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The relationship between the Greek government and outside organizations is complex to say the least.
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Health organizations are complex to manage due to their dynamic processes and distributed hospital organization.
Large organizations are complex systems where every change can have a systemic impact on social, economic, and other dimensions.
It will be argued that there are some plausible motives for such crossover; like cities, organizations are complex and heterogeneous human institutions.
People and organizations are complex, but that doesn't mean we can't use evidence to inform better practices.
Health care organizations are complex and comprised of highly trained individuals whose responsibilities include management of conflicting demands for services.
Clearly this is not an easy task, given health care organizations are complex adaptive systems, [ 41, 42] as are physician-organizational relationships [ 43].
When systems and organizations are complex, the greatest need is often an environment where locals can self-organize to develop innovative and context appropriate approaches to health challenges through local organizations and networks.
As the hospital organization is complex, more knowledge is needed to understand how nursing care in this area can be improved.
Because genome organization is complex, answering this question is non-trivial.
As shown in Figure 2 and 3, the IGH genomic organization is complex, with five specific zones where Cμ and Cδ exons are identified (In Additional File 6 you can find the nucleotide sequences of all zones in GenBank format, we have included a file with VH annotation).
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