Organizational infrastructure

The TSCA compliance program benefits from whatever support is available in the organizational structure. To the extent that there are structures within the company that can be adapted to support TSCA compliance, they should be exploited for that purpose. Some common infrastructure areas are organizational charts, job descriptions, performance management systems, and new hire orientation. 

Job descriptions should be prepared that accurately describe the roles and responsibifities of employees with TSCA compliance responsibifities. Again, the larger the organization, the more likely there will be employees dedicated to this task. But, those are not the only employees with TSCA responsibifities. Job descriptions of employees in import, export, research, production— virtually all employees whose operations are impacted by TSCA—should all have a segment on the TSCA responsibifities. This exercise can be done in conjunction with the development of TSCA compliance procedures, discussed below. Employees cannot comply with a law unless they are aware that their operations are impacted by that law and how they are impacted.  

Once the job descriptions are completed, the next infrastructure item is performance management. Employees should be evaluated in their performance 

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Quality assurance is the part of quality management focused on providing confidence that quality requirements will be fulfilled. It is all the planned and systematic activities implemented within the quality system, and demonstrated as needed, to provide adequate confidence that the analytical service will fulfil the requirements for quality. Quality assurance is the essential organizational infrastructure that supports all reliable analytical measurements. It encompasses... 

Quality assurance is the complete organizational infrastructure that forms the basis for all reliable analytical measurements [8]. It stands for all the planned and systematic activities and measures implemented within the quality system [2,104]. A quality system has a quality plan, which emphasizes the implementation of good... 

Associations and other not-for-profits can be differentiated from for-profit businesses in a number of ways. A comparison of associations and businesses can help clarify their roles. Table 22.1 illustrates differences between associations and businesses based on organizational infrastructure. Table 22.2 focuses on the leadership function in for-profit vs. member-based organizations such as associations. 

Communication Technologies (ICT) within the context of knowledge for development. But previous experience has demonstrated that the introduction of ICT-supported environmental education is either likely to fail or that the benefits will be limited if the introduction of the new technologies is not combined with the development of important skills to operate and maintain the new technologies. It has become necessary to develop the appropriate organizational infrastructures in which the newly acquired skills become embedded. 

Based on a survey of supply chain managers, Marien (2000) describes four enablers of effective management of the supply chain. In order of their ranked importance by the survey respondents, they are organizational infrastructure, information technology, strategic alliances, and human resource management. 

Create an organizational infrastructure for quick, professional response... 

Organizational infrastructure As we mentioned earlier, the essential issue in this case is whether SCM activities internal to the firm, and across firms in the supply chain, are organized in more of a vertical orientation or with greater decentralization. The fact that this... 

Environmental Information Systems (EIS), used as a technological-organizational infrastructure to provide environmental information from special fields in different environmental databases, are often geographically localized. Therefore environmental information systems are sometimes... 

In prescription, as in the other areas of clinical management, doctors - key decision-makers in the health system - are to be provided with the necessary incentives, information and infrastructure to take clinical decisions in a cost-effective way. When possible, appropriate personnel selection, valuing not only skills but also attitudes, can compensate for the characteristic weakness of incentives in the health sector. This focus on selection as an organizational... 

To integrate an organizational unit that uses multipurpose batch plants into the company, IT infrastructure with its ERP system, a hierarchical planning approach is most often used. Starting from a material requirements planning (MRP) run, capacity requirements are determined and roughly checked, although the check of the capacity requirements is not directly combined with the material requirements. 

The transformation, history, organizational values and norms, and external environment types of latent conditions are all latent conditions concerning information flows. The infrastructure and human types of latent conditions both concern resources. 

In the tables shown in this Appendix, the first column shows the top 20 precursors. The numbers in the column correspond with the numbers as shown in Appendix B, where the top 20 precursors of all three cases are stated. The second column shows the latent conditions and is further divided into a column transformation, history, organizational values norms, external environment, infrastructure, and human. The third column shows the affected safety barriers and is further divided into a column technical, human, and organizational. 

There should be an appropriate and sufficient structured system, including organizational structure and documentation infrastructure, sufficient sufficient personnel and financial resources to perform validation tasks in a timely manner. Management and the personnel responsible for quality assurance should be involved in this discussion. Validation performance must be under the responsibility of appropriate and experience personnel that should represent different departments depending on the validation work to be performed. 

While there are a number of factors driving the implementation of PAT in pharmaceutical development and manufacture, it can also be said that there are a number of barriers. The magnitude of these barriers is profoundly affected by the organizational culture within each pharmaceutical manufacturer, and frequently across sites within a single company. Several of these cultural issues have been spelled out in the literature,14 5 and there are additional issues related to the absence of infrastructure (both physical and human). A number of the potential impediments are cited here to provide context for those unfamiliar with the area. 

Site services and infrastructure have a strong impact on total production costs and plant effectiveness, and in times of increased changes of ownership of chemical assets their organizational flexibility is becoming more and more relevant. 

The web of links that connect the infrastructures expands at different levels technological as well as organizational—and most of the crucial connections are enabled by information and communication technologies (ICT). This set of underlying ICT systems is normally referred as the information infrastructure—which presents critical aspects in its own right, as well as being an essential service provider for the other infrastructures. 

Traditional accident models were devised to explain losses caused by failures of physical devices (chain or tree of failure events) in relatively simple systems. They are less useful for explaining accidents in software-intensive systems and for non-technical aspects of safety such as organizational culture and human decision-making. Creation of an infrastructure based on which safety analysis can function efficiently and effectively is needed. A so called safety culture for a development company and processes associated with routine tasks there, in general, is now identified as an area of root cause of accidents and that there is the greatest... 

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