RECEIPT OF INFORMATION AND INFLUENCE OVER DECISIONS IN HOSPITALS BY THE BOARD, CHIEF EXECUTIVE OFFICER AND MEDICAL STAFF

This article examines relationships between receipt of internal administrative information in hospitals, influence over general management decisions, and the extent to which certain organizational characteristics predict the receipt of information by each of the three major groups in hospitals: the board, the CEO, and the medical staff. Using a US national sample of 287 non-profit community hospitals, CEOs were found to receive the greatest amount of information and had highest influence while medical staffs were lowest on both measures. of five major organizational characteristics, hospital size emerged as the single strongest predictor of receipt of information for both boards (beta =?0.28, p 0.001) and medical staffs (beta =?0.42, p 0.001). Overall, the five dependent variables explained 18 per cent of the variance in receipt of information by boards and 28 percent of the variance for medical staffs.     

A model of the Dutch labour market (AMO-K)

Summary So far, the labour market has not received any special attention from macro-econometric model builders. In this article an attempt has been made to describe the labour market in detail, paying attention to such important phenomena as the friction between labour supply and demand, the heterogeneity of labour, the dependence of labour supply on the labour-market situation, the Phillips mechanism and the impact of real wages on labour demand. To make it suitable for policy simulations, the model has been extended to a complete macro-econometric model, taking account of the fact that both labour and capital limit the production possibilities.This paper summarises an extensive Dutch report on the construction of a model for the Netherlands labour market. The title of the original report is AMO-K: Een arbeidsmarktmodel met twee categorieën arbeid; (AMO-K, A labour-market model with two categories of labour) ; it was published by the Netherlands Economic Institute (NEI) in Rotterdam in the so-called Olive Series, 1982-2, pp. 403ff. Some details of the model presented in that report were changed after its publication; see G. den Broeder, AMO-K 81-12, Tussenrapport betreffende de verdere ontwikkeling van het arbeidsmarktmodel (Interim report on the further development of the labourmarket model), Rotterdam, September 1983. Since then, only minor changes have been carried through. The model reproduced in this paper is the modified version. The model was developed within the National Programme of Labour-Market Research (NPAO) (now defunct), the NPAO organisation having granted a commission to the NEI in Rotterdam.     

De produktiestructuur van Nederland in de periode 1950-1966

Summary In 1961 Arrow, Chenery, Minhas and Solow presented their C.E.S. production function, which was based on the relation between the real wage rate and the average labour productivity. They argued that, if the aggregate production function is continuous, lineair and homogeneous, then, with perfect competition and profit maximalization prevailing, the relation between the real wage rate and the average labour productivity is reflection of the production structure. This relation can, therefore, be used for specifying the production structure.In the present paper, the same line of thought is applied to the Dutch economy. Several hypotheses on the relation between wage rate and average labour productivity are tested. Statistically, it turns out that in the Dutch economy the elasticity of substitution between capital and labour is not a constant: it declines with increasing capital-labour ratio. Two statistically acceptable production equations that have this feature are presented.The efficiency parameter appearing as an integration constant in both production equations shows a decline: with labour productivity constant, the capital-labour ratio is falling over time. This means that the relation between labour productivity and capital-labour ratio shifts over time. Another outcome of this study is that technical progress is capitalaugmenting and that it brings about 50 percent of the growth in the labour productivity.De schrijvers zijn dank verschuldigd aan Prof. Dr. F. J. de Jong voor zijn stimulerende kritiek en aan de heren J. G. Althuis, F. J. van Bolhuis, J. D. Flikweert, H. Jager en B. S. Wilpstra, assistenten bij de afdeling Algemene Economie van de Economische Faculteit der Rijksuniversiteit te Groningen, voor hun bereidwillige medewerking aan dit onderzoek.     

Gedragsmodellen van de Economische Groei

Summary Two behavioural models of economic growth are developed: a neo-classical and a neo-keynesian (Kaldorian) one.In the neo-classical model consumers aspire to a certain level of consumption. Savings and supply of labour (man-hours) are the means for reaching this level.In the neo-keynesian model firms and households have a certain aspiration level with respect to profits and consumption, respectively. To reach these levels firms decide to invest and households to supply man-hours.In both models growth is entirely dependent on the parameters of the behaviour equations. In this respect they differ from the traditional neo-classical and neo-keynesian (Kaldorian) models, in which growth is eventually determined by autonomous technical progress and growth of the labour force.     

Electronic data interchange: a strategic approach

The potential of EDI is virtually unlimited, but the success of any EDI initiative hinges on its ability to directly support strategies that achieve your institution's business objectives. At its most fundamental level, EDI technology automates current business practices, speeding up the exchange of business information. This application of EDI most often is found in a hospital's material management department. But EDI integrated internally within a hospital and externally with suppliers and vendors has the potential to go beyond simple automation and to transform processes. This is where the full value of EDI can be realized. No matter which level of EDI participation hospital management decides is appropriate to fulfill its business objectives and strategies, EDI will affect the entire institution's exchange of information with its internal and external audiences. The question management must answer is: Will the hospital's EDI strategy be offensive and managed, or defensive and reactive? Today's environment leaves no room for a "no-strategy" EDI option. The options are either to proactively shape EDI, or reactively play catch-up. EDI can work for you. Adequately developing an EDI game plan in support of your business objectives and calling on your suppliers and other trading partners to work with you will ensure EDI is an asset to your facility.