RIA Guidelines 1 THE PRESIDENCY: REPUBLIC OF SOUTH AFRICA GUIDELINES FOR THE IMPLEMENTATION OF THE REGULATORY IMPACT ANALYSIS/ASSESSMENT (RIA) PROCESS IN SOUTH AFRICA 2012 Cabinet Operations RIA Guidelines 2 Preface Regulatory Impact Assessment (RIA)1 has become a global phenomenon in response to widespread pressures for more effective and efficient governance. RIA systems were first developed in United States of America and various European countries in the 1980s. In South Africa‚ RIA
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MHRA stands for Medicines and Healthcare Products Regulatory Agency. This government regulating body is the UK’s regulator of medicines‚ medical devices and blood components for transfusion‚ responsible for ensuring their safety‚ quality and effectiveness. The MHRA is also‚ part of the Department of Health. The MHRA was designed in order to help protect and maintain the public’s health and their safety too. MHRA is involved in making sure any medical devices such as a heart pacemaker is
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2.1. Define the risk assessment scope & risk criteria 2.1.1. Objective The purpose of this step is to develop the context for the risk assessment and to define risk criteria that will be used for evaluation of well integrity risks. The deliverables from this step are: risk assessment scope; list of risk criteria. 2.1.2. Define risk assessment scope The context and scope of this specialist risk assessment should be defined by the more general risk assessment step in
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various performance measurements and recommend which measure is the most important suitable for LEGO in controlling‚ planning and maintaining its competitive advantage. Performance measurement is a process for collecting and reporting information regarding the performance of an individual‚ group or organizations. There are various methods to measure the business performance‚ including financially and non-financially. The traditional financial measures include some ratios like average return rate (ARR)
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theories of motivation and leadership. Drawing on the self-regulatory focus theory and on self-concept based theories of leadership‚ we develop a conceptual framework proposing that leaders’ chronic self-regulatory focus (promotion versus prevention)‚ in conjunction with their values‚ influences their motivation to lead and‚ subsequently‚ their leadership behavior. We further suggest that leaders may influence the motivational self-regulatory foci of their followers‚ which will mediate different
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When measure a complex concept such as love‚ intelligence‚ motivation‚ there is no direct measure as when we measure height‚ weight. Those complex concepts are also linked to behavior. The construct can be referred as hypothetical constructs. “Hypothetical” because they are inferred from theories and other behavior‚ and “constructs” because they must be constructed by using a database of observations that can be measured. (clayton) Practically the construct is defined by how it is measured.
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Issue 1 2012-07-02 e-issn:1985-7527 IMPLEMENTATION OF RISK MANAGEMENT IN THE MALAYSIAN CONSTRUCTION INDUSTRY Lee Chun Siang and Azlan Shah Ali Faculty of Built Environment‚ University of Malaya 50603‚ Kuala Lumpur‚ Malaysia asafab@um.edu.my Abstract Risk and uncertainty constantly plagued construction industry compared with other business activities due to its characteristics of complexity‚ dynamic and time consuming. As risk management is predicting the unpredictable‚ it is one of
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ENPC-EHTP-MBAXIV A MA 1407 : Business Economics in a Global Market Individual Assignment GDP vs. Welfare The Moroccan Example Othmane Bouzoubaa Student ID : MA14 - 016 April – May 2012 This paper emphasis on GDP as an inefficient measure of welfare using arguments from the Moroccan example. MBAXIV A – MA 1407 – Business Economics in a Global Market GDP & Welfare – The Moroccan Example Table of Contents 1. 2. 2.1 2.2 2.3 3. 3.1 3.2 4. 5. Introduction .............................
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Outsourcing Risk Abstract Outsourcing can be expensive and have multiple risks; however‚ in this paper I will identify the possible risks to an organization in each of the following outsourcing situations: ▪ External service provider for data storage ▪ Enterprise service provider for processing information systems applications such as a payroll‚ human resources‚ or sales order taking ▪ Use of a vendor to support your desktop computers ▪ Use of a vendor to provide network
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Unit 13: Manage Health and Social Care Practice to Ensure Positive Outcomes for Individuals Unit code: M3 Unit reference number: M/602/2850 QCF level: 5 1 Understand the theory and principles that underpin outcome-based practice Q1.1 -Explain ‘outcome-based practice’ Q1.2- Critically review approaches to outcome based practice Q1.3- Analyse the effect of legislation and policy on outcome based practice Q1.4 Explain how outcome-based
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