scholarly journals Establishment a Resource Management Program for Accreditation Process at the Medical Laboratory

10.5772/8446 ◽  
2010 ◽  
Author(s):  
Sedef Yenice
Keyword(s):  
Resource Management ◽  
Management Program ◽  
Accreditation Process ◽  
Medical Laboratory

scholarly journals Accreditation Of Project Management Programs Through Global Accreditation Center Of PMI

2011 ◽  
Vol 15 (1) ◽  
Author(s):  
Moe Shahdad ◽  
Robert Ouellette
Keyword(s):  
Project Management ◽  
Graduate School ◽  
Positive Impact ◽  
Management Program ◽  
Accreditation Process ◽  
University Of Maryland ◽  
Quality Improvement Process ◽  
Continuous Quality ◽  
To Come ◽  
The University

In November 2009, the project management program at the Graduate School of the University of Maryland University College (UMUC) was accredited by the Global Accreditation Center (GAC) of the Project Management Institute. The accreditation process has had a substantially positive impact on both program quality and contents coverage of our program. It has also resulted in a continuous quality improvement process, which is now in place and is expected to bring about improved outcomes for years to come.  This paper describes the accreditation process, requirements, and the strategy and approach adopted by the Graduate School of UMUC to respond to accreditation requirements.

Talent management at Telekom Malaysia Berhad

2011 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Wardah Azimah Sumardi ◽  
Rozhan Othman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Talent Management ◽  
Management Program ◽  
Individual Development ◽  
Successful Implementation ◽  
Line Managers ◽  
Content Type

Subject area Human resource management. Study level/applicability Undergraduate and graduate level Human Resource Management programmes; Leadership modules. Case overview This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities. Expected learning outcomes This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities. Supplementary materials Teaching note.

Experience of health-system pharmacy administration residents in a longitudinal human resource management program

2014 ◽  
Vol 71 (24) ◽  
pp. 2143-2148
Author(s):  
Lindsey B. (Poppe) Amerine ◽  
Robert P. Granko ◽  
Scott W. Savage ◽  
Rowell Daniels ◽  
Stephen F. Eckel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Health System ◽  
Human Resource ◽  
Management Program ◽  
Pharmacy Administration

Viable Solutions in Addressing Climate Changes thru Private (BCCFI) –Public (LGU) Partnerships in the Province of Bataan: A Case Study

2012 ◽  
Vol 1 (1) ◽  
Author(s):  
Angelica M. Baylon
Keyword(s):  
Resource Management ◽  
Local Government ◽  
Coastal Management ◽  
Climate Changes ◽  
Management Program ◽  
Coastal Resource Management ◽  
Spheres Of Influence ◽  
Survey Form ◽  
Entry Points ◽  
Coastal Resource

This paper articulates the partnership between the private sector represented by the Bataan Coastal Care Foundation Inc (BCCFI) and the public sector represented by the various local government units (LGUs) in the Province of Bataan. The partnership was initiated based on common objectives of these two (BCCFI and LGUs) likeminded institutions to build better coastal governance, increase awareness , promote community participation in coastal management and explore ways for dynamic and sustainable public-private partnerships in addressing climate changes . Since February 2000, BCCFI has actively led in partnering with its various stakeholders in the province‘s 11 municipalities and lone city to implement the Bataan Integrated Coastal Management Program (BICMP) with focus on the 87 coastal villages. As manifested in the socio-economic investment survey form that was accomplished by, among and between the BCCFI members in close collaboration with the local government units. Through varied approaches and entry points, BCCFI, serve as catalyst in protecting the environment in Bataan either individually or collectively, within their respective spheres of influence and capabilities. This is a case point that could be explored as one of the strategies and actions for ASIAN networking on coastal resource management in addressing climate changes.   Keywords - Addressing Climate Changes, private- public partnerships, environmental protection, coastal resource management, Biodiversity Programs

scholarly journals Status of Development and Implementation of Medical Laboratories Accreditation in Serbia

2008 ◽  
Vol 27 (2) ◽  
pp. 144-147
Author(s):  
Ljubinka Gligić
Keyword(s):  
Accreditation Process ◽  
Laboratory Accreditation ◽  
European Countries ◽  
Medical Laboratory ◽  
External Quality Assessment Scheme ◽  
Iso 15189 ◽  
Medical Laboratories ◽  
Laboratory Services ◽  
Set Up ◽  
Definition Of

Status of Development and Implementation of Medical Laboratories Accreditation in SerbiaThrough the release of the SRPS ISO 15189:2008 standard entitled >>Medicinske laboratorije: posebni zahtevi za kvalitet i kompetentnost<< conditions have been created for medical laboratory accreditation in Serbia. The application of the ISO 15189:2007 standard is an accepted mechanism for improvement of the quality of medical laboratory services throughout EU today. In that way, different approaches to the quality improvement of medical laboratories have been harmonized. Functional organisation of the accreditation process of medical laboratories in most European countries is mainly carried out in cooperation with national accreditation bodies, medical experts appointed by scientist associations and health departments. This type of collaboration has proven successful in the United Kingdom, Germany, Hungary, France, Finland, Croatia, etc. The experiences of the Accreditation Board of Serbia (ABS) in medical laboratory accreditation according to the SRPS ISO/IEC 17025:2006 standard (5 laboratories have been accredited) and the positive experiences of European countries in accreditation process constitute the basis for the development of the program for medical laboratory accreditation in Serbia. The first step in this direction is the set-up of the Committee consisting of experts from different medical fields, ABS experts and representatives of the competent Ministry, as well as the definition of their tasks, such as: preparation of the necessary documentation, set-up and preparation of qualification criteria and training programs for assessors, participation in the development of the external quality assessment scheme through interlaboratory testing, liaison with the European organisations for accreditation, organisation of mutual assessments with national and international assessors, participation in decision making on accreditation and accreditation maintenance.

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