Transcript of public hearing [of the] Joint Committee on Regional Government, July 10, 1978, Chicago, Illinois.

"...this committee hearing ... is the second of three that will be held this year..."

Urban housing hearings before the Subcommittee on Housing and Mortgage Reform of the Committee on Financial Institutions : Chicago, Illinois, August 11 and 12, 1977.

At head of title: Transcript.

Labor relations [a symposium]

Cases cited in footnotes.

A staff report on the National labor relations act and its administration by the National Labor Relations Board, together with supplemental views.

"Printed for use of the House Committee on Education and Labor."

Merit pay and proposed pay-for-performance regulations : hearing before the Subcommittee on Civil Service, Post Office, and General Services of the Committee on Governmental Affairs, United States Senate, Ninety-eighth Congress, first session.

"S. 958, the Merit Pay Reform Act of 1983, and amendments to expand its coverage with regard to regulations proposed by the Office of Personnel Management; May 26, June 9, and July 14, 1983"--Pt. 2.

Cooperation in an HMMS-type supply chain: A management application of cooperative game theory = Kooperáció egy HMMS-típusú ellátási láncban: A kooperatív játékelmélet egy menedzsment alkalmazása

We apply cooperative game theory concepts to analyze a Holt-Modigliani-Muth-Simon (HMMS) supply chain. The bullwhip effect in a two-stage supply chain (supplier-manufacturer) in the framework of the HMMS-model with quadratic cost functions is considered. It is assumed that both firms minimize their relevant costs, and two cases are examined: the supplier and the manufacturer minimize their relevant costs in a decentralized and in a centralized (cooperative) way. The question of how to share the savings of the decreased bullwhip effect in the centralized (cooperative) model is answered by the weighted Shapley value, by a transferable utility cooperative game theory tool, where the weights are for the exogenously given “bargaining powers” of the participants of the supply chain. = A cikkben a kooperatív játékelmélet fogalmait alkalmazzuk egy Holt-Mogigliani-Muth-Simon-típusú ellátási lánc esetében. Az ostorcsapás-hatás elemeit egy beszállító-termelő ellátási láncban ragadjuk meg egy kvadratikus készletezési és termelési költség mellett. Feltételezzük, hogy mindkét vállalat minimalizálja a releváns költségeit. Két működési rendszert hasonlítunk össze: egy hierarchikus döntéshozatali rendszert, amikor először a termelő, majd a beszállító optimalizálja helyzetét, majd egy centralizált (kooperatív) modellt, amikor a vállalatok az együttes költségüket minimalizálják. A kérdés úgy merül fel, hogy a csökkentett ostorcsapás-hatás esetén hogyan osszák meg a részvevők ebben a transzferálható hasznosságú kooperatív játékban a költség megtakarítást, exogén módon adott tárgyalási pozíció mellett.

Cooperation, interaction and learning in local production systems: Evidence in Brazilian firms

In a local production system (LPS), besides external economies, the interaction, cooperation, and learning are indicated by the literature as complementary ways of enhancing the LPS's competitiveness and gains. In Brazil, the greater part of LPSs, mostly composed by small enterprises, displays incipient relationships and low levels of interaction and cooperation among their actors. The size of the participating enterprises itself for specificities that engender organizational constraints, which, in turn, can have a considerable impact on their relationships and learning dynamics. For that reason, it is the purpose of this article to present an analysis of interaction, cooperation, and learning relationships among several types of actors pertaining to an LPS in the farming equipment and machinery sector, bearing in mind the specificities of small enterprises. To this end, the fieldwork carried out in this study aimed at: (i) investigating external and internal knowledge sources conducive to learning and (ii) identifying and analyzing motivating and inhibiting factors related to specificities of small enterprises in order to bring the LPS members closer together and increase their cooperation and interaction. Empirical evidence shows that internal aspects of the enterprises, related to management and infrastructure, can have a strong bearing on their joint actions, interaction and learning processes.

Plant Size and Frequency of Strike, December 1970

In Illinois and Iowa, the author finds that plants with approximately 750 employees have suffered the highest strike-frequency rate. Why at this size? Among other explanations, it is posited that in significantly smaller plants labor-management relations can be personalized-and tensions reduced-while in appreciably larger plants sophistication in dealing with disputes may, of necessity, have been developed. C. Fred Eisele is a graduate teaching assistant at the University of Iowa's College of Business Administration.

HARVEST LABOR QUALITY AND PRODUCTIVITY:CASE STUDY OF CHERRY GROWING IN CHILE

In Chile, the cherry tree has been one of the fastest growing and most profitable crops in the last ten years. However, increasing production costs, the scarcity of hired labor, and unfavorable exchange rates have reduced the productivity and competitiveness of the Chilean fruit sector. The aim of this article is to evaluate the harvest labor quality in cherry growing in Chile through the use of productivity indicators. A harvest labor evaluation system (HLES) was designed and four indicators were measured: Average Weight of Harvested Box, Average Daily Production per Worker, Percent of Export Fruit, and Percent of Fruit Discarded. Significant differences werefound between the 2010/11 season (with the HLES implementation) and the previous seasons without HLES. The average worker yield, average weight of a filled box, and fruit quality improved, while the amount of discarded fruit decreased. Hired labor management in agriculture is crucial for improving the productivity of the fresh fruit export producers. The use of HLES and the adoption of new technologies could help to solve the competitiveness problem in the Chilean fruit sector.

L’influence de la coopération patronale-syndicale sur le fonctionnement et le degré d’autonomie des équipes de travail

Cette étude traite du travail en équipe et de la coopération patronale-syndicale. Nous avons évalué l’influence de la coopération patronale-syndicale sur le fonctionnement et l’autonomie collective des équipes de travail. La méthodologie utilisée s’appuie sur une étude de cas contrastés du point de vue de la variable indépendante (l’intensité de la coopération patronale-syndicale), en neutralisant le plus grand nombre possible de variables de contrôle pouvant influencer la variable dépendante (fonctionnement et autonomie des équipes de travail). Des entrevues semi-structurées avec les représentants des deux usines sélectionnées ont confirmé que la coopération patronale-syndicale était élevée dans une usine et faible dans l’autre. L’analyse des données relatives à notre variable dépendante est basée principalement sur les résultats d’un questionnaire et les données obtenues indiquent que les répondants de l’usine d’Alma font des évaluations plus élevées des aspects liés aux dimensions de la variable dépendantes et celles-ci recouvrent des aspects axés sur la gestion des opérations alors que celles où les évaluations sont plus élevées à Kénogami concernent majoritairement des aspects plus secondaires. Notre hypothèse est essentiellement confirmée et démontre une relation positive entre un degré élevé de coopération patronale-syndicale et l’évaluation par les membres du fonctionnement et de l’autonomie collective de leur équipe. Cette relation positive est cependant mitigée, car elle ne se vérifie pas pour certaines dimensions qui renvoient à des aspects plus secondaires de l’autonomie collective des équipes de travail.

A situation analysis of the food control systems in Arab Gulf Cooperation Council (GCC) countries

Increased concerns over food safety have led to the adoption of international guidance on the key elements for national food control systems. This guidance had been used to conduct an initial assessment of the status of the food control systems in the countries belonging to the Gulf Cooperation Council. Our research has identified how the countries have been attempting to enhance their food control systems. Although the countries have different approaches to food control management, cooperation is leading to increased harmonization of legislation and food control practices. Progress is being made but there is evidence of some weakness where additional efforts may be needed. (c) 2009 Elsevier Ltd. All rights reserved.

A call for greater cooperation and dialogue between Latin America and the Caribbean

.--A call for greater cooperation and dialogue between Latin America and the Caribbean.--Latin America and the Caribbean urged to pursue avenues for integration.--ECLAC: Caribbean countries will be negatively affected by Climate Change.--Countries of Latin America and the Caribbean Seek a Regional Consensus on Sustainable Development.--UN-CARICOM Meeting Identifies Regional Priorities.--Latin America and the Caribbean region continues on growth path.--Exports from Latin America and the Caribbean will increase by 27% in 2011

report of the workshop on boosting SME development and competitiveness in the Caribbean

The Economic Commission for Latin America and the Caribbean (ECLAC) Subregional Headquarters for the Caribbean, in collaboration with the Division of Production, Productivity and Management at ECLAC Headquarters in Chile, convened a one-day workshop on “Boosting SME Development and Competitiveness in the Caribbean”, at the Subregional Headquarters for the Caribbean in Port of Spain on 14 May 2009. The workshop was the culmination of country studies that were carried out under an Italian Government-funded project to assess the policies, institutions and instruments for dynamic Small and Medium Enterprises (SME) development and competitiveness in Jamaica, Suriname and Trinidad and Tobago. The aim was to use the lessons learned from the three country studies to inform policy and practice in the other member countries of the Caribbean Development and Cooperation Committee (CDCC). The main objectives of the workshop were to: (a) share and discuss the findings of the country studies and lessons learned; (b) provide a forum for high quality discussion of the policy environment, instruments, business development and support services required for successful SME development in the Caribbean; and (c) map out a strategy for moving from analysis and recommendation to policy implementation and business changes in order to promote a dynamic and competitive SME sector. The workshop aimed to arrive at practical solutions to major constraints and a weighting of key actions in order of priority of implementation, by adopting a problem-solving approach. Participants at the workshop included representatives of key SME support institutions in the region, actual SMEs and academic researchers. The list of participants and provisional programme are annexed to this report.

Report on the implementation of the ECLAC work programme subregional activities for the Caribbean 2006-2007 biennium [Covering the period 1 Janurary 2006- 31 December 2007]

The focus of the activities of the Economic Commission for Latin America and the Caribbean/Caribbean Development and Cooperation Committee (ECLAC/CDCC) secretariat during the 2006-2007 biennium continued to be on assistance to member governments of the subregion with policy-making and development strategies, especially on issues relevant to the promotion of the economic, social, and environmental dimensions of development in the Caribbean. The Subregional Headquarters for the Caribbean worked closely with member countries of the CDCC in an effort to ensure the relevance of outputs which would inform policy options. This involved the strengthening of partnerships with both regional and subregional institutions and relevant agencies of the United Nations system working in the Caribbean. A major decision was taken to refocus the operational aspects of the secretariat to ensure that they were relevant to the development goals of its members. This involved the introduction of a thematic approach to the work of the office. One of the changes resulting from this was the restructuring and renaming of the Caribbean Documentation Centre. The Caribbean Knowledge Management Centre (CKMC), as it is now known, has changed its emphasis from organizing and disseminating documents, and is now a more proactive partner in the research undertaken by staff and other users of the service. The CKMC manages the ECLAC website, the public face of the organization. Newsletters and all other documents, including Information and Communications Technology (ICT) profiles of selected countries, prepared by the secretariat, are now available online at the ECLAC/CDCC website www.eclacpos.org . The Caribbean Knowledge Management Portal was launched at a meeting of information specialists in St. Vincent and the Grenadines in 2007. In addition to reaching a wider public, this measure was introduced as a means of reducing the cost of printing or disseminating publications. In spite of the unusually high vacancy rate, at both the international and local levels, during the biennium, the subregional headquarters accomplished 98 per cent of the 119 outputs earmarked for the period. Using vacant positions to carry out the assignments was not an easy task, given the complexity in recruiting qualified and experienced persons for short periods. Nevertheless, consultancy services and short-term replacement staff greatly aided the delivery of these outputs. All the same, 35 work months remained unused during the biennium, leaving 301 work months to complete the outputs. In addition to the unoccupied positions, the work of the subprogramme was severely affected by the rising cost of regional and subregional travel which limited the ability of staff to network and interact with colleagues of member countries. This also hampered the outreach programme carried out mainly through ad hoc expert group meetings. In spite of these shortcomings, the period proved to be successful for the subprogramme as it engaged the attention of member countries in its work either through direct or indirect participation. Staff members completed 36 technical papers plus the reports of the meetings and workshops. A total of 523 persons, representing member countries, participated in the 18 intergovernmental and expert meetings convened by the secretariat in the 24-month period. In its effort to build technical capacity, the subprogramme convened 15 workshops/seminars which offered training for 446 persons.