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Cover -- Title Page -- Copyright Page -- Contents -- List of Tables -- About the Authors -- Introduction -- Chapter 1. Hungarian Industrial Development in the 1980s -- Chapter 2. Structural Change and Deindustrialization after 1988 -- Chapter 3. Firms in Crisis and Transition -- Chapter 4. Hungarian Enterprise Behavior Case Studies, 1991 -- Chapter 5. Firms Afloat and Firms Adrift Case Studies, 1992 -- Bibliography -- Index

The Indian Ocean Region (IOR) is rising significantly as the center stage for world politics in the current century. Due to the geostrategic and economic importance, the region has created conflicts in strategic interest leading to power confrontation among regional and extra-regional powers resulting in security threats for small littorals like Bangladesh. Some of the threats are influential attachments of the powerful states in foreign, trade, economy and defense sectors, poor regional security architecture and an increase of non-traditional security threats. Analyzing the issues reveals that, Bangladesh can navigate these challenges by playing strategic hedging, pursuing multilateralism, recalibrating trade and economic engagements, and comprehensive drive by government agencies to deal with non-traditional security threats.

Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Contents -- List of Abbreviations -- Preface and Acknowledgments -- An Introduction to the Case-Study Project -- Part I. Case Studies of Czech and Slovak Firms -- 1. Engineering/Forklift Trucks: Desta -- 2. Engineering: PSP -- 3. Heavy Chemicals: Spolana -- 4. Textiles/Garments: CS-15 -- 5. Textiles/Cloth: Veba Broumov -- 6. Electronics: CS-03 -- 7. Food Processing/Chocolate and Sweets: CS-07 -- 8. Footwear: Tipa -- 9. Plastics: CS-13 -- 10. Pharmaceuticals: CS-12 -- 11. Auto Parts: Motorpal -- Part II. Case Studies of Hungarian Firms -- 1. Engineering: DKG -- 2. Defense: Theta Works -- 3. Heavy Chemicals: TVK -- 4. Textiles/Garments: Elegant Charm -- 5. Textiles/Cloth: Hungartextile Holding -- 6. Electronics: Radion Radio and Electrical Works -- 7. Glass: Salgglas -- 8. Food Processing/Chocolate and Sweets: Intercsokoládé Kft. -- 9. Food Processing/Brewing: Kanizsa Brewery Ltd. -- 10. Pharmaceuticals: EGIS Pharmaceutical Works Ltd. -- 11. Auto Parts: Bakony Metal and Electrical Appliance Works -- Part III. Case Studies of Polish Firms -- 1. Engineering/Railway Rolling Stock: Pafawag Enterprise -- 2. Engineering/Machine Tools: PO/5 -- 3. Textiles/Garments: Wolczanka S.A. -- 4. Textiles/Cloth: Textilpol -- 5. Electronics: Miflex Radio Components Firm S.A. -- 6. Glass: Huta Szkla Hortensja -- 7. Food Processing/Chocolate and Sweets: Drops -- 8. Wood Products: Lodzkie Fabryki Mebli -- 9. Iron/Steel: Czestochowa Steelworks -- 10. White Goods-Refrigerators, Washers, and Dryers: Polar Enterprise -- 11. Footwear: Mokasyn -- 12. Plastics: Boryszew-Erg -- 13. Pharmaceuticals: Polfa Enterprise -- 14. Auto Parts: Polmo Enterprise -- Index.

1: 31 (Fall 1993) 5, S. 2-97, Tab.; 2: 31 (Winter 1993-94) 6, S. 3-113, Tab

INTRODUCTION: Hospital admissions from COVID-19 initially increased rapidly within the UK. National Health Service (NHS) field hospitals are part of a capacity building response built at great scale and speed to respond to the anticipated increased demand the NHS faces during this time. NHS Nightingale Hospital Birmingham (NHB) is modelled to treat mild to moderate (non-critical care) COVID-19 disease, to provide step-down capacity for patients in recovery, or for palliating patients in the dying phase of their disease in the Midlands. Opportunities and challenges presented for optimal medicines management (MM) during the development of the NHB are investigated, and a framework developed to support future NHS field hospitals of this model. METHODS: A team, comprised of an associate medical director, trust chief pharmacist and senior pharmacists iteratively developed a framework to convert the large non-hospital setting into a functioning NHS field hospital with standardised MM processes adjusted appropriately to cope with operational constraints in the pandemic situation. NHB has, because of its repurposing, both challenges and advantages affecting MM that influence development of the framework. Throughout implementation, a 7-week period between announcement and opening, there was continuous evaluation, external stakeholder validation and peer review. RESULTS: The PESTLE model, a mechanism of analysis to identify elements of a project environment (Political, Environmental, Social, Technological, Legal and Economic), was applied to identify influencing factors and support detailed project planning. Compliance with medicines legislation was at the forefront of all MM process development for the NHB field hospital. Internal factors were identified by the core MM team, resulting in a workforce, education & training and clinical pharmacy MM plan. DISCUSSION: MM processes are extensive and integral to NHS field hospitals. The presented framework of influencing factors may support future NHS field hospital ...