Showing papers on "Delegation published in 1978"

La Charte de la langue française

Abstract: This paper inderlines in a cursory way some questions of interpretation that seem to arise from Quebec's new Charter of the French Language. The Charter breaks new ground in legal terminology. Some of the new terms and phrases introduced raise definitional problems, notably the concept of a "business undertaking". The task of specifying the meaning of words and phrases used in the Charter has been left to the Cabinet, through an usually wide delegation of regulation-making power. However, the reconstructed French Language Board (Office de la langue francaise) has also been granted significant regulation-making authority, which may in some cases overlap with that of the Cabinet. The nature and extent of rights and obligations that seem to arise under the Charter may be difficult to ascertain. In particular, the effect or provisions as to the language of standard form contracts, and the manner of enforcing them, seem fraught with uncertainty. While the Charter obviously confirm the principles underlying the previous Official Language Act of 1974, it achieves greater clarity and consistency in stating those policies. In some respects, it allows for more flexibility than the earlier Act. The enforcement provisions of the Charter place greater emphasis on coercive action as regards the language of business. The Charter also breaks new ground by introducing a form of joint management of language conditions at work. In order to allow innovations to settle down, it is suggested that uncertainties be resolved by accumulated experience rather than through over-hasty amending legislation.

Correlates of physicians' task delegation in primary care.

Abstract: Empirical evidence does not support the claim that task delegation to nonphysicians is greater in large medical organizations than in small office practices. Can the behavior of physicians in these organizations be explained through reference to professional attitudes? This paper reports a study which examined simultaneously two sets of variables as predictors of physicians' delegation behavior: (I) paramedical resources available in the organization, and (2) physicians' professional attitudes. A comparison of multiple regression analyses of delegation behavior in traditional work settings and in modern, formally organized settings is presented. In modern settings, in contrast to traditional settings, physicians' delegation behavior was found to be only weakly related to paramedical resources, and it was unrelated to professional attitudes.

Delegation--the essence of management

Abstract: A rather limited amount of work will be accomplished by managers unless they tap their subordinates' talents and put them to work on behalf of the organization. There are compelling reasons why there is a real payoff in delegation. It allows others to experience variety in their jobs. Delegation is an avenue for management training. It is clearly the tool that managers can use to foster continued employee motivation. The most profound source of worker motivation is contained in the content of what he does.

Visit to Tsingtao

Abstract: In June 1977, Philip Handler, president of the National Academy of Sciences, led an interdisciplinary delegation of the Committee on Scholarly Communication with the People's Republic of China to the People's Republic of China (PRC) to discuss with their Chinese counterparts the exchange program in the physical and social sciences. Our mission to Peking had been to replace the ‘scientific tourism’ of the last two years of the exchange program with something more substantial. It may be some time before we see the fruits of this mission, since we were told that cooperative scientific ventures would have to wait for ‘normalization.’

The changing role of doctors in the Soweto clinics' health care teams.

Abstract: Delegation of common health problems and their management to specially trained primary health care nurses allows the clinic doctor in a health care team to employ his own skills and time more effectively. He may become an expert in comprehensive community health care or develop related research interests, and thus help to promote optimal health services relevant to the local situation.

Comment [on “Prediction of the Haicheng Earthquake”]

Abstract: The article, ‘Prediction of the Haicheng Earthquake,’ in the May EOS (pp. 236–272), by members of the American seismological delegation to China, displays an uncritical and naive attitude toward the alleged accomplishments of Chinese Communist seismology under the guidance of Chairman Mao. The reports of successful prediction would be more convincing had they been noted before, rather than after, the event, and had they been made by visitors fully free to travel and able to converse in the language of the country. The Americans may have received a Potemkin village tour of a type often provided foreign visitors to totalitarian countries. Conspicuously omitted from the article is any mention of the disastrous Tangshan earthquake of July 28, 1976. One would have expected Maoist seismology to have foreseen this event. But we now learn (see California Geology, June 1977) that the evil ‘Gang of Four’ obstructed the prediction of this earthquake.

Government Organization and Support for Private Industry: the United Kingdom Experience

Abstract: It used to be an agreeable habit of some British participants in international commercial negotiations to try to enliven the tedium of the proceedings by contributing occasional light-hearted offerings for the amusement of their colleagues. As the Stockholm meetings at which the European Free Trade Association was established drew to a close, the British delegation circulated a draft ‘Convention for the Frustration of Trade’. Its first Article declared the establishment of an ‘Association for the Frustration of Trade’, trade being defined as ‘the benefits which it is feared may be conferred by the Convention’. And Article 3 read as follows: The objectives of the Association shall be: (a) to frustrate the normal tendency of trade to increase and to ensure its diminution. (b) to frustrate all measures that any Member State might attempt to introduce in pursuit of the first objective; and (c) to ensure, by use of subsidies, by the encouragement of dumping and by discrimination on all possible grounds, that the following provisions of the Convention, in so far as they may apply, shall be circumvented.