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Статті в журналах з теми "General Delegation of Quebec"

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Автор: Grafiati

Опубліковано: 10 грудня 2022

Оновлено: 29 січня 2023

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1

Ha, Youngdong, and Wooyeon Cheon. ""A Comparative Study of Language Policy Institutions in France and Quebec – Focusing on the <General Delegation for the French Language and the Languages of France> and the <Quebec Office for the French Language>"." Yongbong Journal of Humanities 59 (October 30, 2021): 337–66. http://dx.doi.org/10.35704/yjh.59.11.

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2

Dussault, Gilles. "La politique de la delegation des actes professionnels au Quebec." Canadian Public Policy / Analyse de Politiques 11, no. 2 (June 1985): 218. http://dx.doi.org/10.2307/3550703.

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3

Strazzari, Davide. "Immigration and Federalism in Canada: beyond Quebec Exceptionalism?" Perspectives on Federalism 9, no. 3 (December 1, 2017): E—56—E—84. http://dx.doi.org/10.1515/pof-2017-0020.

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Анотація:

Abstract The paper focuses on Canadian Provinces’ role in migrant selection. After an asymmetric approach, that benefited only Quebec, the federal government granted devolutionary powers in migrant selection to the other Provinces as well, moving towards de facto asymmetry. This process has proved to be successful over the years, but recently the federal government has reacted, recentralizing some aspects of immigration policy. This does not apply to Quebec. This policy change may suggest that, although immigration federalism may be grounded on reasons other than the need to accommodate linguistic or ethnic claims, it remains the case that the former are “weaker” than the latter, and are more subject to pressure from the central government. This is also confirmed by looking at the mechanisms through which intergovernmental agreements have been translated into law. Unlike the Quebec case, immigration’s devolution in relation to the other Provinces has occurred through administrative delegation of powers from the federal government. This permits the federal government to exercise some form of political pressure in order to realign the Provinces’ discretionary choices.

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4

Parkman, Cynthia A. "Delegation." American Journal of Nursing 96, no. 9 (September 1996): 43–48. http://dx.doi.org/10.1097/00000446-199609000-00042.

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5

&NA;. "Delegation." American Journal of Nursing 96, no. 9 (September 1996): 48. http://dx.doi.org/10.1097/00000446-199609000-00043.

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6

Keeling, Bette, Joyce Adair, Debbie Seider, and Gail Kirksey. "Appropriate Delegation." American Journal of Nursing 100, no. 12 (December 2000): 24A. http://dx.doi.org/10.2307/3522179.

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7

Cameron, Lee, Cheryl A. Townsend, and Barbara L. Magin. "Delegation Debate." American Journal of Nursing 98, no. 7 (July 1998): 21. http://dx.doi.org/10.2307/3471600.

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8

Boucher, Mary Ann. "DELEGATION ALERT!" American Journal of Nursing 98, no. 2 (February 1998): 26–32. http://dx.doi.org/10.1097/00000446-199802000-00048.

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9

Cameron, Lee. "DELEGATION DEBATE." American Journal of Nursing 98, no. 7 (July 1998): 21. http://dx.doi.org/10.1097/00000446-199807000-00025.

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10

Townsend, Cheryl A. "DELEGATION DEBATE." American Journal of Nursing 98, no. 7 (July 1998): 21. http://dx.doi.org/10.1097/00000446-199807000-00026.

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11

Magin, Barbara L. "DELEGATION DEBATE." American Journal of Nursing 98, no. 7 (July 1998): 21. http://dx.doi.org/10.1097/00000446-199807000-00027.

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12

Roth, Darnell. "DELEGATION REVISITED." American Journal of Nursing 98, no. 9 (September 1998): 18. http://dx.doi.org/10.1097/00000446-199809000-00031.

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13

&NA;. "DELEGATION REVISITED." American Journal of Nursing 98, no. 9 (September 1998): 18. http://dx.doi.org/10.1097/00000446-199809000-00032.

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14

Keeling, Bette, Joyce Adair, Debbie Seider, and Gail Kirksey. "Appropriate Delegation." American Journal of Nursing 100, no. 12 (December 2000): 24A. http://dx.doi.org/10.1097/00000446-200012000-00023.

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15

Roth, Darnell. "Delegation Revisited." American Journal of Nursing 98, no. 9 (September 1998): 18. http://dx.doi.org/10.2307/3471858.

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16

Canavan, Kathleen. "Combating Dangerous Delegation." American Journal of Nursing 97, no. 5 (May 1997): 57–58. http://dx.doi.org/10.1097/00000446-199705000-00037.

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17

Aylott, Anne‐Marie Svendsen. "Making delegation work." In Practice 34, no. 10 (November 2012): 605–7. http://dx.doi.org/10.1136/inp.e7021.

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18

Hasseler, Martina, Anna Larina Lietz, and Stephanie Krebs. "Delegation im Krisenfall." Pflegezeitschrift 73, no. 6 (May 19, 2020): 10–13. http://dx.doi.org/10.1007/s41906-020-0721-z.

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19

Matsudaira, Kate. "Delegation as art." Communications of the ACM 59, no. 5 (April 26, 2016): 58–60. http://dx.doi.org/10.1145/2890772.

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20

Matsudaira, Kate. "Delegation as Art." Queue 14, no. 1 (January 2016): 10–15. http://dx.doi.org/10.1145/2898442.2926696.

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21

Hansten, Ruth, and Marilyn J. Washburn. "Clinical Delegation Skills." Nursing Administration Quarterly 23, no. 2 (1999): 89. http://dx.doi.org/10.1097/00006216-199923020-00013.

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22

Parsons, Lynn C. "Delegation Decision Making." Journal of Nursing Administration 27, no. 2 (February 1997): 47–52. http://dx.doi.org/10.1097/00005110-199702000-00009.

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23

Friedrich, Christian. "Quebec da Capo / Quebec revisited." Applied Rheology 7, no. 1 (February 1, 1997): 37–39. http://dx.doi.org/10.2478/arh-1997-070112.

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24

Angst, Lukas, and Karol Jan Borowiecki. "Delegation and motivation." Theory and Decision 76, no. 3 (May 8, 2013): 363–93. http://dx.doi.org/10.1007/s11238-013-9370-7.

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25

Brill, Markus, Théo Delemazure, Anne-Marie George, Martin Lackner, and Ulrike Schmidt-Kraepelin. "Liquid Democracy with Ranked Delegations." Proceedings of the AAAI Conference on Artificial Intelligence 36, no. 5 (June 28, 2022): 4884–91. http://dx.doi.org/10.1609/aaai.v36i5.20417.

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Анотація:

Liquid democracy is a novel paradigm for collective decision-making that gives agents the choice between casting a direct vote or delegating their vote to another agent. We consider a generalization of the standard liquid democracy setting by allowing agents to specify multiple potential delegates, together with a preference ranking among them. This generalization increases the number of possible delegation paths and enables higher participation rates because fewer votes are lost due to delegation cycles or abstaining agents. In order to implement this generalization of liquid democracy, we need to find a principled way of choosing between multiple delegation paths. In this paper, we provide a thorough axiomatic analysis of the space of delegation rules, i.e., functions assigning a feasible delegation path to each delegating agent. In particular, we prove axiomatic characterizations as well as an impossibility result for delegation rules. We also analyze requirements on delegation rules that have been suggested by practitioners, and introduce novel rules with attractive properties. By performing an extensive experimental analysis on synthetic as well as real-world data, we compare delegation rules with respect to several quantitative criteria relating to the chosen paths and the resulting distribution of voting power. Our experiments reveal that delegation rules can be aligned on a spectrum reflecting an inherent trade-off between competing objectives.

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26

Kundu, Tapas, and Tore Nilssen. "Delegation of Regulation*." Journal of Industrial Economics 68, no. 3 (September 2020): 445–82. http://dx.doi.org/10.1111/joie.12238.

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27

Davidson, Sue B., Rhonda Scott, and Pamela Minarik. "Thinking Critically About Delegation." American Journal of Nursing 99, no. 6 (June 1999): 61–62. http://dx.doi.org/10.1097/00000446-199906000-00050.

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28

Boucher, Mary Ann. "CE Credit: Delegation Alert!" American Journal of Nursing 98, no. 2 (February 1998): 26. http://dx.doi.org/10.2307/3471643.

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29

Haseran, Achmadi. "Pengaruh Pendelegasian Wewenang dan Pengawasan Terhadap Kinerja." REVITALISASI 11, no. 1 (June 22, 2022): 88. http://dx.doi.org/10.32503/revitalisasi.v11i1.2540.

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Анотація:

This reseacrh aims to determine the effect of delegation of authority and controlling on employee performance at Sukses Mitra Sejahtera, PT at Kediri district. The population in this research are 584 people, the sampling technique used the Simple Random Sampling and obtained a sample of 85 people. This research uses descriptive statistical analysis method with hypothesis testing using SPSS version 22 software program. Based on the results of the F test, it is proven that the variable delegation of authority and controlling are simultaneously affect employee performance, indicated by a significant value of 0.000 <0.05. The t-test shows that the delegation of authority variable has a partial effect on employee performance. This is indicated by the significant value for delegation of authority variable is 0.150, it means that the possibility of delegation of authority does not affect performance is 15%. The rest there is still an 85% possibility that the delegation of authority has an influence on employee performance and for the controlling variable it has a partial effect on employee performance. This is evidenced by a significance level of 0.001 < 0.05. The coefficient of determination test shows that the value (R Square) is 0.264. It means that the effect of delegation of authority and controlling variables on employee performance is 26,4%. Keywords: Delegation of authority, Controlling, Employee Perfomance

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30

Andurkar, Priya, Akshat Pandey, and Pranjali Deshpande. "Calendar Delegation with Alexa." International Journal of Computer Applications 174, no. 29 (April 19, 2021): 18–21. http://dx.doi.org/10.5120/ijca2021921213.

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31

Harris, Marilyn. "Delegation by Registered Nurses." Home Healthcare Now 35, no. 9 (October 2017): 523–24. http://dx.doi.org/10.1097/nhh.0000000000000600.

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32

Muthaiyah, Saravanan, Kalaiarasi Sonai Muthu Anbananthen, and Nguyen Thi Phuong Lan. "Orchestration of autonomous trusted third-party banking." F1000Research 10 (September 8, 2021): 899. http://dx.doi.org/10.12688/f1000research.72987.1.

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Background Digital transformation is changing the structure and landscape of future banking needs with much emphasis on value creation. Autonomous banking solutions must incorporate on-the-fly processing for risky transactions to create this value. In an autonomous environment, access control with role and trust delegation has been said to be highly relevant. The aim of this research is to provide an end to end working solution that will enable autonomous transaction and task processing for banking. Method We illustrate the use case for task delegation with the aid of risk graphs, risk bands and finite state machines. This paper also highlights a step by step task delegation process using a risk ordering relation methodology that can be embedded into smart contracts. Results Task delegation with risk ordering relation is illustrated with six process owners that share immutable ledgers. Task delegation properties using Multi Agent Systems (MAS) is used to eliminate barriers for autonomous transaction processing. Secondly, the application of risk graph and risk ordering relation with reference to delegation of tasks is a novel approach that is nonexistent in RBAC. Conclusion The novelty of this study is the logic for task delegation and task policies for autonomous execution on autonomous banking platforms akin to the idea of federated ID (Liberty Alliance).

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33

Poteet, Gaye W. "Nursing administrators and delegation." Nursing Administration Quarterly 13, no. 3 (1989): 23–32. http://dx.doi.org/10.1097/00006216-198901330-00007.

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34

Poteet, Gaye W. "Nursing administrators and delegation." Nursing Administration Quarterly 13, no. 3 (1989): 23–32. http://dx.doi.org/10.1097/00006216-198913030-00007.

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35

Febriadi, Herry. "Delegation Of Medical Tasks And Delivery Of Information By Doctors To Nurses Based On Law Number 38 Of 2014 Concerning Nursing." Jurnal Penegakan Hukum Indonesia 3, no. 2 (September 13, 2022): 199–212. http://dx.doi.org/10.51749/jphi.v3i2.75.

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Анотація:

Delegation is the delegation of authority in the process of transferring duties and responsibilities given by doctors to nurses, program implementers, or services to carry out certain tasks within a certain time. Legal actions in the medical world are carried out with the delegation of authority and informed consent in the provision of health care. Health is a human right that is recognized and protected by the 1945 Constitution of the Republic of Indonesia. Based on the results of the study, it is understood that the application of the law regarding the legal force of delegation of authority and informed consent must be carried out correctly following the Standard Operating Procedures (SOP) that have been established. there are, in addition, medical and non-medical already know and understand the rules and consequences of the actions to be taken in connection with the delegation of authority and the provision of informed consent.

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36

Potvin, Louise. "Post-Quebec." Promotion & Education 12, no. 3_suppl (September 2005): 8. http://dx.doi.org/10.1177/10253823050120030103x.

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37

Blair, Gerard M. "The art of delegation." Engineering Management Journal 2, no. 4 (1992): 165. http://dx.doi.org/10.1049/em:19920040.

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38

THEILEN, BERND. "CONTRACT DELEGATION WITH BARGAINING." Economic Inquiry 51, no. 1 (June 28, 2011): 959–70. http://dx.doi.org/10.1111/j.1465-7295.2011.00404.x.

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39

Gorlova, E. N. "Delegation of authority in the field of financial activity as a factor of socio-economic development." Courier of Kutafin Moscow State Law University (MSAL)), no. 9 (December 22, 2021): 24–29. http://dx.doi.org/10.17803/2311-5998.2021.85.9.024-029.

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Анотація:

The article substantiates the application of the system of delegation of authority in the field of financial activity. Delegation of powers of public authorities to private entities is a common practice in a number of foreign countries, and has long been practiced in the field of business management. Delegation of authority can successfully develop those areas of the economy that are currently most affected by bureaucracy and related negative processes (formalism, corruption, complex and lengthy approval processes, obtaining permits, etc.). It seems that the delegation of certain powers in the budget sphere can significantly increase the efficiency, effectiveness and speed of achieving results by budget recipients, as well as provide a number of other advantages. Two main ways of implementing the delegation of powers in the field of financial activity, which can be carried out both jointly and independently of each other, are proposed: the conclusion of public contracts, as well as the establishment of the institute of parapublic organizations.

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40

Yani, Sri, Sabir Alwy, and Mappeaty Nyorong. "Legal Protection of Nurses in Delegating Authority in Medical Actions." Jurnal Kesehatan Manarang 6, no. 1 (July 28, 2020): 8. http://dx.doi.org/10.33490/jkm.v6i1.133.

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Анотація:

Delegation of authority is the process of transferring tasks to other legitimate or legitimate people in carrying out various activities aimed at achieving certain goals. In the implementation of the delegation of the authority of medical action from doctors to nurses must be carried out in writing and the mechanism for implementing the delegation of authority must be clear. This study aims to determine the legal protection of nurses in the implementation of the delegation of authority on medical actions and the mechanism of implementing the delegation of doctor's authority to nurses. The research method used is empirical legal research by interviewing and filling out questionnaires as primary data and the legal approach and conceptual approach. Data is analyzed qualitatively. The results showed that most of the knowledge of medical personnel (83.3%) and nurses (88.9%) regarding the delegation of authority and legal protection to medical actions was still lacking. This is because medical personnel and nurses do not know about legislation related to the delegation of authority from medical personnel to nurses. The West Sulawesi Provincial General Hospital and the Mitra Manakarra Mamuju Hospital are still using doctor's instructions as a form of delegation and consider the implementation of delegation of authority from doctors to nurses as a routine activity that is usually done. The delegation implementation mechanism in the form of a special format for delegation, hospital leadership decree and standard delegation operational procedures has never been made. This will affect the implementation of the delegation of authority of medical personnel to nurses. As a result, medical personnel and nurses have not been guaranteed maximum legal protection in hospitals. The conclusion states that the statutory regulations regarding the delegation of authority from medical personnel to nurses and the mechanism of delegation have not been optimally implemented

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41

Sekeris, Petros G., and Dimitrios Xefteris. "Strategic Delegation to Organizations*." Journal of Industrial Economics 69, no. 4 (December 2021): 900–922. http://dx.doi.org/10.1111/joie.12278.

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42

Canavan, Kathleen. "Issues Update: Combating Dangerous Delegation." American Journal of Nursing 97, no. 5 (May 1997): 57. http://dx.doi.org/10.2307/3465574.

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43

Escobar, Juan F., and Qiaoxi Zhang. "Delegating learning." Theoretical Economics 16, no. 2 (2021): 571–603. http://dx.doi.org/10.3982/te4191.

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Анотація:

Learning is crucial to organizational decision making but often needs to be delegated. We examine a dynamic delegation problem where a principal decides on a project with uncertain profitability. A biased agent, who is initially as uninformed as the principal, privately learns the profitability over time and communicates to the principal. We formulate learning delegation as a dynamic mechanism design problem and characterize the optimal delegation scheme. We show that private learning gives rise to the trade‐off between how much information to acquire and how promptly it is reflected in the decision. We discuss implications on learning delegation for distinct organizations.

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44

Dionísio, António Luis, Andreia Dionísio, Maria José Sousa, and Ana Moreira. "Complex Tasks, Delegation, and Flexibility: What Role for Engagement and Shared Leadership?" Social Sciences 11, no. 12 (December 1, 2022): 565. http://dx.doi.org/10.3390/socsci11120565.

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Task complexity is one of the main factors studied by academics and is at the center of leaders’ concerns. It is related to delegation and flexibility, which are enhanced by workers’ engagement and depend on how leadership is shared. In this context, this research was carried out with the main objective of testing the serial mediating effect of engagement and shared leadership on the relationship between task complexity and flexibility and the relationship between task complexity and delegation. The sample for this study consists of 368 participants, all of whom work in organizations based in Portugal. The results indicate that task complexity is positively and significantly associated with engagement, shared leadership, flexibility, and delegation. Shared leadership has a positive and significant association with flexibility and delegation. The serial mediating effect of engagement and shared leadership on the relationship between task complexity and flexibility was confirmed. The serial mediating effect of engagement and shared leadership on the relationship between task complexity and delegation was not confirmed.

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45

Shannon, Robin Adair, and Suzanne Kubelka. "Reducing the Risks of Delegation." NASN School Nurse 28, no. 4 (May 28, 2013): 178–81. http://dx.doi.org/10.1177/1942602x13489886.

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46

Shannon, Robin Adair, and Suzanne Kubelka. "Reducing the Risks of Delegation." NASN School Nurse 28, no. 5 (June 4, 2013): 222–26. http://dx.doi.org/10.1177/1942602x13490030.

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47

Lennartz, Michael. "Zulässigkeit und Grenzen der Delegation." Der Freie Zahnarzt 60, no. 4 (March 29, 2016): 20–21. http://dx.doi.org/10.1007/s12614-016-6163-8.

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48

Rieger, H. J. "Delegation ärztlicher Leistungen an Famuli." DMW - Deutsche Medizinische Wochenschrift 116, no. 18 (August 20, 2009): 713–15. http://dx.doi.org/10.1055/s-0029-1235474.

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49

Wernerfelt, Birger. "Delegation, Committees, and Managers." Journal of Economics & Management Strategy 16, no. 1 (March 2007): 35–51. http://dx.doi.org/10.1111/j.1530-9134.2007.00131.x.

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50

Dion, Stéphane. "Will Quebec Secede? Why Quebec Nationalism Is so Strong." Brookings Review 9, no. 4 (1991): 14. http://dx.doi.org/10.2307/20080245.

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