Search results1 – 10 of over 112000
Since enacting Act 8630/93, Brazilian port activities have been going through significant modifications, changing from the public port service management to the landlord…
Since enacting Act 8630/93, Brazilian port activities have been going through significant modifications, changing from the public port service management to the landlord model. Act 12815/2013 enforced a new regulatory framework increasing Port Authorities' dependence on the Federal Government. Since 2019, the Government has attempted to elaborate a Port Authorities' identity based on the private port governance model inspired by the Australian and United Kingdom ones. This paper assesses Brazilian's Port Authorities management models from 1993 to 2020 and considers the Australian, the United Kingdom and Antwerp port governance models as benchmarks.
This paper adopts a two-step methodological approach, namely a combined desk and field research methodological approach and considers three essential resources: government legislative acts and published data available online; ports' data and information issued by governments' agencies, academic papers and national and international ports' websites; and a semi-structured questionnaire survey targeting the leading associations representing port users, foreign trade and stevedoring companies.
The outcome shows that the solutions to overcome the existing Brazilian Port Authority governance problems remain in the Federal Government's hands by (1) removing its control through bureaucracy, (2) preventing the party-political influence following in the public ports and (3) decentralising port management by chief executive officers named by Port Authority Councils.
This paper does not explore the regulatory frameworks underlying the “Lease Terminal” and “Private User Terminal”.
This paper assesses the management models that led Brazilian's Port Authorities from 1993 to 2020, comparing them with the UK and Australian private service port and Antwerp landlord model.
Defining authority is a topic of current interest in quality management.The problem of insuffient definitions of authority appears in differentforms: overlap in authority…
Defining authority is a topic of current interest in quality management. The problem of insuffient definitions of authority appears in different forms: overlap in authority, a hiatus in the division of authority, insufficient balance between responsibility and authority, etc. Defines the concepts of structure, hierarchy, responsibility and authority. Describes managerial method to define authority: the TRA‐session (TRA = task, responsibility and authority). The TRA‐session is a method where, at a team meeting, the authority divisions for over 200 responsibility areas are discussed. For each responsibility area it is indicated who is/are authorized to take decisions and who is/are authorized to give advice. In the TRA‐session management is encouraged to delegate authority. Gives an illustration to show what the authority division concerning product development could look like.
Considers the role of marketing in an increasingly profit‐oriented local authority. Discusses the problems involved when a public service espouses marketing principles, but concludes that only marketing can make most effective use of the scarce resources available to local authorities.
Describes and contrasts the perceptions of formal and informal authorityof hospital directors of two different kinds of organizations: hospitalsthat are part of public…
Describes and contrasts the perceptions of formal and informal authority of hospital directors of two different kinds of organizations: hospitals that are part of public multi‐hospital organizations (PMOs) and independent hospitals. Indicates that all the directors perceive their informal authority to be greater than their formal authority. However, there is a gap in the perception of formal and informal authority by directors of the two types of hospital. Directors of independent hospitals perceive themselves to have more formal and informal authority than do their colleagues at hospitals that are part of PMOs. Both structural and personal explanations for these findings are given. In addition, discusses the implications for policy making of the source of authority, informal, and formal authority in the transition to autonomous semi‐independent hospitals in a changing environment.
Chester Barnard's insistence that authority rests on the consent of the subordinate is difficult to reconcile with the opposing reality that superiors do have the last word. Resolution of this dilemma is unlikely to bo found by prolonging discussions of the legitimation of authority, which may have reached a point of diminishing returns. Co‐existence of coercion and consent may be more satisfactorily explained in terms of Simon's concept of the subordinate's zone of acceptance of authority and the resulting distinction between two different sets of decisional premises, one at the boundary of this zone and the other inside the zone. An addition to Simon's theory of the concept and analysis of compliance proposed by Etzioni gives further insight into the interdependency of superior and subordinate in the authority situation.
This paper aims to examine the authorities tasked to fight against money laundering in Tanzania and appraise the efficacy of the country’s anti-money institutional…
This paper aims to examine the authorities tasked to fight against money laundering in Tanzania and appraise the efficacy of the country’s anti-money institutional framework to tackle the problem.
The paper draws on a qualitative research and data generated from the analysis of documentary materials. It surveys the anti-money laundering (AML) law in Tanzania to describe the legal and institutional frameworks for tackling money laundering. It explores law-related and non-law aspects to interrogate and appraise the efficacy of Tanzania’s AML law and authorities. The qualitative data were generated using the thematic content analysis technique.
The law in Tanzania establishes authorities and vests them with powers to combat money laundering. The authorities, which are part of Tanzania’s AML institutional framework, have been instrumental in combating money laundering. Nevertheless, several law-related and non-law factors emasculate the efficacy of the AML law and authorities in Tanzania. Some political and economic factors wear off the effectiveness of the country’s AML institutional framework. The transnational nature and complexity of money laundering overwhelm the capacity of the AML authorities in Tanzania.
The paper provides useful insights on money laundering and the legal regime to counteract the scourge in Tanzania which sets up the country’s AML institutional framework. It raises some issues for researchers, policymakers and law enforcers who can re-examine the problem and revisit the law and re-evaluate authorities and propose measures that will enable the government to reinforce the country’s AML regime. The paper makes a case for the government to implement the reforms of the country’s AML policy, legal and institutional frameworks.
The paper investigates issues relating to money laundering and its control in Tanzania beyond the legal perspective to uncover limitations and challenges that emasculate the efficacy of the AML authorities in the Tanzanian context. The issues examined in this paper are not unique to Tanzania and, hence, have relevance to other jurisdictions in sub-Saharan Africa.
Using survey data from the 1993 Wilson Task Force on Gender and Equality in the Legal Profession and qualitative data from in-depth interviews with female law professors…
Using survey data from the 1993 Wilson Task Force on Gender and Equality in the Legal Profession and qualitative data from in-depth interviews with female law professors, we examine the social basis of professional authority in Canadian law school classrooms. Our quantitative and qualitative findings are consistent with classic sociological work and contemporary anecdotal accounts that suggest women experience greater difficulties achieving professional authority. In the law school classroom, however, we find that stratification within the profession and stratification within the knowledge base further undermine the professional authority of female law professors.
In this article, we analyse how variations in organisational conditions for research affect researchers’ opportunities for changing individual-level or group-level…
In this article, we analyse how variations in organisational conditions for research affect researchers’ opportunities for changing individual-level or group-level research programmes. We contrast three innovations that were developed in universities and public research institutes in Germany and the Netherlands, which enables comparisons both between organisational settings and between properties of innovations. Comparing the development of three innovations in the two types of organisations enables the identification of links between patterns of authority sharing at these organisations and the opportunities to develop innovations. On this basis, the distribution of opportunities to change research practices among researchers in the two countries can be established.
To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage…
To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage library projects, even in situations where the librarian does not have authority over project resources, like personnel, scope, and budget.
This chapter uses a conceptual review of the library, project management, and library project management literature to construct recommendations and best practices.
Many of the PMBOK tools are effective for project managers working without formal authority. These tools include the Stakeholder Register, which allows a project manager to track stakeholders based upon their interest and influence; the Responsibility Assignment Matrix, which allows a project manager and team members to quickly and easily see work and personnel relationships; and Integrated Change Control, which provides project managers with a process for understanding and documenting the impact of project changes. These tools, as well as the PMBOK’s strategies on managing project communication and monitoring and controlling project work, which help orient stakeholders to the work and expectations of the project, while also making sure there are no surprises, provide effective project management tools for librarians working without formal authority.
While the PMBOK is occasionally discussed in the library literature, this chapter extensively uses the framework to connect the framework to library project management. This chapter also shows how the PMBOK, which relies on formal authority, can also be used in situations where the project manager lacks it.
Purpose – This chapter aims to identify stakeholder perceptions on the service performance accountability of Malaysian local authorities.Design/methodology/approach – A…
Purpose – This chapter aims to identify stakeholder perceptions on the service performance accountability of Malaysian local authorities.
Design/methodology/approach – A questionnaire survey provides the primary source of information, and both descriptive and analytical methods are employed to support the analysis of the empirical findings.
Findings – The chapter shows that despite a strong interest amongst stakeholders for greater accountability of Malaysian local authorities, a standard definition and scope of accountability has not emerged. However, the findings do indicate a new bond of accountability emerging between local authorities and its broader public than previously existed.
Research limitations – The findings and discussion are limited to the propositions put forward in the questionnaire. Alternative research methods would complement the findings.
Originality/value – The findings contribute to our understanding of accountability as interpreted by key stakeholders of local authorities located within the context of a developing country. This could potentially assist Malaysian public sector administrators whereby, and arguably, enhancing the public accountability of local authorities may contribute to an improvement in the performance management of Malaysian local authorities.