The NHS has a corporate management system

BMJ ◽  
2013 ◽  
Vol 346 (jan15 4) ◽  
pp. f212-f212
Author(s):  
C. C. Lees
Keyword(s):  
Management System ◽  
Corporate Management ◽  
Corporate Management System

scholarly journals ANALISIS PENERAPAN SISTEM MANAJEMEN KESELAMATAN DAN KESEHATAN KERJA (SMK3)

2020 ◽  
Vol 8 (1) ◽  
pp. 895-906
Author(s):  
Herlinawati Herlinawati ◽  
Anang Sofyan Zulfikar
Keyword(s):  
Management System ◽  
Safety Management ◽  
Case Study Research ◽  
Health And Safety ◽  
Monitoring And Evaluation ◽  
Corporate Management ◽  
Snowball Sampling ◽  
Safety Management System ◽  
Almost All ◽  
Corporate Management System

Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) adalah bagian dari sistem manajemen perusahaan secara keseluruhan dalam rangka pengendalian risiko yang berkaitan dengan kegiatan kerja guna terciptanya tempat kerja yang aman, efisien dan produktif. Dikeluarkan PP RI Nomor 50 Tahun 2012 tentang Penerapan Sistem Manajeman Keselamatan dan Kesehatan Kerja, pasal 5 UU tersebut mewajibkan setiap perusahaan menerapkan SMK3 di perusahaanya, berlaku bagi perusahaan yang mempekerjakan pekerja/buruh paling sedikit 100 (seratus) orang atau mempunyai tingkat potensi bahaya tinggi. Tujuan penelitian ini adalah untuk mengetahui analisis penerapan Sitem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) di PT Japfa Comfeed Indonesia Tbk Unit Cirebon Tahun 2016. Jenis penelitian yang digunakan adalah kualitatif dengan metode penelitian studi kasus, teknik pengambilan sampel menggunakan purposive sampling dan Snowball Sampling dengan sampel yaitu Kepala Unit, Kepala seksi K3LH, Ka.Sub.Dept. Teknik, Operator IPAL dan Personil Security, pengumpulan data dengan cara wawancara mendalam sedangkan instrumen yang digunakan berupa kuesioner, lembar chek list serta dokumentasi dan recorder. Hasil penelitian ini adalah secara umum penerapan SMK3 di PT Japfa Comfeed Indonesia Tbk Unit Cirebon hampir semua kriteria terpenuhi namun ada beberapa kriteria yang belum terpenuhi. Penerapan penetapan kebijakan K3, penerapan perencanaan K3, penerapan pelaksanaan rencana K3 hampir semua kriteria terpenuhi namun ada beberapa kriteria yang belum terpenuhi dan pemantauan dan evaluasi kinerja K3 sudah terpenuhi semua.Kata kunci              : Analisis, Penerapan SMK3   ABSTRACTOccupational Health and Safety Management System  are part of corporate management system as a whole in order to operation run the risk that gets bearing with utilised job activity most composes safe workshop it, efficient and productive. Issued by PP RI Number 50 Years 2012 about Manajeman's System Implement safety and job healths, section 5 UU that makes compulsory one each company apply  SMK3 at company, apply to firm that employ employ / least labour 100 (a hundred) person or has tall lurching potency zoom. To the effect this research is subject to be knowanalisis is Sitem's implement Occupational Health and Safety Management System  at PT Japfa Comfeed Indonesian Tbk Unit Cirebon Year 2016 .Observational type that is utilized is kualitatif by methodics case study research, its sample utilizes purposive is sampling and Snowball Sampling  which is Section Head K3LH, Ka.Sub.Dept is Tech, WWTP Operator and Security Personnel data collection by way of depth interviews while the instrument used a questionnaire, sheet chekc list documentation and recorder. The results of this study are in general application SMK3 in PT Japfa Comfeed Indonesian Tbk Unit Cirebon almost all the criteria are met, but there are several criteria that have not been fulfilled. Implementation of the policy-setting K3, K3 planning application, the application of the implementation plan K3 almost all the criteria are met, but there are several criteria that have not been fulfilled, and the monitoring and evaluation of the performance of the K3 has fulfilled all.Key words            : Analisis, The Application Of SMK3  

Corporate Governance and Internationalization in Japanese Brewing Companies

2020 ◽  
pp. 273-298
Author(s):  
Kanako Kitayama ◽  
Christopher Williams ◽  
Seijiro Takeshita
Keyword(s):  
Corporate Governance ◽  
Absorptive Capacity ◽  
Management System ◽  
International Strategy ◽  
Corporate Management ◽  
Internationalization Strategy ◽  
Corporate Management System ◽  
The Relationship

This study explores the relationship between Japanese corporate governance and internationalization strategy by looking at the cases of Suntory and Kirin Breweries. It examines the internationalization activities of the two companies from 1980 to 2015. We find that executing an international strategy can impact the corporate governance of Japanese brewers, especially where the brewer already had pre-existing diversity in its management system. We argue that absorptive capacity allows the brewing company to transform its corporate governance on the basis of its internationalization. Our analysis also suggests that rejuvenation of the firms’ corporate management system can be a motive for expanding abroad in the brewing sector, something that has not been identified in prior research.

scholarly journals ISO 55001 Certification at EPAL – the pains and the gains

2020 ◽  
Vol 15 (2) ◽  
pp. 321-326
Author(s):  
M. Capela ◽  
A. Santos ◽  
A. Luís
Keyword(s):  
Asset Management ◽  
Management System ◽  
Integrated Approach ◽  
Corporate Management ◽  
Iso Certification ◽  
Asset Management System ◽  
Corporate Management System

Abstract In the second half of the 2000s, EPAL developed an integrated approach to asset management, designed according to the logic of PAS 55. Since then, asset management has been recognized as an invaluable function within the company and the portfolio of measures identified in the above-mentioned integrated approach has been implemented. With the release, in 2014, of ISO 55001, certification of the asset management system was made possible. Given the work already developed towards the deployment of asset management at EPAL, and because this had been based in the PAS 55 philosophy, EPAL was well positioned to obtain the ISO certification. The key challenges regarding the above-mentioned process were associated more with the implementation of the asset management at EPAL, rather than with the certification in itself. Because asset management was already an established practice at EPAL, key benefits of the certification are related to the documentation of such practice, which is something very important that was missing. Preparing for the certification also enabled the redesign of the Corporate Management System in order to meet the ISO and appendix SL requirements, making it more robust. And, of course, ISO 55001 certification became an asset in terms of image and reputation for EPAL!.

scholarly journals Problems and Prospects of the Development of Corporate Management in Ukraine

2021 ◽  
Vol 8 (523) ◽  
pp. 184-189
Author(s):  
Z. A. Atamanchuk ◽  
Keyword(s):  
Corporate Culture ◽  
Information Disclosure ◽  
Management System ◽  
Production Efficiency ◽  
State Regulation ◽  
The State ◽  
Corporate Management ◽  
Corporate Sector ◽  
Corporate Rights ◽  
Corporate Management System

The publication is aimed at clarifying the essence of corporate management, studying the peculiarities of the formation of the corporate sector in Ukraine, researching existing problems and outlining promising ways for the development of the corporate management system. The author considers approaches to defining the concept of «corporate management». The article clarifies the role of the corporate management system in the national economy and the peculiarities of the formation of the corporate sector in our country, the basis of which is the inefficient structure of shareholders’ property, the presence of a large number of shares owned by the State and the need to solve the problem of managing the State-owned corporate rights, as well as a powerful tax burden. On the basis of the considered peculiarities of two corporate management systems: insider, in which the property is concentrated in the hands of several persons who own significant shares of corporate property, and outsider, in which joint-stock ownership is sufficiently dispersed, the Ukrainian model of corporate management is substantiated, which at the present stadium is at the stage of its formation and combines elements of both the first and second systems. It is emphasized that, despite the significant problems of modern corporations, they are able to ensure the highest production efficiency, which can be an impetus for the economic progress of our country. Concrete measures have been proposed to improve the functioning of the corporate sector of the Ukrainian economy, in particular: effective regulatory framework; bringing the internal provisions in force at the level of joint stock companies in accordance with the norms of the current legislation; increasing the competitiveness of the Ukrainian stock market; transformation of the State as the owner of shares into an effective shareholder through the creation of a proper system of the State regulation of the capital market; unshadowing of the corporate sector in order to improve the information disclosure procedure; improvement of the organizational and management structure of joint stock companies through a clear distribution of power, responsibility and accountability; optimization of dividend policy; effective management of corporations; improving the level of corporate culture; formation of an effective corporate control system.

Management accounting as an element of the corporate management system, problems of its organization in economic entities

2020 ◽  
pp. 39-45
Author(s):  
Ya.Yu Taenchuk Ya.Yu
Keyword(s):  
Management System ◽  
Management Accounting ◽  
Cost Accounting ◽  
Corporate Management ◽  
Accounting System ◽  
Low Level ◽  
Economic Entity ◽  
Cost Accounting System ◽  
The Cost ◽  
Corporate Management System

The article describes the procedure and main problems of organizing management accounting in the general corporate management system of the economic entity, such as: low level of effectiveness of planning (budgeting) mechanism or its absence; little information from the cost accounting system; lack of well-established system for managing the activities of the economic entity as a whole and its separate structural divisions; lack of a mechanism for assessing the profitability of activities, etc.

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