Amrit; Marks, Natalie; Ascher, Enrico

2018-02-24

We hypothesized that there may be significant differences between academic productivity of the vascular training programs in the United States (US) and Europe. In an effort to explore this theory, we reviewed the number of vascular publications listed in PubMed from 2010 to 2015 for US and European directors in vascular surgery. The list of program directors from the Association of Program Directors in Vascular Surgery (APDVS) and the European Union of Medical Specialists (EUMS) were queried for the names of the directors of vascular surgical training programs at the end of 2015. PubMed listed 5,474 citations published from 2010 to 2015. Three thousand five hundred sixty-one were from Europe while 1,912 were from the US. UK and German programs did not list their directors' names in the EUMS website and were thus not included in the European data. The average number of citations in PubMed per program director was 2.36 per year. In Europe, each of the 273 program directors averaged 2.17 publications per year, whereas each of the 114 US program directors averaged 2.80 publications per year (P = 0.37). Journal of Vascular Surgery (JVS) publications made up 24.0% (12.7% in Europe and 45.0% in the US). In the US, the top third produced 69% of the publications and 77% of the JVS publications, whereas in Europe, the top third produced 87% of the publications and 98% of the JVS publications. In the US, 5 program directors (4.4%) had no publications and 21 (18.4%) had no JVS publications. In Europe, 82 program directors (30.0%) had no publications, whereas 180 (65.9%) had no JVS publications. Abstracts were categorized by topic for comparison. In both Europe and the US, the top third produced more than two-thirds of the publications, with the disparity being even more pronounced in Europe where the top third produced almost 90% of the total publications. Comparing the topics of the publications from Europe and the US, it was found that the US program directors published a

Creative director as a leader El director como líder creativo

Directory of Open Access Journals (Sweden)

Paulo Felipe Quintero

2011-12-01

Full Text Available The current organizational dynamic in the world places universities in a relevant role to be performed in the society. Hence, the concept of “creativity” is studied from the hierarchical levels to understand the implications of completing creative processes within an organization. The creativity in the universities require management plans, which demand effort from strategic leaders to materialize and make the mission tangible to all involved actors in the organization; thus, facilitating the achievement of financial quality results, impact on entrepreneurial spirit and optimal labor climate. Subsequently, the creativity could become a strategic topic in the institutional development plans for the directors. This article shows the theoretical construction of the research Creative Abilities of Private Universities Directors in Manizales and the Relation with the Organizational Climate.La dinámica actual de las organizaciones en el mundo, pone a las universidades en unlugar relevante frente al papel que deben desempeñar en la sociedad. En este sentido, seaborda el concepto de “creatividad” tan de moda en el escenario actual, desde los nivelesjerárquicos, con el fin de entender lo que verdaderamente implica llevar a cabo procesoscreativos en una organización. La creatividad en las universidades requiere mucho másque metas en planes de gestión. Exige un esfuerzo de los líderes estratégicos, para quela misión no se quede en el papel y sea tangible para todos los actores involucradosen la empresa, y de esa manera sea el vehículo para lograr resultados de calidad en lofinanciero, impactos en el espíritu empresarial y ambientes de trabajo óptimos, de modoque la creatividad se convierta para los directores en un tema estratégico en los planesde desarrollo institucional para la excelencia en los climas de trabajo. El presente artículoresultó de la construcción teórica del trabajo de investigación �

Discussion with CERN Directorate

CERN Document Server

CERN. Geneva

2017-01-01

Please note that the Discussion with CERN Directorate will be transmitted also in the following rooms: Council Chamber - 503-1-001 IT Amphitheatre - 31-3-004 Prevessin 774-R-013 Simultaneous interpreting into French and English will be available in the Main Auditorium. Une interprétation simultanée en français et en anglais sera disponible dans l'amphithéâtre principal.

State-Owned Enterprise Director Training: A Review of Canadian Experiences

Science.gov (United States)

O'Neill, Michael A.

2015-01-01

This article surveys state-owned enterprise director training programmes in Canada at both the national and provincial levels. In Canada director training programmes have emerged to enable good private-sector corporate governance. This trend has been embraced by governments seeking to improve corporate governance among their state-owned…

27 CFR 28.38 - Action by district director of customs.

Science.gov (United States)

2010-04-01

... director of customs. 28.38 Section 28.38 Alcohol, Tobacco Products and Firearms ALCOHOL AND TOBACCO TAX AND... of customs. On receipt of the appropriate TTB officer's authorization for destruction of the liquor, or his disapproval of the application for destruction, the district director of customs shall act...

27 CFR 26.261 - Action by district director of customs.

Science.gov (United States)

2010-04-01

... director of customs. 26.261 Section 26.261 Alcohol, Tobacco Products and Firearms ALCOHOL AND TOBACCO TAX... customs. The district director of customs will direct the proper customs gauger to determine the taxable... revenue tax applicable thereto. When the rate of tax applicable to the product has been ascertained, the...

Selected Publications by the NCI Director

Science.gov (United States)

Dr. Norman Sharpless's written work on cancer research appears in many leading scientific journals, as well as a variety of other publications. This page lists some of the articles published by Dr. Sharpless since becoming NCI director.

Program directors in their role as leaders of teaching teams in residency training

NARCIS (Netherlands)

Slootweg, Irene A.; van der Vleuten, Cees; Heineman, Maas Jan; Scherpbier, Albert; Lombarts, Kiki M. J. M. H.

2014-01-01

Program directors have a formal leading position within a teaching team. It is not clear how program directors fulfill their leadership role in practice. In this interview study we aim to explore the role of the program director as strategic leader, based on the research-question: What are the

Program directors in their role as leaders of teaching teams in residency training

NARCIS (Netherlands)

Slootweg, I.A.; Vleuten, C.P.M. van der; Heineman, M.J.; Scherpbier, A.; Lombarts, K.M.

2014-01-01

BACKGROUND: Program directors have a formal leading position within a teaching team. It is not clear how program directors fulfill their leadership role in practice. In this interview study we aim to explore the role of the program director as strategic leader, based on the research-question: What

27 CFR 28.261 - Notice to district director of customs.

Science.gov (United States)

2010-04-01

... 27 Alcohol, Tobacco Products and Firearms 1 2010-04-01 2010-04-01 false Notice to district director of customs. 28.261 Section 28.261 Alcohol, Tobacco Products and Firearms ALCOHOL AND TOBACCO TAX... Export § 28.261 Notice to district director of customs. On arrival at the port of exportation, of...

Use of social media by residency program directors for resident selection.

Science.gov (United States)

Cain, Jeff; Scott, Doneka R; Smith, Kelly

2010-10-01

Pharmacy residency program directors' attitudes and opinions regarding the use of social media in residency recruitment and selection were studied. A 24-item questionnaire was developed, pilot tested, revised, and sent to 996 residency program directors via SurveyMonkey.com. Demographic, social media usage, and opinions on social media data were collected and analyzed. A total of 454 residency program directors completed the study (response rate, 46.4%). The majority of respondents were women (58.8%), were members of Generation X (75.4%), and worked in a hospital or health system (80%). Most respondents (73%) rated themselves as either nonusers or novice users of social media. Twenty percent indicated that they had viewed a pharmacy residency applicant's social media information. More than half (52%) had encountered e-professionalism issues, including questionable photos and posts revealing unprofessional attitudes, and 89% strongly agreed or agreed that information voluntarily published online was fair game for judgments on character, attitudes, and professionalism. Only 4% of respondents had reviewed applicants' profiles for residency selection decisions. Of those respondents, 52% indicated that the content had no effect on resident selection. Over half of residency program directors were unsure whether they will use social media information for future residency selection decisions. Residency program directors from different generations had different views regarding social media information and its use in residency applicant selections. Residency program directors anticipated using social media information to aid in future decisions for resident selection and hiring.

75 FR 17037 - Federal Home Loan Bank Directors' Eligibility, Elections, Compensation and Expenses

Science.gov (United States)

2010-04-05

... determined by a resolution adopted by the board of directors of the Bank and subject to the provisions of... 2590-AA03, 2590-AA31 and 2590-AA34 Federal Home Loan Bank Directors' Eligibility, Elections... that implements two separate proposed rules, which relate to Federal Home Loan Bank (Bank) director...

Directors' report and accounts 1991-1992

International Nuclear Information System (INIS)

1993-01-01

This report for Scottish Hydro-Electric PLC contains details of key financial statistics, the financial calendar, the Directors' Report, the Auditors' Report, accounting policies, a Group Profit and Loss Account, balance sheets and a Group Cash Flow Statement. (UK)

The risk-adjusted performance of companies with female directors: A South African case

Directory of Open Access Journals (Sweden)

Mkhethwa Mkhize

2013-04-01

Full Text Available The objective of this research was to examine the effects of female directors on the risk-adjusted performance of firms listed on the JSE Securities Exchange of South Africa (the JSE. The theoretical underpinning for the relationship between representation of female directors and the risk-adjusted performance of companies was based on institutional theory. The hypothesis that there is no difference between the risk-adjusted performance of companies with female directors and that of companies without female directors was rejected. Implications of the results are discussed and suggestions for future research presented.

Coaching Non-technical Skills Improves Surgical Residents' Performance in a Simulated Operating Room.

Science.gov (United States)

Yule, Steven; Parker, Sarah Henrickson; Wilkinson, Jill; McKinley, Aileen; MacDonald, Jamie; Neill, Adrian; McAdam, Tim

2015-01-01

To investigate the effect of coaching on non-technical skills and performance during laparoscopic cholecystectomy in a simulated operating room (OR). Non-technical skills (situation awareness, decision making, teamwork, and leadership) underpin technical ability and are critical to the success of operations and the safety of patients in the OR. The rate of developing assessment tools in this area has outpaced development of workable interventions to improve non-technical skills in surgical training and beyond. A randomized trial was conducted with senior surgical residents (n = 16). Participants were randomized to receive either non-technical skills coaching (intervention) or to self-reflect (control) after each of 5 simulated operations. Coaching was based on the Non-Technical Skills For Surgeons (NOTSS) behavior observation system. Surgeon-coaches trained in this method coached participants in the intervention group for 10 minutes after each simulation. Primary outcome measure was non-technical skills, assessed from video by a surgeon using the NOTSS system. Secondary outcomes were time to call for help during bleeding, operative time, and path length of laparoscopic instruments. Non-technical skills improved in the intervention group from scenario 1 to scenario 5 compared with those in the control group (p = 0.04). The intervention group was faster to call for help when faced with unstoppable bleeding in the final scenario (no. 5; p = 0.03). Coaching improved residents' non-technical skills in the simulated OR compared with those in the control group. Important next steps are to implement non-technical skills coaching in the real OR and assess effect on clinically important process measures and patient outcomes. Copyright © 2015 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights reserved.

Directors' report and accounts 1990-1991

International Nuclear Information System (INIS)

1992-01-01

The Director's Report and accounts for Scottish Hydro-Electric PLC are presented for the period 1990-91. Details are given of the accounting policies, profit and loss account, balance sheet, source and application of funds and abridged current cost information. (UK)

Mathematics Intensive Summer Session (MISS). Final technical report

Energy Technology Data Exchange (ETDEWEB)

NONE

1998-11-01

This final technical report appears in two parts: the report for the 1995 summer MISS program and the report for the 1996 summer MISS program. Copies of the US Department of Energy Pre-Freshman Enrichment Program 1995 Entry Form and 1996 Entry Form completed by all participants were sent to the Oak Ridge Institute for Science and Education in the fall of 1995 and 1996 respectively. Those forms are on file should they be needed. Attached also is a copy of the Summary of ideas for panel discussions, problem-solving sessions, or small group discussions presented at the Department of Energy Oak Ridge Institute for Science and Education Pre-Freshman Enrichment Program Project Directors Meeting held in San Antonio, TX, November 12--14, 1995.

The function of a medical director in healthcare institutions: a master or a servant.

Science.gov (United States)

Kossaify, Antoine; Rasputin, Boris; Lahoud, Jean Claude

2013-01-01

The function of a medical director is presented along with features of efficiency and deficiencies from the perspective of healthcare system improvement. A MEDLINE/Pubmed research was performed using the terms "medical director" and "director", and 50 relevant articles were selected. Institutional healthcare quality is closely related to the medical director efficiency and deficiency, and a critical discussion of his or her function is presented along with a focus on the institutional policies, protocols, and procedures. The relationship between the medical director and the executive director is essential in order to implement a successful healthcare program, particularly in private facilities. Issues related to professionalism, fairness, medical records, quality of care, patient satisfaction, medical teaching, and malpractice are discussed from the perspective of institutional development and improvement strategies. In summary, the medical director must be a servant to the institutional constitution and to his or her job description; when his or her function is fully implemented, he or she may represent a local health governor or master, ensuring supervision and improvement of the institutional healthcare system.

Power in the role of the medical director: what it is and how to get more.

Science.gov (United States)

Gabel, Stewart

2011-05-01

The formal leadership of mental health care organizations commonly resides in an executive director, who may or may not have had clinical training. The medical director is a psychiatrist who reports to the executive director. For some, this arrangement suggests that the medical director lacks or has lost power in the organization. This paper examines more specifically the types of power available to the medical director using French & Raven (1959) and Raven (2008) bases of power framework. The executive director/medical director relationship can be thought of as a relationship between individuals holding formal and informal power, respectively. Although medical directors lack formal or positional power, they potentially have and can gain more informal power based on their recognized clinical/medical expertise, their personal presence and an assertive involvement and focus on the organizational mission.

12 CFR 905.10 - Board of Directors.

Science.gov (United States)

2010-01-01

... the five directors may belong to the same political party. (2) Responsibilities. The Board of..., functioning and organization of the Finance Board; (iii) Ensuring effective coordination and communication...

76 FR 72220 - Board of Directors Audit Committee Meeting; Sunshine Act

Science.gov (United States)

2011-11-22

... NEIGHBORHOOD REINVESTMENT CORPORATION Board of Directors Audit Committee Meeting; Sunshine Act... Director III. Executive Session Related to Pending Litigation IV. Internal Audit Report with Management's Response V. FY '12 Risk Assessment and Internal Audit Plan VI. FY '12 EHLP Risk Assessment and Internal...

From the Director: The Joy of Science, the Courage of Research

Science.gov (United States)

... Past Issues From the Director From the Director: The Joy of Science, the Courage of Research Past Issues / Fall 2007 Table ... probably the best scientific policy ever put forward. The greatest risk in science is to stop taking risks. When you take ...

A proto-code of ethics and conduct for European nurse directors.

Science.gov (United States)

Stievano, Alessandro; De Marinis, Maria Grazia; Kelly, Denise; Filkins, Jacqueline; Meyenburg-Altwarg, Iris; Petrangeli, Mauro; Tschudin, Verena

2012-03-01

The proto-code of ethics and conduct for European nurse directors was developed as a strategic and dynamic document for nurse managers in Europe. It invites critical dialogue, reflective thinking about different situations, and the development of specific codes of ethics and conduct by nursing associations in different countries. The term proto-code is used for this document so that specifically country-orientated or organization-based and practical codes can be developed from it to guide professionals in more particular or situation-explicit reflection and values. The proto-code of ethics and conduct for European nurse directors was designed and developed by the European Nurse Directors Association's (ENDA) advisory team. This article gives short explanations of the code' s preamble and two main parts: Nurse directors' ethical basis, and Principles of professional practice, which is divided into six specific points: competence, care, safety, staff, life-long learning and multi-sectorial working.

Board of directors and risk management

NARCIS (Netherlands)

van der Elst, C.F.; Birkmose, H.; Neville, M.; Sorensen, K.

2013-01-01

The board of directors is responsible for an appropriate business risk management environment. The paper studies in a comparative way how legislators and courts fill this duty. We question whether the legislative and regulatory framework will improve the equilibrium between entrepreneurship and risk

Postdoctoral periodontal program directors' perspectives of resident selection.

Science.gov (United States)

Khan, Saba; Carmosino, Andrew J; Yuan, Judy Chia-Chun; Lucchiari, Newton; Kawar, Nadia; Sukotjo, Cortino

2015-02-01

Applications for postdoctoral periodontal programs have recently increased. The National Board Dental Examinations (NBDE) has adopted a pass/fail format. The purpose of this study is to examine the criteria used by accredited postdoctoral periodontal programs in the United States to evaluate potential applicants. A secondary purpose was to determine whether the absence of NBDE scores would change program directors' selection process. Basic demographic information of the program directors was also collected. A questionnaire was sent to all 54 program directors of accredited postdoctoral periodontal programs in the United States. The raw data were compiled, descriptive analyses were performed, and results were tabulated and ranked when applicable. Thirty-five of 54 program directors (64.8%) responded to the survey. The five most important factors in selecting residents were: 1) interview ratings; 2) dental school clinical grades; 3) dental school periodontics grades; 4) personal statement; and 5) letters of recommendation. The majority of the programs (94%; n = 33) require an interview, and many (86%; n = 30) have a committee that makes the final decision on candidate acceptance. More than half of the respondents (56%; n = 17) stated that the pass/fail format of the NBDE would affect the decision-making process. This study describes the criteria used by postdoctoral periodontal programs to help select applicants. Interview ratings, dental school grades, personal statements, and letters of recommendation were found to be the most important factors. Results from this study may be helpful for prospective postdoctoral periodontal program applicants in the United States.

Novel Round Energy Director for Use with Servo-driven Ultrasonic Welder

Science.gov (United States)

Savitski, Alex; Klinstein, Leo; Holt, Kenneth

Increasingly stringent process repeatability and precision of assembly requirements are common for high-volume manufacturing for electronic, automotive and especially medical device industries, in which components for disposable medication delivery devices are produced in hundreds of millions annually. Ultrasonic welding, one of the most efficient of plastic welding processes often joins these small plastic parts together, and quite possibly, the one most broadly adopted for high volume assembly. The very fundamental factor in ultrasonic welding process performance is a proper joint design, the most common of which is a design utilizing an energy director. Keeping the energy director size and shape consistent on a part-to-part basis in high volume, multi-cavity operations presents a constant challenge to molded part vendors, as dimensional variations from cavity to cavity and variations in the molding process are always present. A newly developed concept of energy director design, when the tip of the energy director is round, addresses these problems, as the round energy director is significantly easier to mold and maintain its dimensional consistency. It also eliminates a major source of process variability for assembly operations. Materializing the benefits of new type of joint design became possible with the introduction of servo-driven ultrasonic welders, which allow an unprecedented control of material flow during the welding cycle and results in significantly improved process repeatability. This article summarizes results of recent studies focused on evaluating performance of round energy director and investigating the main factors responsible for the joint quality.

Burnout and distress among internal medicine program directors: results of a national survey.

Science.gov (United States)

West, Colin P; Halvorsen, Andrew J; Swenson, Sara L; McDonald, Furman S

2013-08-01

Physician burnout and distress has been described in national studies of practicing physicians, internal medicine (IM) residents, IM clerkship directors, and medical school deans. However, no comparable national data exist for IM residency program directors. To assess burnout and distress among IM residency program directors, and to evaluate relationships of distress with personal and program characteristics and perceptions regarding implementation and consequences of Accreditation Council for Graduate Medical Education (ACGME) regulations. The 2010 Association of Program Directors in Internal Medicine (APDIM) Annual Survey, developed by the APDIM Survey Committee, was sent in August 2010 to the 377 program directors with APDIM membership, representing 99.0 % of the 381 United States categorical IM residency programs. The 2010 APDIM Annual Survey included validated items on well-being and distress, including questions addressing quality of life, satisfaction with work-life balance, and burnout. Questions addressing personal and program characteristics and perceptions regarding implementation and consequences of ACGME regulations were also included. Of 377 eligible program directors, 282 (74.8 %) completed surveys. Among respondents, 12.4 % and 28.8 % rated their quality of life and satisfaction with work-life balance negatively, respectively. Also, 27.0 % reported emotional exhaustion, 10.4 % reported depersonalization, and 28.7 % reported overall burnout. These rates were lower than those reported previously in national studies of medical students, IM residents, practicing physicians, IM clerkship directors, and medical school deans. Aspects of distress were more common among younger program directors, women, and those reporting greater weekly work hours. Work-home conflicts were common and associated with all domains of distress, especially if not resolved in a manner effectively balancing work and home responsibilities. Associations with program characteristics

Dr Robert Aymar, Director of the International Thermonuclear Experimental Reactor (ITER), was nominated to succeed Professor Luciano Maiani as CERN's Director General, to take office on 1 January 2004.

CERN Document Server

2002-01-01

Dr Robert Aymar, Director of the International Thermonuclear Experimental Reactor (ITER), was nominated to succeed Professor Luciano Maiani as CERN's Director General, to take office on 1 January 2004.

78 FR 54925 - Audit Committee Meeting of The Board of Directors; Sunshine Act Meeting

Science.gov (United States)

2013-09-06

... NEIGHBORHOOD REINVESTMENT CORPORATION Audit Committee Meeting of The Board of Directors; Sunshine.... Executive Session With Internal Audit Director III. Title Change of the Internal Audit Director IV. Executive Session With Officers: Pending Litigation V. FY14 Risk Assessment & Internal Audit Plan VI...

Elective time during dermatology residency: A survey of residents and program directors.

Science.gov (United States)

Uppal, Pushpinder; Shantharam, Rohini; Kaufmann, Tara Lynn

2017-12-15

Elective time during residency training provides residents with exposure to different subspecialties. This opportunity gives residents the chance tonurture growth in particular areas of interest and broaden their knowledge base in certain topics in dermatology by having the chance to work withexperts in the field. The purpose of this study was to assess the views of residency program directors and dermatology residents on the value of elective time through a cross sectional survey. An eight-questionIRB exempt survey was sent out to 113 residency program directors via email through the American Professors of Dermatology (APD) program director listserv. Program directors were asked to forward a separate set of 9 questions to their residents. The majority of programs that responded allowed for some elective time within their schedule, often duringthe PGY 4 (3rd year of dermatology training), but the amount of time allowed widely varied among many residency programs. Overall, residents and program directors agree that elective is important in residencytraining, but no standardization is established across programs.

Where Is the Next Rose Director?

OpenAIRE

John Blundell

2013-01-01

Rose Friedman (née Director), the Chicago-trained economist, was a very important contributor to Milton Friedman’s scholarly output, popular writings, and television series. His remarkable role in society was to a significant extent a joint role from which she cannot be separated.

5 CFR 2638.506 - Director's recommendation.

Science.gov (United States)

2010-01-01

... of the respondent employee's agency that appropriate disciplinary action be taken. If the respondent..., thereafter, will provide appropriate notice of the disciplinary action taken. (c) Notice of noncompliance. If the Director determines that the head of an agency has not taken appropriate disciplinary action...

32 CFR Appendix D to Part 247 - AFIS Print Media Directorate

Science.gov (United States)

2010-07-01

... for word processing or desktop publishing. All other PMD publications should be requisitioned through... Directorate (PMD), an element of AFIS, develops, publishes, and distributes a variety of print media products.../defenselink/afis/. B. Use of materials published by print media directorate. With the exception of copyrighted...

12 CFR 1261.11 - Conflict-of-interests policy for Bank directors.

Science.gov (United States)

2010-01-01

... parent, sibling, spouse, child, or dependent, or any relative sharing the same residence as the director..., property, or relationship that involves receiving or providing something of monetary value, and includes... whom a director has a business relationship, including, but not limited to: (i) Any corporation or...

17 CFR 200.20b - Director of Division of Investment Management.

Science.gov (United States)

2010-04-01

... Investment Management. 200.20b Section 200.20b Commodity and Securities Exchanges SECURITIES AND EXCHANGE... General Organization § 200.20b Director of Division of Investment Management. The Director of the Division of Investment Management is responsible to the Commission for the administration of the Commission's...

Integrating Space Flight Resource Management Skills into Technical Lessons for International Space Station Flight Controller Training

Science.gov (United States)

Baldwin, Evelyn

2008-01-01

The Johnson Space Center s (JSC) International Space Station (ISS) Space Flight Resource Management (SFRM) training program is designed to teach the team skills required to be an effective flight controller. It was adapted from the SFRM training given to Shuttle flight controllers to fit the needs of a "24 hours a day/365 days a year" flight controller. More recently, the length reduction of technical training flows for ISS flight controllers impacted the number of opportunities for fully integrated team scenario based training, where most SFRM training occurred. Thus, the ISS SFRM training program is evolving yet again, using a new approach of teaching and evaluating SFRM alongside of technical materials. Because there are very few models in other industries that have successfully tied team and technical skills together, challenges are arising. Despite this, the Mission Operations Directorate of NASA s JSC is committed to implementing this integrated training approach because of the anticipated benefits.

Summer Principals'/Directors' Orientation Training Module.

Science.gov (United States)

Mata, Robert L.; Garcia, Richard L.

Intended to provide current or potential project principals/directors with the basic knowledge, skills, abilities, and sensitivities needed to manage a summer migrant school project in the local educational setting, this module provides instruction in the project management areas of planning, preparation, control, and termination. The module…

45 CFR 1700.5 - Executive Director.

Science.gov (United States)

2010-10-01

... 45 Public Welfare 4 2010-10-01 2010-10-01 false Executive Director. 1700.5 Section 1700.5 Public Welfare Regulations Relating to Public Welfare (Continued) NATIONAL COMMISSION ON LIBRARIES AND..., recommendation and implementation of overall plans and policies to achieve the Commission's goals. (d) To...

Women on the corporate board of directors and corporate sustainability disclosure

Directory of Open Access Journals (Sweden)

Emeldah M. Modiba

2017-09-01

Full Text Available This research examined whether an improved participation of women in the board of directors has any relationship with sustainability disclosure. Accordingly, the objective of this research was to examine the relationship between the number of women on the board of directors and social investment disclosure and energy disclosure in the sample of companies. The paper used a quantitative approach and data were collected from the archives of sustainability reports of five companies that formed the sample. The panel-data regression analysis was used in data arrangement. Five sample of companies over five years produced a (5 x 5 panel resulting in 25 observations. Data was tested at an alpha of 0.05. Results from all the analysis showed a P value below the research alpha (P < 0,05 indicating a significant relationship. Therefore, findings from the panel-data regression analysis disclosed a positive relationship between the number of women on the board of directors and corporate disclosure on social investment and energy consumption. Further analysis also disclosed that women on the board of directors are related with the overall number of women employees in the company. The paper concludes that within the sample of companies, women on the board of directors may influence sustainability disclosure such as energy and social investment. Women on the board of directors might also assist the companies to achieve gender equity employment goals. The research recommends that given the unique social and environmental proclivity of women, the corporate should recruit more women in the boards to enhance accelerated corporate sustainability performance. Further research using expanded number of companies is recommended.

A new director for Arts@CERN

CERN Multimedia

CERN Bulletin

2015-01-01

On 2 March 2015, Mónica Bello will take the reins of the Arts@CERN programme. A few days before taking over the new job, the curator and art critic talked to the CERN Bulletin about her interest in arts and science, her motivations for the job, and her plans for the future of the programme.   Mónica Bello. “The exciting nature of CERN almost demands an artistic programme like Arts@CERN,” says Mónica, former artistic director of VIDA (one of the most important competitions in digital and new media arts worldwide), who has recently been appointed as the new director of the Arts@CERN programme. “The programme is unique as it provides the artist not only with resources, but also with interesting scientific topics and a natural way for the artists to become involved. Thanks to this programme, artists can come to CERN, bring their individuality, and really benefit from the sharing experience with scientists.” Mónica,...

Technical writing versus technical writing

Science.gov (United States)

Dillingham, J. W.

1981-01-01

Two terms, two job categories, 'technical writer' and 'technical author' are discussed in terms of industrial and business requirements and standards. A distinction between 'technical writing' and technical 'writing' is made. The term 'technical editor' is also considered. Problems inherent in the design of programs to prepare and train students for these jobs are discussed. A closer alliance between industry and academia is suggested as a means of preparing students with competent technical communication skills (especially writing and editing skills) and good technical skills.

22 CFR 67.2 - Board of Directors.

Science.gov (United States)

2010-04-01

..., Washington, DC 20005-5000. (b) All major policy and funding decisions are made by the Board of Directors. The primary statement of NED's operating philosophy, general principles and priorities is contained in the...

The untold stories of film directors: Hollywood’s depiction as metacinematic mythmaking

OpenAIRE

Chinita, Fátima

2017-01-01

In the Hollywood metafilm, from the Studio System period to the present day, only a few film directors have been tackled on screen. Also, whereas the biopic of Hollywood stars is usually simply a “rags to riches” tale and/or vice-versa, the film director biopic is foremost the evidence of an authorial discourse, although presented with some sentiment. In other words, what moves some filmmakers (especially directors) to approach the life and art of their famous peers is a wish to reflect on th...

17 CFR 143.7 - Delegation of authority to the Executive Director.

Science.gov (United States)

2010-04-01

... 17 Commodity and Securities Exchanges 1 2010-04-01 2010-04-01 false Delegation of authority to the... JURISDICTION General Provisions § 143.7 Delegation of authority to the Executive Director. (a) The Commission... Commission employee under the Executive Director's supervision as he or she may designate, authority to take...

75 FR 44271 - Office of the Director; Notice of Closed Meeting

Science.gov (United States)

2010-07-28

... 20892. Contact Person: Lawrence A. Tabak, PhD, DDS, Acting Director, Division of Program Coordination..., Building 31, Room 2C39, Bethesda, MD 20892, 301- 496-3571, lawrence[email protected] . This notice is being.... Dated: July 22, 2010. Jennifer Spaeth, Director, Office of Federal Advisory Committee Policy. [FR Doc...

Mergers and acquisitions: director and consultant liability exposure.

Science.gov (United States)

Waxman, J M

1995-02-01

Corporate directors and their consultants must make decisions in an uncertain and changing health care environment. The losses each may face as a result of an incomplete analysis of the true value of the entities involved in mergers or acquisitions may extend beyond the failure of the transaction to the creation of personal liability as well. Accordingly, objective, careful, detailed, and fair decision-making based upon adequate information is more critical than ever for directors if they are to be able to take advantage of the business judgment rule, and also for consultants to avoid their own liability when transactions fail to deliver the values they have estimated.

50 CFR 18.91 - Director's decision.

Science.gov (United States)

2010-10-01

... 50 Wildlife and Fisheries 6 2010-10-01 2010-10-01 false Director's decision. 18.91 Section 18.91...) TAKING, POSSESSION, TRANSPORTATION, SALE, PURCHASE, BARTER, EXPORTATION, AND IMPORTATION OF WILDLIFE AND... decision. (a) Upon receipt of the recommended decision and transcript and after the thirty-day period for...

36 CFR 51.8 - Where will the Director publish the notice of availability of the prospectus?

Science.gov (United States)

2010-07-01

... Award Procedures § 51.8 Where will the Director publish the notice of availability of the prospectus? The Director will publish notice of the availability of the prospectus at least once in the Commerce... Director may also publish notices, if determined appropriate by the Director, electronically or in local or...

The Role of Board of Directors in the Establishment of Risk Management Committee

Directory of Open Access Journals (Sweden)

Ishak Suhaimi

2017-01-01

Full Text Available The objective of the study is to discuss the roles of board of directors in the establishment of risk management committee for Malaysian’s public listed companies. In Malaysia, based on the Malaysian Code on Corporate Governance (MCCG, (2007; 2012 clearly stated the role and responsibility of the board of directors toward the risk management activities. At the Corporate Governance Week 2010 and 2011 as well, the chairman of the Security Commission Malaysia highlighted the responsibility of the board of directors in risk management processes and she expressed concern over the failure of the board of directors to establish appropriate measures for the risk management process in the company. The statement of the chairman of Security Commission Malaysia is in line with MCCG’s best practices (2000; 2007; 2012, i.e., the board of directors should identify principle risks and ensure the implementation of an appropriate system to manage these risks.

Gender differences in salary of internal medicine residency directors: a national survey.

Science.gov (United States)

Willett, Lisa L; Halvorsen, Andrew J; McDonald, Furman S; Chaudhry, Saima I; Arora, Vineet M

2015-06-01

Whether salary disparities exist between men and women in medical education leadership roles is not known. The study objective was to determine whether salary disparities exist between male and female Internal Medicine residency program directors, and if so, to identify factors associated with the disparities and explore historical trends. The annual Association of Program Directors in Internal Medicine (APDIM) survey in August 2012 included items to assess the salary and demographic characteristics of program directors, which were merged with publically available program data. To assess historical trends, we used similarly obtained survey data from 2008 to 2011. The study included program directors of 370 APDIM member programs, representing 95.6% of the 387 accredited Internal Medicine training programs in the United States and Puerto Rico. Of the 370 APDIM member programs, 241 (65.1%) completed the survey, of whom 169 (70.1%) were men and 72 (29.9%) were women. Program directors' total annual salary, measured in $25,000 increments, ranged from $75,000 or less to more than $400,000. Historical trends of mode salary by gender from 2008 to 2012 were assessed. The mode salary was $200,000 to 225,000 for men and $175,000 to $200,000 for women (P = .0005). After controlling for academic rank, career in general internal medicine, and program director age, the distribution of salary remained different by gender (P = .004). Historical trends show that the difference in mode salary has persisted since 2008. Leaders in academic medical centers, residency and fellowship directors, and all faculty in medical education need to be aware that salary disparities cited decades ago persist in this sample of medical educators. Closing the gender gap will require continued advocacy for measuring and reporting salary gaps, and changing the culture of academic medical centers. Copyright © 2015 Alliance for Academic Internal Medicine. Published by Elsevier Inc. All rights reserved.

29 August 2013 - Director Variable Energy Cyclotron Centre, India D. Srivastava signing the guest book with CERN Director-General R. Heuer. Coordinator of India-ALICE Collaboration T. Nayak present throughout.

CERN Multimedia

Jean-Claude Gadmer

2013-01-01

29 August 2013 - Director Variable Energy Cyclotron Centre, India D. Srivastava signing the guest book with CERN Director-General R. Heuer. Coordinator of India-ALICE Collaboration T. Nayak present throughout.

Controlling placement of nonspherical (boomerang) colloids in nematic cells with photopatterned director

International Nuclear Information System (INIS)

Peng, Chenhui; Turiv, Taras; Guo, Yubing; Shiyanovskii, Sergij V; Wei, Qi-Huo; Lavrentovich, Oleg D; Zhang, Rui; De Pablo, Juan

2017-01-01

Placing colloidal particles in predesigned sites represents a major challenge of the current state-of-the-art colloidal science. Nematic liquid crystals with spatially varying director patterns represent a promising approach to achieve a well-controlled placement of colloidal particles thanks to the elastic forces between the particles and the surrounding landscape of molecular orientation. Here we demonstrate how the spatially varying director field can be used to control placement of non-spherical particles of boomerang shape. The boomerang colloids create director distortions of a dipolar symmetry. When a boomerang particle is placed in a periodic splay-bend director pattern, it migrates towards the region of a maximum bend. The behavior is contrasted to that one of spherical particles with normal surface anchoring, which also produce dipolar director distortions, but prefer to compartmentalize into the regions with a maximum splay. The splay-bend periodic landscape thus allows one to spatially separate these two types of particles. By exploring overdamped dynamics of the colloids, we determine elastic driving forces responsible for the preferential placement. Control of colloidal locations through patterned molecular orientation can be explored for future applications in microfluidic, lab on a chip, sensing and sorting devices. (paper)

Controlling placement of nonspherical (boomerang) colloids in nematic cells with photopatterned director

Science.gov (United States)

Peng, Chenhui; Turiv, Taras; Zhang, Rui; Guo, Yubing; Shiyanovskii, Sergij V.; Wei, Qi-Huo; de Pablo, Juan; Lavrentovich, Oleg D.

2017-01-01

Placing colloidal particles in predesigned sites represents a major challenge of the current state-of-the-art colloidal science. Nematic liquid crystals with spatially varying director patterns represent a promising approach to achieve a well-controlled placement of colloidal particles thanks to the elastic forces between the particles and the surrounding landscape of molecular orientation. Here we demonstrate how the spatially varying director field can be used to control placement of non-spherical particles of boomerang shape. The boomerang colloids create director distortions of a dipolar symmetry. When a boomerang particle is placed in a periodic splay-bend director pattern, it migrates towards the region of a maximum bend. The behavior is contrasted to that one of spherical particles with normal surface anchoring, which also produce dipolar director distortions, but prefer to compartmentalize into the regions with a maximum splay. The splay-bend periodic landscape thus allows one to spatially separate these two types of particles. By exploring overdamped dynamics of the colloids, we determine elastic driving forces responsible for the preferential placement. Control of colloidal locations through patterned molecular orientation can be explored for future applications in microfluidic, lab on a chip, sensing and sorting devices.

31 CFR 401.3 - Authority of District Directors of Customs to hold in custody.

Science.gov (United States)

2010-07-01

....3 Authority of District Directors of Customs to hold in custody. District Directors of Customs are... 31 Money and Finance: Treasury 2 2010-07-01 2010-07-01 false Authority of District Directors of Customs to hold in custody. 401.3 Section 401.3 Money and Finance: Treasury Regulations Relating to Money...

Female Directors and Firm Performance: Evidence from UK Listed Firms

OpenAIRE

Pasaribu, Pananda

2017-01-01

The impact of female directors on firm performance has lacked consistency in the previously conducted empirical studies, which may be due to the endogeneity problem, or certain characteristics (i.e. governance, industry, competition). This study examines the relationship between female directors and firm performance by addressing those problems. This study analyses all non-financial UK listed firms during the period 2004-2012 and employs several econometric models. The regression results indi...

Financial performance and remuneration of executive directors of brazilian

Directory of Open Access Journals (Sweden)

Larissa Degenhart

2017-09-01

Full Text Available This study aimed to examine whether there is a relationship between financial performance and the remuneration of executive directors of Brazilian companies. Thus, there was a descriptive, documentary and quantitative research. The review period was the years 2011 to 2015. The study population consisted of Brazilian companies listed on the BM&FBovespa and the sample consisted of companies that presented all the variables used in each year surveyed, totaling 219 companies. For the data analysis was conducted to Spearman correlation analysis and linear regression, and was performed using the SPSS statistical software. From the study results it was found that the variables: Total Asset Profitability (ROA and company size had a significant and positive relationship with the fixed remuneration, variable and total executive directors. These results showed for the analyzed scenario, the compensation of executive officers is higher when the ROA is high and also in relation to the company size, large companies pay their executives more than smaller companies. Finally, it can be concluded that there is a relationship between financial performance and Fixed Compensation, and Variable Total executive directors of Brazilian companies listed on the BM&FBovespa. In addition, this research contributes to the understanding of the amounts paid to executive officers, demonstrating that the performance of companies reflected in the remuneration of the executive directors, so that they act in the company in order to raise the economic and financial results.

PRINCIPALES COMPETENCIAS QUE DEBE POSEER UN DIRECTOR DE PROYECTOS EN LA INDUSTRIA DE LA CONSTRUCCIÓN

Directory of Open Access Journals (Sweden)

R. F. Herrera

2016-12-01

Full Text Available El rol del director de proyectos es uno de los trabajos más desafiantes en cualquier organización, porque requiere una amplia comprensión sobre varias áreas que deben estar coordinadas y sobre las que se requieren habilidades interpersonales. El objetivo del trabajo es definir las principales competencias que deben poseer los directores de proyectos en la industria de la construcción, y además presentar cómo éstos podrían desarrollarlas. Para cumplir con éste, se realizó un análisis crítico que incluye diversos estudios de expertos, e instituciones dedicadas a esta área de la ingeniería. De este estudio se concluye que el director de proyectos debe poseer conocimientos, habilidades y actitudes para manejar los aspectos técnicos específicos, el alcance, los costos, los tiempos y la interrelación, alineada con los objetivos, del equipo de trabajo y de los stakeholders, entre otros. Todo ello en un ambiente cambiante, diverso y transversal, generador de incertidumbre y de conflictos a solucionar de forma competente. The role of the project manager is one of the most challenging jobs in any organization because it requires a broad understanding of several areas that need to be coordinated and require interpersonal skills. The objective of the work is to define the main competences that must be possessed by the project managers in the construction industry, and also to present how they could develop them. In order to comply with this, a critical analysis was carried out that includes several studies of experts, and institutions dedicated to this area of engineering. This study concludes that the project manager must have the knowledge, skills and attitudes to handle the specific technical aspects, scope, costs, timing and interrelationship, aligned with the objectives, teamwork and stakeholders, among others. All this in a changing, diverse and transversal environment, generating uncertainty and conflicts to be resolved competently

Excerpts from the Director General's address to the General Conference

Energy Technology Data Exchange (ETDEWEB)

NONE

1975-10-15

concept of disposal of solidified and high-level and alpha-bearing waste in geologically stable layers was gaining increasing acceptance, the Agency was proceeding with the establishment of a standing advisory group to consider these questions. Integrated consideration of the whole fuel cycle has highlighted problem areas such as fuel reprocessing. One approach that the Agency is investigating is the provision of regional fuel cycles. These would be operated on an international basis, serving a number of power plants and providing a common service for reprocessing and waste disposal. A particular advantage lies in the major contribution that this can make to international security; it will be easier to operate meaningful safeguards. The Director General added that the Final Declaration of the NPT Review Conference had expressed its strong support for effective IAEA safeguards. Standing Advisory Group on Safeguards Implementation had now been set up. t was clearly essential that the Agency's safeguards be applied to all nuclear activities in the non-nuclear-weapon States. If nuclear explosive capacity spread still further, it would almost certainly be as a result of nuclear materials, plants or know-how being imported without full fuel cycle safeguards, he said. he Technical Assistance programmes continue to put increasing emphasis on the introduction of nuclear power and the application of nuclear technology, the Director General's report stated. Targets for Technical Assistance increased from $2 million in 1966 to $5.5 million in 1976. he importance of the application of isotopes was also mentioned. In a large number of Member States the chief interest of atomic energy still lies in the applications of nuclear techniques in medicine, agricultural research and the development of water resources. In this context he appealed to Member States and other UN agencies, especially WHO and FAO, to take the action needed to obtain a final decision on the international clearance of

The Relationship Between Technical And Nontechnical Skills Within A Simulation-Based Ureteroscopy Training Environment.

Science.gov (United States)

Brunckhorst, Oliver; Shahid, Shahab; Aydin, Abdullatif; Khan, Shahid; McIlhenny, Craig; Brewin, James; Sahai, Arun; Bello, Fernando; Kneebone, Roger; Shamim Khan, Muhammad; Dasgupta, Prokar; Ahmed, Kamran

2015-01-01

Little integration of technical and nontechnical skills (e.g., situational awareness, communication, decision making, teamwork, and leadership) teaching exists within surgery. We therefore aimed to (1) evaluate the relationship between these 2 skill sets within a simulation-based environment and (2) assess if certain nontechnical skill components are of particular relevance to technical performance. A prospective analysis of data acquired from a comparative study of simulation vs nonsimulation training was conducted. Half of the participants underwent training of technical and nontechnical skills within ureteroscopy, with the remaining half undergoing no training. All were assessed within a full immersion environment against both technical (time to completion, Objective Structured Assessment of Technical Skills, and task-specific checklist scores) and nontechnical parameters (Nontechnical Skills for Surgeons [NOTSS] rating scale). The data of whole and individual cohorts were analyzed using Pearson correlation coefficient. The trial took place within the Simulation and Interactive Learning Centre at Guy's Hospital, London, UK. In total, 32 novice participants with no prior practical ureteroscopy experience were included within the data analysis. A correlation was found within all outcome measures analyzed. For the whole cohort, a strong negative correlation was found between time to completion and NOTSS scores (r = -0.75, p Technical Skills (r = 0.89, p technical skill parameters, regardless of training. A strong correlation between technical and nontechnical performance exists, which was demonstrated to be irrespective of training received. This may suggest an inherent link between skill sets. Furthermore, all nontechnical skill sets are important in technical performance. This supports the notion that both of these skills should be trained and assessed together within 1 curriculum. Copyright © 2015 Association of Program Directors in Surgery. Published by

Does skin in the game matter?: director incentives and governance in the mutual fund industry

NARCIS (Netherlands)

Cremers, M.; Driessen, J.; Maenhout, P.; Weinbaum, D.

2009-01-01

We use a unique database on ownership stakes of equity mutual fund directors to analyze whether the directors' incentive structure is related to fund performance. Ownership of both independent and nonindependent directors plays an economically and statistically significant role. Funds in which

75 FR 39266 - National Protection and Programs Directorate; National Infrastructure Advisory Council

Science.gov (United States)

2010-07-08

... Infrastructure Disruptions VII. New Business VIII. Closing Remarks IX. Adjournment Procedural While this meeting... Directorate; National Infrastructure Advisory Council AGENCY: National Protection and Programs Directorate... Infrastructure Advisory Council (NIAC) will meet on Tuesday, July 13, 2010, at the National Press Club's Ballroom...

31 CFR 10.1 - Director of the Office of Professional Responsibility.

Science.gov (United States)

2010-07-01

... 31 Money and Finance: Treasury 1 2010-07-01 2010-07-01 false Director of the Office of Professional Responsibility. 10.1 Section 10.1 Money and Finance: Treasury Office of the Secretary of the Treasury PRACTICE BEFORE THE INTERNAL REVENUE SERVICE Rules Governing Authority to Practice § 10.1 Director of the Office of Professional Responsibility. ...

Directors' report and accounts for the year ended 31 March 1993

International Nuclear Information System (INIS)

1993-01-01

The report of the Directors of Scottish Power for 1992/1993 is presented, and accounting policies, group profit and loss account, balance sheets and group cash flow statement are given. Notes concerning the accounts are included. The report of the Auditors is also presented, and the names of the directors, secretaries and advisors, and shareholder information is listed. (UK)

Influence of Surface Geometry of Grating Substrate on Director in Nematic Liquid Crystal Cell

International Nuclear Information System (INIS)

Ye Wenjiang; Xing Hongyu; Yang Guochen; Zhang Zhidong; Sun Yubao; Chen Guoying; Xuan Li

2011-01-01

The director in nematic liquid crystal cell with a weak anchoring grating substrate and a strong anchoring planar substrate is relative to the coordinates x and z. The influence of the surface geometry of the grating substrate in the cell on the director profile is numerically simulated using the two-dimensional finite-difference iterative method under the condition of one elastic constant approximation and zero driven voltage. The deepness of groove and the cell gap affect the distribution of director. For the relatively shallow groove and the relatively thick cell gap, the director is only dependent on the coordinate z. For the relatively deep groove and the relatively thin cell gap, the director must be dependent on the two coordinates x and z because of the increased elastic strain energy induced by the grating surface. (condensed matter: structural, mechanical, and thermal properties)

Leader in Digital Transformation: Director, Information Management ...

International Development Research Centre (IDRC) Digital Library (Canada)

As the Deputy Chief Information Officer, the Director is also accountable for developing ... operations and maintenance of key business systems (financial applications, ... Plays a key role in the control of access to personal information in e-mail ...

Wanted: Fermilab director who can build consensus

CERN Multimedia

Pierce, G M

2004-01-01

"With current Fermilab Director Michael Witherell stepping down in July 2005, an appointed committee has vowed to find a new leader who will keep the Batavia lab at the forefront of the high-energy physics field" (1 page).

Case management directors: how to manage in a transition-focused world: part 2.

Science.gov (United States)

Bankston White, Cheri; Birmingham, Jackie

2015-01-01

Case management directors are in a dynamic position to affect the transition of care of patients across the continuum, work with all levels of providers, and support the financial well-being of a hospital. Most importantly, they can drive good patient outcomes. Although the position is critical on many different levels, there is little to help guide a new director in attending to all the "moving parts" of such a complex role.This is Part 2 of a two-part article written for case management directors, particularly new ones.Part 1 covered the first 4 of 7 tracks: (1) Staffing and Human Resources, (2) Compliance and Accreditation, (3) Discharge Planning and (4) Utilization Review and Revenue Cycle. Part 2 addresses (5) Internal Departmental Relationships (Organizational), (6) External Relationships (Community Agency), and (7) Quality and Program Outcomes.This article attempts to answer the following questions: : The information is most meaningful to those case management directors who work in either stand-alone hospitals or integrated health systems and have frontline case managers (CMs) reporting to them. Part 1 found that case management directors would benefit from further research and documentation of "best practices" related to their role, particularly in the areas of leadership and management. The same conclusion applies to Part 2, which addresses the director's responsibilities outside her immediate department. Leadership and management skills apply as well to building strong, productive relationships across a broad spectrum of external organizations that include payer, provider, and regulatory agencies. At the same time, they must also develop the skills to positively influence the revenue cycle and financial health of both the organization for which they work and those to whom they transition patients. A director of case management with responsibility for transitions of care has more power and influence over patient safety than is commonly known. Few of the

Case management directors: how to manage in a transition-focused world: part 1.

Science.gov (United States)

Bankston-White, Cheri; Birmingham, Jackie

2015-01-01

Case management directors are in a dynamic position to affect the transition of care for patients across the continuum, work with all levels of providers, and support the financial well-being of a hospital. Most importantly, they can drive good patient outcomes. Although the position is critical on many different levels, there is little to help guide a new director in attending to all the "moving parts" of such a complex role. The purpose of this two-part article is to provide case management directors, particularly new ones, with a framework for understanding and fulfilling their role.We have divided the guide into seven tracks of responsibility. Part 1 discusses the first four tracks: (1) staffing and human resources, (2) compliance and accreditation, (3) discharge planning, and (4) utilization review and revenue cycle. Part 2 addresses (5) internal departmental relationships (organizational), (6) external relationships (Community agency), and (7) quality and program outcomes. The information is most meaningful to those case management directors who work in either stand-alone hospitals or integrated health systems, and have frontline case managers reporting to them. Case management directors would benefit from further research and documentation of "best practices" related to their role, particularly in the areas of leadership and management. New directors would benefit from mentoring and networking with one another. As new regulations and models of care bring increased emphasis and focus to transitions of care, the role of the case management director continues to evolve, growing in importance and complexity. The growing financial impact of readmissions also brings added scrutiny and increased pressure to get the transitions of care right the first time.To operate most effectively, case management directors must understand the full range of their responsibilities and impact. They must find opportunities for themselves and their departments to learn and stay

Examining the Highs and Lows of the Collaborative Relationship Between Technical Assistance Providers and Prevention Implementers.

Science.gov (United States)

Chilenski, Sarah M; Welsh, Janet; Olson, Jonathan; Hoffman, Lesa; Perkins, Daniel F; Feinberg, Mark E

2018-02-01

The PROSPER model uses a three-tiered community partnership, university researcher, and Cooperative Extension-based technical assistance system to support the delivery of evidence-based interventions in communities. This study examines the trajectory and predictors of the collaborative relationship between technical assistance providers and community teams across the three phases of organization, implementation, and sustainability. Members of 14 PROmoting School-university-community Partnerships to Enhance Resilience (PROSPER) community teams and directors of local agencies rated communities' levels of readiness and adolescent substance use norms. Technical assistance providers rated their collaborative relationship with their teams at 14 occasions across 4.5 years. Results from mixed models show that levels of collaboration were stable until the sustainability phase, when they increased significantly. Team differences in change were significant during the implementation phase. Community readiness predicted levels of the collaborative relationship over time: high community readiness was associated with a high level of collaboration during organization, but a decline in collaboration during implementation. These results provide a more nuanced understanding of the relationship between technical assistance provision and community prevention teams and lead to recommendations to improve dissemination models to achieve a greater public health impact.

OTA director to be Clinton's science advisor

Science.gov (United States)

Leath, Audrey

President Clinton has nominated John H. “Jack” Gibbons to be Assistant to the President for Science and Technology, and director of the White House Office of Science and Technology Policy (OSTP). For over a decade, Gibbons has served as director of the Office of Technology Assessment (OTA), a bipartisan research arm of Congress.In nominating Gibbons, Clinton said, “I am delighted to appoint a brilliant scientist and gifted administrator… It is profoundly important that the president have a science advisor who understands science, who understands technology, who understands the practical application of these disciplines to the myriad of problems we face today. And I can tell you that from [Vice-president] Al Gore on down to every other member of Congress I have discussed John Gibbons with, I have hardly ever received more glowing and more consistent recommendations for anyone.”

Technical Cooperation Report for 2005. Report by the Director General; Informe de Cooperacion Tecnica para 2005. Informe del Director General

Energy Technology Data Exchange (ETDEWEB)

NONE

2006-08-15

The Technical Cooperation Report for 2005 provides highlights of activities and achievements of the technical cooperation (TC) programme for the past year. The document also describes developments regarding the management of the programme and financial matters. Engaging and maintaining partners for development remained a priority for the Secretariat. During 2005, cooperation with the United Nations Development Programme/Global Environment Facility continued with a project in Africa regarding the management of the Nubian sandstone aquifer system. The TC programme is also playing a role in programmes funded through the World Bank (Guarani Aquifer Project), Asian Development Bank (Clean Air Initiative for Asian Cities) and African Development Bank (Southern Rift Valley Tsetse Eradication Project in Ethiopia and tsetse projects in other countries). TC programme activities during 2005 continued to support Member States in developmental areas related to nuclear science and technology. The spectrum of activities included the development of a system for the disposal of sealed radioactive sources; providing expert advice and computer applications for energy planning; training nuclear medicine specialists and radiation oncologists; continuing the core conversion of research reactor fuel from highly enriched uranium to low enriched uranium; and evaluating and monitoring a marine ecosystem for pollution sources and developing remedial actions. Along with implementing the programme for 2005, Secretariat staff were involved in the final phases of the change initiative. The new structure for the Department of Technical Cooperation took effect as of 9 December 2005. The review of programming processes evolved into the development of the Programme Cycle Management Framework. This approach to TC programming is facilitated by a web-based platform for stakeholders to develop and manage TC projects from concept through project design, approval, implementation and evaluation. To

Female Directors and Corporate Social Responsibility: Evidence from the Environmental Investment of Chinese Listed Companies

Directory of Open Access Journals (Sweden)

Feng Wei

2017-12-01

Full Text Available Taking Chinese listed companies in 2008–2015 as the sample, in this paper we test in detail the impact of female directors on corporate environmental investments. Furthermore, we study the impact of female directors on environmental investment in enterprises with different types of ownership and industry attributes. Empirical studies show that when there are only 1 or 2 female directors on the board, no significant impact on the scale of corporate environmental investment can be seen. However, when the number reaches at least 3, female directors have a significantly positive impact on the scale of corporate environmental investment. This confirms critical-mass theory; meanwhile, we find that the empirical results do not indicate any significant correlation when the variable of female directors is measured by the proportion of female directors and the Blau index of gender balance. Further analysis suggests that in state-owned enterprises and enterprises from heavily-polluting industries, the above findings remain true, while in non-state-owned enterprises and enterprises from non-heavily-polluting industries, the above findings prove false, i.e., that the impact of female directors on corporate environmental investment is not significant. The conclusion demonstrates that the impact of female directors on environmental investment varies in enterprises with different types of ownership and industry attributes.

Assessment of nurse retention challenges and strategies in Lebanese hospitals: the perspective of nursing directors.

Science.gov (United States)

El-Jardali, Fadi; Merhi, Mirvat; Jamal, Diana; Dumit, Nuhad; Mouro, Gladys

2009-05-01

Assess nurse retention challenges and strategies as perceived by nursing directors in Lebanese hospitals. The Kampala Health Workforce Declaration stressed the importance of retaining an effective, responsive and equitably distributed health workforce, particularly nurses. Little is known about nurse retention challenges and strategies in Lebanon. Nursing directors of 76 hospitals participated and were sent a two-page survey on perceived retention challenges and hospital-based retention strategies. Retention challenges included unsatisfactory salary, unsuitable shifts and working hours, as well as better opportunities in other areas within or outside Lebanon. Retention strategies included implementing financial rewards and benefits, a salary scale, staff development, praise and improving work environment. Nursing directors did not address all perceived challenges in their strategies. To better manage the nursing workforce, nursing directors should regularly measure and monitor nurse turnover rates and also their causes and predictors. Nursing directors should develop, implement and evaluate retention strategies. More information is needed on the management and leadership capacities of nursing directors in addition to their span of control. Nursing directors are facing challenges in retaining their nurses. If these problems are not addressed, Lebanon will continue to lose competent and skilled nurses.

Decree-Law No. 189/93 of 24 May establishing the General Directorate for the Environment

International Nuclear Information System (INIS)

1993-01-01

This Decree-Law sets up a General Directorate for the Environment with the Ministry for the Environment and Natural Resources. The Protection and Nuclear Safety Bureau-GPSN which had first been transferred from the Ministry of Industry, has now been merged with other Directorates into this new General Directorate for the Environment. The tasks of this Directorate include assessing and examining the radiological impact of nuclear and radioactive installations, including radioactive waste management and the safety of nuclear installations. (NEA)

49 CFR 1.63 - Delegations to Assistant to the Secretary and Director of Public Affairs.

Science.gov (United States)

2010-10-01

... Director of Public Affairs. 1.63 Section 1.63 Transportation Office of the Secretary of Transportation... and Director of Public Affairs. The Assistant to the Secretary and Director of Public Affairs is delegated authority to: (a) [Reserved] (b) Monitor the overall public information program and review and...

Emotional inteligence model for directors of research centers in Mexico

Directory of Open Access Journals (Sweden)

Mara Maricela Trujillo Flores

2008-01-01

Full Text Available El objetivo de este trabajo es mostrar resultados del modelo IE-Martruj, concebido para la medición de la inteligencia emocional de directores de centros de investigación; fue aplicado a cuarenta y tres directores de centros de investigación en México. El proceso de validación y confiabilidad del modelo es descrito en detalle, así como su formulación matemática. Como resultado de esta investigación, se muestra como conclusión general que: El modelo estudiado es un instrumento apropiado para la tarea propuesta, y que la Inteligencia Emocional (IE de los directores de centros de investigación en México está asociada positivamente con la motivación, la capacidad de autoevaluación, la autorregulación, la empatía y las habilidades sociales. Así mismo, se sometieron a prueba, con resultados positivos, las siguientes hipótesis: H1 - La motivación, iniciativa, optimismo e involucramiento son condiciones que se hallan correlacionadas positivamente con la efectividad del funcionamiento de los directores de centros de investigación. H2 - El autoconocimiento, la conciencia emocional, la auto evaluación precisa y la autoconciencia están positivamente correlacionados entre ellas y son parte esencial de la inteligencia intrapersonal. H3 - La autorregulación exhibida por los directores, su autocontrol, adaptabilidad y autoconciencia están positivamente correlacionados entre sí y también son parte de la inteligencia intrapersonal. H4 - La empatía, la comprensión de los demás, el desarrollo de las competencias de los subordinados, la inclinación al servicio, el manejo de la diversidad y la congruencia política están positivamente correlacionados entre sí y son parte de la inteligencia interpersonal. H5 - Las habilidades sociales de los directores, que también integran la inteligencia interpersonal, les permiten tener mayor influencia sobre el equipo de trabajo,expresada en mayor comunicación, mejor manejo de situaciones

Craig Reynolds, Ph.D., to Retire as NCI Associate Director for Frederick | Poster

Science.gov (United States)

On December 2, Craig Reynolds, Ph.D., director, Office of Scientific Operations, and NCI associate director for Frederick, will put the finishing touches on a 37-year career with the National Cancer Institute.

An interview with the Director-General

CERN Multimedia

James Gillies

2012-01-01

At its March meeting, the Council took the step of extending Rolf Heuer’s mandate until the end of 2015. What can we expect from the extra two years?   Extensions to Director-General’s mandates are few and far between, with the last being for Herwig Schopper, who served an eight-year term in the 1980s. For Rolf Heuer, the proposal was raised by the Belgian delegation, so we asked delegate Walter Van Doninck why the Council felt that circumstances warranted an extension now. “We felt that the LHC's first long shutdown needed management continuity, given the important nature of the work to be carried out,” he explained. “That’s why we proposed extending the mandate of the current Director-General.” James Gillies spoke to Professor Heuer to find out what he plans to achieve with the extra time. James Gillies: First of all, how do you feel about your time in office so far? Rolf Heuer: I feel I’m about midwa...

Independent Directors and Stakeholders Protection: A Case of Sime Darby

OpenAIRE

Prashanth Beleya; Gopalan Raman; Charles Ramendren; Suresh Nodeson

2012-01-01

In today’s ever challenging corporate environment, the unfortunate events of decision making by top management has led major companies to suffer huge losses. This results and mistakes made have given a significant impact to the stake holder’s perception and raise a serious questions on the role of board of directors especially the role of independent directors. In today’s fast evolving business pace with stiff economic conditions, unethical and misjudgment in business decisions are driving th...

Quality Improvement in Otolaryngology Residency: Survey of Program Directors.

Science.gov (United States)

Bowe, Sarah N

2016-02-01

The Clinical Learning Environment Review focuses on the responsibility of the sponsoring institution for quality and patient safety. Very little information is known regarding the status of quality improvement (QI) education during otolaryngology training. The purpose of this survey is to evaluate the extent of resident and faculty participation in QI and identify opportunities for both resident curriculum and faculty development. Cross-sectional survey A 15-item survey was distributed to all 106 otolaryngology program directors. The survey was developed after an informal review of the literature regarding education in QI and patient safety. Questions were directed at the format and content of the QI curriculum, as well as barriers to implementation. There was a 39% response rate. Ninety percent of responding program directors considered education in QI important or very important to a resident's future success. Only 23% of responding programs contained an educational curriculum in QI, and only 33% monitored residents' individual outcome measures. Barriers to implementation of a QI program included inadequate number of faculty with expertise in QI (75%) and competing resident educational demands (90%). Every program director considered morbidity and mortality conferences as an integral component in QI education. Program directors recognize the importance of QI in otolaryngology practice. Unfortunately, this survey identifies a distinct lack of resources in support of these educational goals. The results highlight the need to generate a comprehensive and stepwise approach to QI for faculty development and resident instruction. © American Academy of Otolaryngology—Head and Neck Surgery Foundation 2015.

Secondary Choral Directors' Multicultural Teaching Practices, Attitudes and Experiences in International Schools

Science.gov (United States)

Bennett Walling, Catherine

2016-01-01

The purpose of this study was to determine whether secondary choral directors employed at international schools implemented a multicultural education in their programs. Participants (N = 126) were secondary choral directors working at international schools in 59 different countries. A researcher-designed questionnaire was used to collect…

Role of independent director in corporate governance – Reference to India

Directory of Open Access Journals (Sweden)

Indrajit Dube

2013-01-01

Full Text Available A company is the common platform of various stakeholders, such as customers, employees, investors, shareholders etc.. It is an instrument that can attract huge capital for doing business. Every transaction in a company should be fair and transparent to its stakeholders. A company having good Corporate Governance and an effective Board of Directors attract investors and ensure investment. Independence of the Board is critical to ensure that the board fulfills its role objectively and holds the management accountable to the company. The practice across jurisdictions indicates that the presence of Independent Director is answer to that. The present write up delves into the current scenario in Indian Corporate Sector and examine the role of Independent Director in Corporate Governance, in particular.

Program Director Survey: Attitudes Regarding Child Neurology Training and Testing.

Science.gov (United States)

Valencia, Ignacio; Feist, Terri B; Gilbert, Donald L

2016-04-01

As a result of major clinical and scientific advances and changes in clinical practice, the role of adult neurology training for Child Neurology and Neurodevelopmental Disability (NDD) certification has become controversial. The most recently approved requirements for board eligibility for child neurology and neurodevelopmental disability residents still include 12 months in adult neurology rotations. The objective of this study was to assess United States child neurology and neurodevelopmental disability residency program directors' opinions regarding optimal residency training. The authors developed an 18-item questionnaire and contacted all 80 child neurology and neurodevelopmental disability program directors via e-mail, using SurveyMonkey. A total of 44 program directors responded (55%), representing programs that train 78 categorical and 94 total resident positions, approximately 70% of those filled in the match. Respondents identified multiple areas where child neurology residents need more training, including genetics and neuromuscular disease. A substantial majority (73%) believed child neurology and neurodevelopmental disability residents need less than 12 adult neurology training months; however, most (75%) also believed adult hospital service and man-power needs (55%) and finances (34%) would pose barriers to reducing adult neurology. Most (70%) believed reductions in adult neurology training should be program flexible. A majority believed the written initial certification examination should be modified with more child neurology and fewer basic neuroscience questions. Nearly all (91%) felt the views of child neurology and neurodevelopmental disability program directors are under-represented within the Accreditation Council for Graduate Medical Education Residency Review Committee. The requirement for 12 adult neurology months for Child Neurology and Neurodevelopmental Disability certification is not consistent with the views of the majority of program

Correspondence between the President of the Atomic Energy Organization of Iran and the Director General

International Nuclear Information System (INIS)

1984-09-01

The document includes 5 attachments: the letter of 9 April 1984 from the President of the Atomic Energy Organization of Iran to the Director General, the letter of 11 May 1984 from the Director General to the President of the Atomic Energy Organization of Iran, the text of the telex of 27 May 1984 from the President of the Atomic Energy Organization of Iran to the Director General, the text of the telex of 28 May 1984 from the Director General to the President of the Atomic Energy Organization of Iran and the text of the telex from 30 May 1984 from the President of the Atomic Energy Organization of Iran to the Director General refering to ''Military attack on Iran's Bushehr Nuclear Power Plant''

15th December 2010 - World Intellectual Property Organization Director-General F. Gurry signing the guest book with CERN Director-General R. Heuer; visiting CMS control room, experimental cavern and LHC tunnel with Collaboration Deputy Spokesperson J. Incandela, accompanied by M. Bona.

CERN Multimedia

Maximilien Brice

2010-01-01

CERN-HI-1012325 36, from left to right: WIPO Arbitration and Mediation Center, Global Issues Sector Director E. Wilbers; CERN Adviser, Relations with International Organisations, M. Bona; CMS Collaboration Deputy Spokesperson, University of California Santa Barbara J. Incandela; WIPO Deputy Director General, Global Issues Sector J. C. Wichard; WIPO Director-General F. Gurry; WIPO Executive Director and Chief of Staff, Office of the Director General N. Prasad.

The independence paradox : (im)possibilities facing non-executive directors in the Netherlands

NARCIS (Netherlands)

Hooghiemstra, Reginald; van Manen, J

The paper adds to our knowledge of what non-executive directors do, knowledge which is still in its infancy. More specifically, it reports the findings of a survey among more than 250 Dutch non-executive directors regarding their roles and limitations. Although the majority agreed that monitoring is

75 FR 14454 - National Protection and Programs Directorate; National Infrastructure Advisory Council

Science.gov (United States)

2010-03-25

..., National Infrastructure Advisory Council. [FR Doc. 2010-6633 Filed 3-24-10; 8:45 am] BILLING CODE 9110-9P-P ... Directorate; National Infrastructure Advisory Council AGENCY: National Protection and Programs Directorate... Infrastructure Advisory Council (NIAC) will meet on Tuesday, April 13, 2010, at the National Press Club's...

Athletic Departments' Operating Expenses as a Predictor of Their Directors' Cup Standing

Science.gov (United States)

Magner, Amber

2014-01-01

The NACDA Directors' Cup is a competition utilizing an unbiased scoring system that encourages a broad based athletic department as the standard for defining intercollegiate athletic success. Therefore, for NCAA DI athletic administrators the Directors' Cup should be the standard for defining intercollegiate athletic success. The purpose of this…

Associate Residency Training Directors in Psychiatry: Demographics, Professional Activities, and Job Satisfaction

Science.gov (United States)

Arbuckle, Melissa R.; DeGolia, Sallie G.; Esposito, Karin; Miller, Deborah A.; Weinberg, Michael; Brenner, Adam M.

2012-01-01

Objective: The purpose of this study was to characterize associate training director (ATD) positions in psychiatry. Method: An on-line survey was e-mailed in 2009 to all ATDs identified through the American Association of Directors of Psychiatric Residency Training (AADPRT). Survey questions elicited information regarding demographics,…

Technical approach to improvement of SPECT images

International Nuclear Information System (INIS)

Fukukita, Hiroyoshi

1985-01-01

At present, a large number of SPECT systems are being widely used in Japan, hence, it is reasonable for us to know the physical and imaging characteristics of these SPECT devices, and also to recommend the optimum utility of SPECT systems. For this reason, a survey respect of characteristics of the commercialy available SPECT devices was carried out. In addition to this, various factors which have significant influence over SPECT image quality, such as, data acquisition matrix, reconstruction filter, γ-ray attenuation correction and daily quality control procedure, were also investigated. The materials used for this study are PET/SPECT phantom, Alderson liver phantom filled with Tc-99m solution, and either LFOV-E or ZLC-7500 interfaced to Scintipac 2400 minicomputer with 256 K byte of memory. Following are the results of this study. 1) The suitable data acquisition procedure was 128 x 128 matrix for linear sampling and approximately 64 views for angular sampling. 2) Reconstructed image using pre-processing filter with Wiener and Butterworth filters provided high quality image as compared with the Ramp filter. 3) Weighted backprojection method (WBP) proposed by Tanaka was superior to other methods, such as Sorenson method and Chang method in the object with non-uniform distribution of radionuclide. 4) It was found that uniformity correction of gamma camera and precise adjustment of the center of rotation are most important to maintain the images with a high quality. (author)

THE IMPACT OF FEMALE DIRECTORS ON FIRM PERFORMANCE: EVIDENCE FROM INDONESIA

Directory of Open Access Journals (Sweden)

Triana

2017-01-01

Full Text Available This research shows the impact of female directors on firm performance in Indonesia by using as its sample the public companies listed on the Indonesian Stock Exchange (IDX from 2011 until 2015. There were 347 companies, with 1,735 samples observed. This research uses the multiple regression method. The model is a modified model from 9 recent articles published between 2012 and 2015. The empirical result shows that a female director has a positive significant effect on firm performance. The control variables, consisting of leverage, firm size and firm age have negative significance for firm performance. This research is conducted across 9 sectors of industrial classification, which support the International Finance Corporation (IFC in increasing the number of female directors in Indonesia. For managers, this research will promote gender development in the boardroom, female executive training programmes as well as female representation on boards of directors. For regulators, this research may provide a contribution to gender representation in board’s policies, rules and regulations. This research can build awareness of women’s contributions to firms and encourage a greater female presence in the boardroom.

When to fire bad managers: The role of collusion between managment and board of directors.

NARCIS (Netherlands)

Beetsma, R.M.W.J.; Peters, H.; Rebers, E.

2000-01-01

We develop a model in which a shareholder hires a director to monitor a manager who faces stochastic firing costs. We study the optimal incentive scheme for the director, allowing for the possibility that the manager bribes the director in order to change his firing intentions. Such collusion may be

What's Ethical and What's Not in Electronic Journalism: Perceptions of News Directors. Radio-Television Journalism.

Science.gov (United States)

Wulfemeyer, K. Tim

A study examined the perceptions about what is and is not ethical behavior in electronic journalism. Subjects, 220 television news directors and 66 radio news directors, responded to a 117-item survey of ethics in electronic journalism. Results indicated that the news directors identified: (1) 10 "acceptable" behaviors, including working…

Social skills headteachers of schools centers. Las habilidades sociales en directores de centros escolares

Directory of Open Access Journals (Sweden)

Margarita Salvador

2009-10-01

Full Text Available

This study aims to discover the extent of public school directors have developed and practiced their social skills, in performing his managerial functions, to plan and propose, based on the results, the training necessary additions to the exercise such leadership reach higher levels of efficiency. The sample was composed of 99 directors of schools of Public Elementary and Secondary Education, in the provinces of Granada and Almeria. The results obtained in this research provide us with reliable knowledge, hitherto non-existent, the profiles that characterize the current directors of schools, in their social and interpersonal skills. A summary of results is as follows: a half of the principals (49% obtained scores that are above the 75 centile, in behavior and social skills assertion b nearly half of the directors in our sample are characterized by implementing social skills, through behavior, where the "self-expression", "say no", "initiate interactions” and “express their anger", are the most relevant components and c the level of the center, the number of students at the school and the old director has made some significant differences.

Key words: Social skills, school directors, managerial function, leadership.

Este estudio pretende conocer, en qué medida los directores escolares de centros públicos tienen desarrolladas y practican las habilidades sociales en el desempeño de sus funciones directivas, con objeto de planificar y proponer, en función de los resultados, los necesarios complementos formativos, para que el ejercicio de dicha función directiva alcance niveles más altos de eficacia. La muestra ha estado compuesta por 99 directores, de Centros Educativos Públicos de Primaria y Secundaria, de las provincias de Granada y Almería. Los resultados obtenidos en esta investigación nos proporcionan un conocimiento fiable, hasta ahora inexistente, sobre los perfiles que caracterizan a los

75 FR 56667 - Facilitating Shareholder Director Nominations

Science.gov (United States)

2010-09-16

...', nominees for director. We believe that these rules will benefit shareholders by improving corporate suffrage, the disclosure provided in connection with corporate proxy solicitations, and communication... Communications E. Costs 1. Costs Related to Potential Adverse Effects on Company and Board Performance 2. Costs...

Complexities of Social Capital in Boards of Directors

DEFF Research Database (Denmark)

Sulinska, Iwona Magdalena

and firm performance. Chapter 3 explores social capital of board chair, which has been overlooked in previous studies. It suggests that individual social capital of board chair is as important for organizational performance as social capital of CEO and directors. Therefore, performance effect derives from...... and external networks of social relationships created by board members. Evolution paths are consequently proposed for diversity and strength of external network ties, and for internal network cohesion. In light of the overarching research question, the final chapter summarizes the findings.......The aim of the dissertation is to disentangle complexities of social capital in boards of directors through proposing new theoretical perspectives and methodological approaches. Although extant previous research has discussed various aspects of social capital and its association with numerous...

36 CFR 51.11 - May the Director amend, extend, or cancel a prospectus or solicitation?

Science.gov (United States)

2010-07-01

..., extend, or cancel a prospectus or solicitation? 51.11 Section 51.11 Parks, Forests, and Public Property... Procedures § 51.11 May the Director amend, extend, or cancel a prospectus or solicitation? The Director may... cancel a solicitation at any time prior to award of the concession contract if the Director determines in...

25 CFR 1000.52 - What criteria will the Director use to award advance planning grants?

Science.gov (United States)

2010-04-01

... 25 Indians 2 2010-04-01 2010-04-01 false What criteria will the Director use to award advance... Planning Grant Funding § 1000.52 What criteria will the Director use to award advance planning grants? Advance planning grants are discretionary and based on need. The Director will use the following criteria...

76 FR 34732 - Privacy Act of 1974; Department of Homeland Security/National Protection and Programs Directorate...

Science.gov (United States)

2011-06-14

... 1974; Department of Homeland Security/National Protection and Programs Directorate--002 Chemical... Homeland Security/National Protection and Programs Directorate--002 Chemical Facility Anti-Terrorism.... 552a, the Department of Homeland Security (DHS)/National Protection and Programs Directorate (NPPD...

Sexual Health Education in Massage Therapy Programs: A Survey of Program Directors

Science.gov (United States)

Zamboni, Brian D.; Healey, Dale K.

2016-01-01

Massage therapy program directors completed an online survey to explore sexual education in massage therapy programs. The overall data suggest that program directors are supportive of sexual health education in the training of massage therapists and that such education is integrated into several aspects of their training programs. To enhance…

Operating room nursing directors' influence on anesthesia group operating room productivity.

Science.gov (United States)

Masursky, Danielle; Dexter, Franklin; Nussmeier, Nancy A

2008-12-01

Implementation of initiatives to increase anesthesia group productivity depends not just on anesthesia groups, but on operating room (OR) nursing administration. OR nursing directors may encourage organizational change based on the needs of their hospitals and nurses. These changes may differ from those that would increase the anesthesia group's productivity. We assessed reward structures using (A) letters of nomination for the "OR Manager of the Year" award offered annually by the publication OR Manager, and (B) data from a salary/career survey of OR directors by the same publication. (A) There were 164 nomination letters submitted from 2004 through 2007 for 45 nominees. The letters contained n = 2659 full sentences and n = 50,821 words. We systematically created a list of 36 terms related to finance, profit, and productivity. We also analyzed the frequency of use of these terms relative to the use of the 15 most common relationship-oriented terms (e.g., compassion, encourage, mentor, and respect). (B) The salary/career survey's questions relevant to anesthesia group productivity had responses from 303 US OR directors, 97% of whom were nurses. We tested the strength of the relationship between the budget responsibility of the OR nursing director and his or her annual salary. (A) 2.6% of sentences in the nomination letters included at least one term related to profit and productivity (95% confidence interval 2.0%-3.2%). Relationship-oriented terms were 9.0 times more prevalent (95% confidence interval 7.1-11.4). (B) There was statistically significant positive proportionality between the OR nursing director's operational budget (including personnel) and his or her salary (Pearson r = 0.64, P time and OR nursing labor costs. Resulting decisions can differ from those that would increase the productivity (profit) of the anesthesia group. Anesthesia groups need to champion initiatives to increase anesthesia productivity, while being sensitive to institutional

Attitudes of experiential education directors regarding tobacco sales in pharmacies in the USA.

Science.gov (United States)

Rider, Katherine; Kaya, Hatice; Jha, Vinayak; Hudmon, Karen Suchanek

2016-04-01

Accreditation guidelines in the USA suggest that experiential sites for pharmacy students should demonstrate 'a strong commitment to health promotion and illness prevention'; however, most community pharmacies sell tobacco products. This study aimed to determine the proportion of students rotating through advanced pharmacy practice experience (APPE) sites where tobacco is sold and experiential education directors' perception regarding the sales of tobacco in APPE sites. A brief survey was distributed by mail to experiential education directors at US pharmacy schools. The survey characterized the proportion of students who rotate at practice sites where tobacco is sold, directors' perceptions of tobacco sales in experiential sites, and the number of hours of tobacco education in their pharmacy curricula. Directors (n = 81; 63%) estimated that 69% of students rotate through sites where tobacco is sold. If given the opportunity to choose between two potential sites, where one sells tobacco and the other does not, 40% of directors would be unlikely to choose a site that sold tobacco. With respect to tobacco sales, pharmacy schools are largely noncompliant with guidelines and resolutions of professional organizations. © 2015 Royal Pharmaceutical Society.

The Making of Tomato Red: An Interview with Director Juanita Wilson

Directory of Open Access Journals (Sweden)

Wilson, Juanita

2017-06-01

Full Text Available Juanita Wilson is a Dublin-based Film Director and Writer. In 2008, she was nominated for an Academy Award for her short film, The Door, which went on to win the IFTA Award for Best Short Film. She was awarded the prestigious Katrin Cartlidge Foundation Bursary at the Sarajevo Film Festival in 2009. Juanita’s first feature, As If I Am Not There, adapted from the work by Slavenka Drakulic, won the IFTA Awards for Best Film, Best Director and Best Film Script in 2011. She was selected by Variety as one of the Ten Directors to Watch in 2011. She developed and produced Inside I’m Dancing (2004 and H3 (2001. Juanita’s latest film is Tomato Red, based on the novel by Daniel Woodrell.

Breach of duty: Power of shareholders to ratify directors fraudulent dealings

Directory of Open Access Journals (Sweden)

Anthony O. Nwafor

2014-07-01

Full Text Available Company directors owe duty of loyalty to the company which prohibits them from fraudulent dealings in the course of conducting the affairs of the company. Although the shareholders could, in the exercise of their voting powers, grant relieves to the directors from liabilities arising from a breach of duty that amounts to fraud, the extent and capacity in which the shareholders could exercise such powers is confounded by the elusive attempts by the courts in defining fraud. The paper argues that without a definite meaning ascribed to fraud, the power and capacity in which the shareholders could ratify a breach of duty arising from self-dealing and expropriation of corporate opportunities by directors cannot be predetermined, but that each case would be based on the peculiarities of its own facts.

Foreword by the director of Bohunice NPPs

International Nuclear Information System (INIS)

1998-01-01

In this foreword the director briefly describes activities of the NPP Bohunice in 1997. Main activities were: electric and heat production , the V-1 NPP Gradual Reconstruction Programme, nuclear safety programmes, environment protection, international co-operation as well as national and international public information

8 May 2014 - W. Watson-Wright, Assistant Director General and Executive Secretary UNESCO Intergovernmental Oceanographic Commission Assistant Director-General for the Natural Sciences Sector ad interim visiting the CMS cavern with CMS Collaboration Deputy Spkokesperson K. Borras. Adviser to the Director-General, in charge of Relations with International Organisations M. Bona present throughout.

CERN Multimedia

Brice, Maximilien

2014-01-01

Ms Wendy Watson-Wright Assistant Director General and Executive Secretary UNESCO Intergovernmental Oceanographic Commission Assistant Director-General for the Natural Sciences Sector ad interim UNESCO

Report to the Director General on the forty-fifth series of SAGSI meetings

International Nuclear Information System (INIS)

1997-11-01

Mr. Graham Andrew chaired the 45th Series of SAGSI Meetings. Seventeen members of SAGSI attended the meeting, which was held in Vienna from 10 to 14 November 1997. The Secretariat was represented by Mr. R. Hooper, Director of the Division of Concepts and Planning, and other senior staff. SAGSI addressed the items on the agenda approved by the Director General, considered its work programme for the next period, and recommended an agenda for the next SAGSI meeting. This report to the Director General was prepared using drafting groups and was approved in plenary

NREL Manager Elected to IREC Board of Directors

Science.gov (United States)

Manager Elected to IREC Board of Directors For more information contact: Sarah Holmes Barba, 303 -275-3023 email: Sarah Barba Golden, Colo., May 14, 2001 - David Warner, manager of the Information and

The Director as Entrepreneur: Increasing Patron Benefits at a Time of Austerity.

Science.gov (United States)

Carrigan, Dennis P.

1993-01-01

Discusses the role of the library director as entrepreneur, defined as one who shifts economic resources from areas of lower productivity to areas of greater yield. The importance of this role during a time of austerity is highlighted, and six examples of directors acting as entrepreneurs are presented. (Contains 12 references.) (KRN)

4 July 2013- European Commission DG CONNECT Director-General R. Madelin, signing the guest book with CERN Director-General R. Heuer and visiting CMS experimental area with Collaboration Deputy Spokesperson J. Varela.

CERN Multimedia

Maximilien Brice

2013-01-01

4 July 2013- European Commission DG CONNECT Director-General R. Madelin, signing the guest book with CERN Director-General R. Heuer and visiting CMS experimental area with Collaboration Deputy Spokesperson J. Varela.

76 FR 2941 - Bureau of Political-Military Affairs: Directorate of Defense Trade Controls; Notifications to the...

Science.gov (United States)

2011-01-18

... DEPARTMENT OF STATE [Public Notice: 7301] Bureau of Political-Military Affairs: Directorate of..., Managing Director, Directorate of Defense Trade Controls, Bureau of Political- Military Affairs, Department... services to support the design, manufacture and delivery of the Anik G1 Commercial Communication Satellite...

12 CFR 611.210 - Director qualifications and training.

Science.gov (United States)

2010-01-01

... periodically updated and provided to the institution's nominating committee. (2) Each Farm Credit institution... advisor who is a financial expert. The financial advisor must report to the board of directors and be free...

Thomas Sinks, Director, Office of the Science Advisor

Science.gov (United States)

Biography of the Director of the Office of the Science Advisor which is responsible for is responsible for EPA’s human subject research ethics, scientific integrity, and developing cross-agency science policy guidance.

Association of General Surgery Resident Remediation and Program Director Attitudes With Resident Attrition.

Science.gov (United States)

Schwed, Alexander C; Lee, Steven L; Salcedo, Edgardo S; Reeves, Mark E; Inaba, Kenji; Sidwell, Richard A; Amersi, Farin; Are, Chandrakanth; Arnell, Tracey D; Damewood, Richard B; Dent, Daniel L; Donahue, Timothy; Gauvin, Jeffrey; Hartranft, Thomas; Jacobsen, Garth R; Jarman, Benjamin T; Melcher, Marc L; Mellinger, John D; Morris, Jon B; Nehler, Mark; Smith, Brian R; Wolfe, Mary; Kaji, Amy H; de Virgilio, Christian

2017-12-01

Previous studies of resident attrition have variably included preliminary residents and likely overestimated categorical resident attrition. Whether program director attitudes affect attrition has been unclear. To determine whether program director attitudes are associated with resident attrition and to measure the categorical resident attrition rate. This multicenter study surveyed 21 US program directors in general surgery about their opinions regarding resident education and attrition. Data on total resident complement, demographic information, and annual attrition were collected from the program directors for the study period of July 1, 2010, to June 30, 2015. The general surgery programs were chosen on the basis of their geographic location, previous collaboration with some coauthors, prior work in surgical education and research, or a program director willing to participate. Only categorical surgical residents were included in the study; thus, program directors were specifically instructed to exclude any preliminary residents in their responses. Five-year attrition rates (2010-2011 to 2014-2015 academic years) as well as first-time pass rates on the General Surgery Qualifying Examination and General Surgery Certifying Examination of the American Board of Surgery (ABS) were collected. High- and low-attrition programs were compared. The 21 programs represented different geographic locations and 12 university-based, 3 university-affiliated, and 6 independent program types. Programs had a median (interquartile range [IQR]) number of 30 (20-48) categorical residents, and few of those residents were women (median [IQR], 12 [5-17]). Overall, 85 of 966 residents (8.8%) left training during the study period: 15 (17.6%) left after postgraduate year 1, 34 (40.0%) after postgraduate year 2, and 36 (42.4%) after postgraduate year 3 or later. Forty-four residents (51.8%) left general surgery for another surgical discipline, 21 (24.7%) transferred to a different surgery

Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards

NARCIS (Netherlands)

Veltrop, Dennis B.; Molleman, Eric; Hooghiemstra, Reggy B. H.; van Ees, Hans

2017-01-01

In this paper we address how director expertise impacts a director's social status and conformity within the board. Our results, derived from two unique multi-source datasets of peer ratings on director status and conformity of non-executive directors from Dutch organizations, indicate that

12 CFR 1710.11 - Board of directors.

Science.gov (United States)

2010-01-01

... DEVELOPMENT SAFETY AND SOUNDNESS CORPORATE GOVERNANCE Corporate Practices and Procedures § 1710.11 Board of... once a calendar quarter to carry out its obligations and duties under applicable laws, rules... of board of directors; proxies not permissible. For the transaction of business, a quorum of the...

Opinions of practitioners and program directors concerning accreditation standards for postdoctoral pediatric dentistry training programs.

Science.gov (United States)

Casamassimo, P S; Wilson, S

1999-01-01

This study was performed to assess opinions of program directors and practitioners about the importance and necessary numbers of experiences required by current accreditation standards for training of pediatric dentists. A 32-item questionnaire was sent to all program directors of ADA-accredited postdoctoral pediatric dentistry training programs and to a random sample of 10% of the fellow/active membership of the American Academy of Pediatric Dentistry. An overall response rate of 56% was obtained from the single mailing. Practitioners and program directors differed significantly (P dentistry: initiating and completing a research paper, biostatistics/epidemiology, and practice management. Program directors had little difficulty obtaining required experiences, and program dependence on Medicaid did not negatively affect quality of education. Practitioners and program directors agreed on the importance of most experiences and activities required by current accreditation standards.

What competencies should directors possess? Malaysia perspective

Directory of Open Access Journals (Sweden)

Wan Fauziah Wan Yusoff

2011-07-01

Full Text Available Directors’ competencies are seeing to be of importance to corporate governance. As this issue has not yet being studied extensively in Malaysia, this study determines the key competencies of Malaysian company’s directors using qualitative approach involving two stages of Delphi Technique. In the first stage all information pertaining to directors’ competences in the literature had been reviewed. In the second stage, the key competencies identified in stage one were the criteria for developing a semi structured questionnaire. Participants were asked to rank the competencies in term of their importance for directors’ performance. Based on personel interviews with 41 participants eight types of competencies were found to be essential for Malaysian companies’ directors. Financial competencies received the highest responses, followed by corporate planning, business forecasting, legal, risk management, marketing, human resource and international business. This paper provides important evidence to support the conclusions drawn from the study about the importance of relevant directors’ competencies for board and corporate effectiveness.

78 FR 13904 - Millennium Challenge Corporation Board of Directors Meeting; Sunshine Act Meetings

Science.gov (United States)

2013-03-01

... MILLENNIUM CHALLENGE CORPORATION [MCC FR 13-01] Millennium Challenge Corporation Board of Directors Meeting; Sunshine Act Meetings AGENCY: Millennium Challenge Corporation. TIME AND DATE: 10:00 a.m... CONSIDERED: The Board of Directors (the ``Board'') of the Millennium Challenge Corporation (``MCC'') will...

76 FR 55124 - Audit Committee Meeting of the Board of Directors; Sunshine Act

Science.gov (United States)

2011-09-06

... NEIGHBORHOOD REINVESTMENT CORPORATION Audit Committee Meeting of the Board of Directors; Sunshine... Internal Audit Director III. Internal Audit Report with Management's Response IV. FY `11 and `12 Risk Assessments and Internal Audit Plans V. Internal Audit Resource Capacity Proposal VI. Communication of...

75 FR 6642 - Notice of Proposed Information Collection; Naval Special Warfare Recruiting Directorate

Science.gov (United States)

2010-02-10

... Information Collection; Naval Special Warfare Recruiting Directorate AGENCY: Department of the Navy, DoD. ACTION: Notice. SUMMARY: The Naval Special Warfare (NSW) Recruiting Directorate announces the submission... any of the following methods: Federal eRulemaking Portal: http://www.regulations.gov . Follow the...

12 CFR 563b.125 - Must my board of directors adopt a plan of conversion?

Science.gov (United States)

2010-01-01

... 12 Banks and Banking 5 2010-01-01 2010-01-01 false Must my board of directors adopt a plan of... board of directors adopt a plan of conversion? Prior to filing an application for conversion, your board of directors must adopt a plan of conversion that conforms to §§ 563b.320 through 563b.485 and 563b...

Relationship Between Technical Errors and Decision-Making Skills in the Junior Resident.

Science.gov (United States)

Nathwani, Jay N; Fiers, Rebekah M; Ray, Rebecca D; Witt, Anna K; Law, Katherine E; DiMarco, ShannonM; Pugh, Carla M

The purpose of this study is to coevaluate resident technical errors and decision-making capabilities during placement of a subclavian central venous catheter (CVC). We hypothesize that there would be significant correlations between scenario-based decision-making skills and technical proficiency in central line insertion. We also predict residents would face problems in anticipating common difficulties and generating solutions associated with line placement. Participants were asked to insert a subclavian central line on a simulator. After completion, residents were presented with a real-life patient photograph depicting CVC placement and asked to anticipate difficulties and generate solutions. Error rates were analyzed using chi-square tests and a 5% expected error rate. Correlations were sought by comparing technical errors and scenario-based decision-making skills. This study was performed at 7 tertiary care centers. Study participants (N = 46) largely consisted of first-year research residents who could be followed longitudinally. Second-year research and clinical residents were not excluded. In total, 6 checklist errors were committed more often than anticipated. Residents committed an average of 1.9 errors, significantly more than the 1 error, at most, per person expected (t(44) = 3.82, p technical errors committed negatively correlated with the total number of commonly identified difficulties and generated solutions (r (33) = -0.429, p = 0.021, r (33) = -0.383, p = 0.044, respectively). Almost half of the surgical residents committed multiple errors while performing subclavian CVC placement. The correlation between technical errors and decision-making skills suggests a critical need to train residents in both technique and error management. Copyright © 2016 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights reserved.

The Function of a Medical Director in Healthcare Institutions: A Master or a Servant

Directory of Open Access Journals (Sweden)

Antoine Kossaify

2013-01-01

Full Text Available The function of a medical director is presented along with features of efficiency and deficiencies from the perspective of healthcare system improvement. A MEDLINE/Pubmed research was performed using the terms “medical director” and “director”, and 50 relevant articles were selected. Institutional healthcare quality is closely related to the medical director efficiency and deficiency, and a critical discussion of his or her function is presented along with a focus on the institutional policies, protocols, and procedures. The relationship between the medical director and the executive director is essential in order to implement a successful healthcare program, particularly in private facilities. Issues related to professionalism, fairness, medical records, quality of care, patient satisfaction, medical teaching, and malpractice are discussed from the perspective of institutional development and improvement strategies. In summary, the medical director must be a servant to the institutional constitution and to his or her job description; when his or her function is fully implemented, he or she may represent a local health governor or master, ensuring supervision and improvement of the institutional healthcare system.

Annual review and directors' report and accounts

International Nuclear Information System (INIS)

1992-07-01

This annual report of Midlands Electricity PLC (MEB) presents a financial review of the Group and the directors' and auditors reports. Historical and current cost profit and loss accounts, balance sheets and cash flow statements are tabulated. The Group's financial history and regulatory accounts are also presented. (UK)

Technical assistance from state health departments for communities engaged in policy, systems, and environmental change: the ACHIEVE Program.

Science.gov (United States)

Hefelfinger, Jenny; Patty, Alice; Ussery, Ann; Young, Walter

2013-10-24

This study assessed the value of technical assistance provided by state health department expert advisors and by the staff of the National Association of Chronic Disease Directors (NACDD) to community groups that participated in the Action Communities for Health, Innovation, and Environmental Change (ACHIEVE) Program, a CDC-funded health promotion program. We analyzed quantitative and qualitative data reported by community project coordinators to assess the nature and value of technical assistance provided by expert advisors and NACDD staff and the usefulness of ACHIEVE resources in the development and implementation of community action plans. A grounded theory approach was used to analyze and categorize phrases in text data provided by community coordinators. Open coding placed conceptual labels on text phrases. Frequency distributions of the quantitative data are described and discussed. The most valuable technical assistance and program support resources were those determined to be in the interpersonal domain (ie, interactions with state expert advisors, NACDD staff, and peer-to-peer support). The most valuable technical assistance events were action institutes, coaches' meetings, webinars, and technical assistance conference calls. This analysis suggests that ACHIEVE communities valued the management and training assistance provided by expert advisors and NACDD staff. State health department expert advisors provided technical guidance and support, including such skills or knowledge-based services as best-practice strategies, review and discussion of community assessment data, sustainability planning, and identification of possible funding opportunities. NACDD staff led development and implementation of technical assistance events.

Roles, tasks and educational functions of postgraduate programme directors: a qualitative study.

Science.gov (United States)

Frydén, Hanna; Ponzer, Sari; Heikkilä, Kristiina; Kihlström, Lars; Nordquist, Jonas

2015-10-01

A programme director is often required to organise postgraduate medical education. This leadership role can include educational as well as managerial duties. Only a few published studies have explored programme directors' own perceptions of their role. There is a need to explore the use of theoretical frameworks to improve the understanding of educational roles. To explore programme directors' own perceptions of their role in terms of tasks and functions, and to relate these roles to the theoretical framework developed by Bolman and Deal. Semi-structured interviews were conducted with 17 programme directors between February and August 2013. The data were subjected to content analysis using a deductive approach. The various roles and tasks included by participants in their perceptions of their work could be categorised within the framework of functions described by Bolman and Deal. These included: structuring the education (structural function); supporting individuals and handling relations (human resource function); negotiating between different interests (political function); and influencing the culture at the departmental level (symbolic function). The functions most often emphasised by participants were the structural and human resource functions. Some tasks involved several functions which varied over time. Programme directors' own perceptions of their roles, tasks and functions varied widely. The theoretical framework of Bolman and Deal might be helpful when explaining and developing these roles. Published by the BMJ Publishing Group Limited. For permission to use (where not already granted under a licence) please go to http://group.bmj.com/group/rights-licensing/permissions.

An Empirical Analysis of Latin American Board of Directors and Minority Shareholders’ Rights

Directory of Open Access Journals (Sweden)

Marisela Santiago

2009-09-01

Full Text Available This paper examines the link between corporate governance structures and the potential for expropriation of minority shareholders’ rights. Analysis of 97 firms from Brazil, Chile and Mexico that traded ADR shares in the United States between 2000 and 2002, indicates that increasing the size of the board by inclusion of additional independent outside directors lowers the potential for expropriation of minority shareholders’ rights. Also, increases in the tenure of independent outside directors, decreases in CEOs’ shareholdings and more interlocking directors on a board all serve to lower the potential for expropriation of minority shareholders’ rights.

IAEA Director General welcomes NPT consensus

International Nuclear Information System (INIS)

2000-01-01

The document informs that the Director General of the IAEA welcomed the adoption with consensus by the Review Conference of the Parties to the Treaty on the Non-Proliferation of Nuclear Weapons of the final document on the review and operation of the Treaty, and that he was pleased by the vote of confidence shown in the IAEA and its role in the implementation of the Treaty

27 February 2012 - Director of the Health Directorate at the Research DG European Commission R. Draghia-Akli in the ATLAS visitor centre with ATLAS Former Collaboration Spokesperson P. Jenni and Head of CERN EU Projects Office S. Stavrev; in the LHC superconducting magnet test hall with E. Todesco; and signing the guest book with CERN Director-General R. Heuer.

CERN Multimedia

Michel Blanc

2012-01-01

27 February 2012 - Director of the Health Directorate at the Research DG European Commission R. Draghia-Akli in the ATLAS visitor centre with ATLAS Former Collaboration Spokesperson P. Jenni and Head of CERN EU Projects Office S. Stavrev; in the LHC superconducting magnet test hall with E. Todesco; and signing the guest book with CERN Director-General R. Heuer.

Resident Preferences for Program Director Role in Wellness Management.

Science.gov (United States)

Kolarik, Russ C; O'Neal, Richard L; Ewing, Joseph A

2018-05-01

Burnout and depression are prevalent among resident physicians, though the supportive role of the program director (PD) is not well defined. To understand the residents' view of the residency program director's role in assessing and promoting resident wellness. A single institution survey of all house staff was conducted in 2017. Rates of burnout and depression were identified via the 2-item Maslach Burnout Inventory (MBI) and the Patient Health Questionaire-2 (PHQ-2), respectively. Residents then qualified their preferences for various assistance services and for the role of their program directors in assisting them. One-hundred sixty-one of 202 (79.7%) residents completed the survey. The rate of depression was 28%. Rates of emotional exhaustion and depersonalization (2-item MBI) were 44 and 62%, respectively. Only 4% of respondents had used the Employee Assistance Program (EAP) in the prior 12 months. Eighty-two percent of residents were in favor of PDs inquiring about wellness regardless of their job performance and only 1% of residents stated the PD should not inquire about wellness at all. Thirty-three percent of residents reported that they would be likely to contact EAP on their own if they felt unwell. Significantly more residents (62%) reported being more likely to contact EAP if recommended by their PD (33 vs 62%, p assistance were lack of time (65%), lack of knowledge of how to contact EAP (41%), and concerns about appearing weak (35%). Despite a high prevalence of burnout and depression, residents are unlikely to seek help on their own. Program directors have an important role in assessing and promoting the wellness of their residents. The majority of residents wants their PD to inquire about wellness and may be more likely to seek and receive help if recommended and facilitated by their PD.

Exchange of letters between the Resident Representative of Mexico and the Director General

International Nuclear Information System (INIS)

1987-11-01

The document reproduces the text of a letter (dated 23 November 1987) to the Director General of the IAEA from the Resident Representative of Mexico and the Director General's reply (dated 24 November 1987) in connection with the military attack of the Bushehr Nuclear Power Plant

New representative of the Director-General of the IAEA to the United Nations

International Nuclear Information System (INIS)

2000-01-01

The document gives information about Mr. Kwaku Aning (Ghana) who was nominated as the Representative of the Director-General of the IAEA to the United Nations and as Director of its Office at the United Nations Headquarters in New York, USA, as of 1 February 2000

A Director's Guide to High School Horns.

Science.gov (United States)

Conway, Collen

1998-01-01

Conveys that the horn (French horn) is the most difficult instrument for band and orchestra directors to teach because playing the horn requires students to have very strong aural skills. Identifies the horn specific techniques students should know, such as hand positions, alternate fingerings, and transposition. Provides different methods for…

Program Director Participation in a Leadership and Management Skills Fellowship and Characteristics of Program Quality.

Science.gov (United States)

Carek, Peter J; Mims, Lisa D; Conry, Colleen M; Maxwell, Lisa; Greenwood, Vicki; Pugno, Perry A

2015-01-01

The association between a residency program director completing a leadership and management skills fellowship and characteristics of quality and innovation of his/her residency program has not been studied. Therefore, the aim of this study is to examine the association between a residency program director's completion of a specific fellowship addressing these skills (National Institute for Program Director Development or NIPDD) and characteristics of quality and innovation of the program they direct. Using information from the American Academy of Family Physicians (AAFP), National Resident Matching Program (NRMP) and FREIDA® program characteristics were obtained. Descriptive statistics were used to summarize the data. The relationship between programs with a NIPDD graduate as director and program quality measures and indicators of innovation was analyzed using both chi square and logistic regression. Initial analyses showed significant associations between the NIPDD graduate status of a program director and regional location, mean years of program director tenure, and the program's 5-year aggregate ABFM board pass rate from 2007--2011. After grouping the programs into tertiles, the regression model showed significant positive associations with programs offering international experiences and being a NIPDD graduate. Program director participation in a fellowship addressing leadership and management skills (ie, NIPDD) was found to be associated with higher pass rates of new graduates on a Board certification examination and predictive of programs being in the upper tertile of programs in terms of Board pass rates.

17 CFR 21.04 - Delegation of authority to the Director of the Division of Market Oversight.

Science.gov (United States)

2010-04-01

... 17 Commodity and Securities Exchanges 1 2010-04-01 2010-04-01 false Delegation of authority to the... COMMODITY FUTURES TRADING COMMISSION SPECIAL CALLS § 21.04 Delegation of authority to the Director of the... to be exercised by such Director or by such other employee or employees of such Director as...

36 CFR 51.24 - May the Director award a temporary concession contract without a public solicitation?

Science.gov (United States)

2010-07-01

... visitor services. Further, the Director must publish notice in the Federal Register of the proposed... infeasible. The Director must publish a notice of his intention to award a temporary concession contract to a... 36 Parks, Forests, and Public Property 1 2010-07-01 2010-07-01 false May the Director award a...

The Central Institute for Brain Research in Amsterdam and its directors.

Science.gov (United States)

Eling, Paul; Hofman, Michel A

2014-01-01

The Central Institute for Brain Research was founded in Amsterdam in 1908 as part of an international effort to study the nervous system with multiple institutions and various disciplines. The development of research in the past hundred years at the Brain Institute has hardly been documented. We analyze the history of this institute by means of brief portraits of its directors and their main research topics. It appears that each director introduced his own branch of neuroscience into the institute. Initially, mainly comparative neuroanatomical data were collected. Following the Second World War, the multidisciplinary approach slowly developed with research programs on systems neuroscience, neuroendocrinology, and brain disorders. Every new director introduced new approaches to the study of the brain and thus played an important role in keeping brain research in the Netherlands at the international forefront where it has been ever since its foundation in 1908.

Nursing directors' leadership styles and faculty members' job satisfaction in Taiwan.

Science.gov (United States)

Chen, Hsiu-Chin; Baron, Mark

2006-10-01

Nursing leaders in Taiwan seldom receive the leadership training necessary to lead an academic organization. As a result, leaders may experience burn out, and dissatisfaction among faculty may increase. This study examined nursing faculty members' perceptions of nursing directors' leadership and their job satisfaction levels to understand how perceptions of leadership styles related to job satisfaction in Taiwan. This descriptive, correlational, cross-sectional study used self-administered questionnaires. Transformational leadership theory supported the research framework. Nine schools with nursing programs awarding diplomas to students participated in this study. A total of 175 questionnaires were returned (72% response rate). The findings indicated that Taiwan's nursing directors tend to display transformational leadership more frequently in their workplaces and that Taiwan's nursing faculty members are moderately satisfied in their jobs. In addition, nursing faculty in Taiwan are more satisfied with directors who practice the leadership style of attributed idealized influence.

An analysis of collegiate band directors' exposure to sound pressure levels

Science.gov (United States)

Roebuck, Nikole Moore

Noise-induced hearing loss (NIHL) is a significant but unfortunate common occupational hazard. The purpose of the current study was to measure the magnitude of sound pressure levels generated within a collegiate band room and determine if those sound pressure levels are of a magnitude that exceeds the policy standards and recommendations of the Occupational Safety and Health Administration (OSHA), and the National Institute of Occupational Safety and Health (NIOSH). In addition, reverberation times were measured and analyzed in order to determine the appropriateness of acoustical conditions for the band rehearsal environment. Sound pressure measurements were taken from the rehearsal of seven collegiate marching bands. Single sample t test were conducted to compare the sound pressure levels of all bands to the noise exposure standards of OSHA and NIOSH. Multiple regression analysis were conducted and analyzed in order to determine the effect of the band room's conditions on the sound pressure levels and reverberation times. Time weighted averages (TWA), noise percentage doses, and peak levels were also collected. The mean Leq for all band directors was 90.5 dBA. The total accumulated noise percentage dose for all band directors was 77.6% of the maximum allowable daily noise dose under the OSHA standard. The total calculated TWA for all band directors was 88.2% of the maximum allowable daily noise dose under the OSHA standard. The total accumulated noise percentage dose for all band directors was 152.1% of the maximum allowable daily noise dose under the NIOSH standards, and the total calculated TWA for all band directors was 93dBA of the maximum allowable daily noise dose under the NIOSH standard. Multiple regression analysis revealed that the room volume, the level of acoustical treatment and the mean room reverberation time predicted 80% of the variance in sound pressure levels in this study.

7 CFR 2.71 - Director, Office of Risk Assessment and Cost-Benefit Analysis.

Science.gov (United States)

2010-01-01

... Chief Economist § 2.71 Director, Office of Risk Assessment and Cost-Benefit Analysis. (a) Delegations. Pursuant to § 2.29(a)(2), the following delegations of authority are by the Chief Economist to the Director... reserved to the Chief Economist: Review all proposed decisions having substantial economic policy...

25 CFR 1000.67 - How will the Director award planning and negotiation grants?

Science.gov (United States)

2010-04-01

... SELF-DETERMINATION AND EDUCATION ACT Other Financial Assistance for Planning and Negotiation Grants for Non-BIA Programs Eligibility and Application Process § 1000.67 How will the Director award planning... 25 Indians 2 2010-04-01 2010-04-01 false How will the Director award planning and negotiation...

Emergent scar lines in chaotic advection of passive directors

Science.gov (United States)

Hejazi, Bardia; Mehlig, Bernhard; Voth, Greg A.

2017-12-01

We examine the spatial field of orientations of slender fibers that are advected by a two-dimensional fluid flow. The orientation field of these passive directors are important in a wide range of industrial and geophysical flows. We introduce emergent scar lines as the dominant coherent structures in the orientation field of passive directors in chaotic flows. Previous work has identified the existence of scar lines where the orientation rotates by π over short distances, but the lines that were identified disappeared as time progressed. As a result, earlier work focused on topological singularities in the orientation field, which we find to play a negligible role at long times. We use the standard map as a simple time-periodic two-dimensional flow that produces Lagrangian chaos. This class of flows produces persistent patterns in passive scalar advection and we find that a different kind of persistent pattern develops in the passive director orientation field. We identify the mechanism by which emergent scar lines grow to dominate these patterns at long times in complex flows. Emergent scar lines form where the recent stretching of the fluid element is perpendicular to earlier stretching. Thus these scar lines can be labeled by their age, defined as the time since their stretching reached a maximum.

Proceedings of neutron irradiation technical meeting on BNCT

International Nuclear Information System (INIS)

2000-10-01

The 'Neutron Irradiation Technical Meeting for Boron Neutron Capture Therapy (BNCT)' was held on March 13, 2000 at Tokai Research Establishment. The Meeting is aimed to introduce the neutron beam facility for medical irradiation at JRR-4 to Japanese researchers widely, as well as providing an opportunity for young researchers, engineers, medical representatives such surgeons and doctors of pharmacology to present their research activities and to exchange valuable information. JAERI researcher presented the performance and the irradiation technology in the JRR-4 neutron beam facility, while external researchers made various and beneficial presentations containing such accelerator-based BNCT, spectrum-shifter, biological effect, pharmacological development and so on. In this meeting, a special lecture titled 'The Dawn of BNCT and Its Development.' was given by MD, Prof. Takashi Minobe, an executive director of Japan Foundation for Emergency Medicine. The 11 of the presented papers are indexed individually. (J.P.N.)

Enhancing teamwork between chief residents and residency program directors: description and outcomes of an experiential workshop.

Science.gov (United States)

McPhillips, Heather A; Frohna, John G; Murad, M Hassan; Batra, Maneesh; Panda, Mukta; Miller, Marsha A; Brigham, Timothy P; Doughty, Robert A

2011-12-01

An effective working relationship between chief residents and residency program directors is critical to a residency program's success. Despite the importance of this relationship, few studies have explored the characteristics of an effective program director-chief resident partnership or how to facilitate collaboration between the 2 roles, which collectively are important to program quality and resident satisfaction. We describe the development and impact of a novel workshop that paired program directors with their incoming chief residents to facilitate improved partnerships. The Accreditation Council for Graduate Medical Education sponsored a full-day workshop for residency program directors and their incoming chief residents. Sessions focused on increased understanding of personality styles, using experiential learning, and open communication between chief residents and program directors, related to feedback and expectations of each other. Participants completed an anonymous survey immediately after the workshop and again 8 months later to assess its long-term impact. Participants found the workshop to be a valuable experience, with comments revealing common themes. Program directors and chief residents expect each other to act as a role model for the residents, be approachable and available, and to be transparent and fair in their decision-making processes; both groups wanted feedback on performance and clear expectations from each other for roles and responsibilities; and both groups identified the need to be innovative and supportive of changes in the program. Respondents to the follow-up survey reported that workshop participation improved their relationships with their co-chiefs and program directors. Participation in this experiential workshop improved the working relationships between chief residents and program directors. The themes that were identified can be used to foster communication between incoming chief residents and residency directors and to

OSG Director reports on grid progress

CERN Multimedia

Pordes, Ruth

2006-01-01

"In this Q&A from the Open Science Grid (OSG), executive director Ruth Prodes provides a brief history of the OSG, an overview of current projects and partners, and a glimpse at future plans, including how the recent $30 million award from the ODE's office of Science and the NSF will be employed. She also shares her thoughts of SC, saying the personal contacts are the best part."(4,5 pages)

76 FR 55710 - Sunshine Act Meeting of LSC Board of Directors Finance Committee

Science.gov (United States)

2011-09-08

... LEGAL SERVICES CORPORATION Sunshine Act Meeting of LSC Board of Directors Finance Committee TIME AND DATE: The Legal Services Corporation (``LSC'' or ``Corporation'') Board of Directors (``Board'') Finance Committee will meet telephonically on September 13, 2011 at 11 a.m., Eastern Time. LOCATION: Legal Services Corporation, F. William McCalpin...

Noted astrophysicist Michael S. Turner to Head NSF'S mathematical and physical sciences directorate

CERN Multimedia

2003-01-01

"The National Science Foundation has named celebrated astrophysicist Michael S. Turner of the University of Chicago as Assistant Director for Mathematical and Physical Sciences. He will head a $1 billion directorate that supports research in mathematics, physics, chemistry, materials and astronomy, as well as multidisciplinary programs and education" (1/2 page).

Fabiola Gianotti signs her contract as CERN's new Director- General

CERN Multimedia

Antonella Del Rosso

2014-01-01

Today, 12 December 2014, Fabiola Gianotti signed her five-year contract as the new CERN Director-General. Her mandate will begin on 1 January 2016.   Fabiola Gianotti (left) and President of CERN Council Agnieszka Zalewska (right) after the signature of the contract.   The Italian physicist, Fabiola Gianotti was appointed as the Organization’s next Director-General at the 173rd Closed Session of the CERN Council on 4 November. The appointment was formalised this week at the December session of Council. More news from this week Council meetings can be found here.

76 FR 5186 - National Protection and Programs Directorate; Agency Information Collection Activities; Office of...

Science.gov (United States)

2011-01-28

... DEPARTMENT OF HOMELAND SECURITY [Docket No. DHS-2010-0084] National Protection and Programs... Protection Stakeholder Input Project--Generic Clearance AGENCY: National Protection and Programs Directorate.... SUMMARY: The Department of Homeland Security (DHS), National Protection and Programs Directorate (NPPD...

16 CFR 1000.30 - Directorate for Laboratory Sciences.

Science.gov (United States)

2010-01-01

... for compliance with the Consumer Product Safety Act, the Federal Hazardous Substances Act, the Flammable Fabrics Act, and the Poison Prevention Packaging Act. The Directorate is composed of the Mechanical Engineering Division, the Electrical Engineering Division (which includes flammable fabrics), and...

Papike appointed Director of IOM

Science.gov (United States)

James Papike was appointed director of the Institute of Meteoritics in the Department of Geology and Presidential Professor at the University of New Mexico, Albuquerque, on July 1, 1990. Papike succeeded Klaus Keil, who moved to the University of Hawaii to direct the Planetary Geoscience Division at the Hawaii Institute of Geosciences.The newly constituted IOM will emphasize planetary volcanic processes through the study of achondritic meteorites, the Moon, and Earth, and the origin of primitive solar system materials and planetary formation through the study of chondritic meteorites.

THE IMPACT OF FEMALE DIRECTORS ON FIRM PERFORMANCE: EVIDENCE FROM INDONESIA

OpenAIRE

Triana; Marwan Asri

2017-01-01

This research shows the impact of female directors on firm performance in Indonesia by using as its sample the public companies listed on the Indonesian Stock Exchange (IDX) from 2011 until 2015. There were 347 companies, with 1,735 samples observed. This research uses the multiple regression method. The model is a modified model from 9 recent articles published between 2012 and 2015. The empirical result shows that a female director has a positive significant effect on firm performance. The ...

Board diligence, director business and corporate governance

Directory of Open Access Journals (Sweden)

Saibal Ghosh

2007-11-01

Full Text Available The paper examines the association between financial performance and boards of non-financial firms. Using data on over 200 listed manufacturing firms in India for 2005, the findings indicate that, after controlling for various firm-specific factors, board diligence as well as director busyness exerts a positive influence on corporate performance.

The ethical commitment of independent directors in different contexts of investor protection

Directory of Open Access Journals (Sweden)

Isabel María García-Sánchez

2015-04-01

Full Text Available The purpose of this study is to compare, for countries with different legal environments, the degree to which boards of directors may improve corporate ethical behaviour by designing codes of ethics. These codes address issues such as a company's responsibility regarding the quality of its products and services, compliance with laws and regulations, conflicts of interest, corruption and fraud, and protection of the natural environment. Using a sample of firms from 12 countries, we obtain evidence that a greater presence of independent directors on the board leads to the existence of more complex codes of ethics. Moreover, there are significant differences between countries with high levels and countries with low levels of investor protection as regards the effectiveness of independent directors in constraining unethical behaviour by managers.

Impact of gender and ethnic composition of South African boards of directors on intellectual capital performance

Directory of Open Access Journals (Sweden)

J-L. W. Mitchell Van der Zahn

2006-01-01

Full Text Available This study examines the association between the gender and ethnic composition of boards of directors and firm performance in a transitional nation. In contrast to prior research that largely focuses on firm performance within a financial context, this study concentrates on intellectual capital performance. Using data collected from 84 South African, empirical results indicate a positive association between the percentage of female and non-white directors on the board and a firm’s intellectual capital performance. Additional analysis shows the designation of female directors as an insider has a negative effect of intellectual capital performance. Designation of female and non-white directors as outsiders, meanwhile, has a positive influence on a firm’s intellectual capital performance. Finally, there was no association between the percentage of non-white inside directors on the board and intellectual capital performance.

76 FR 2700 - National Protection and Programs Directorate; National Emergency Communications Plan (NECP) Goal...

Science.gov (United States)

2011-01-14

... Programs Directorate (NPPD)/Office of Cybersecurity and Communications (CS&C)/Office of Emergency Communications (OEC) will submit the following Information Collection Request to the Office of Management and... Directorate; National Emergency Communications Plan (NECP) Goal 2 Performance Report AGENCY: National...

Learning to Manage: A Program Just for Directors.

Science.gov (United States)

Thomas, Megan E.

1996-01-01

Describes the Head Start-Johnson & Johnson Management Fellows program, whose mission is strengthening management skills of Head Start directors by providing training in human resources management, organizational design and development, financial management, computers and information systems, operations, marketing, and development of strategic…

The political mobilization of corporate directors: socio-economic correlates of affiliation to European pressure groups.

Science.gov (United States)

Bond, Matthew; Glouharova, Siana; Harrigan, Nicholas

2010-06-01

Business has played a central role in the debate over Britain's place in the European Union. This paper examines the socio-economic characteristics of directors of Britain's largest corporations who affiliated either to Business for Sterling or Britain in Europe. It reports associations between directors' social backgrounds and their probabilities of affiliation. Elite university education, club membership, wealth and multiple directorships were all associated with higher propensities to affiliate. The associations are consistent with the idea that directors' social resources allow them to overcome collective action problems as well as supplying them with the motivations to affiliate. They also indicated that directors form a privileged group in that they have a number of very powerful actors who can take unilateral political actions.

25 CFR 12.2 - What is the role of the Bureau of Indian Affairs Director of Law Enforcement Services?

Science.gov (United States)

2010-04-01

.... The Director publishes these policies and standards in law enforcement manuals and handbooks. The... 25 Indians 1 2010-04-01 2010-04-01 false What is the role of the Bureau of Indian Affairs Director... Bureau of Indian Affairs Director of Law Enforcement Services? The Director of the Office of Law...

Professional Development Needs of Directors Leading in a Mixed Service Delivery Preschool System

Science.gov (United States)

Ryan, Sharon; Whitebook, Marcy; Kipnis, Fran; Sakai, Laura

2011-01-01

This paper reports on an interview study with directors of Head Start and child care programs who are collaborating with local education authorities to provide publicly funded preschool in New Jersey, USA. A standardized interview protocol was utilized with 98 directors chosen to represent a range of center types from across the three main regions…

The Current State of Early Childhood Education Programs: How Early Childhood Center Directors Manage Their Human Resources

Science.gov (United States)

Arend, Lauren E.

2010-01-01

Purpose: Research in the field of early childhood education (ECE) demonstrated the association between skilled directors and high quality programs. Still, most state licensing requirements do not delineate the requisite knowledge or experience necessary to be an effective director. Many ECE directors advance to their position directly from the…

A study on the effect of board of directors on the rate of corporate transparency

Directory of Open Access Journals (Sweden)

Iman Rezaei

2012-10-01

Full Text Available The main target of this study is to consider the effect of the combination of board of directors on the corporate transparency in some companies among selected ones in Tehran Stock Exchange Market over the period of 2007- 2010. In this research, the combination of board of directors is selected among some factors of corporate transparency such as structure of ownership and the rights of owners, financial information and statistics and structure and combination of board of directors and managers as a sub-indicator for corporate governance. Linear regression statistical method is used to test hypotheses of study. The size of α is considered as 5% and hypotheses are accepted or rejected by means of Durbin-Watson and Clemogrov-Smirnov tests and by comparing p-value with α. At last, by means of forward regression method, the effect of control variables is considered over each hypothesis. The results show that the members of board of directors have no effect on partnership transparency, but effect on financial data and information and structure and combination of board of directors.

Job Satisfaction and Motivational Strategies among Library Directors.

Science.gov (United States)

Pors, Niels Ole; Johannsen, Carl Gustav

2002-01-01

Discusses a survey of Danish library directors and highlights findings associated with job satisfaction and motivational strategies. Highlights include leadership; the relation between leadership position and job satisfaction; relationship between selected variables and job satisfaction; management tools used; and time spent on leadership tasks.…

32 CFR 2400.19 - Declassification by the Director of the Information Security Oversight Office.

Science.gov (United States)

2010-07-01

... Information Security Oversight Office. 2400.19 Section 2400.19 National Defense Other Regulations Relating to... SCIENCE AND TECHNOLOGY POLICY INFORMATION SECURITY PROGRAM Declassification and Downgrading § 2400.19 Declassification by the Director of the Information Security Oversight Office. If the Director of the Information...

An Investigation of the Workload and Job Satisfaction of North Carolina's Special Education Directors

Science.gov (United States)

Cash, Jennifer Brown

2013-01-01

Keywords: special education directors, workload, job satisfaction, special education administration. The purpose of this mixed methods research study was to investigate employee characteristics, workload, and job satisfaction of special education directors employed by local education agencies in North Carolina (N = 115). This study illuminates the…

Director and Officer Liability in the Zone of Insolvency; A Comparative Analysis

Directory of Open Access Journals (Sweden)

HH Rajak

2008-04-01

Full Text Available It is the duty of the directors of a company to run the business of the company in the best interests of the company and its shareholders. In principle, the company, alone, is responsible for the debts incurred in the running of the company and the creditors are, in principle, precluded from looking to the directors or shareholders for payment of any shortfall arising as a result of the company's insolvency. This principle has, in a number of jurisdictions undergone statutory change such that in certain circumstances, the directors and others who were concerned with the management of the company may be made liable to contribute, personally, to meet the payment – in part or entirely – of the company's debts. This paper aims to explore this statutory jurisdiction. It also seeks to describe succinctly the process by which the shift from unlimited to limited liability trading was achieved. It will end by examining briefly a comparatively new phenomenon, namely that of a shift in the focus of the directors' duties from company and shareholders to the creditors as the company becomes insolvent and nears the stage of a formal declaration of its insolvent status – the so-called 'zone of insolvency'.

2D director calculation for liquid crystal optical phased array

International Nuclear Information System (INIS)

Xu, L; Zhang, J; Wu, L Y

2005-01-01

A practical numerical model for a liquid crystal cell is set up based on the geometrical structure of liquid crystal optical phased arrays. Model parameters include width and space of electrodes, thickness of liquid crystal layer, alignment layers and glass substrates, pre-tilted angles, dielectric constants, elastic constants and so on. According to electrostatic field theory and Frank-Oseen elastic continuum theory, 2D electric potential distribution and 2D director distribution are calculated by means of the finite difference method on non-uniform grids. The influence of cell sizes on director distribution is analyzed. The fringe field effect between electrodes is also discussed

The 80-hour work week for residents: views from obstetric and gynecology program directors.

Science.gov (United States)

Janoo, Jabin; Hashmi, Mahreen; Seybold, Dara J; Shapiro, Robert; Calhoun, Byron C; Bush, Stephen H

2014-01-01

In 2003, the Accreditation Council for Graduate Medical Education mandated an 80-hour work week restriction for residency programs. We examined program directors' views on how this mandate affects the education of Obstetrics and Gynecology residents. A 25 question survey was administered via Survey Monkey to Obstetrics and Gynecology program directors in the United States over three months in 2011. Fifty program directors (response rate of 28%) completed it with more men (62%) than women (38%) respondents. Overall, only 28% (14/50) responded that the program had improved, with significantly fewer men (5/14; 16.1%) than women (47.4% 9/19; p performance objectives and in the CREOG scores, with the improvement ranging from 8% to 12%. In fact, while we observed the percentage of women directors reporting improvement in patient care and interpersonal and communication skills significantly higher compared with their male counterparts, the majority of women still reported either no improvement or a decline in these areas. Though our sample size was small, we found some significant difference between the views of male and female program directors. Both groups nonetheless responded with the majority with a decline or no change rather than a perceived improvement in any of the educational endeavors studied.

25 CFR 2.19 - Action by Area Directors and Education Programs officials on appeal.

Science.gov (United States)

2010-04-01

... Programs officials on appeal. (a) Area Directors, Area Education Programs Administrators, Agency... 25 Indians 1 2010-04-01 2010-04-01 false Action by Area Directors and Education Programs officials on appeal. 2.19 Section 2.19 Indians BUREAU OF INDIAN AFFAIRS, DEPARTMENT OF THE INTERIOR PROCEDURES...

18 CFR 375.303 - Delegations to the Director of the Office of Electric Reliability.

Science.gov (United States)

2010-04-01

... Director of the Office of Electric Reliability. 375.303 Section 375.303 Conservation of Power and Water... Delegations § 375.303 Delegations to the Director of the Office of Electric Reliability. The Commission... Electric Reliability Organization or Regional Entity rules or procedures; (ii) Reject an application...

BOARD OF DIRECTORS, AUDIT COMMITTEE CHARACTERISTICS AND THE PERFORMANCE OF SAUDI ARABIA LISTED COMPANIES

Directory of Open Access Journals (Sweden)

Yahya Ali Al-Matari

2012-01-01

Full Text Available This study examines the relationship between the internal corporate governance mechanism related to the board of directors, the audit committee characteristics and the performance of the Saudi companies listed in the Saudi stock exchange (TADAWL in 2010, excluding financial companies. The statistical results of the study are not in line with the agency theory that board of directors and audit committee might mitigate agency problems leading to reduced agency cost by aligning the interests of controlling owners with those of the company. While audit Committee size (ACSIZE is found to have a significant relationship with firm performance (but in the opposite direction to expectation, other hypothesized variables, the proportion of non-executive directors (BODCOM, CEO Duality (DUAL, Board Size (BSIZE, Audit Committee Independence (ACIND, audit committee meeting (ACMEET were found to be as expected directions but insignificantly related to firm performance measure except the direction of the proportion of non-executive directors (BODCOM was opposite to the expectations.

Dr. William C. Harris, Director-General, Science Foundation Ireland

CERN Multimedia

Maximilien Brice

2002-01-01

Pictured with Robert Eisenstein, former assistant director for mathematical and physical sciences (MPS) at the US National Science Foundation (NSF), who is spending a year at CERN as a member of the ATLAS collaboration.

Proceedings of neutron irradiation technical meeting on BNCT

Energy Technology Data Exchange (ETDEWEB)

NONE

2000-10-01

The 'Neutron Irradiation Technical Meeting for Boron Neutron Capture Therapy (BNCT)' was held on March 13, 2000 at Tokai Research Establishment. The Meeting is aimed to introduce the neutron beam facility for medical irradiation at JRR-4 to Japanese researchers widely, as well as providing an opportunity for young researchers, engineers, medical representatives such surgeons and doctors of pharmacology to present their research activities and to exchange valuable information. JAERI researcher presented the performance and the irradiation technology in the JRR-4 neutron beam facility, while external researchers made various and beneficial presentations containing such accelerator-based BNCT, spectrum-shifter, biological effect, pharmacological development and so on. In this meeting, a special lecture titled 'The Dawn of BNCT and Its Development.' was given by MD, Prof. Takashi Minobe, an executive director of Japan Foundation for Emergency Medicine. The 11 of the presented papers are indexed individually. (J.P.N.)

Clarification of TMI action plan requirements. Technical report

International Nuclear Information System (INIS)

1980-11-01

This document, NUREG-0737, is a letter from D.G. Eisenhut, Director of the Division of Licensing, NRR, to licensees of operating power reactors and applicants for operating licenses forwarding post-TMI requirements which have been approved for implementation. Following the accident at Three Mile Island Unit 2, the NRC staff developed the Action Plan, NUREG-0660, to provide a comprehensive and integrated plan to improve safety at power reactors. Specific items from NUREG-0660 have been approved by the Commission for implementation at reactors. In this NRC report, these specific items comprise a single document which includes additional information about schedules, applicability, method of implementation review, submittal dates, and clarification of technical positions. It should be noted that the total set of TMI-related actions have been collected in NUREG-0660, but only those items that the Commission has approved for implementation to date are included in this document, NUREG-0737

Defining the management role of the department medical director.

Science.gov (United States)

Brady, T F; Carpenter, C R

1986-01-01

Through analysis of medical and administrative director positions it is possible to identify an organizational structure for medical departments that enhances departmental operations. Possible roles and tasks that describe managerial responsibilities are considered, and a review of the literature identifies options for how these roles or tasks can be shared between medical and nonmedical managers at the departmental level. These options are refined based on interviews with department-level managers at a case study hospital. Three models are then explored: unity of command, shared accountability, and split accountability. The unity of command model is recommended. In this model, the medical director assumes total authority and accountability for departmental operations through some sort of "enfranchisement." A more formal planning process and a review of job descriptions are also recommended.

17 CFR 18.03 - Delegation of authority to the Director of the Division of Market and Oversight.

Science.gov (United States)

2010-04-01

... 17 Commodity and Securities Exchanges 1 2010-04-01 2010-04-01 false Delegation of authority to the... COMMODITY FUTURES TRADING COMMISSION REPORTS BY TRADERS § 18.03 Delegation of authority to the Director of... such other employee or employees of the Director as may be designated from time to time by the Director...

Mr Bikash Sinha, Director of SAHA & VECC and Prof. Rolf Heuer, Director general of CERN, sign a collaboration agreements between SAHA (Saha Institute of Nuclear Physics), VECC (Variable Energy Cyclotron Centre), India and CERN ISOLDE.

CERN Multimedia

Maximilien Brice

2009-01-01

Mr Bikash Sinha, Director of SAHA & VECC and Prof. Rolf Heuer, Director general of CERN, sign a collaboration agreements between SAHA (Saha Institute of Nuclear Physics), VECC (Variable Energy Cyclotron Centre), India and CERN ISOLDE.

Best Practices and Barriers to Obesity Prevention in Head Start: Differences Between Director and Teacher Perceptions.

Science.gov (United States)

Byrd-Williams, Courtney; Dooley, Erin E; Sharma, Shreela V; Chuang, Ru-Jye; Butte, Nancy; Hoelscher, Deanna M

2017-12-21

Practices and barriers to promoting healthy eating and physical activity at Head Start centers may influence children's energy balance behaviors. We examined differences between directors' and teachers' perspectives on best practices and barriers to promoting healthy eating and physical activity in Head Start centers. We conducted a cross-sectional study of directors (n = 23) and teachers (n = 113) at 23 Head Start centers participating in the baseline assessment of the Texas Childhood Obesity Research Demonstration study. Participants completed surveys about practices and barriers to promoting healthy eating and physical activity. Multilevel regression models examined differences between director and teacher responses. More than half of directors and teachers reported meeting most best practices related to nutrition and physical activity; few directors or teachers (foods (especially sweets, salty snacks, and sugary drinks) in front of children" and "Teachers talk to children about trying/enjoying new foods" (P food service staff support, limited time, and insufficient funds (P < .05). More barriers to healthy eating were reported than were barriers to physical activity indicating that more support may be needed for healthy eating. Differences between responses of directors and teachers may have implications for future assessments of implementation of best practices and barriers to implementation related to nutrition and physical activity in early care and education centers.

THE IMPORTANCE OF SPEAKING FOR SENIOR MANAGERS: HOW A DIRECTOR SHOULD SPEAK?

OpenAIRE

Alemdar Yalçın; Ferah Burgul Adıgüzel

2014-01-01

The participants of this study, the aim of which was to determine the importance of speaking in career according to senior manager and speaking traits which a director should have, constitute fifteen senior manager who are working as counselor, deputy counselor, general director and chairman who were assigned by minister, prime minister or president. In this study which was based on qualitative data, semi-structured interviews were conducted and the data obtained was descriptively analyzed. A...

Geometrical optics approach in liquid crystal films with three-dimensional director variations.

Science.gov (United States)

Panasyuk, G; Kelly, J; Gartland, E C; Allender, D W

2003-04-01

A formal geometrical optics approach (GOA) to the optics of nematic liquid crystals whose optic axis (director) varies in more than one dimension is described. The GOA is applied to the propagation of light through liquid crystal films whose director varies in three spatial dimensions. As an example, the GOA is applied to the calculation of light transmittance for the case of a liquid crystal cell which exhibits the homeotropic to multidomainlike transition (HMD cell). Properties of the GOA solution are explored, and comparison with the Jones calculus solution is also made. For variations on a smaller scale, where the Jones calculus breaks down, the GOA provides a fast, accurate method for calculating light transmittance. The results of light transmittance calculations for the HMD cell based on the director patterns provided by two methods, direct computer calculation and a previously developed simplified model, are in good agreement.

The role and obligations of non-executive directors under Maltese law

Directory of Open Access Journals (Sweden)

Emma Grech

2014-01-01

Full Text Available The corporate governance debate has, in the last two decades, reached a stronghold in Europe. Perhaps the most valuable aspect of a company’s governance is the constitution of its boardroom. Nonexecutive directors, in their independent and impartial, supposedly external nature, serve to keep the company’s managerial section in check. Indeed, their function is primarily supervisory, working to ensure that the company’s interests are looked to by the company’s executive guise. Unfortunately, Maltese law does not regulate the post of the non-executive director in a hard and fast manner. Instead, the authorities have chosen to recognise this entity through the inclusion of his role in various non-binding guidelines and soft law mechanisms. The question that shall be tackled in this paper is whether it is acceptable, in this day and age, for the non-executive director is post which deserves a proper defining of its role and obligations within hard law. A brief comparison to foreign jurisdictions has been included for the sake of completeness.

Early Childhood Directors as Socializers of Emotional Climate

Science.gov (United States)

Zinsser, Katherine M.; Denham, Susanne A.; Curby, Timothy W.; Chazan-Cohen, Rachel

2016-01-01

Early childhood centres are vibrant social communities where child and adult emotions are integral to learning. Previous research has focused on teaching practices that support children's social-emotional learning; fewer studies have attended to relevant centre-level factors, such as the emotional leadership practices of the centre director. The…

Fermilab Friends for Science Education | Board of Directors

Science.gov (United States)

Fermilab Friends for Science Education FFSE Home About Us Join Us Support Us Contact Us Board of Directors Board Tools Calendar Join Us Donate Now Get FermiGear! Education Office Search Programs Calendar , Chicago, IL Join Us/Renew Membership Forms: Online - Print Support Us Donation Forms: Online - Print Tree

The alignment of smectic A liquid crystals with director tilt on the boundaries

International Nuclear Information System (INIS)

Stewart, I W

2007-01-01

Equilibrium solutions are presented for smectic A liquid crystals in which the usual director n and unit layer normal a do not necessarily coincide. Previous applications often equate n with a; the model in this paper allows n and a to differ and has been motivated by the recent investigations of Auernhammer et al (2000 Rheol. Acta 39 215-22, 2002 Phys. Rev. E 66 061707), Soddemann et al (2004 Eur. Phys. J. E 13 141-51) and Stewart (2007 Contin. Mech. Thermodyn. 18 343-60). The two experimental geometries studied consist of planar homeotropically aligned smectic layers and 'bookshelf' aligned layers. In both cases a director tilt at the boundaries will be imposed. Solutions to the fully nonlinear bookshelf problem where both the director and the layer normal can vary with an element of decoupling are presented and are particularly relevant to the experimental observations of Elston (1994 Liq. Cryst. 16 151-7); there are two boundary layer effects, as will be discussed, that are related to the biasing of the director towards the smectic A phase and the reorientation of the smectic layers themselves

The alignment of smectic A liquid crystals with director tilt on the boundaries

Energy Technology Data Exchange (ETDEWEB)

Stewart, I W [Department of Mathematics, University of Strathclyde, Livingstone Tower, 26 Richmond Street, Glasgow, G1 1XH (United Kingdom)

2007-05-18

Equilibrium solutions are presented for smectic A liquid crystals in which the usual director n and unit layer normal a do not necessarily coincide. Previous applications often equate n with a; the model in this paper allows n and a to differ and has been motivated by the recent investigations of Auernhammer et al (2000 Rheol. Acta 39 215-22, 2002 Phys. Rev. E 66 061707), Soddemann et al (2004 Eur. Phys. J. E 13 141-51) and Stewart (2007 Contin. Mech. Thermodyn. 18 343-60). The two experimental geometries studied consist of planar homeotropically aligned smectic layers and 'bookshelf' aligned layers. In both cases a director tilt at the boundaries will be imposed. Solutions to the fully nonlinear bookshelf problem where both the director and the layer normal can vary with an element of decoupling are presented and are particularly relevant to the experimental observations of Elston (1994 Liq. Cryst. 16 151-7); there are two boundary layer effects, as will be discussed, that are related to the biasing of the director towards the smectic A phase and the reorientation of the smectic layers themselves.

DeLucca named project director in Guatemala.

Science.gov (United States)

1984-01-01

Mike Delucca, a social marketing specialist since 1978, has been named director of a new contraceptive social marketing effort in Guatemala. The project is sponsored by Importadora de Productos Farmaceuticos (IPROFA), S.A., a group of private-sector community leaders who came together specifically to set up the project. IPROFA plan to being marketing 1 brand of oral contraceptive, condom, and foaming tablet in early 1985. Efforts will first be targeted at economically and socially disadvantaged fertile couples between the ages of 18-44 in large urban areas. By the end of 1985 marketing will begin in rural and small urban areas. DeLucca is on assignment IPROFA from Juarez and Associates, a marketing and research firm in Los Angeles. He was formerly with Development Associates of Arlington, Virginia, and served as project director for the social marketing project in El Salvador. He joined the Guatemala project in May 1984, overseeing prelaunch activities that included development of the marketing plan. After the product launch he will coordinate sales and follow-up marketing studies. The project is the result of a cooperative agreement between IPROFA and US Agency for International Development (USAID) signed in April 1982. full text

Management and Use of Director, Operational Test and Evaluation Funds

National Research Council Canada - National Science Library

2000-01-01

.... The reorganization disestablished the functions of the Director, Test, Systems Engineering, and Evaluation, within the Office of Under Secretary of Defense for Acquisition, Technology, and Logistics...

Llewellyn Smith, Director-General designate of CERN, discusses LHC

CERN Multimedia

Sweet, William N

1992-01-01

Christopher Llewellyn Smith was nominated by the Committee of Council to be Director General of CERN. He aims to pave the way for the Large Hadron Collider and utilize to the full the Large Electron-Positron machine.

Reproductive Psychiatry Residency Training: A Survey of Psychiatric Residency Program Directors.

Science.gov (United States)

Osborne, Lauren M; MacLean, Joanna V; Barzilay, Erin Murphy; Meltzer-Brody, Samantha; Miller, Laura; Yang, Sarah Nagle

2018-04-01

The reproductive life cycle has unique influences on the phenotypic expression of mental illness in women. Didactic and clinical training focused on these sex-specific influences should be a vital component of the education of future psychiatrists. The authors sought to determine the current state of and attitudes toward reproductive psychiatry in resident education. The authors administered a web-based survey to psychiatry residency training directors. They assessed the availability of both mandated and optional didactic and clinical training experiences in reproductive psychiatry. Fifty residency program directors answered the survey, for a response rate of 28%. More than half of residency program directors (59%) reported requiring some training in reproductive psychiatry. Both the breadth and depth of topics covered varied greatly among programs. Lack of time (48%) and lack of qualified faculty (26%) were the most frequently cited barriers to more training. Only 40% of residency directors surveyed agreed that all residents should be competent in reproductive psychiatry. These findings suggest that specific training in reproductive psychiatry is inconsistent in US residency programs, and that training that does exist varies considerably in clinical time and content. Given that women comprise more than 50% of all psychiatric patients and most women will menstruate, give birth, and undergo menopause, future psychiatrists would benefit from more systematic instruction in this area. The authors propose the development of a national, standardized reproductive psychiatry curriculum to address this gap and aid in producing psychiatrists competent to treat women at all stages of life.

Leadership training in Endocrinology fellowship A survey of program directors and recent graduates

Science.gov (United States)

2017-06-16

Program Directors and Recent Graduates presented at/ published to SAMHS and Universities Research Forum (SURF) 2017, San Antonio, TX 16 June 2017 m...Research Division may pay for your basic journal publishing charges (to include costs for tables and black and white photos). We cannot pay for...efforts. LINDA STEEL-GOODWIN, Col, USAF, BSC Director , Clinical Investigations & Research Support Warrior Medics - Mission Ready - Patient Focused

Ten-year survey of program directors: trends, challenges, and mentoring in prosthodontics. Part 1.

Science.gov (United States)

Munoz, Deborah M; Kinnunen, Taru; Chang, Brian M; Wright, Robert F

2011-10-01

This study consisted of two parts. Part 1 was a survey of US program directors, and Part 2 reports on the survey findings distributed to the deans of US dental schools. Both surveys evaluated observations of trends in prosthodontic education. The first survey (2005) of program directors and deans was published in 2007. This second survey was conducted in 2009. The 2009 survey provided 10-year data on trends in prosthodontics as reported by program directors. A national e-mail survey of 46 program directors was used to collect enrollment data for years 1 to 3 of prosthodontics training for US and international dental school graduates, the total number of applicants and applications considered, and the trends over time of applicants to prosthodontics for US dental school graduates and for international graduates. In addition, the program directors were asked to rank 13 key factors that may have contributed to any changes in the prosthodontic applicant pool. Program directors were also asked for information on student financial incentives and whether their programs were state or federally funded, and whether their sponsoring institution was a dental school. Of the 46 program directors, 40 responded, for an 87% response rate. Respondents reported that 66% of their enrollees were graduates of US dental schools. Between 2000 and 2009 the applicant pool in prosthodontics nearly doubled, with 50% of the program directors reporting an increase in US-trained applicants, 42.5% reporting no change, and only 7.5% reporting a decrease. Using the Spearman correlation for the 10-year survey, there was a positive, statistically significant correlation that society's demand for a higher level of training and credentialing and interest in prosthodontics among dental students contributed to an increase in the number of US dental graduates applying to prosthodontic programs. Only four programs offered no financial packages to offset tuition. The remaining 36 respondents reported some

UNC Cancer Center Director to Lead NCI.

Science.gov (United States)

2017-08-01

President Donald Trump has selected Norman "Ned" Sharpless, MD, director of the University of North Carolina Lineberger Comprehensive Cancer Center, to lead the NCI. The news was met with widespread approval among cancer researchers, who view Sharpless as a strong communicator who can ably represent the needs of the cancer community in the face of proposed funding cuts. ©2017 American Association for Cancer Research.

Diversity of what? Multifaceted Boards and Directors

OpenAIRE

A. Hillman; S. Nielsen; A. Zattoni

2012-01-01

Board diversity has long intrigued practitioners and scholars. Constituents encourage companies to vary of director characteristics, but companies often resist. Academics debate whether diversity is beneficial for board decision-making and the empirical evidence is mixed, partly because “diversity” is treated as a singular construct despite representing many different forms (e.g. demographic, human capital and social capital). We propose a theoretical model of board diversit...

Barriers to Accountability Implementation in the Education Directorates in the Kingdom of Saudi Arabia

Science.gov (United States)

Kentab, Mohammad Yousef

2016-01-01

The study aimed to identify the barriers to accountability implementation in the education directorates and to know the suggestions for applying accountability in the education directorates in the Kingdom of Saudi Arabia from the study members' point of view. For the purpose of achieving the objectives and procedures of the study, the descriptive…

The Therapist as Director of the Family Drama.

Science.gov (United States)

Andolfi, Maurizio; Angelo, Claudio

1981-01-01

Compares the therapist's function to that of a theatrical director who revises a play, the family drama, which the actors continue to recite according to an old script with a foregone conclusion. To achieve his goal, the therapist uses certain contextual elements to construct an alternative 'reading' of events. (Author)

UPDATE ON THE SELECTION OF THE FUTURE DIRECTOR-GENERAL AT CERN

CERN Document Server

2002-01-01

In September 2002 the Committee of Council decided, in accordance with the selection procedure it adopted in 2000, to interview the candidate proposed by the Search Committee for the post of future Director-General. The Committee of Council conducted this interview on 14 November 2002. The selection procedure is moving forward, and it is expected that the conditions allowing the Council to make a decision on the nomination will be satisfied in December 2002. The term of the next Director-General begins on 1 January 2004. Further information on the procedure will be communicated as it becomes available.

The director task: A test of Theory-of-Mind use or selective attention?

Science.gov (United States)

Rubio-Fernández, Paula

2017-08-01

Over two decades, the director task has increasingly been employed as a test of the use of Theory of Mind in communication, first in psycholinguistics and more recently in social cognition research. A new version of this task was designed to test two independent hypotheses. First, optimal performance in the director task, as established by the standard metrics of interference, is possible by using selective attention alone, and not necessarily Theory of Mind. Second, pragmatic measures of Theory-of-Mind use can reveal that people actively represent the director's mental states, contrary to recent claims that they only use domain-general cognitive processes to perform this task. The results of this study support both hypotheses and provide a new interactive paradigm to reliably test Theory-of-Mind use in referential communication.

77 FR 14835 - Sunshine Act Meeting; Millennium Challenge Corporation Board of Directors; March 22, 2012

Science.gov (United States)

2012-03-13

... MILLENNIUM CHALLENGE CORPORATION [MCC FR 12-03] Sunshine Act Meeting; Millennium Challenge Corporation Board of Directors; March 22, 2012 AGENCY: Millennium Challenge Corporation. TIME AND DATE: 3 p.m... CONSIDERED: The Board of Directors (the ``Board'') of the Millennium Challenge Corporation (``MCC'') will...

Navigation and flight director guidance for the NASA/FAA helicopter MLS curved approach flight test program

Science.gov (United States)

Phatak, A. V.; Lee, M. G.

1985-01-01

The navigation and flight director guidance systems implemented in the NASA/FAA helicopter microwave landing system (MLS) curved approach flight test program is described. Flight test were conducted at the U.S. Navy's Crows Landing facility, using the NASA Ames UH-lH helicopter equipped with the V/STOLAND avionics system. The purpose of these tests was to investigate the feasibility of flying complex, curved and descending approaches to a landing using MLS flight director guidance. A description of the navigation aids used, the avionics system, cockpit instrumentation and on-board navigation equipment used for the flight test is provided. Three generic reference flight paths were developed and flown during the test. They were as follows: U-Turn, S-turn and Straight-In flight profiles. These profiles and their geometries are described in detail. A 3-cue flight director was implemented on the helicopter. A description of the formulation and implementation of the flight director laws is also presented. Performance data and analysis is presented for one pilot conducting the flight director approaches.

12 CFR 1780.4 - Authority of the Director.

Science.gov (United States)

2010-01-01

... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Authority of the Director. 1780.4 Section 1780.4 Banks and Banking OFFICE OF FEDERAL HOUSING ENTERPRISE OVERSIGHT, DEPARTMENT OF HOUSING AND URBAN... the performance of, or waive performance of any act that could be done or ordered by the presiding...

From medical doctor to medical director: leadership style matters.

Science.gov (United States)

Williams, Geraint; Wood, Edward V; Ibram, Ferda

2015-07-01

Leadership is a skill to be developed by all doctors from the foundation trainee to the director of the board. This article explores the impact of leadership style on performance and considers techniques to develop doctors' leadership skills and personal effectiveness.

Directors' report and accounts 1992/1993

International Nuclear Information System (INIS)

1993-01-01

This item is the Directors' Report and Accounts for the financial year 1992/1993 for Scottish Hydro-Electric plc, a United Kingdom utility which generates, distributes and sells electricity to its customers in that country. While generation is based in Scotland, the company is seeking to penetrate the energy market in England and Wales, and increase earnings in Scotland through improved performance. Increased customer and shareholder satisfaction is identified as a continuing goal. Turnover, profits and dividends to shareholders have all increased during the year. (UK)

The effectiveness of boards of directors in two-tier board system: Evidence from Vietnamese-listed enterprises

Directory of Open Access Journals (Sweden)

Quan Tran

2014-03-01

Full Text Available This paper presents several theories to achieve a better understanding of corporate governance structures and their operations in a two-tier-board corporate governance structure. The author also analyses transitional economies using the case of Vietnam. The author investigates the influence of independent directors upon the probability of CEO turnover as well as the sensitivity of the link between performance and turnover. The findings show that non-executive directors are not always independent. At the same time, independent directors have a vital role to play in making decisions concerning CEO dismissal. These directors also reduce the effects of CEO ownership and CEO duality upon the probability of CEO turnover. In summation, the research found that performance and CEO age constitute key factors in CEO turnover, regardless of the corporation or board size.

Case-Logging Practices in Otolaryngology Residency Training: National Survey of Residents and Program Directors.

Science.gov (United States)

Dermody, Sarah M; Gao, William; McGinn, Johnathan D; Malekzadeh, Sonya

2017-06-01

Objective (1) Evaluate the consistency and manner in which otolaryngology residents log surgical cases. (2) Assess the extent of instruction and guidance provided by program directors on case-logging practices. Study Design Cross-sectional national survey. Setting Accreditation Council for Graduate Medical Education otolaryngology residency programs in the United States. Subjects and Methods US otolaryngology residents, postgraduate year 2 through graduating chiefs as of July 2016, were recruited to respond to an anonymous questionnaire designed to characterize surgical case-logging practices. Program directors of US otolaryngology residency programs were recruited to respond to an anonymous questionnaire to elucidate how residents are instructed to log cases. Results A total of 272 residents and 53 program directors completed the survey, yielding response rates of 40.6% and 49.5%, respectively. Perceived accuracy of case logs is low among residents and program directors. Nearly 40% of residents purposely choose not to log certain cases, and 65.1% of residents underreport cases performed. More than 80% of program directors advise residents to log procedures performed outside the operating room, yet only 16% of residents consistently log such cases. Conclusion Variability in surgical case-logging behaviors and differences in provided instruction highlight the need for methods to improve consistency of logging practices. It is imperative to standardize practices across otolaryngology residency programs for case logs to serve as an accurate measure of surgical competency. This study provides a foundation for reform efforts within residency programs and for the Resident Case Log System.

The use of the "Objective Structured Assessment of Technical Skills" as an Assessment Tool Among Danish Vascular Surgeons in Training

DEFF Research Database (Denmark)

Lladó Grove, Gabriela; Langager Høgh, Annette; Nielsen, Judith

2015-01-01

OBJECTIVE: The concept of the Objective Structured Assessment of Technical Skills (OSATS) is to quantify surgical skills in an objective way and, thereby, produce an additional procedure-specific assessment tool. Since 2005, a 2-day practical course for upcoming specialist registrars in vascular...... surgery has been obligatory. The aim of this study is to describe the results from a tailored OSATS test as a tool for the evaluation of practical skills during an intensive training session in a simple simulator box for vascular anastomoses. METHOD: Between 2005 and 2013, we registered the OSATS scores......, or the experience with vascular anastomoses and outcomes. CONCLUSION: OSATS is a valuable tool for evaluating the advancement of technical skills during an intensive practical course in performing vascular anastomoses. (C) 2015 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights...

Important characteristics of a director of medical education.

Science.gov (United States)

Powell, V D; George, R J

1993-11-01

In osteopathic graduate medical education programs, the Director of Medical Education (DME) plays the key leadership role. This article outlines critical characteristics and skills that the DME should possess to successfully perform in this role. Central to this success is a passionate commitment to osteopathic medical education and a commitment to justice and fairness.

75 FR 14070 - Redelegation of Authority of Assistant Attorney General, Civil Division, to Branch Directors...

Science.gov (United States)

2010-03-24

... Attorney General, Civil Division, to Branch Directors, Heads of Offices and United States Attorneys in Civil Division Cases AGENCY: Office of the Assistant Attorney General, Civil Division, Department of... General of the Civil Division to branch directors, heads of offices, and United States Attorneys. On May...

45 CFR 660.5 - What is the Director's obligation with respect to Federal interagency coordination?

Science.gov (United States)

2010-10-01

... 45 Public Welfare 3 2010-10-01 2010-10-01 false What is the Director's obligation with respect to... Welfare (Continued) NATIONAL SCIENCE FOUNDATION INTERGOVERNMENTAL REVIEW OF THE NATIONAL SCIENCE FOUNDATION PROGRAMS AND ACTIVITIES § 660.5 What is the Director's obligation with respect to Federal...

Institute for Advanced Learning and Research names new executive director

OpenAIRE

Virginia Tech News

2008-01-01

Virginia Tech's Institute for Advanced Learning and Research has named Liam E. Leightley as executive director, effective Oct. 6, 2008, according to Mike Henderson, chair of the institute's board of trustees.

River Quality Investigations, Part 1: Some Diversity and Biotic Indices.

Science.gov (United States)

Hewitt, G.

1991-01-01

The following indices for assessing river water quality are described: Shannon-Weiner Diversity Index, Sorenson Quotient of Similarity, Czekanowski's Index of Similarity, Trent Biotic Index, Chandler Score, and Biological Monitoring Working Party Score. Their advantages and disadvantages are outlined. (Author)

Anomalous Brownian motion of colloidal particle in a nematic environment: effect of the director fluctuations

Directory of Open Access Journals (Sweden)

T. Turiv

2015-06-01

Full Text Available As recently reported [Turiv T. et al., Science, 2013, Vol. 342, 1351], fluctuations in the orientation of the liquid crystal (LC director can transfer momentum from the LC to a colloid, such that the diffusion of the colloid becomes anomalous on a short time scale. Using video microscopy and single particle tracking, we investigate random thermal motion of colloidal particles in a nematic liquid crystal for the time scales shorter than the expected time of director fluctuations. At long times, compared to the characteristic time of the nematic director relaxation we observe typical anisotropic Brownian motion with the mean square displacement (MSD linear in time τ and inversly proportional to the effective viscosity of the nematic medium. At shorter times, however, the dynamics is markedly nonlinear with MSD growing more slowly (subdiffusion or faster (superdiffusion than τ. These results are discussed in the context of coupling of colloidal particle's dynamics to the director fluctuation dynamics.

The Special Education Director's Role in Inservice Training Programs

Science.gov (United States)

Donatell, Henry

1978-01-01

Reviewed in the article on the special education director's role in inservice training programs are planning procedures (including evaluation of the present program by all staff), types of programs offered (such as summer curriculum writing and teacher orientation week), and evaluation methods. (CL)

Board of Directors, Audit Committee Characteristics and Performance of Saudi Arabia Listed Companies

OpenAIRE

Yahya Ali Al-Matari; Abdullah Kaid Al-Swidi; Faudziah Hanim Bt Fadzil; Ebrahim Mohammed Al-Matari

2012-01-01

This study examines the relationship between the internal corporate governance mechanism related to the board of directors, the audit committee characteristics and the performance of the Saudi companies listed in the Saudi stock exchange (TADAWL) in 2010, excluding financial companies. The statistical results of the study are not in line with the agency theory that board of directors and audit committee might mitigate agency problems leading to reduced agency cost by aligning the interests of...

The fiduciary duties of healthcare directors in the "zone of insolvency".

Science.gov (United States)

Peregrine, Michael W; Schwartz, James R; Burgdorfer, James E; Gordon, David C

2002-01-01

Directors of healthcare organizations normally owe fiduciary duties to their shareholders or, in the case of nonprofits, to the charitable mission of the organization. As an organization descends to bankruptcy, however, the board's duties may shift. At some point, the board may be imposed with different and often conflicting obligations to the corporate enterprise as a whole, with a primary criterion being the interests of creditors. In this article, the authors analyze the murky areas of the Zone and give guidance as to when the board's duty may shift-and as to how directors should proceed both in determining their duties and in working to fulfill them.

Tools to support important technical decisions during accident conditions

International Nuclear Information System (INIS)

Tenschert, J.; Bergiers, C.

2008-01-01

To handle design basis and beyond design basis accidents with intact reactor core, Nuclear Power Plants are using Emergency Operating Procedures (EOP) that they may have developed based on the generic Westinghouse Emergency Response Guidelines. Even though the EOPs are very directive, some questions are left to external support, i.e. to a team of persons constituting the so-called Technical Support Center (TSC). The Pressurized Water Reactor Owner Group (PWROG, previously Westinghouse Owner Group, WOG) has developed a TSC manual to support this group in their decision making process. Because of the specific and particular design of the Beznau NPP (KKB) Safety Systems, development of a plant-specific TSC manual required a lot of additions compared to the generic material. This plant-specific TSC manual is a helpful tool for the Site Emergency Director (SED) of the KKB to better evaluate issues and potential concerns arising while executing the EOPs. The majority of considered issues are relevant for beyond design basis accidents and external events. (orig.)

36 CFR 51.25 - Are there any other circumstances in which the Director may award a concession contract without...

Science.gov (United States)

2010-07-01

... circumstances. The Director must publish a notice of his intention to award a concession contract to a specified... circumstances in which the Director may award a concession contract without public solicitation? 51.25 Section... in which the Director may award a concession contract without public solicitation? Notwithstanding...

6 February 2017 - United Nations Office Director-General M. Møller and Heads of Agencies in the ATLAS cavern with Director for International Relations C. Warakaulle and Former Collaboration Spokesperson P. Jenni. O. Martin, in charge of relations with International Relations is also present.

CERN Multimedia

Bennett, Sophia Elizabeth

2017-01-01

Were present: M. Chungong, IPU Secretary General; S. de Mistura, Special Envoy – Syria; C. Friis Bach, UNECE Executive Secretary; F. Gianotti, CERN Director-General; A. González, ITC Executive Director; F. Gurry, WIPO Director General; V. Kuvshinov, ICDO Secretary-General; M. Møller, UNOG Director-General; N. Seth, UNITAR Secretary-General; E. A. Sy, IFRC Secretary-General; P. Taalas, WMO Secretary-General; G. Verburg, SUN - Coordinator of the Scaling Up Nutrition (SUN) Movement.

National Science Foundation Assistant Director for Mathematics and Physical Sciences Tony Chan (USA) visiting LHCb experiment on 23rd May 2007 with Spokesperson T. Nakada, Advisor to CERN Director-General J. Ellis and I. Belyaev of Syracuse

CERN Multimedia

Maximilien Brice

2007-01-01

National Science Foundation Assistant Director for Mathematics and Physical Sciences Tony Chan (USA) visiting LHCb experiment on 23rd May 2007 with Spokesperson T. Nakada, Advisor to CERN Director-General J. Ellis and I. Belyaev of Syracuse

75 FR 67380 - Office of the Director; Notice of Meeting

Science.gov (United States)

2010-11-02

... of Outside Awards for ACD Approval; Biomedical Workforce Issues; ACD Stem Cell Working Group Report...: 8 a.m. to 3 p.m. Agenda: NIH Director's Report, Lasker Clinical Research Program; ACD TRND Working...

Attitudes of Employees of Provincial Directorates of National Education and School Administrators towards Strategic Planning

Science.gov (United States)

Altinkurt, Yahya

2010-01-01

The aim of the study is to determine the attitudes of employees of Provincial Directorates of National Education and school administrators towards strategic planning. The research was designed as a survey model study. The population of the research consisted of employees of Provincial Directorate of National Education of Kutahya and school…

The Role of Board of Directors in the Establishment of Risk Management Committee

OpenAIRE

Ishak Suhaimi; Mohamad Nor Mohamad Naimi

2017-01-01

The objective of the study is to discuss the roles of board of directors in the establishment of risk management committee for Malaysian’s public listed companies. In Malaysia, based on the Malaysian Code on Corporate Governance (MCCG), (2007; 2012) clearly stated the role and responsibility of the board of directors toward the risk management activities. At the Corporate Governance Week 2010 and 2011 as well, the chairman of the Security Commission Malaysia highlighted the responsibility of ...

Dr Flavia Schlegel Assistant Director-General for Natural Sciences UNESCO

CERN Multimedia

Bennett, Sophia Elizabeth

2016-01-01

27 January 2016 - UNESCO Assistant Director-General for Natural Sciences UNESCO F. Schlegel visiting the ATLAS experimental cavern with Collaboration Deputy Spokesperson B. Heinemann. M. Bona, Relations with International Organisations, accompanies the delegation throughout.

INDOT Technical Training Plan : [Technical Summary

Science.gov (United States)

2012-01-01

A wide range of job classifications, increasing technical : performance expectations, licensing and certification requirements, : budget restrictions and frequent department : reorganization has made technical training of employees : more difficult, ...

17 CFR 200.30-5 - Delegation of authority to Director of Division of Investment Management.

Science.gov (United States)

2010-04-01

... Director of Division of Investment Management. 200.30-5 Section 200.30-5 Commodity and Securities Exchanges... Division of Investment Management. Pursuant to the provisions of Pub. L. 87-592, 76 Stat. 394 (15 U.S.C... otherwise, the following functions to the Director of the Division of Investment Management, to be performed...

75 FR 56580 - Sunshine Act Meeting of LSC Board of Directors and Its Finance Committee

Science.gov (United States)

2010-09-16

... LEGAL SERVICES CORPORATION Sunshine Act Meeting of LSC Board of Directors and Its Finance Committee TIME AND DATE: The Legal Services Corporation (``LSC'' or ``Corporation'') Board of Directors (``Board'') and its Finance Committee will meet consecutively on September 21, 2010, with the Finance Committee convening at 10 a.m., Eastern Time, and...

32 CFR Appendix E to Part 246 - Stars and Stripes (S&S) Board of Directors

Science.gov (United States)

2010-07-01

... of directors shall monitor planning and execution of the S&S business activities. 2. The S&S board of... DEFENSE (CONTINUED) MISCELLANEOUS STARS AND STRIPES (S&S) NEWSPAPER AND BUSINESS OPERATIONS Pt. 246, App. E Appendix E to Part 246—Stars and Stripes (S&S) Board of Directors A. Organization and Management...

Why so few women on boards of directors? Empirical evidence from Danish companies 1997-2007

DEFF Research Database (Denmark)

Smith, Nina; Parrotta, Pierpaolo

This paper analyzes the determinants of women on the boards of directors based on a panel sample of all Danish companies in the private sector with more than 50 employees. The share of women on the boards of directors was 12 percent in 2007 and has only slowly increased during the period 1997...

Board interlocking in Brazil: Director participation in multiple companies and its effect on the value of firms

Directory of Open Access Journals (Sweden)

Alexandre Di Miceli da Silveira

2007-12-01

Full Text Available This paper investigates the simultaneous participation of directors in different companies from 320 Brazilian listed firms in 2003 and 2005. We identify which firms are connected through a network of directors, which corporate characteristics contribute to this phenomenon, and if board interlocking influences firm value and operational performance. The results show that interlocking directorates are a common practice in Brazil. Besides, larger boards, more dispersed ownership structures, and larger firm size are factors associated with a high level of board interlocking. Moreover, we find that firm value is, on average, negatively impacted by higher levels of board interlocking, especially on firms with board of directors considered too busy (those in which a majority of directors hold three or more directorships or on firms where their CEO hold directorships in other companies. Besides being a pioneer work on this field in Latin America, the paper provides subsides for the preparation of good corporate governance practices from regulators regarding the effectiveness of multiple directorships and its consequences for corporate value.

Crowdsourcing for Challenging Technical Problems - It Works!

Science.gov (United States)

Davis, Jeffrey R.

2011-01-01

The NASA Johnson Space Center Space Life Sciences Directorate (SLSD) and Wyle Integrated Science and Engineering (Wyle) will conduct a one-day business cluster at the 62nd IAC so that IAC attendees will understand the benefits of open innovation (crowdsourcing), review successful results of conducting technical challenges in various open innovation projects, and learn how an organization can effectively deploy these new problem solving tools to innovate more efficiently and effectively. Results from both the SLSD open innovation pilot program and the open innovation workshop conducted by the NASA Human Health and Performance Center will be discussed. NHHPC members will be recruited to participate in the business cluster (see membership http://nhhpc.nasa.gov) and as IAF members. Crowdsourcing may be defined as the act of outsourcing tasks that are traditionally performed by an employee or contractor to an undefined, generally large group of people or community (a crowd) in the form of an open call. The open call may be issued by the organization wishing to find a solution to a particular problem or complete a task, or by an open innovation service provider on behalf of that organization. In 2008, the SLSD, with the support of Wyle, established and implemented pilot projects in open innovation (crowdsourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical challenges. These unsolved technical problems were converted to problem statements, called Challenges by some open innovation service providers, and were then posted externally to seek solutions to these problems. In addition, an open call was issued internally to NASA employees Agency wide (11 Field Centers and NASA HQ) using an open innovation service provider crowdsourcing platform to post NASA challenges from each Center for the others to propose solutions). From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external

20 CFR 702.272 - Informal recommendation by district director.

Science.gov (United States)

2010-04-01

... LONGSHOREMEN'S AND HARBOR WORKERS' COMPENSATION ACT AND RELATED STATUTES ADMINISTRATION AND PROCEDURE Claims... any wage loss suffered as the result of the discharge or discrimination. The district director may... of the Chief Administrative Law Judge for hearing pursuant to § 702.317. [42 FR 45302, Sept. 9, 1977] ...

An Afterschool Director's Educational Leadership Strategies: A Case Study

Science.gov (United States)

Marino, Tammy

2014-01-01

Afterschool programs linked to schools provide opportunities to keep children safe and engage them in enrichment activities that can support their growth and development. Often, these programs are led by afterschool directors with a background in youth development and no experience or education in leading in educational environments. These…

Postdramatic Theatre of Director Christoph Marthaler

Directory of Open Access Journals (Sweden)

Arina R. Shevchenko

2017-11-01

Full Text Available The present paper deals with the main tendencies of modern European theatre represented in the creativity of a famous Swiss director Christoph Marthaler. Drama and theatre of the end of the 20th – the beginning of the 21st century were exposed to radical transformation. This change has been reflected in the theory of postdramatic theatre. A contemporary theatre is becoming more visual. Nowadays natural theatrical synthesis of various arts – visual, plastic, verbal, musical becomes an intersection of all kinds of artistic and medial practices as it has never been before. The new drama and theatre decline mimesis as the main principle of attitude to reality, they do not depict and do not reflect life, but strive to create a magic and/or ritual space of performative living and a special type of communication with audience. These peculiarities of modern theatre get a vivid evocation in the works of Christoph Marthaler. Having entered into theatre from music, the director creates his own unique language of art. The article proves that Marthaler’s works are an individual model of postdramatic theatre. The author concludes that its main distinctive feature is to blur the border between musical and dramatic performance. Marthaler does not stage the play – the images appear from musical phrases, fleeting impressions, observations and dramatic improvisations. The analysis enables to claim that the theatre in a real process of performance replaces the mimetic acting today. The applied principles of drama analysis can be used in studying of the other contemporary postdramatic theatre’s models.

78 FR 31955 - Privacy Act of 1974; Department of Homeland Security National Protection and Programs Directorate...

Science.gov (United States)

2013-05-28

... 1974; Department of Homeland Security National Protection and Programs Directorate--001 Arrival and... of records titled Department of Homeland Security/National Protection and Programs Directorate--001... of 1974, 5 U.S.C. 552a, the Department of Homeland Security (DHS) National Protection and Programs...

A simple framework for assessing technical skills in a resident observed structured clinical examination (OSCE): vaginal laceration repair.

Science.gov (United States)

Winkel, Abigail Ford; Lerner, Veronica; Zabar, Sondra R; Szyld, Demian

2013-01-01

Educators of trainees in procedure-based specialties need focused assessment tools that are valid, objective, and assess technical skills in a realistic context. A framework for hybrid assessment using standardized patient scenarios and bench skills testing might facilitate evaluation of competency. Seven PGY-1 obstetrics and gynecology residents participated in a hybrid assessment that used observed structured clinical examination (OSCE) by a standardized patient who had sustained a vaginal laceration during vaginal delivery. The residents elicited a history and counseled the patient, and then completed a laceration repair on a pelvic model. The residents were rated on their performance in the scenario, which included issues of cultural competency, rapport-building, patient counseling. The technical skills were videotaped and rated using a modified global assessment form by 2 faculty members on a 3-point scale from "not done" to "partly done" to "well-done." Residents also completed a subjective assessment of the station. Mean technical performance of the residents on the technical skills was 55% "well-done," with a range of 20%-90%. The assessment identified 3 residents as below the mean, and 1 resident with areas of deficiency. Subjective assessment by the residents was that juggling the technical, cognitive, and affective components of the examination was challenging. Technical skills can be included in a case-based assessment using scenarios that address a range of cognitive and affective skills required of physicians. Results may help training programs assess individuals' abilities as well as identify program needs for curricular improvement. This framework might be useful in setting standards for competency and identifying poor performers. Copyright © 2012 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights reserved.

12 CFR 265.7 - Functions delegated to Director of Division of Banking Supervision and Regulation.

Science.gov (United States)

2010-01-01

... 12 Banks and Banking 3 2010-01-01 2010-01-01 false Functions delegated to Director of Division of Banking Supervision and Regulation. 265.7 Section 265.7 Banks and Banking FEDERAL RESERVE SYSTEM (CONTINUED) BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM RULES REGARDING DELEGATION OF AUTHORITY § 265.7 Functions delegated to Director of Division...

The Role of Irbid Directorate of Education in Supporting of Citizenship and Loyalty Values among Students: Look from Inside

Science.gov (United States)

Al-Zoubi, Maysoon; Al-Dalabeeh, D. Haifa Abdelhadih

2016-01-01

This study aimed to investigate the role of Irbid Directorate of Education in supporting of citizenship and loyalty values among students according to employers of the Directorate of Education in the Irbid governorate. The sample of the study consisted of the (134) employers who works in the Directorate of Education in Irbid governorate of Jordan.…

REP activities of the conference of radiation control program directors

International Nuclear Information System (INIS)

Bevill, B.

1995-01-01

This talk provides an overview of the activities within the Conference of Radiation Control Program Directors associated with Radiological Emergency Preparedness. Included are summaries of interactions with FEMA, with US DOE, with US FDA, and with US DOT

Independent versus non-independent outside directors in European companies: Who has a say on CEO compensation?

Directory of Open Access Journals (Sweden)

Pablo de Andrés

2017-04-01

Full Text Available Our study reveals how two separate dimensions of board composition—the proportion of independent directors and of non-independent directors—influence CEO compensation in Western European firms. Controlling for the simultaneous determination of CEO pay structure and board design, we find that firms with a higher proportion of non-independent outsiders on their boards pay less direct compensation (salary + bonus and less equity-linked compensation to their CEOs. By contrast, CEOs working for firms with more independent boards receive more equity based-pay. When we control for the fact that equity linked is not granted systematically in Europe we find that firms with more independent directors on the board tend to grant equity-linked compensation more often than firms with more non independent outside directors. Our results challenge the commonly accepted view of independent directors as safeguards of shareholder value, uncovering the relevance of non-independent outsiders for pay moderation and incentives.

Training and technical assistance for compliance with beverage and physical activity components of New York City's regulations for early child care centers.

Science.gov (United States)

Kakietek, Jakub; Dunn, Lillian; O'Dell, Sarah Abood; Jernigan, Jan; Kettel Khan, Laura

2014-10-16

In 2006, the New York City Department of Health and Mental Hygiene (DOHMH) passed regulations for child care centers that established standards for beverages provided to children and set a minimum amount of time for daily physical activity. DOHMH offered several types of training and technical assistance to support compliance with the regulations. This article analyzes the association between training and technical assistance provided and compliance with the regulations in a sample of 174 group child care centers. Compliance was measured by using a site inventory of beverages stored on premises and a survey of centers' teachers regarding the amount of physical activity provided. Training and technical assistance measures were based on the DOHMH records of training and technical assistance provided to the centers in the sample and on a survey of center directors. Ordinal logistic regression was used to assess the association between training and technical assistance measures and compliance with the regulations. Measures of training related to physical activity the center received: the number of staff members who participated in Sport, Play and Active Recreation for Kids (SPARK) and other training programs in which a center participated were associated with better compliance with the physical activity regulations. Neither training nor technical assistance were associated with compliance with the regulations related to beverages. Increased compliance with regulations pertaining to physical activity was not related to compliance with beverage regulations. Future trainings should be targeted to the specific regulation requirements to increase compliance.

Teaching geriatric fellows how to teach: a needs assessment targeting geriatrics fellowship program directors.

Science.gov (United States)

Rivera, Veronica; Yukawa, Michi; Aronson, Louise; Widera, Eric

2014-12-01

The entire healthcare workforce needs to be educated to better care for older adults. The purpose of this study was to determine whether fellows are being trained to teach, to assess the attitudes of fellowship directors toward training fellows to be teachers, and to understand how to facilitate this type of training for fellows. A nine-question survey adapted from a 2001 survey issued to residency program directors inquiring about residents-as-teachers curricula was developed and administered. The survey was issued electronically and sent out three times over a 6-week period. Of 144 ACGME-accredited geriatric fellowship directors from geriatric, internal medicine, and family medicine departments who were e-mailed the survey, 101 (70%) responded; 75% had an academic affiliation, 15% had a community affiliation, and 10% did not report. Academic and community programs required their fellows to teach, but just 55% of academic and 29% of community programs offered teaching skills instruction as part of their fellowship curriculum; 67% of academic programs and 79% of community programs felt that their fellows would benefit from more teaching skill instruction. Program directors listed fellow (39%) and faculty (46%) time constraints as obstacles to creation and implementation of a teaching curriculum. The majority of fellowship directors believe that it is important for geriatric fellows to become competent educators, but only approximately half of programs currently provide formal instruction in teaching skills. A reproducible, accessible curriculum on teaching to teach that includes a rigorous evaluation component should be created for geriatrics fellowship programs. © 2014, Copyright the Authors Journal compilation © 2014, The American Geriatrics Society.

The program director and accreditation

International Nuclear Information System (INIS)

Tristan, T.A.; Capp, M.P.; Krabbenhoft, K.L.; Armbruster, J.S.

1987-01-01

Field Survey is contrasted with the Specialist Site Visitor. The discussion addresses the reasons for different types of surveys and how the surveys and the Hospital Information Form are used in evaluating a graduate residency program in radiology for accreditation. The Residency Review Committee for Radiology (RRC) and the staff of the Accreditation Council for Graduate Medical Education (ACGME) of Residencies in Radiology offer a program for program directors and other interested leaders in graduate programs in radiology. The authors explain the review and accreditation process for residencies in radiology with special emphasis on the preparation for inspection by accurate and full completion of the Hospital Information Form on which the program is judged, and the nature of the inspection procedures

Director general presentation to personnel

CERN Multimedia

2016-01-01

Dear Colleagues, Many important discussions are scheduled for the upcoming Council Week (13-17 June) on topics including the Medium-Term Plan, the Pension Fund and other matters of great relevance to us.   I would therefore like to share the main outcome of the week with you and I invite you to join me and the Directors in the Main Auditorium at 10 a.m. on Thursday 23 June. The meeting will last about one hour and a webcast will also be available. Best regards, Fabiola Gianotti DG presentation to personnel Thursday 23 June at 10 am Main Auditorium Retransmission in Council Chamber, IT Auditorium, Kjell Jonhsen Auditorium, Prevessin 864-1-C02 Webcast on cern.ch/webcast More information on the event page.

SOME CONSIDERATIONS ON THE RIGHT OF REPRESENTATION AND LIABILITY OF THE COMPANY’S DIRECTORS

Directory of Open Access Journals (Sweden)

Cristina Cojocaru

2014-11-01

Full Text Available The management of a company, as the expression of its social will, is performed by acts of individual persons or bodies entrusted with the management of the company. The activity and the formation of these bodies are regulated by Law no. 31/1990 on business entities with regard to each form of company. Precisely due to the importance of the role that these individuals, named directors, have in the operation of companies, the law lays down certain rules that define their status, i.e. their appointment, duration of mandate, the legal nature of their duties, their obligations and how their function ceases. Moreover, a company may have one or several directors. The law stipulates the rules according to which a company with several directors is managed, as well as how the decisions are made