Automating for the first time, Isle College chose IME's TINlib library management system on the evidence of its ease of use for end‐users. After almost six months of live use a…
Abstract
Automating for the first time, Isle College chose IME's TINlib library management system on the evidence of its ease of use for end‐users. After almost six months of live use a questionnaire was distributed to student and staff users of the OPAC in order to assess the effectiveness of the system and its user friendliness; a series of face‐to‐face interviews supplemented the questionnaire data. The results showed a substantial increase in borrowing since automation and gave some pointers as to how the effectiveness of the system could be improved still further.
Peter W. Williams, Alison M. Gill and Neil Chura
This paper explores the potential influence and consequences of corpora te branding on mountain resort destinations. It examines the extent to which corporations emphasize…
Abstract
This paper explores the potential influence and consequences of corpora te branding on mountain resort destinations. It examines the extent to which corporations emphasize “placefulness” in the branding of their tourism products and services, as well as the degree to which they intentionally match their brands with values held by other destination stakeholders. “Placefulness” refers to the relative extent to which corporate branding strategies reinforce a destination's “sense of place” The findings suggest that a corporate as opposed to a community approach to branding is emerging in many tourism destinations. This has resulted in some significant redefinition of destination identities to reflect the changing needs of markets and corporations. Probably the most apparent identity shift in mountain communities brought on by corporate influence has involved the repositioning of many areas from being ski resorts to becoming four season destination resorts.
The purpose of this paper is to explore the dynamics of organizational change and present the case for a new, more effective and lasting way of approaching it, based on the…
Abstract
Purpose
The purpose of this paper is to explore the dynamics of organizational change and present the case for a new, more effective and lasting way of approaching it, based on the practical application of behavioral psychology to engage employees in the change.
Design/methodology/approach
Using construction business Costain's Project Management Academy as a case study, the paper illustrates Crelos' five‐stage model of behavioral change. This is based on its “Precision Business Psychology” approach, which combines the latest knowledge from psychological sciences with years of experience in enabling the delivery of lasting change in both the private and the public sectors.
Findings
The paper highlights the importance of investing time in the earlier stages of the change management process in order to prepare individuals and so embed behavioral change more quickly and effectively. It also identifies the value of a precise approach, both in order to deliver effective interventions at the appropriate time and to measure progress.
Originality/value
The paper presents a new approach to creating lasting change, based on behavioral psychology and the latest cognitive research that suggests that the existing approaches to people management commonly in use today, developed several decades ago, are not as effective as peope think. Readers will also learn how to avoid common pitfalls in making organizational change.
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Ketan Ramesh Sonigra, Lucy McIvor, James Payne-Gill, Tim Smith and Alison Beck
There is a proportion of psychiatric service users whose needs are not met by existing models of care. This can lead to a reliance on acute and crisis services. These service…
Abstract
Purpose
There is a proportion of psychiatric service users whose needs are not met by existing models of care. This can lead to a reliance on acute and crisis services. These service users may be considered high intensity users (HIUs). The purpose of this research is to evaluate the Crisis Plus model, an intervention designed to better support HIUs in the community and reduce dependency on acute and crisis services.
Design/methodology/approach
Forty-seven HIUs were involved in Crisis Plus. The core intervention of Crisis Plus was an Anticipatory Management Plan (AMP), produced in collaboration with service users, their families and their care coordinators. AMPs were shared with relevant services and attached to electronic patient notes to ensure a uniform, psychologically informed approach to care.
Findings
HIU service use was compared pre and post-AMP. On average, number of inpatient admissions, number of days spent on the ward, accepted psychiatric liaison referrals and accepted home treatment team (HTT) referrals decreased significantly.
Practical implications
Crisis Plus has taken a collaborative, proactive approach to engage HIUs, their families and the services that care for them. Crisis interventions that emphasise collaborative working and service user agency are key.
Originality/value
The provision of dedicated psychological support to HIUs and their professional and personal network is crucial to reduce reliance on acute and crisis care. Crisis Plus is unique in that it instigates co-production and active consultation with HIUs and services to improve clinical outcomes, in addition to reducing NHS expenditure.
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Gill Toms, Stephanie Green, Alison Orrell and Fiona Verity
Research can be an influential driver in raising care home standards and the well-being and human rights of residents. This paper aims to present a case for how a relational…
Abstract
Purpose
Research can be an influential driver in raising care home standards and the well-being and human rights of residents. This paper aims to present a case for how a relational research capacity building programme could advance this agenda.
Design/methodology/approach
This study uses Axel Honneth’s Recognition Theory as a lens through which to explore organisational and institutional factors (such as research capacity and investment) that can either enable or limit “recognition” in the context of research in care homes. This paper draws on recent evidence from the COVID-19 pandemic in the UK and worldwide, to argue that such a relational capacity building agenda is even more pressing in the current context, and that it resonates with evidence from existing relational capacity building initiatives.
Findings
A lack of relevant research arguably contributed to the crisis experienced by the care home sector early in the pandemic, and there are only tentative signs that residents, care home providers and staff are now informing the COVID-19 research agenda. Evidence from pre COVID-19 and insights from Honneth’s Recognition Theory suggest that relational approaches to building research capacity within the care home sector can better generate evidence to inform practice.
Originality/value
This is a novel application of recognition theory to research in the care home sector. Drawing on theory, as well as evidence, has enabled the authors to provide a rationale as to why relationship-based research capacity building in care homes warrants further investment.