Delegation

Delegation of authority is an important process that needs to be captured by any access control model. In role-based access control models, delegation of authority involves delegating roles that a user can assume or the set of permissions that he can acquire, to other users. Several role-based delegation models have been proposed in the literature. However, these models consider delegation in presence of the general hierarchy type. Multiple hierarchy types have been proposed in the context of Generalized Temporal Role ...

Le but de notre recherche est de depasser le debat concernant les modes de gestion des services publics locaux : gestion deleguee / gestion en regie. En nous appuyant sur les concepts developpes par Karl E. Weick, nous montrons comment la croyance investie collectivement par les acteurs dans les outils de gestion est plus essentielle que les qualites en soi que ceux-ci pourraient receler. Nous nous interessons donc a la facon dont les individus negocient entre eux sur le terrain pour donner du sens a leur activite. Les creches constituent dans ce cadre un terrain fertile. Plus que partout ailleurs dans la fonction publique, des enjeux societaux (politiques familiales, emploi des femmes, parentalite) se confrontent a des enjeux financiers et economiques (reduction de la dette, reduction des couts, equilibre des budgets), deux dimensions souvent difficiles a concilier. Nous avons voulu montrer comment les acteurs reussissent ou echouent dans leurs tentatives de reduire ces divergences...

In a rapidly changing IT environment, IT professionals need to keep abreast of technological knowledge. We examined how well this is achieved by developing a motivational model of ''technological knowledge renewal effectiveness.'' We hypothesized that (1) renewal effectiveness was influenced by the IT professional's career orientation, perceived IT dynamism, tolerance of ambiguity, delegation; and (2) that this positively affected both intrinsic and extrinsic job satisfaction. Survey data from 126 IT professionals was used to test the hypotheses. The results generally supported the research model. We discussed the implications of these results in both research and practice.

Some problems of governance regularly resurface, and the use and role of ‘quangos’— public bodies operating at arm’s-length to ministers—is a case in point. The administrative history of the British state is littered with official reviews and political debates about quangos. Historically, governments, whatever their reforming zeal, have found it difficult to make substantial changes. Now the UK government has initiated a rapid and large-scale set of reforms. This article analyses these changes and highlights five challenges for governments wishing to reform arm’s-length bodies: mapping, assessing, reconfiguring, saving, and accounting.

This paper shows that supervision with soft information is valuable whenever supervisors and supervisees collude under asymmetric information and proceeds then to derive an Equivalence Principle between organizational forms of supervisory and productive activities. We consider an organization with an agent privately informed on his productivity and a risk averse supervisor getting signals on the agent's type. In a centralized organization, the principal can communicate and contract with both the supervisor and the agent. However, these two agents can collude against the principal. In a decentralized organization, the principal only communicates and contracts with the supervisor who in turn sub-contracts with the agent. We show that the two organizations achieve the same outcome. We discuss this equivalence and provide various comparative statics results to assess the efficiency of supervisory structures.

In this paper, we consider some possible consequences for command and control (C2) of
the technological characteristics of fifth generation aircraft. Delegation of decision rights may be
needed to fully exploit fifth generation fighter aircraft stealth and situation awareness capability.
We suggest that when delegating decision rights to the pilot, e.g. target engagement authority,
commanders need to weigh the cost and benefits of sharing and not sharing information. The
benefits of delegation, and temporarily relinquish information sharing, may come at the cost of less
strategic control. Delegation may involve temporarily relinquishing the opportunity to
communicate with the pilot. In such a case the mission may be solved better and faster tactically.
In making a delegation decision, the commander could therefore benefit from a formal framework,
where known factors influencing delegation decisions are systematically examined, and the
communication process with the fighter jet pilot is clearly described. This could shorten the
decision-making time at the same time as reducing biases from omitting crucial factors in decisionmaking.
Based on such a framework we discuss implications for Air Force and Joint C2.

The establishment of delegated acts should have brought forward significant innovations. In principle, under art.290 TFEU, the Commission now has the monopoly of delegated powers, which ought to be distinguished from implementing powers; the co-legislators should control the delegation on an equal basis, and the comitology procedures should be formally demised. The article seeks to demonstrate that, in practice, these major reforms have been eluded. Instead, a shift in the horizontal and vertical balance of delegated powers has occurred, in favour of the Council and of the Member States respectively. This has, in turn, limited the possible constitutional added value of the Treaty reform, in particular in relation to the principle of separation of powers. In conclusion, the article argues that, in view of the politicisation of the Commission, it will be for the Parliament and the ECJ to reverse the current trend and fully realise the untapped potential of art.290 TFEU.

Centralization of Authority is an organizational pattern that appears in many business organizations in Egypt and other countries around the world. This phenomenon has different implications on the flow of day to day business internal and external activities. This proposal is focused on how centralization of authority delays decision making process inside a given organization. In this correlational study, PwC Egypt (or PricewaterhouseCoopers Egypt) would be the examined company through a sample of 225 employees out of 450 employees in total. The sampling technique is disproportionate stratified random sampling through choosing participants from all positions found in the hierarchy of the company. The data collection method is a personally administrated questionnaire.

Many directors and boards face challenges, difficult situations, multiple threats and related opportunities. Certain of them are shared, inter-related and multi-faceted. They impact upon many areas of corporate operation, supply and value chains, a variety of stakeholders and wider communities. Unlike situations that might suddenly and unexpectedly arise, certain of the threats have also been long predicted. They represent a challenge for board leadership and they need to be addressed by a combination of activities by multiple parties over a longer-time period than emergencies that may have been quickly tackled by crisis management teams in the past. They raise questions about the adequacy of crisis governance arrangements, how directors should prepare for crises and handle them, and whether there is also a crisis in corporate governance in terms of the ability of current approaches and practices to cope with crises in the contemporary business and market context and environmental, sustainability and climate change challenges that require collective and collaborative responses.

La délégation consiste pour une personne, le délégant, à confier à une autre, le délégataire, la réalisation de ce qu'elle serait normalement amenée à faire elle-même. En droit administratif, cela signifie qu'une autorité publique permet à une autre autorité de manifester sa volonté et d'agir à sa place. Un ministre peut par exemple déléguer à un directeur général la possibilité d'intervenir à sa place dans tel champs d'action, l'Etat central peut confier à une collectivité territoriale la gestion d'une de ses activités d'intérêt général, ou celle-ci peut déléguer la gestion d'un service public dont elle a la charge à une autre entité. Classiquement, la délégation se divise en deux catégories : la délégation de pouvoir ou de signature. La seconde limite la liberté décisionnelle de l'autorité délégataire dont la délégation, qu'elle ne peut subdéléguer, est intuitu personae et ne dessaisit pas l'autorité délégante qui peut toujours intervenir en lieu et place du délégataire. La délégation de pouvoir dessaisit au contraire l'autorité délégante de l'exercice de sa compétence au profit de l'autorité délégataire, dans le cadre prévu par un texte et durant toute la délégation. La délégation de compétences est une délégation de pouvoir, dont l'étude sera limitée ici au domaine de la décentralisation. Si toute délégation n'a pas trait à la décentralisation, la notion de décentralisation renvoie par contre à celle de transfert et de délégation de compétences. En effet, ce ne sont pas l'élection locale, la tutelle ni les affaires locales qui définissent l'essence de la décentralisation, dont elles ne sont que des marqueurs. C'est bien l'existence même de personnes publiques territoriales juridiquement distinctes de l'Etat et justement créées pour exercer des compétences qui caractérise au premier chef la décentralisation territoriale. La délégation se distingue ici de l'attribution ou du transfert dans la mesure où elle déroge par volonté du titulaire à l'attribution initiale de la compétence prévue par le droit, qu'elle est temporaire et autorisée par un texte qui peut y mettre fin à terme, faisant alors revenir la compétence à son détenteur initial. Elle crée de plus un certain rapport hiérarchique entre le délégant et le délégataire. Le transfert, imposé par un texte, est au contraire conçu comme définitif et rompt tout lien entre le détenteur initial et le détenteur final de la compétence. Par simplification de langage, le terme de transfert reste parfois admis en matière de délégation de compétence, ou est confondu avec elle (CORNU, 2016), au vu de ses objectifs et résultats similaires durant sa mise en oeuvre.

Par une présence régulière dans cinq collèges et dans un lycée, l’auteur a pu se livrer à une étude approfondie et envisager l’éducation sous trois grands aspects.

Le premier considère les intitulés éducatifs attachés à des matières (telles que l’éducation physique et sportive) et, d’autre part, à des personnels (AED et CPE). Le deuxième aspect voit ces personnels « d’éducation » astreints à punir les élèves, sur demande fréquente d’autres personnels. La division du travail, enfin, dessine un troisième aspect de l’éducation. Détachés du fonctionnement général de l’établissement et – hors la classe – des élèves eux-mêmes, les professeurs semblent autant protégés qu’écrasés par le rôle de savants. Ils peuvent ainsi refuser la réflexion collective, retenir leurs compétences éducatives et, finalement, soutenir des postures d’exigence qu’ils ne supportent guère.

Ce pouvoir aveugle peut rendre l’éducation négative.

Infusing hierarchies with elements of market control has become a much-used way of simultaneously increasing entrepreneurialism and motivation in firms. However, this paper argues that such "internal hybrids," particularly in their radical forms, are inherently hard to successfully design and implement because of a fundamental incentive problem of establishing credible managerial commitments to not intervene in delegated decision making. This theme is developed and illustrated, using the case of the world-leading hearing aids producer, Oticon. In the beginning of the 1990s, Oticon became famous for its radical internal hybrid, the "spaghetti organization." Recent work has interpreted the spaghetti organization as a radical attempt to foster dynamic capabilities by organizational means, neglecting, however, that about a decade later the spaghetti organization has given way to a more traditional matrix organization. In contrast, an organizational economics interpretation of Oticon organizational changes is developed. This lens suggests that a strong liability of the spaghetti organization was the above incentive problem: Frequent managerial meddling with delegated rights led to a severe loss of motivation, and arguably caused the change to a more structured organization. Refutable implications are developed, and the discussion is broadened to more general issues of economic organization.

Nursing faculty members are responsible for assuring competence and safety in the preparation of prelicensure students who are preparing to deliver care in diverse settings. The growing complexity of care and the rapid expansion of knowledge have challenged the adequacy of traditional educational approaches. Proposed solutions have encouraged closer integration of classroom and clinical teaching. This article describes an integrated instructional approach to developing clinical leadership competencies in a cohort of accelerated, second-degree, baccalaureate nursing students. Fifty-six students completed an intensive clinical experience in long-term care settings in which they used evidence on improving care for persons with heart failure to practice the principles of delegation and supervision with nursing staff. The pre-and postassessments indicated improvement in heart failure knowledge and increased readiness for delegation and supervision of certified nursing assistants. As one component of the learning experience, the students completed reflection journals. The entries in the students' journals revealed five themes: (a) low leadership self-efficacy, (b) managing the credibility gap, (c) flexibility in communication strategies, (d) RN accountability in delegation and supervision, and (e) knowledge dissemination with diverse nursing staff. Students and faculty judged the learning experience to be successful and supported the experience for future cohorts of students. This report is one example of how innovative learning experiences could be developed to increase the "real-world" aspects of clinical care within a multidisciplinary team context for the entrylevel learner. (

W e investigate trade-offs associated with delegating authority over multiple interrelated decisions in a complex task structure. The empirical setting is a business process of a global Fortune 50 firm. The firm decentralized its organization and redefined decision authority across organizational hierarchies between 2008 and 2011. We employ regression analysis of microlevel data on the allocation of decision authority between formal and real authority, and further on the organization design of 761 decision tasks within a hierarchy. Our findings show how the specialization of decision-relevant knowledge, the matching of required knowledge and managers' expertise, and information processing intensity affect (a) the occurrence of delegation and, (b) if delegation occurs, how far down the organizational hierarchy authority is delegated. We discuss how these findings complement existing theories on delegation by providing insights into when and how interrelated decisions are delegated across multiple levels of an organizational hierarchy.

O Πρόεδρος του Τμήματος ΔΕΣ ΠΑΠΕΙ καθηγητής Αθανάσιος Πλατιάς αναφέρει στο νέο newsletter για τις πρόσφατες ενδιαφέρουσες δράσεις. Το newsletter περιλαμβάνει τα μεταπτυχιακά προγράμματα του τμήματος μας και τη συνεργασία με το Κέντρο Παγκοσμίων Υποθέσεων του Πανεπιστημίου της Νέας Υόρκης, στα πλαίσια του μεταπτυχιακού προγράμματος: «Αμερικανικές Σπουδές: Πολιτική, Στρατηγική και
Οικονομία». Επίσης, τη μελέτη του ρόλου της δημόσιας διπλωματίας στις διεθνείς σχέσεις της περιοχής της Ανατολικής Μεσογείου
του Καθηγητή Αριστοτέλη Τζιαμπίρη, ως Επισκέπτης Ερευνητής στο Κέντρο Δημόσιας Διπλωματίας του Πανεπιστημίου της Νότιας Καλιφόρνιας. Καθώς επίσης τη σημασία των διαπραγματεύσεων στις διεθνείς σχέσεις με την καθοριστική συμβολή του Καθηγητή Πέτρου Λιάκουρα στο Υπουργείο Εξωτερικών, τη συμμετοχή της αναπληρώτριας Καθηγήτριας Μαριλένας Σημίτη στο συλλογικό
τόμο The Oxford Handbook of Modern Greek Politics με το κεφάλαιο «Social Movements» και τη συμμετοχή ομάδας εργασίας του Τμήματος στο Forum «Η Ελλάδα το 2040». Επιπλέον, γίνεται αναφορά στην ερευνητική δραστηριότητα του εργαστηρίου Πληροφόρησης και
Κυβερνοασφάλειας του οποίου στόχος είναι να αναδείξει τη σημασία της πληροφόρησης και του κυβερνοχώρου στις διεθνείς σχέσεις και στη διεθνή ασφάλεια. Τέλος, γίνεται αναφορά σε υποψήφιους διδάκτορες και απόφοιτους του τμήματος.

This Article presents a range of definitions and descriptions from recent sources and elaborates on the concept of decentralization, again drawn from secondary sources. Thus it elaborates on decentralization in the context of alternative services delivery an area of increasing application world-wide and presents a preliminary assessment of the strengths and weaknesses of the definitions. It elaborates on selected aspects of decentralization. Several different ways of classifying forms of decentralization have been promoted over the past few decades by those making a clear distinction between centralization and decentralization. What is common to these classification systems is that they recognize the need for a definition that is grounded on more than legal concerns. Six forms of approaches can be identified in the literature.

"A competência é o conceito-chave da organização administrativa", segundo Ipsen. 1 A compreensão desse conceito, bem como de suas formas de distribuição, transferência e exercício é fundamental para a análise da validade de atos administrativos e atos da Administração. Assim como ocorre no direito civil, o ato administrativo somente é válido se o sujeito que o pratica estiver autorizado juridicamente a fazê-lo. No direito público, de igual forma, competente é a autoridade que tem "investidura legal" para praticar o ato e exercer uma função. 2 No entanto, no campo privado, presume-se que esta autorização sempre existe, salvo quando proibida por lei. Ao contrário, no direito público, essa autorização deve sempre decorrer do ordenamento jurídico, de modo que, no silêncio do ordenamento jurídico, presume-se inexistente uma competência de ação da Administração Pública.

The study aimed at identifying the impact of the delegation of authority on employees' performance at great Irbid municipality. It has constructed on measuring the impact of delegation on efficiency, effectiveness and empowerment. Sample of the study represented by employees in which they are embedded in central and executive management through a random sampling reached to (200) employees from total (1500). The sample was used as a tool for achieving the results. After applying Alpha measurement, it has been shown that validity was (82%). Means, standard deviation, percentages, (T-test), and Cronbach Alpha test were used and applied. The results of the study have shown that there is a statically significant for delegation of authority on efficiency, effectiveness and empowerment of employees' performance at great Irbid municipality.

The article examines a form of communication between the Neapolitan parliament and city and the Spanish court in the sixteenth and seventeenth century.
In this dialogue between the "centre" and the "periphery", local political bodies aimed to present petitions directly to the monarch, through the practice of sending delegations of ambassadors or agents that complemented the actions of other figures (such as viceroys and high councils).
Studying the diverse and frequent embassies sent by Parliament (after every assembly held until 1642) or by the city of Naples, we see that the nobility of the five Neapolitan seggi attempted to monopolise these diplomatic practices. On the other hand, viceroys tended in different ways to avoid the sending of new delegations that could criticize their government in Madrid.
From 1547 the Kingdom of Naples requested the presence of a resident delegate, or ambassador, at the court, like those who already represented the interests of other kingdoms (such as the Milanese). The king temporarily approved this request in 1631, but it was only conceded firmly in the eighteenth century, under the Hapsburg Austrian rule.
The continuity of this communication throughout the two centuries of the Hapsburg Spanish dynasty facilitated rule and promoted the cohesion of the monarchy.

Although the concept of depoliticisation has existed as an important theme in a range of disciplines for some time, in recent years it has become a significant issue for scholars interested in European politics, governance and public policy. Within the same period depoliticisation has been championed by government ministers and proposed by think tanks and pressure groups at the national level as a solution to both public policy and constitutional challenges. At the global level depoliticisation has been promoted by the World Bank and United Nations as a means through which developing countries can enhance state capacity and market credibility. However, the wider literature on depoliticisation has arguably failed to offer any definitional clarity. Nor has it sought to tease apart and deconstruct the concept of depoliticisation in order to distinguish between different types of depoliticisation tactics or understand the interplay between them. This article gleans insights from a number of disciplines and synthesises the wider literature in order to offer a multilevel analytical framework. This framework, it is suggested, facilitates a deeper understanding of contemporary depoliticisation strategies, tools and tactics while also providing an insight into shifts in contemporary modes of governance.

Este módulo busca identificar los retos y los posibles caminos a seguir para mejorar la capacidad de intervención y de gobierno de los municipios miembros del Área Metropolitana del Valle de Aburrá (AMVA). Procura explorar las posibilidades de los instrumentos actuales de intervención pública local, examinando algunos de los testimonios dados por los participantes del taller, así como los diagnósticos sobre gestión local consignados en los planes de desarrollo de los municipios metropolitanos. Partiendo de un examen de los problemas, el módulo repasa los límites de los instrumentos actuales, explorando a su vez el nacimiento de una nueva forma de intervención local a través de los llamados instrumentos de
gobernanza. Estos mecanismos buscan amplificar la capacidad de acción pública a través de la acción conjunta de actores independientes, bajo reglas claras y el liderazgo de la administración municipal.

Through explanation of the Ohio Administrative Code and American Nurses Association's principle of delegation, students will develop basic understanding of different responsibilities of RN and LPN, and able to apply delegation principles in the practice scenarios.

Countless articles have urged managers to empower their staff, yet, few provide concrete suggestions about how to prepare staff for a more challenging role. Social cognitive theory (Bandura, 1986, 1997) has identified the three main sources of self-efficacy, which is a person’s belief that they can proficiently achieve their objectives. Based upon recent research, this paper proposes a model of practical actions that managers can undertake in order to boost the performance of their staff by raising their self-efficacy. These actions are coaching, participation, demonstration, mentoring, stimulation and providing rewards. In order to assist managers to develop their skill at applying these initiatives in a manner that will boost staff self-efficacy, a corresponding behavioural self-assessment is provided.

This paper empirically explore the impact of two strategies related to involving direct suppliers in NPD, these strategies are intervention and delegation. The paper is based on organizational behavior, traditional NPD literature and literature of organizational economics. In order to check the relationship of these strategies the questionnaire was used as a measurement tool. The data was collected from 45 respondents from the different manufacturing and services organizations. Exploratory regression analysis was used to analyze the hypotheses. The results of the analysis reveal that when intervention and delegation are implied in new product development process there can be positive or negative impacts of them. Manufacturers always try to control the process of NPD across several tiers supply network through intervention but these actions will tie up the hands of suppliers. Delegation strategy has found insignificant and negative relationship with NPD. The organizations are willing to adopt this strategy or practice but it is not currently being used in their processes.

In the 20 years after its introduction, the principal-agent model has seen increasing use to study political processes in virtually all policy domains in which the EU is active. Relaxing the strict assumptions that guided the original economic applications has greatly widened the scope for potential applications. This very phenomenon has also created an existential challenge to the model's contemporary use, which is combining the reductionist aims of the model (from which it derives its strength) with the complex empirical settings to which it is increasingly applied. To facilitate this balancing exercise, we propose a two-step approach to principal-agent analysis, in which the mapping of the principal-agent proof relation is separated from the effective analysis that examines the reasons, modalities and consequences of delegation and control in the EU. In doing so, we show how the principal-agent model can continue to provide new insights at the various stages of the research process.

The paper argues that the import of the principle against the delegation from the private law of agency into the public law was inadequate, put aside its subsequent development in the realm of the constitutional law and the other principles with which it allied itself sometimes.

The study investigated and described public hospitals in terms of management processes with reference to financial planning, organizing, leading and control in order to identify deficiencies in the financial management of public hospitals. The aim was to identify gaps in the management of financial processes and to provide guidelines and strategies to improve these. The purpose of the research was addressed within a quantitative approach applying exploratory and descriptive designs. A self-administered questionnaire was used to collect the data that fit the objectives of the research. The study population compassed all 27 public hospitals as study units in a specific geographic area, namely Mpumalanga Province with the following inclusion criteria: active patient capacity of 100 beds and more, which employ personnel such as (1) medical, (2) paramedical and (3) administrative and a working application of the BAS as financial accounting system since its interception in the year 2000. Nine public hospitals were randomly selected as the sample hospitals. Within the nine hospitals, four groups of staff were selected by means of stratified random sampling, namely management, health professionals, and financial and administrative staff. The number of staff selected within each hospital differed, from 15 to 50, amounting to a sample size of three hundred (n=300). A response rate of 66.66% v (n=182) was achieved. The sample consisted of 4 (2.27%) chief executive officers, 3 (1.70%) financial managers, 84 (47.72%) unit managers and 91 (50.00%) subordinates. The response rate of 66.66% in this study was an indication of the unavailability of the health care professionals (which include management, health professionals and financial and administrative staff) within the nine public hospitals. The major inferences drawn from this study are that the different health care professions have a poor perception of the scope of financial management in terms of financial needs, utilization of resources, the scope and function of leading and delegation, and applying appropriate financial control methods.

Decentralization, leadership accountability, and empowerment of local leaders in Ghana are the main focus of this analysis. The paper discusses the complexities of decentralization and leadership responsibilities to effect changes toward a better path to socioeconomic development. It examines the problem with the Ghana Constitution as it pertains to local government elections and advocates for a constitutional amendment to empower districts and regions to elect their own leaders so that local governments in each district can be efficient and accountable to the electorate.

Resumen:  Este artículo utiliza la base de datos más exhaustiva sobre independencia de bancos centrales para ilustrar inconsistencias entre la “sabiduría convencional” y la evidencia empírica en relación con estas instituciones monetarias.  Datos descriptivos muestran que la dinámica reformista de los bancos centrales no es un proceso exclusivo de la década de los noventa y que, aunque la mayoría de las reformas incrementan la delegación de política monetaria a los bancos centrales, han habido también importantes revocaciones de la independencia de los bancos centrales.  Asimismo, los países en vías de desarrollo en general, y los regímenes autoritarios en particular, exhiben interesantes dinámicas en el diseño institucional de sus bancos centrales.  Estas dinámicas habían sido ignoradas hasta el presente y abren nuevas vías de investigación para el futuro.

Abstract: This article relies on the largest data set on central bank Independence to illustrate inconsistencies between the “conventional wisdom” regarding these monetary institutions, and the empirical evidence.  Descriptive data show that central bank reforms are not a phenomenon exclusive of the 1990s, and that although most reforms imply larger delegation of monetary policy to central banks, there have been important reversals to the central banks’ independence.  Furthermore, the institutional design of central banks exhibit interesting dynamics both in developing countries in general, and authoritarian regimes in particular.  These dynamics were previously ignored, and they open new avenues for future research.

The current study aimed at examining the impact of employee empowerment on reaching better level of competitive advantage through the mediating influence of ethical leadership. Dimensions of competitive advantage were employed including (quality, responsiveness, innovation and efficiency). Quantitative approach was adopted in order to realize main aim of study. a questionnaire was employed as to gather data from (258) individuals within Kuwaiti commercial banks. Results if study indicated that the main aim was realized and ethical leadership mediates the relationship between empowerment and competitive advantage. Also, study was able to highlight that ethical leadership influence empowerment in a way that leads to better efficiency and service quality, launching from leaderships' role in increasing awareness of service quality importance in addition to leading employees towards being more creative and innovative. Study recommended encouraging workers to submit proposals that have an impact on developing their skills and helping to expand their field of empowerment compared to the previous stage, and giving workers who have proven ability and skill the opportunity to participate in decision-making, which enhances their skills, and paves the way for them to develop further in the field of their empowerment at a later time.

The current study aimed at examining the impact of employee empowerment on reaching better level of competitive advantage through the mediating influence of ethical leadership. Dimensions of competitive advantage were employed including (quality, responsiveness, innovation and efficiency). Quantitative approach was adopted in order to realize main aim of study. a questionnaire was employed as to gather data from (258) individuals within Kuwaiti commercial banks. Results if study indicated that the main aim was realized and ethical leadership mediates the relationship between empowerment and competitive advantage. Also, study was able to highlight that ethical leadership influence empowerment in a way that leads to better efficiency and service quality, launching from leaderships' role in increasing awareness of service quality importance in addition to leading employees towards being more creative and innovative. Study recommended encouraging workers to submit proposals that have an impact on developing their skills and helping to expand their field of empowerment compared to the previous stage, and giving workers who have proven ability and skill the opportunity to participate in decision-making, which enhances their skills, and paves the way for them to develop further in the field of their empowerment at a later time.

Mashups have emerged as a Web 2.0 phenomenon, connecting disjoint applications together to provide unified services. However, scalable access control for mashups is difficult. To enable a mashup to gather data from legacy applications and services, users must give the mashup their login names and passwords for those services. This all-or-nothing approach violates the principle of least privilege and leaves users vulnerable to misuse of their credentials by malicious mashups. In this paper, we introduce delegation permits - a stateless approach to access rights delegation in mashups - and describe our complete implementation of a permit-based authorization delegation service. Our protocol and implementation enable fine grained, flexible, and stateless access control and authorization for distributed delegated authorization in mashups, while minimizing attackers' ability to capture and exploit users' authentication credentials.

Smartphones have become very popular and versatile devices. An emerging trend is the integration of smartphones into automotive systems and applications, particularly access control systems to unlock cars (doors and immobilizers). Smartphone-based automotive solutions promise to greatly enhance the user’s experience by providing advanced features far beyond the conventional dedicated tokens/transponders. We present the first open security framework for secure smartphone-based immobilizers. Our generic security architecture protects the electronic access tokens on the smartphone and provides advanced features such as context-aware access policies, remote issuing and revocation of access rights and their delegation to other users. We discuss various approaches to instantiate our security architecture based on different hardware-based trusted execution environments, and elaborate on their security properties. We implemented our immobilizer system based on the latest Android-based smart...

What allows us to talk about the state as an active agent when we understand that only individuals act? This article draws comparisons between Quentin Skinner's exposition of the history of the concept of the state in major European languages and the history of its equivalent Russian term gosudarstvo in order to provide some general hypotheses on the development of the phenomenon of the state, and on the origins of this baffling usage. First, summing up a vast number of historical and lexicographical works, it attempts a detailed reconstruction of the conceptual development of the term in the Russian language. Second, a peculiarity of the Russian case is discussed, in whichabsolutist thinkers (and not republicans, as in western Europe) stressed the difference between the person of the ruler and the state. Third, political interests in introducing such novel usage are discussed, together with the role of this usage in the formation of the state. This allows us to see better the origins of current faith in the existence of the state as a more or less clearly designated and independent actor, predicated on the mechanism of what Pierre Bourdieu described as “mysterious delegation.”

The study investigated and described public hospitals in terms of management processes with reference to financial planning, organizing, leading and control in order to identify deficiencies in the financial management of public hospitals. The aim was to identify gaps in the management of financial processes and to provide guidelines and strategies to improve these. The purpose of the research was addressed within a quantitative approach applying exploratory and descriptive designs. A self-administered questionnaire was used to collect the data that fit the objectives of the research. The study population compassed all 27 public hospitals as study units in a specific geographic area, namely Mpumalanga Province with the following inclusion criteria: active patient capacity of 100 beds and more, which employ personnel such as (1) medical, (2) paramedical and (3) administrative and a working application of the BAS as financial accounting system since its interception in the year 2000. Nine public hospitals were randomly selected as the sample hospitals. Within the nine hospitals, four groups of staff were selected by means of stratified random sampling, namely management, health professionals, and financial and administrative staff. The number of staff selected within each hospital differed, from 15 to 50, amounting to a sample size of three hundred (n=300). A response rate of 66.66% v (n=182) was achieved. The sample consisted of 4 (2.27%) chief executive officers, 3 (1.70%) financial managers, 84 (47.72%) unit managers and 91 (50.00%) subordinates. The response rate of 66.66% in this study was an indication of the unavailability of the health care professionals (which include management, health professionals and financial and administrative staff) within the nine public hospitals. The major inferences drawn from this study are that the different health care professions have a poor perception of the scope of financial management in terms of financial needs, utilization of resources, the scope and function of leading and delegation, and applying appropriate financial control methods.

Role-based access control (RBAC) has been introduced in the last few years, and offers a powerful means of specifying access control decisions. The model of RBAC usually assumes that, if there is a role hierarchy then access rights are inherited upwards through the hierarchy. In organization workflow the main threat is of access control. The Role based access control is one of the best suitable access control model one can think of. It is not only the role hierarchies but also other control factors that affect the access control in the workflow. The paper discusses the control factors and role hierarchies in workflow and brings a new model of RBAC. This paper also over comes the conflicts and proves that the system is safe by applying the new model to the workflow. Keywords: RBAC, Control factors, Delegation. 1.

Background
Delegation by Allied Health Professionals (AHPs) to Allied Health Assistants (AHAs) was introduced in response to various challenges affecting modern health care delivery. However, the clinical and cost-effectiveness of using AHAs is relatively unexplored.
Objectives
The aim of this review was to synthesise the available evidence on; firstly, the clinical and cost-effectiveness of interventions delegated by AHPs to AHAs and secondly, AHPs’, AHAs’ and patients’ attitudes and beliefs towards delegation.
Data sources
MEDLINE, AMED, CINAHL, Cochrane Library, PsycINFO, PEDro, OTseeker and Web of Science databases were searched from inception until January 2019 without restrictions.
Study selection
Primary studies investigating the clinical and cost-effectiveness of any intervention delegated by an AHP, across the spectrum of clinical areas in relation to adult patients, as well as AHPs’, AHAs’ and patients’ attitudes and beliefs about delegation.
Data extraction & synthesis
Data were extracted by pairs of reviewers. Thematic analysis and synthesis of descriptive and analytical themes was conducted.
Results
Thirteen publications of variable methodological quality were included. Three studies reported quantitative research and ten qualitative research. No study explored the cost-effectiveness. Only one study investigated clinical effectiveness. Training for both AHPs and AHAs and having clear processes in place were identified as important facilitators of delegation.
Conclusion and implications of key findings
Delegation is not standardised across AHPs or within each profession. There are clear knowledge gaps regarding the clinical and cost-effectiveness of delegation by AHPs and patients’ attitudes and preferences. Further research is needed to facilitate the standardisation of delegation.