Suchergebnisse

Intro -- Title Page -- Copyright Page -- Contents -- Foreword -- List of contributors -- Introduction -- Working in a complex environment -- Attempts to involve doctors in management -- Specific strategies for managing clinical activity -- Why do consultants get involved in management? -- Concerns about becoming involved in management -- References -- 1 Working in teams -- Developing teams -- What is a team? -- Team behaviour -- Team process -- Managing conflict -- Summary of chapter -- References -- Further reading -- 2 Managing people -- Introduction -- What is human resource management? -- Human resource approaches, philosophies, and styles -- Recruitment and selection -- Performance management -- Reward systems -- Communication -- Labour utilization -- Conclusion -- References -- Further reading -- 3 Negotiating: a five step approach to the negotiation of health care contracts -- The preparation stage (steps 1-3) -- The negotiation stage (steps 4 and 5) -- References -- Further reading -- 4 Managing change -- What organizational culture do you work in? -- Why do people find change uncomfortable and resist it? -- Implications of change for managing the job -- Conclusion -- References -- Appendix 1: Checklist for change -- Appendix 2: Demands, constraints, and choices questionnaire -- 5 Strategic planning -- What is a business plan? -- Why have a business plan? -- For whom is a business plan designed? -- Who should produce a business plan? -- Business plan components -- Marketing -- Strategic planning process -- References -- 6 Service delivery planning -- Service planning approach -- Service description -- Service requirements -- Service Level Agreements -- Risk management (David Bowden) -- Conclusion -- 7 Managing financially -- Money: resource or measure? -- The scope of this chapter -- Understanding financial statements

We study the effects on corporate loan rates of an unexpected change in the Italian legislation which forbade interlocking directorates between banks. Exploiting multiple firm-bank relationships to fully account for all unobserved heterogeneity, we find that prohibiting interlocks decreased the interest rates of previously interlocked banks by 16 basis points relative to other banks. The effect is stronger for high quality firms and for loans extended by interlocked banks with a large joint market share. Interest rates on loans from previously interlocked banks become more dispersed. Finally, firms borrowing more from previously interlocked banks expand investment, employment and sales.

It was with keen regret that the International Committee took note of Mr. Roger Gallopin's request to be relieved at the end of 1969 of his directorship, an office which he has discharged for many years with a competence equal to his dedication.