Partnership types

Pharmacists should also consider how an elderly patient s relationship with other health care providers might influence adherence. For example, research shows that the elderly tend to favor partnership-type relationships with their physicians and that satisfying patient-provider relationships contribute to better adherence. However, with the growing number of managed care and group practices, these relationships are often more difficult to develop. A good pharmaceutical care plan can help elderly patients relate more effectively with primary care providers by helping these patients understand the nature of their diseases and how to better communicate their needs to physicians. 

Normally, a firm will have a wide range of relationships spanning the entire spectnrm, the majority of which will not be partnerships but arm s-length associations. Of the relationships that are partnerships, the largest percentage will be type 1, and only a limited nrtmber will be type 111 partnerships. Type III partnerships should be reserved for those suppliers or customers who are critical to an organization s long-term success. The previously described relationship between Coke and McDonald s has been evaluated as a type III partnership. 

The dialogue needed to produce this result requires a classification scheme, or taxonomy, for defining partnership types. We propose one in Chapter 19. The taxonomy provides a beginning for translating strategic need into partner selection. It says, in effect, that the hole is round. Now find a partner that fits stay away from square partner candidates. ... 

Table 20.1 describes potential partnership solutions for implementing the strategy. The column Candidate Partnerships contains options for developing the activity jointly with partners. Partnership Type describes ways in which the activity will help Acme become a better partner to its customers. The table uses our characterization system, or partnership taxonomy, from Chapter 19 to identify the type of partnership required to implement the activity. 

The NGO stakeholders believe that they must have the opportunity to select or reject certain products or suppliers, even multinational companies depending on whether they are perceived to be acting more or less responsibly in terms of CSR. Some NGO organizations have also been involved in partnership-type joint projects with certain companies. Often a socially aware CSR with good CSR policies dovetail with the sustainable development championed by many NGOs. The task of associations which focuses on environmental protection, as well as consumers organizations, is often to act as neutral controllers, in relation to the actual CSR achievements. 

The partnership type described is the "Jointly Owned Nuclear Operating Company" or JNOC. In JNOCs, "coequal" partners form a partnership entity to manage operations and maintenance activities for several nuclear power plants. Using our vocabulary from Chapter 16, this is an example of a one-to-one, horizontal partnership combination. This chapter raises issues regarding top management and fxmctional support addressed in Chapters 11 and 12. It also addresses the problems of cost documentation and savings sharing covered in Chapter 25. 

Figure 10-11. Floating head, removable type. (Used by permission Yuba Heat Transfer Division of Connell Limited Partnership.)...

The partnership and sole proprietor types of organization are suitable for businesses while they remain small and can be managed and financed by the owners, but as expansion takes place and the business demands more capital, then the ability of relatively small numbers of proprietors to provide additional capital from their own resources becomes increasingly difficult. In the search for additional funds recourse may be had to a variety of institutions such as banks and the specialist companies which have been set up, often by the banks themselves in conjunction with insurance companies and merchant banks, to cater for this need. 

Certainly the optimal techniques depend on the type of reservoir. Reports that compare the techniques in a related environment are available. In the Kansas Hugoton field (Mesa Limited Partnership), several hydraulic fracturing methods were tested [403]. A method in which a complexed gelled water fracture was applied was the most successful when compared with a foam technique and with older and simpler techniques. The study covers some 56 wells where such techniques were applied. 

The NATO Science Programme offers support for collaboration in civil science between scientists of countries of the Euro-Atlantic Partnership Council. The types of scientific meeting generally supported are Advanced Study Institutes and Advanced Research Workshops, and the NATO Science Series collects together the results of these meetings. The meetings are co-organized by scientists from NATO countries and scientists from NATO s Partner countries—countries of the CIS and Central and Eastern Europe. 

Second, a successful model makes predictions that can be tested experimentally. The formulation of a model that stimulates experiments, whose results may lead to more calculations, is probably the most important type of synergism between calculations and experiments. Section 4 provides some specific examples of this type of partnership in the study of Rls and of the reactions that they undergo. 

A formal international requirement for insensitivity was raised as far back as 1984 by NATO s Conference of National Armament Directors (CNAD) AC/310 Partnership Group on Safety and Suitability for Service Munitions and Explosives . As a result, a pilot NATO Insensitive Munitions Information Center (NIMIC) was set-up in the USA in 1988. Subsequently, after a couple of years when technologies for production of most ammunition of insensitive types were available and implementation and fielding was more important, the name NIMIC was changed to NATO s Munitions Safety Information Analysis Center (MSIAC) in December 2004. The advantages derived as a result of implementation of IM Policy are briefly described in Chapter 6 (Section 6.8). 

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