El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In the management of port terminals, a common problem has been evidenced, high traffic of trucks and long waiting times given the variability of trucks arrival. This is a significant challenge for ports. This situation has given the opportunity to investigate in this matter and make use of a Truck Appointment System (TAS) together with other tools corresponding to industrial engineering for the optimization of truck service processes within a port terminal in Peru. To do this, a diagnosis is made of the company object of study and through a simulation of discrete systems, the technical viability of the proposal is validated. It was demonstrated that a procedure of attention based on appointments, Last in, First Out (LIFO) management for containers and development of visual management within the container yard; it is a highly viable option to shorten waiting times and unproductive movements of containers.

Does the managers’ form of employment matter? A qualitative study of the form of employment’s significance to a managerial appointment The aim of this study is to examine the experiences and attitudes of managers with regards to the significance of the specific terms of their employment. To achieve this, a qualitative approach was deemed to be suitable and a thematic analysis was conducted. Ten middle managers at a Swedish County Council with contrasting terms of employment (permanent positions and short-term managerial appointments) were interviewed over a two week period. To complement the thematic analysis, a theoretic framework and previous research were considered and used. The study found that there is a strong preference among the managers towards a permanent form of employment rather than short-term managerial appointments. The analysis, on the other hand, found that the terms of employment had a negligible impact on the managers’ actual work, whereas it impacted the managers’ perception of their own ‘managerial value’ and their perceived importance to the organisation. On the other hand, our study has shown that the form of employment can also affect the work and organisation. Finally, the study found that this particular field of research is yet to be fully explored and thus further research is needed to reach a greater understanding of the effects of the form of employment to the individual manager, the organisation and its workers.

In recent years, healthcare management has become fertile ground for the scheduling theory community. In addition to an extensive academic literature on this subject, there has also been a proliferation of healthcare scheduling software companies in the marketplace. Typical scheduling systems use rule-based analytics that give schedulers advisory information from programmable heuristics such as the Bailey-Welch rule cite{B,BW}, which recommends overbooking early in the day to fill-in potential no-shows later on. We propose a dynamic programming problem formulation to the scheduling problem that maximizes revenue. We formulate the problem and discuss the effectiveness of 3 different algorithms that solve the problem. We find that the 3rd algorithm, which has smallest amount of nodes in the decision tree, has an upper bound given by the Bell numbers. We then present an alternative problem formulation that includes stochastic appointment lengths and no shows.

Abstract Missed appointment, referred to as “no-shows,” are appointments that were not attended or previously cancelled at least 24-hours prior to the scheduled time. Missed appointments negatively impact patients as well as health care systems. According to Ullah et al. (2018), the financial impact of missed appointments on the healthcare system is more than $150 billion a year. Also, patients with chronic health problems (who are noncompliant with their scheduled appointments) may cause their conditions to worsen. Researchers have implemented several strategies to reduce the negative effects of no-shows. The purpose of this literature review was to explore the effectiveness of appointment reminders. The question driving this literature review was whether the implementation of appointment reminders via other means were more effective in reducing no-show rates, compared to the standard appointment reminder via telephone call. An electronic search was conducted using CINAHL and PubMed. Inclusion criteria consisted of English language, peer-reviewed, academic journal articles published from 2017 to the present. A variety of articles were found, and five of those were critiqued for this review. The literature was synthesized using the John Hopkins Nursing Evidence-Based Practice Model. The key finding of this review is that telephone calls are the most efficient and feasible form of appointment reminders (Lance et al., 2021 & Lavin et al., 2017). Since phone bills are a normal expense for most businesses, health systems should be able to implement the use of this strategy. Keywords: appointment adherence, no-show, missed appointments, appointment attendance

Boards of education throughout the country are cognizant of the shortage of well qualified elementary school teachers. There has been considerable competition among school boards for the limited supply of teachers, so much so that teachers have been tempted to move from place to place, standards of teaching proficiency have been lowered, and little relief of the general shortage has been achieved. When a school system has succeeded in filling all teacher vacancies, too frequently complacency reigns until the beginning of another school year. When the quantitative shortage of teachers is compounded by a recognition of the persistent qualitative shortage, the situation becomes critical, and its solution is a challenge to the best professional and lay minds in the country. Boards of education and public school administrators have a major responsibility, one that they dare not ignore. Their chief business is to employ competent teachers and to create a favorable situation in which these capable teachers can work.

No description available.

No description available.

Implementation of the Sarbanes-Oxley Act and recovery in IT spending after the dot-com bust in 2002 have enhanced the Chief Information Officer's (CIO's) role and needed skills. The CIO significantly influences strategy implementation and firm performance through the management of IT resmyces. I posit that firms must appoint a CIO with an appropriate background (technical versus business) that is aligned with their strategic positioning (differentiation versus cost leadership) for IT resmyces to support the firm's strategy. I find that differentiators (cost leaders) are more likely to appoint a CIO with a technical (business) background. Notably, firms announcing aligned CIO appointments (technical CIOs for differentiators and business CIOs for cost leaders) have superior investor reactions. Second, I take the first step to understand the impact of CIO's education on determining their compensation. I find that CIO education characteristics are significant determinants of CIO compensation, addressing the ongoing debate regarding the desired CIO education. Furthermore, drawing on Agency theory, I separately examine salary and bonus due to their divergent roles in rewarding and incentivizing ability and effort. My findings suggest that CIO education characteristics strongly determine CIO salary whereas firm financial performance measures strongly determine CIO bonus, consistent with salary rewarding CIO ability and bonus incentivizing CIO effort. Third, I investigate the relationship between data breaches and Chief Information Officer (CIO) turnover. Executive turnover literature finds that CEOs and CFOs turnover when they fail to meet financial performance expectations. Unlike CEOs and CFOs, CIOs are directly responsible for IT performance and I argue that CIOs are more likely to turnover when they fail to meet their performance expectation as reflected by data breaches. Following previous work, I classify system breaches into system glitch, criminal attack, human error and other. I document that system glitches increase the likelihood of CIO turnover by two-fold. Furthermore, I find that the impact of system glitches on CIO turnover lasts for two years. / Business Administration/Accounting

The purpose of this study was to identify factors which influenced Virginia Superintendents in Region-Study Group VI between 1978 and 1982 to continue or to vacate the position of superintendent. The population for the study included 29 cases: 19 were classified as continuing superintendents and 10 were classified as non-continuing. The Region of Study included 12 counties and 7 cities. The focus is on the examination of turnover in this geographical region. In carrying out the purpose, the study examined the following research questions: (a) What factors, as perceived by the continuing superintendent, were responsible for or contributed to the decision to continue in the same position? (b) What factors, as perceived by the non-continuing superintendent, were responsible for or contributed to the decision to vacate the position? This descriptive research study used case study methodology to investigate the pertinent factors that influenced the decisions of superintendents in Region-Study Group VI to continue or to vacate their positions of leadership in Virginia School Systems. The study utilized personal confidential interviews as the primary method of data collection. An Interview Guide was developed as the data gathering instrument. Questions were designed to focus on major areas of responsibility of a superintendent. In addition to job competency factors, social, political, personal, community and system demographic factors were examined. A model was designed to check these factors against perceptions of job satisfaction. Data which could be quantified were key-punched for analysis. The chi square test was applied. Factors which appeared to be statistically significant from the chi square analysis of continuing and non-continuing categories included: Community Factors, Social Factors, Job Competencies--Board Relations, Business and Fiscal Management, Curriculum and Instruction, and student Personnel Services. Areas of the interview which could not be easily quantified were reported in narrative form with case specific data. The following case specific information was reported as reasons for staying on the job by the continuing superintendents: (a) positive board relations, (b) community support, (c) challenge and prestige of leadership, (d) personal preference for a particular commit. Case specific information reported by non-continuing superintendents as reasons for changing jobs or termination included: (a) unsatisfactory board relations, (b) health, (c) to avoid community conflict, (d) retirement age, (e) role of change agent, and (f) professional growth--the challenge of a larger school district. / Ed. D.

Ed. D.