Costs, administration instrumentation

The nowadays system for supply and receipt of information does not always answer the current needs. In such conditions, it is impossible to consider the information on the concerned subject of management as being objective, since it is coming in too late. Unreliable untimely information sometimes results in errors during the decision-making administrative process and in extraordinary situations can cost the life or be the instrument for worsening the condition of victims. As a result, the necessity becomes clear to develop and... 

In the case of green chemistry, and more especially chemical substitution, a number of policy instruments are relevant. The traditional approach is to ban certain toxic chemicals in order to induce substitution efforts. Such bans are usually preceded by examples of successful substitutions, as it is controversial to ban chemicals when no alternatives exist at reasonable cost. Otherwise, industry is often granted generous phase-in periods, in order to develop substitutes. A third way is to grant derogations when it is hard or very costly to develop substitutes. The latter approach has been applied in the context of the EU Restriction of Hazardous Substances (RoHS) Directive (Directive 2002/95/EC), which bans six substances in electrical and electronic products. A slightly less interventionist approach is to put restrictions on uses of certain chemicals. Other administrative approaches include the ban of chemicals, or restrictions in use, in individual operations when these apply for permits. 

The administrative cost varies, of course, according to the legal instrument chosen. We discuss this point further in the next section. The same can be said for the enforcement cost. 

Clearly, therefore, one has to turn to a regulatory solution to take into account the accumulation problem. What are the costs involved The administrative and enforcement costs are always higher with regulation than under a liability system. It is therefore important to look for a regulatory framework that encompasses the accumulation problem with the lowest possible costs. Four regulatory instruments are discussed here the... 

Payment mechanisms shouid be affordabie, safe, reiiabie, and accessibie to aii beneficiaries. A number of different payment instruments are avaiiabie, inciuding cash, checks, vouchers, and in-kind benefits, that can be deiivered using banks, automated teiier machines (ATMs), mobiie pay points, private or pubiic shops, and so on. The choice of appropriate deiivery mechanisms depends on objectives, operationai needs, administrative capabiiities, and iocai infrastructure conditions, investments in administrative systems and equipment reiated to payments can heip increase service standards, reduce corruption and ieakage, and reduce costs in the iong run. 

Among the problems to which these leaders are blind are the very unpredictability of their own behavior and the resultant erosion in trust between leaders and followers. These developments are detectable with the Organizational Culture Diagnostic Instrument (see chapter 3) they show up as adverse changes in the OCDI dimensions of procedural justice (team members see the leaders behavior as unfair and untrustworthy), perceived organizational support (of team members by their leaders), and upward communication (by team members to their leaders about unsafe acts). The hazards and costs of cognitive bias thus often run deep in both the administrative and clinical chains of command in the healthcare organization. 

Direct costs (equipment for all unit processes, mobilization, site preparation, site electrical, yard piping, instrumentation and control, laboratory, and administration buildings)... 

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