Статті в журналах: "Management association"

1

Temple, Thomas R. "Pharmacy Association Management." Journal of Pharmacy Practice 2, no. 2 (April 1989): 70–76. http://dx.doi.org/10.1177/089719008900200203.

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The alternative practice option of association management offers tremendous potential for professional growth and personal satisfaction. Diversity of activity and the opportunity to have a direct impact upon the future of the profession are two major dimensions associated with this growing career option. In total, more than 140 pharmacists have found rewarding career positions in the offices of pharmacy's state and national associations. These pharmacists, serving as chief executive officers and professional staff members, have chosen to serve the profession rather than pursue its actual practice. Their work is important and challenging and serves to have a significant effect on both the profession as a whole and individual pharmacists. A diversity of opportunity is available to the pharmacist aspiring a career in association work. As a chief executive, the pharmacist uses a broad range of administrative skills to help the association achieve its overall mission. Working with the association's elected leadership, the association executive helps establish goals and objectives and pursues their attainment by implementing effective strategies. As professional association staff members, many pharmacists use skills in areas related to law, clinical pharmacy, journalism, education, and public relations to help their associations serve the profession of pharmacy and their individual memberships. The revolutionary changes occurring in health care today are placing an increasing level of demand upon professional associations. Never before have these associations been confronted with more challenges and opportunities. As a result, the opportunities for pharmacist employment in this field are expected to grow. Professionally motivated pharmacists have and will continue to find this alternative practice option to be both professionally and personally rewarding.

2

Ram, Monder. "Management by association." Employee Relations 21, no. 3 (June 1999): 267–84. http://dx.doi.org/10.1108/01425459910273107.

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3

O’Donnel-Imle, Margaret. "RCN Management Association News." Nursing Management 9, no. 8 (September 1, 1989): 20. http://dx.doi.org/10.7748/nm.9.8.20.s8.

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4

Golcha, Vivek, Vikas Gupta, and N. Ravichandran. "Ahmedabad Management Association: A Search for Strategic Direction." Vikalpa: The Journal for Decision Makers 29, no. 3 (July 2004): 119–34. http://dx.doi.org/10.1177/0256090920040309.

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AMA has won the best Local Management Association Award from All India Management Association for ten years (1992–2001) in suc- cession. In order to provide opportunities to other local management associations and accelerate their growth, we have decided not to contest for this award any more.

5

Vinyard, Marc. "Risk Management Association eStatement Studies." Charleston Advisor 15, no. 4 (April 1, 2014): 35–38. http://dx.doi.org/10.5260/chara.15.4.35.

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6

Ferguson, Jeffery, and Stephen Brown. "Relationship marketing and association management." Services Marketing Quarterly 7, no. 2 (1991): 137–47. http://dx.doi.org/10.1080/15332969.1991.9985020.

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7

Goldberg, C. "Pharmaceutical Outsourcing Management Association (POMA)." Quality Assurance Journal 7, no. 4 (2003): 279. http://dx.doi.org/10.1002/qaj.227.

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8

Khan, Usman. "European Health Management Association (EHMA)." Impact 2017, no. 4 (May 8, 2017): 40–41. http://dx.doi.org/10.21820/23987073.2017.4.40.

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9

Abbott, JéAnna Lanza. "The Professional Convention Management Association." Journal of Convention & Exhibition Management 1, no. 1 (October 31, 1997): 89–90. http://dx.doi.org/10.1300/j143v01n01_07.

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10

Ferguson, Jeffrey. "Relationship Marketing and Association Management." Journal of Professional Services Marketing 7, no. 2 (November 6, 1991): 137–47. http://dx.doi.org/10.1300/j090v07n02_13.

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11

Cullingworth, J. Barry. "The international city management association." Cities 4, no. 3 (August 1987): 264–66. http://dx.doi.org/10.1016/0264-2751(87)90035-7.

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12

Hendricks, Sara J. "Results of 2003 Transportation Management Association Survey: Analysis of Evolving Characteristics of Transportation Management Associations." Transportation Research Record: Journal of the Transportation Research Board 1864, no. 1 (January 2004): 129–34. http://dx.doi.org/10.3141/1864-17.

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13

Su, Sophia, Kevin Baird, and Herbert Schoch. "Management control system effectiveness." Pacific Accounting Review 27, no. 1 (February 2, 2015): 28–50. http://dx.doi.org/10.1108/par-06-2012-0022.

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Purpose – This study aims to examine the association between the use of three types of controls (input, behaviour and output) with the level of employee organisational commitment (EOC) across organisational life cycle (OLC) stages. Design/methodology/approach – Data were collected by a survey questionnaire from a random sample of 343 general managers in Australian manufacturing business units. Findings – The level of EOC was found to be highest in growth and revival stage units, suggesting that EOC relates to the level of innovation. The analysis revealed that the types of controls were significantly associated with the level of EOC. In particular, a significant positive association was found between input controls and the level of EOC in both the birth and revival stages. Originality/value – This study contributes to both the management control system (MCS) literature and practice. First, because only a limited number of studies have examined the effect of MCSs on the level of EOC, and there is no published study to date which has examined the association between the types of controls with the level of EOC from an OLC perspective, this study fills a gap in the literature by examining these associations. Secondly, the findings have important implications for Australian manufacturing organisations. Specifically, by providing an insight into the association between the types of controls with the level of EOC across OLC stages, the results suggest that managers of organisations in the birth and revival stage need to place greater emphasis on input controls so as to enhance the level of EOC.

14

Vriens, Marco, Song Chen, and Judith Schomaker. "The evaluation of a brand association density metric." Journal of Product & Brand Management 28, no. 1 (February 11, 2019): 104–16. http://dx.doi.org/10.1108/jpbm-02-2018-1768.

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Purpose The purpose of this paper is to propose a new brand association density metric and evaluate its performance in terms of correlations with recall, consideration, brand equity and market share and to compare different data collection methodologies to identify brand associations. Design/methodology/approach The authors present results from two studies covering three product categories. The authors use an open free association question and associations to a set of pre-defined brand attributes. The responses to the open free format question are text-mined prior to further analysis. Findings The authors find that the brand association density metric performs better than a metric that only uses the number of distinct associations. The authors also find that these metrics work best when derived from open free association data. Practical implications First, in addition to focusing on trying to build specific brand associations in consumers’ minds, it may be equally important, if not more important, to manage the number and inter-connectedness of the brand’s associations. Second, firms should complement their existing survey approaches with open-ended free association questions. Originality/value The brand association density concept presented is believed to be new. The empirical comparison between the use of free association to pre-defined attributes is also new.

15

Curuk, Turgut, and Alpaslan Yasar. "The association between earnings management and auditor reporting: evidence from Turkish stock market." International Journal of Academic Research 6, no. 3 (May 30, 2014): 53–64. http://dx.doi.org/10.7813/2075-4124.2014/6-3/b.9.

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16

Bodnarchuk, M. "Approaches to ranking causes of management crises in an industrial and commercial association." Economics, Entrepreneuship, Management 2, no. 1 (2015): 15–19. http://dx.doi.org/10.23939/eem2015.01.015.

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17

Donnell-Imle, Margaret O’. "News from the RCN Management Association." Nursing Management 10, no. 1 (January 1, 1990): 6. http://dx.doi.org/10.7748/nm.10.1.6.s4.

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18

Cook, Angela. "Health Information Management Association of Australia." Australian Medical Record Journal 23, no. 2 (June 1993): 35–39. http://dx.doi.org/10.1177/183335839302300201.

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19

Joseph, Ron. "Air & Waste Management Association Conference." Metal Finishing 96, no. 8 (August 1998): II. http://dx.doi.org/10.1016/s0026-0576(98)80569-2.

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20

Peel, Trevor. "News from the RCN Management Association." Nursing Management 9, no. 3 (March 1, 1989): 26. http://dx.doi.org/10.7748/nm.9.3.26.s15.

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21

Peel, Trevor. "News from the RCN Management Association." Nursing Management 9, no. 5 (May 1, 1989): 19. http://dx.doi.org/10.7748/nm.9.5.19.s13.

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22

Pepper, D., and R. Claydon. "BVA management structure. British Veterinary Association." Veterinary Record 116, no. 16 (April 20, 1985): 450. http://dx.doi.org/10.1136/vr.116.16.450-c.

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23

Turner, J. R. "The International Construction Project Management Association." International Journal of Project Management 22, no. 7 (October 2004): 521–22. http://dx.doi.org/10.1016/j.ijproman.2004.05.006.

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24

Kumar Dahal, Rewan. "Management accounting practices and organizational performance." Problems and Perspectives in Management 20, no. 2 (April 13, 2022): 33–43. http://dx.doi.org/10.21511/ppm.20(2).2022.04.

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Management accounting practices (MAPs) are crucial for manufacturing firms to control diverse organizational operations and improve their organizational performance. The study aimed to analyze the scope of MAPs and their association with the organizational performance of Nepalese manufacturing firms. The outcomes relied on primary data obtained through structured survey from 223 medium to top-level employees of the selected companies. It was found that traditional management accounting practices had greater dominance (β = 0.817, p = 0.000) in the package of MAPs than contemporary management accounting practices (β = 0.707, p = 0.000) in Nepalese manufacturing firms. The extent of use of contemporary management accounting practices was marginally greater (mean = 3.757) than traditional management accounting practices (mean = 3.563). The analysis also disclosed no association of MAPs with organizational performance of Nepalese manufacturing firms. Though the study had a moderately small sample size from the manufacturing industry, future studies may examine the association between MAPs and organizational performance by taking samples of the manufacturing and service industry to ensure comparability and generalizations. The study endeavored to advance management accounting literature by presenting pragmatic evidence on the association of MAPs with organizational performance in the Nepalese scenario.

25

Rezaee, Raoufeh, Malak Baslyman, Daniel Amyot, Alain Mouttham, Rana Chreyh, and Glen Geiger. "Real-Time, Location-Based Patient-Device Association Management." International Journal of Healthcare Information Systems and Informatics 12, no. 3 (July 2017): 37–61. http://dx.doi.org/10.4018/ijhisi.2017070103.

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Background: Hospitals need to accurately manage mobile devices (e.g., intravenous pumps) associated to their patients and health providers to ensure patient safety. Some hospitals have already invested substantially in real-time location system (RTLS) technology, a specific type of Internet of Things (IoT) application for indoor positioning, to manage mobile clinical devices. Objective: This paper investigates the reuse of RTLS systems to monitor patients and their assigned devices and to manage their connectivity automatically, in real time. Method: A system called Real-time Patient-Device Association and Disassociation (RPDAD) is designed, implemented, and tested in a hospital room and in a university laboratory. Results: RPDAD helps manage patient-device associations through a tablet application, with accurate suggestions for closest devices and automated detection of unexpected disassociations, resulting in real-time alerts. Conclusion: RPDAD offers a usable means of managing associations that does not depend on bar-coding technologies. It also helps amortize investments in RTLS.

26

Memon, Farooque Ahmed. "Systematic Approach of Customer Relationship Management in Much Different Organization." IBT Journal of Business Studies 14, no. 2 (2018): 132–47. http://dx.doi.org/10.46745/ilma.jbs.2018.14.02.11.

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The aggregate number of target clients does not expand by much rate every year. The entire thought of Customer Relationship Management (CRM) is to oversee and protect the client base of any association. It requires far less exertion and assets to hold client contrasted with drawing in new ones. Offering basic administrations and motivations can prompt client dedication which itself will pull in new clients. Throughout the last few decades' associations have understood the significance of CRM and have attempted diverse approaches to actualize CRM. Those associations that were effective in actualizing CRM were the individuals who comprehended its essential outline. The goal of this venture is to set up rules and skeleton for effectively actualizing CRM in an association, this report will reveal insight in subtle element on different parts of CRM and how an association can hold their current client and also draw in new ones.

27

DeLano, F. D., and Michael R. Langemeier. "Kansas farm management association dairy cow herd enterprise management analysis." Kansas Agricultural Experiment Station Research Reports, no. 2 (January 1, 1993): 23–25. http://dx.doi.org/10.4148/2378-5977.2944.

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28

Grover, Gitte, and Willi Fast. "Alberta making strides in mixedwood management." Forestry Chronicle 83, no. 5 (September 1, 2007): 714–18. http://dx.doi.org/10.5558/tfc83714-5.

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Driven by issues of economics, productivity, biodiversity and climate change, mixedwood management is becoming increasingly attractive. For silviculture to embrace and capitalize on natural stand dynamics, complex processes and interactions must be understood. To facilitate focused, applied research, ten Alberta forest companies have joined forces to cooperatively advance the science and management of boreal aspen/white spruce mixedwood forests. Members of the Mixedwood Management Association have committed collective research funds to develop and test practices that will sustain fibre supply, biodiversity, social and ecological values in Alberta's mixedwood forests. Forest industry members include Ainsworth Engineered Canada LP., Alberta-Pacific Forest Industries Inc., Canadian Forest Products Ltd., Daishowa-Marubeni International Ltd., Footner Forest Products Ltd., Millar Western Forest Products Ltd., Tolko Industries Ltd., Slave Lake Pulp/Alberta Plywood Ltd., Vanderwell Contractors (1971) Ltd. and Weyerhaeuser Company Ltd. The Alberta government and the University of Alberta are supporting partners in the Association. The Association's goals are to increase knowledge of aspen/white spruce mixed forests in the areas of growth and yield, crop planning, monitoring, understory protection and decision support tools. This paper highlights some of the Association-sponsored research projects. Key words: Alberta, Mixedwood Management Association, research, growth and yield, crop plans

29

Dubinina, N. A., O. Yu Michurina, E. Yu Barmina, N. N. Golivtsova, A. A. Kushner, and M. A. Kushner. "Digitalization in management of fishery integration associations." E3S Web of Conferences 224 (2020): 02033. http://dx.doi.org/10.1051/e3sconf/202022402033.

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The paper represents a method for the digitalization in management by creating a Unified Management Information System, which provides an opportunity to analyze the data and expedite the decisionmaking process, to fulfill strategic objectives, maintain and enhance competitive advantages of fishery integration associations. The study proposes a concept of UMIS structure adjusted for the activity peculiarities of integration association member companies, which facilitates greater efficiency of interactions and communication between them. The designed organizational structure, concentrated on the key activities of integration association and built on the principles of centralization, which allows for a creation of a single business model of member companies, serves as a basis for the UIMS implementation.

30

Carvalho, Marcos Simões de, Gustavo Lima de Carvalho, and João Márcio De Andrade Silva. "Tradução do Guia de Competências Individuais ICB-4 da International Project Management Association (IPMA)." Revista Inovação, Projetos e Tecnologias 5, no. 1 (June 1, 2017): 79–93. http://dx.doi.org/10.5585/iptec.v5i1.83.

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31

Pombo, Gonçalo, and Jorge Gomes. "How does work engagement mediate the association between human resources management and organizational performance?" Problems and Perspectives in Management 16, no. 3 (July 18, 2018): 63–79. http://dx.doi.org/10.21511/ppm.16(3).2018.06.

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The aim of this paper is to understand how workers’ perceptions and behaviors contribute to understanding the association between human resources management (HRM) and organizational performance (OP). Over the past few decades, theory construction has lagged the intermediate linkages between HRM and OP, and, therefore, there are still many unanswered questions with regards to such an association. To sustain the HRM-OP link, the authors highlight the potential influence of employees’ work engagement (WE), with the aim of exploring some of the intermediating variables, focusing on the perceptions of employees’ attitudes and behaviors. This research emphasizes that line managers have a crucial role to play in stimulating employees’ efforts and in shaping HR-related outcomes. Line managers act as crucial intermediaries in determining how HR policies that lead to OP can be designed and administered. Nevertheless, line managers have the capability to disrupt or stimulate the system, which has a significant impact on employees’ engagement with the organization. The empirical research is based on a sample of 1,609 employees and 40 organizations and was carried out in two settings. Results suggest that line managers and employees’ perceptions of HR policies were positively related to line managers’ perceptions of OP. The results also support a path model, whereby WE strengthens HR systems’ association with enhanced levels of OP. The discussion reviews the implications of these results and suggests future directions for research.

32

Ayers, Benjamin C., John (Xuefeng) Jiang, and P. Eric Yeung. "Discretionary Accruals and Earnings Management: An Analysis of Pseudo Earnings Targets." Accounting Review 81, no. 3 (May 1, 2006): 617–52. http://dx.doi.org/10.2308/accr.2006.81.3.617.

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We investigate whether the positive associations between discretionary accrual proxies and beating earnings benchmarks hold for comparisons of groups segregated at other points in the distributions of earnings, earnings changes, and analystsbased unexpected earnings. We refer to these points as “pseudo” targets. Results suggest that the positive association between discretionary accruals and beating the profit benchmark extends to pseudo targets throughout the earnings distribution. We find similar results for the earnings change distribution. In contrast, we find few positive associations between discretionary accruals and beating pseudo targets derived from analysts-based unexpected earnings. We develop an additional analysis that accounts for the systematic association between discretionary accruals and earnings and earnings changes. Results suggest that the positive association between discretionary accruals and earnings intensifies around the actual profit benchmark (i.e., where earnings management incentives may be more pronounced). We find similar effects around the actual earnings increase benchmark. However, analogous patterns exist for cash flows around the profit and earnings increase benchmarks. In sum, we are unable to eliminate other plausible explanations for the associations between discretionary accruals and beating the profit and earnings increase benchmarks.

33

Ueda, Masao. "Collection of Brand Association for Brand Management." Kodo Keiryogaku (The Japanese Journal of Behaviormetrics) 40, no. 2 (2013): 115–22. http://dx.doi.org/10.2333/jbhmk.40.115.

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34

Hearn, Kay. "Official/ Unofficial: Information Management and Social Association." Journal of Current Chinese Affairs 39, no. 3 (September 2010): 211–41. http://dx.doi.org/10.1177/186810261003900308.

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This paper explores the debates around civil society and corporatism as ways of understanding changes in social association, including non-governmental organisations and protest groups, and information management in relation to the development of the Internet. Both concepts have been used to examine the changes that have taken place since the implementation of the Open Door Policy and more recently the development of the Internet, and have shed light on the way in which new forms of social association operate, and on their relationship to the government. However, both concepts tend to be deterministic and reductionist positions. Instead, I use a centre-margin analysis based on medium theory to explore the relationship between the state and society as a way of shedding light on the interaction between the government and NGOs and on how the state manages the flow of information in order to shape public discourse.

35

Carla J. Funk. "ARL and Association 3.0: Ten Management Challenges." portal: Libraries and the Academy 9, no. 3 (2009): 405–10. http://dx.doi.org/10.1353/pla.0.0058.

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36

Chen, Xiang, Meizhuo Zhang, Minghui Wang, Wensheng Zhu, Kelly Cho, and Heping Zhang. "Memory management in genome-wide association studies." BMC Proceedings 3, Suppl 7 (2009): S54. http://dx.doi.org/10.1186/1753-6561-3-s7-s54.

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37

Sun, Tingting, Wade Trappe, and Yanyong Zhang. "Improved AP association management using machine learning." ACM SIGMOBILE Mobile Computing and Communications Review 14, no. 4 (February 8, 2011): 4–6. http://dx.doi.org/10.1145/1942268.1942271.

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38

Onda, Tetsuya, and Jiayin Luo. "The 2012 Asian Association for Sports Management." Japanese Journal of Sport Management 4, no. 1 (2012): 49–53. http://dx.doi.org/10.5225/jjsm.2012-006.

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Takahashi, Ryotaro, and Ryota Hosaka. "The Asian Association for Sport Management 2013." Japanese Journal of Sport Management 6, no. 1 (2014): 67–72. http://dx.doi.org/10.5225/jjsm.2015-004.

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40

"Management Control Association." Accounting, Organizations and Society 38, no. 1 (January 2013): I. http://dx.doi.org/10.1016/s0361-3682(13)00014-7.

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41

"Information Resources Management Association." Choice Reviews Online 49, no. 03 (November 1, 2011): 49–1516. http://dx.doi.org/10.5860/choice.49-1516.

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42

"Leadership development/association management." Journal of Pediatric Health Care 20, no. 1 (January 2006): A23—A24. http://dx.doi.org/10.1016/j.pedhc.2005.10.010.

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43

"Public Management Research Association." Journal of Public Administration Research and Theory 20, Supplement 2 (June 25, 2010): NP. http://dx.doi.org/10.1093/jopart/muq033.

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"Public Management Research Association." Journal of Public Administration Research and Theory 20, no. 3 (June 25, 2010): NP. http://dx.doi.org/10.1093/jopart/muq039.

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"Public Management Research Association." Journal of Public Administration Research and Theory 21, no. 1 (December 6, 2010): NP. http://dx.doi.org/10.1093/jopart/muq079.

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"Public Management Research Association." Journal of Public Administration Research and Theory 21, Supplement 1 (December 7, 2010): NP. http://dx.doi.org/10.1093/jopart/muq083.

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"Public Management Research Association." Journal of Public Administration Research and Theory 21, no. 2 (March 28, 2011): NP. http://dx.doi.org/10.1093/jopart/mur016.

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"Public Management Research Association." Journal of Public Administration Research and Theory 21, Supplement 2 (March 28, 2011): NP. http://dx.doi.org/10.1093/jopart/mur022.

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"Public Management Research Association." Journal of Public Administration Research and Theory 21, Supplement 3 (June 27, 2011): NP. http://dx.doi.org/10.1093/jopart/mur046.

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"Public Management Research Association." Journal of Public Administration Research and Theory 21, no. 3 (July 1, 2011): NP. http://dx.doi.org/10.1093/jopart/mur051.

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