Headquarters Unit Research Articles

Designing the Empowerment Model of Patients Hospitalized in the Hospitals Affiliated to Shahid Sadoughi University of Medical Sciences, Yazd

Introduction: Identifying factors that influence the patient experience are critical to implementing strategies that support patient engagement and ultimately achieve better health outcomes. The present study was conducted with the aim of presenting a model of empowerment of hospitalized patients.
 Methods: The current research was a qualitative-quantitative study that was cross-sectional by stratified sampling method with proper allocation in hospitals affiliated to Shahid Sadoughi University of Medical Sciences, Yazd, Iran, on 230 heads, managers, matrons, supervisors, heads of clinical and paraclinical departments and hospital headquarters units, nurses and doctors were done. The data were collected using the demographic information tool and the questionnaire made by the researcher to design a model of empowering patients admitted to the hospital. Determining the ability of the designed model by fitting the data was done with the confirmatory factor analysis method. Data were analyzed by SPSS version 16 software and Amos.v 24 software.
 Results: Questionnaire for designing a model of empowering patients in the hospital has 8 areas and 61 items or components. In the present study, the Chi-square ratio to the degree of freedom was significant (p<0.001), which indicated the appropriate fit of the model. The value of the GFI index was estimated at 0.93, which indicated that the model fits well. The values of GFI and AGFI for the empowerment model of hospitalized patients were higher than 0.8.
 Conclusion: Organizations and medical institutions have the opportunity to utilize this model to empower patients. The universities of medical sciences and affiliated hospitals should create an enabling environment for enhancing patient empowerment.

Pemanfaatan Sistem Informasi Edukasi Mitigasi Bencana pada KSR PMI Unit Markas Majene

The availability of information related to disasters is one of the efforts so that the public better understands the actions that must be taken to minimize the risks that occur. However, the availability of this information, especially in the Majene Regency area, is currently still quite minimal. In fact, Majene is one of the areas with a fairly high Disaster Risk Index. This activity embraces the Voluntary Corps (KSR) PMI Majene Headquarters Unit as a partner considering that KSR is one of the organizations engaged in the humanitarian field and actively participates in disaster management. The activities carried out include the use of a disaster education information system by providing training to KSR members in managing the system and creating disaster education content. The results of the activities obtained show an increase in the ability of KSR members in terms of management and content creation using Canva and hopes that the disaster education information system that has been built can continue to be used for the dissemination of disaster information.

Supervision of the professional practice of nursing: case study describing the "on-site inspection" sub-process.

to describe the "On-site inspection" sub-process of the macroprocess "Supervision" conducted at the headquarters unit of the Regional Nursing Council of São Paulo. an exploratory descriptive research, in a single case study modality using data reported by the Headquarters Unit Inspection Management leaders. the description of the "On-Site inspection" sub-process, initial and return, showed how the activities/tasks pre-established in the inspection roadmap and inserted in the respective inspection terms need to be accurately and sequentially executed to comply with the current legislation and provided the identification of activities that add value to the inspection process. the results obtained give visibility to the activities/tasks developed by the inspectors and will provide the Inspection Management with subsidies for the rational allocation of the required human resources; and, to the technical managers and legal representatives of the inspected institutions, the knowledge of the activities developed during the performance of the sub-process "On-site inspection".

Organizational Climate and Work Addiction in Shahid Sadoughi University of Medical Sciences, 2014: a Case Study.

IntroductionThe occupational nature of employees in headquarters units of the University requires them to deal with support issues. Thus, there is some pressure on these employees to complete their assignments on time so that employees in the line units can accurately and expeditiously perform their duties. As a result, work addiction behaviors are sometimes observed among the headquarters personnel. Considering the importance of work addiction and recognizing the factors that intensify it, this study investigated the relationship between organizational climate and the work addiction of headquarters personnel at the Shahid Sadoughi University of Medical Sciences.MethodsThis descriptive-analytic study was conducted using stratified random sampling of 151 University employees in 2014. The data collection tool was an organizational climate questionnaire, which was supplemented by the Work Addiction Risk Test (WART). The data were analyzed using the Pearson test, Spearman test, independent t-test, Mann-Whitney test, one-way analysis of variance (ANOVA), and the Kruskal-Wallis test using IBM-SPSS version 20.ResultsThe findings of this study showed that the organizational climate was at a moderate level, and employees were in the danger level in terms of work addiction. In addition, among the dimensions of organizational climate, the risk dimension had a significant relationship with work addiction (p<0.05), and the dimensions of structure and responsibility were significantly different from occupational group and monthly salary (p<0.05). Single employees showed a significant difference from married employees in the two dimensions of criteria and conflict (p<0.05).ConclusionSince the organizational climate score was low and the work addiction score was at the high-risk level, this issue demands more attention of senior managers and human resource officers of organizations to improve the organizational climate and increase employees’ awareness of work addiction.

Developing Global Service Innovation Capabilities: How Global Manufacturers Address the Challenges of Market Heterogeneity

OVERVIEW:As multinational manufacturing companies pursue service innovation toward global markets, their back-end development units—headquarters R&D—face immense challenges due to market heterogeneity. Our extensive studies of 13 leading multinational companies in service innovation have identified, analyzed, and ranked challenges to reveal the key steps to building necessary capabilities. Based on our analysis, we inductively identified four competencies in global service innovation capabilities (developing customer insights, integrating global knowledge, creating global service offerings, and building a digitalization capability) and the activities associated with them. Global service innovation requires companies to develop capabilities that support increased relationship intensity and interaction between headquarters R&D and local units, customers, and service partners. In developing these capabilities, the headquarters units progressively learn to collaborate, integrate, and orchestrate processes and activities across and within regional front-end units, customers, and service partners.

Changes at Corporate Headquarters: Review, Integration and Future Research

In modern corporations, the corporate headquarters (CHQ) unit is considered central to the fortunes of the overall firm. In light of ever‐changing environments, changes at the CHQ have become a crucial concern in management research and practice, and scholars have studied a variety of changes at the CHQ. Despite the common focus on the CHQ entity and the potential for cross‐fertilization across several research tracks, a coherent picture of this dispersed body of knowledge is lacking. This paper reviews 25 years of research on changes at the CHQ. In so doing, it advances a common language and an overarching framework that integrates the existing knowledge in the intellectual domains of strategy, organizational design and international business research. On this basis, the authors suggest directions for future research to advance knowledge of: (1) the pressure for and resistance to changes at the CHQ; (2) interrelationships among changes at the CHQ; (3) change processes at the CHQ; (4) agents involved in changes at the CHQ; and (5) adaptive and disruptive effects of changes at the CHQ. Overall, the study provides a conceptual basis for combining the existing knowledge of changes at the CHQ and serves as a guide for future research.

THE HISTORY OF THE NAVAL MESS (UNION HOTEL) PRETORIA

Naval Headquarters moved from Simonstown to Pretoria in January 1977. The then SA Naval Headquarters Unit was there 'to support the Chief of the Navy and his five Chiefs of Naval Staff and their Staff Officers in matters pertaining to personnel, administration, operations, logistics, intelligence and finance as well as most naval matters related to the inland area'. During the period 1977 to 1979, members of the HQ Unit were accommodated in mainly the Air Force Officers and NCO Messes till the Union Hotel was purchased in 1979.

Technological Knowledge Transfer within Chaebols after the 1997-98 Crisis

How do large complex organisations manage their knowledge flows to build long-term competitive advantage and short-term superior performance? In particular, how do such organisations balance the knowledge exchange among central units and the knowledge exchanges between the centre and the periphery so as to gain a better development of new knowledge and better short-term performance outcomes? This paper studies the technology knowledge management system of South Korean chaebols. Our analysis suggests that the knowledge management strategy of those groups has two major components. First is the strategy to exchange technological knowledge among headquarter units, which gives rise to a reservoir of amalgamated knowledge. Second is the strategy by the headquarters unit to transfer technological knowledge in the reservoir to its foreign subsidiaries. We believe that these networked patterns of knowledge lead to the creation of local competitive advantages for foreign subsidiaries. These in turn create the rent streams that enhance the global performance of chaebols in the post-Asian crisis period.

Integrating accounting and statistics: Forecasting, budgeting and production planning at the American Telephone and Telegraph Company during the 1920s

Drawing on the scholarly perspectives of James R. Beniger and Alfred D. Chandler, we examine a long‐term process of firm‐specific learning at the American Telephone and Telegraph Company (AT&T). Extensive archival records reveal the firm's efforts to improve its informational resources for market planning, capital budgeting and production scheduling in the 1920s. These initiatives were meant to minimise the likelihood of a repetition of the financial crisis that nearly drove AT&T into bankruptcy in 1906–07. The informational innovation was costly as it required specialised human capital, the identification of suitable metrics corresponding to underlying business processes and the integration of these metrics within the elements of a complex firm. Such a transformation developed more reliable forecasting of future demand for telecommunication services. Central to this process was the adaptation of new econometric methodologies for predicting business cycle fluctuations and the integration of these findings into operational plans. Reforms of this sort helped to quantify risk and reduce internal asymmetries that threatened to undermine the smooth, integrative management of AT&T's corporate headquarters unit, its regional operating subsidiaries and Western Electric, its captive manufacturing arm. Our study contributes to a deeper understanding of the historical evolution of management accounting by studying firm‐specific learning to combat external uncertainties and internal information asymmetries in the coordination and control of a giant business enterprise.

Mobility of headquarters in multinational corporations

In the present paper, we aim to explain the dynamic phenomenon of Headquarters (HQ) relocation. The relocation of sales, marketing and production activities has been widely studied, but the strategic decision to relocate a HQ unit across borders has attracted far less attention. Drawing on a multiple case study of Finnish multinationals we conceptualise HQ relocation as an outcome of six key drivers each involving pragmatic and symbolic dimensions. Moreover, we identify a diversity of relocation patterns such as direct, hidden, full, partial and virtual. Based on evidence of extreme mobility in terms of repeated relocations and virtual HQ, we argue that under particular circumstances HQ may be highly mobile.

Invisible Business: The Unregulated World of Political Party Commerce

This article explores an area of British political party funding that is overlooked, under-researched and under-regulated: party commerce. A comparison of the trading activities of five large and five small political party headquarters units is presented using audited political party accounts made public by the Electoral Commission in 2003, the first year in which such data became available. The anomalies in party funding transparency arising from the lack of regulation of political party commerce are discussed. The dangers of allowing party commerce to continue unregulated, or of inappropriate regulation, are debated.

"To Dispose of the Prisoners": The Japanese Executions of American Aircrew at Fukuoka, Japan, during 1945

At 3:00 in the afternoon of August 15, 1945, a truck filled with Japanese soldiers and seventeen blindfolded and handcuffed Americans drove out the front gate of Western Army Headquarters in Fukuoka, Japan. Three hours earlier, the Japanese guards had listened to the emperor read a statement ending the Pacific war. The truck arrived at the Aburyama execution grounds at 3:30. The soldiers ordered the American prisoners, all captured pilots or flight crew, out of the truck. Weak from six weeks of poor diet and little exercise, the prisoners quietly obeyed. They were led to a neighboring field bordered with bamboo groves and made to sit in the late afternoon sun. After a brief discussion, the Japanese divided into groups and stationed themselves at four different sites around the field. The first three execution squads were led by Lt. Noboru Hashiyama, an officer attached to the headquarters unit, and lieutenants Teruo Akamine and Ichiro Maeda, both assigned to the Air Defense Section of Western Army Head-

A Variation On the Origin and Characteristics of the Modern Corporation

AbstractThe business historian Alfred D. Chandler, Jr., has made many invaluable contributions to our understanding of the modern corporation, its origins, and characteristics. This paper shows how his paradigm can be applied to the East India Company at the beginning of the 19th century, thus providing new insights into the essential characteristics of the modern corporation and the emerging role of the professional manager.RésuméAlfred D. Chandler fils, historien des affaires, a contribué grandement à notre connaissance de la corporation moderne, ses origines et ses attributs. Cette étude montre de quelle façon son paradigme peut étre appliqué à la East India Company au début du dix‐neuvième siècle et done foumit de nouveaux aperçus sur les caractéristiques essentielles de la corporation moderne et sur le r&amp;#x006f;&amp;#x030c;le grandissant des gestionnaires professionnels.

Fundamental issues in strategy: a research agenda

How do firms behave? Why are firms different? What are the functions of the headquarters unit in a multibusiness firm? What determines success or failure in international competition? In Fundamental Issues in Strategy, twenty-two prominent scholars collectively address these four fundamental questions to examine strategic management's roots and to strengthen the field's theoretical foundations. They take a comprehensive look at the intellectual backbone of the field of strategy, raising important issues that demand further research. The result is a compelling reexamination of strategic management that urges scholars to refocus their efforts now - and sets a research agenda for the coming decade. The editors, Richard P. Rumelt, Dan E. Schendel, and David J. Teece, organized this project specifically to encourage focus on fundamental questions of strategy; call for a significant increase in the sophistication, rigor, and scholarly quality of strategy research; demonstrate a fruitful interaction between strategy researchers and discipline-based scholars; and show the tremendous potential of the intersection of basic disciplines and strategy for gaining new insights and improving management practice and organizational performance. Indeed, by focusing on fundamental questions, the contributors reveal that disciplines like economics, organizational sociology, and political science as well as research on strategic management can - and should - shed new light on this important field. Fundamental Issues in Strategy is the product of a conference jointly sponsored by the Alfred P. Sloan Foundation through its consortium Competitiveness and Cooperation, The John M. OlinFoundation, UCLA Center for International Business Education and Research, and the Strategic Management Society. It frames a complete and original statement about the future of strategic management - and establishes a foundation for future growth and development in the field of strategy.

The functions of the HQ unit in the multibusiness firm

The basic functions of the corporate headquarters (HQ) multibusiness firms are both entrepreneurial (value-creation) and administrative (loss prevention). The development and implementation of these HQ functions reflect the industries in which the firms operate. Historically, the ability of the headquarters to carry out these functions has determined both the successful paths to growth for a multibusiness enterprise and the limits to that growth.

Models of naval command and control systems

This paper demonstrates the flexibility of a command and control modelling approach based upon system structure. The approach is part of a broader scheme for command and control modelling. Qualitative models of four different naval command and control systems are presented: a shipboard Anti-Air Warfare Section; a Type 42 destroyer; a shipboard weapons system; and a Maritime Headquarters unit. The common modelling framework allows the systems to be compared.

Business Picking Up for Revamped Union Carbide Europe

Mention Union Carbide Europe to people in the chemical industry in Western Europe, and the response is generally a blank. Oh, are they still here? I thought they had pulled out. Even the usual source books show no listing for the company's European headquarters unit, although they do include listings for a few of the subsidiaries in specific countries. It's not so much a low profile as it is no profile at all. That lack of visibility is a source of mild amusement for officials at Carbide's European headquarters in Geneva. But it is also a source of frustration, as they work to impress upon the rest of the industry what they themselves know: that Union Carbide is in Europe to stay. As Nathan L. Zutty, chairman of Union Carbide Europe, points out, We sell nearly $1 billion in Europe. We've about 7500 staff in Europe, of whom only 20 are American. And we have ...

Managing Program Headquarters Units: The Importance of Matrixing

In their classic work on matrix organizations, Davis and Lawrence expressed skepticism about the utility of matrix structures for improving the efficiency and effectiveness of governmental programs.' They suggested that rigidities of structure and process that inevitably develop around the expenditure of public funds greatly inhibit the use of flexible organizational designs in the public sector. This article argues that the use of matrix designs, in fact, may be a key to effective performance for an important class of public sector organizations, namely the headquarters units of federal or state programs. These are not the units that actually provide services or conduct operations. Rather, they are the units that are responsible for allocating funds to program operators at the state or local levels, developing program policies and regulations, designing service delivery models or operational techniques, conducting system-wide planning, providing technical assistance or training for operating personnel, and monitoring field operations. Over the course of three recent research projects, the author and his colleagues interviewed nearly three dozen national and state directors of job placement, training, social services, energy assistance, and welfareemployment programs.2 Each of these individuals was simultaneously the director of a dispersed service delivery network and the supervisor of a program headquarters unit. Our interviews indicated that many of them had clear ideas about the design and management of their service delivery systems, but only a few had a similarly coherent doctrine for the organization and management of their program headquarters units. Their efforts to describe such a doctrine often laid heavy emphasis on compliance with conventional bureaucratic norms (functional departmentation, formally specified roles for individuals and subunits, delegation down the chain of command, unit of command). Their descriptions of actual events, however, often yielded a substantially different picture. Ad groupings, special assignments, and informal procedures abounded. Functional boundaries were violated. Intervening supervisory layers within the unit were often by-passed. Individuals frequently worked outside their formal roles. Directors and unit members characterized the reality as fire fighting, ad hoc or ad hominen management, or muddling through. These descriptions suggested that the program directors are being pulled3 in three different directions. First,