Search results

Presents the first of two reports which research into the handling styles of supervisors and managers when dealing with disciplinary and grievance situations. Compares the handling styles that they use when dealing with discipline and grievance situations and finds that differences exist in the styles used for the two types of issue. The less serious disciplinary cases seem to attract a fairly prescriptive autocratic style, whereas those which are potentially more serious to the organization tend to be handled with less prescriptive approaches that involve the employee to a greater extent, and it is this approach which theory suggests is more likely to bring about the desired change in the behaviour of the employee. With the exception of cases which pose some threat to managerial authority, the general pattern that emerges for grievances is that they tend to be explored in a less prescriptive way. Describes the research methodology and sets the scene for a further research report.

Currently there is a widespread movement, not only amongst practitioners but also managers, purchasers and policy makers, to promote evidence‐based health care. There is therefore a growing concern that practitioners should be able to efficiently access and appraise evidence. This paper discusses some of the requirements which are necessary to enable nurses to achieve this goal. It is based on three sources of evidence: the evaluation of a workshop which was designed to facilitate practitioners' appraisal and use of research; a qualitative study of practitioners' and managers' attitudes to research; and the authors' experience of working in this field. A framework is suggested whereby not just the accruement of skills, but other requisites such as a positive culture, an appreciation of the wide range of research methodologies which might inform nursing, and an exploration of sources of evidence other than research, require attention.

In recent research the strength and nature of the relationship between coaches and executives appears as a critical success factor in successful coaching outcomes. However, little theory has as yet been devoted to an analysis of how relationships are used in executive coaching. Such an analysis requires going from the monadic, individual level of analysis to the dyadic, relational level. The purpose of this paper is to develop a theory of relating in executive coaching at this dyadic level of analysis.

A conceptual analysis of relating in executive coaching is presented, drawing on a combination of the behavioural approach (Skinner and others) and the systems approach (Bateson and others). A verbatim of a coaching conversation serves as an illustration.

It is found that the behavioural and systems approaches may be fruitfully combined in one behavioural systems approach. Following this, relating in executive coaching is characterised as systemic, behavioural, communicational, and patterned.

The paper is among the first to study executive coaching at the dyadic level of analysis, and to develop a combined behavioural systems approach towards that purpose. This approach and its outcomes add to and can be clearly distinguished from the more common humanistic, psychodynamic, and cognitive approaches to executive coaching.

This paper describes a recent study which investigated the research culture of 21 nurses, midwives and health visitors and their nine managers in three Trusts in England. Data were collected through in‐depth interviews and analysed using an adaptation of Colaizzi's framework. The results presented in this paper describe the opportunities for, and barriers to, research‐based practice within the three cultures. These findings emphasize the complexity of creating and sustaining a research culture within NHS Trusts.

The aim of this paper is to illustrate the instrumental role of physician Caroline Hedger during the first half of the twentieth century, with her emphasis on worker health, which influenced American society and helped to improve working and living conditions of people across the USA.

Drawing on archival newspaper clippings, original journal articles and books written by the subject, historical manuscripts and other labor history resources, this manuscript pulls together information on this topic in a unique way to give a broad view of the impact of Hedger and her important role not only for the city of Chicago, but the nation as a whole.

This research concludes that Hedger was an instrumental force and tireless advocate for the improvement of public health and social change. She was a constant driver for the creation of better living and working conditions of poor laborers, especially immigrants and women, desired the enhancement of child welfare, and was also helpful in supporting the labor movement and educating those involved in the process.

This is the first manuscript to explore the role played by Caroline Hedger in relation to her impact on the importance of the health of workers and their families. Her story is a testament to the powerful effect of a single person in a dynamic world, and demonstrates how understanding a worker's health contributes to greater insights about management history.

The purpose of this paper is to describe processes of learning from personal experiences of mental distress when mental health service users participate in occupational therapy education with tutors and students who have also had experiences of mental distress.

A post-structural theoretical perspective was applied to stories which emerged from the research process. Semi-structured group and individual interviews were used with three service users, three students and three tutors (including the author) who had all had, at some time in their lives, experiences of mental distress.

Stories based on previously hidden personal experiences of mental distress began to shift dominant understandings. Further, as educators, service users challenged whose authority it is to speak about mental distress and permitted different narrative positions for students and tutors. However, technologies of power and technologies of self of powerful discourses in professional education continued to disqualify and exclude personal knowledges. Learning from stories requires a critical approach to storytelling to expose how hidden power relations maintain some knowledges as dominant. Further, learning requires narrative work, which was often hidden and unaccounted for, to navigate complex and contradictory positions in learning.

Although storytelling based on personal experience can help develop a skilled and healthy mental health workforce, its impact will be limited without changes in classrooms, courses and higher education which support learning at the margins of personal/professional and personal/political learning.

Learning from stories of mental distress requires conditions which take account of the hidden practices which operate in mental health professional education.

The case will be useful in helping learners: to appreciate concepts in and develop the necessary understanding to apply relevant theories in crisis communications; to identify communications issues along with the evolution of a crisis; to understand the importance and role of a crisis communications team; and to develop skills in writing a crisis communications plan.

The case is a narration of the experiences of the Kenya Red Cross Society (KRCS) as it launched the Kenya drought appeal in March 2019, and the unexpected media and public backlash that ensued. The background is that of an unusual-yet-previously-predicted dry spell, consequent drought and famine, alleged famine-related deaths, mixed signals from the national and county government and a hitherto well-regarded institution (the KRCS) coming in to launch an appeal aimed at raising funds to help alleviate the effects of the prolonged drought and consequent famine in the northern parts of the country. Unfortunately, a major media and public backlash that was not foreseen by KRCS ensued, and it threatened the reputation and very existence of the organization. Drawing on interviews and secondary material in the public domain, the case focuses on how the KRCS navigates the media and public backlash that ensued following the funding appeal. The case is interesting because of the type of organization involved (a not-for-profit institution set up as auxiliary to the government and of good repute), the nature of the problem (reputational crisis and attendant risk management), the setting (a LMIC in sub-Saharan Africa) and the level of analysis (organizational rather than individual decision-making).[AQ1]

Masters level – MBA, Executive MBA, Master’s in Public Management, Master’s in Communication and/or similar courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

Departing from an online interactive Gender Café on the topic of Knowledge Management (KM), jointly hosted by a UN agency and the Society of Gender Professionals, this chapter seeks to provide gender practitioners and others with practical examples of how to “gender” KM in international development. Through analyzing the travel of feminist ideas into the field of KM with inspiration from Barbara Czarniawska’s and Bernard Joerge’s (1996) theory of the travel of ideas, the chapter explores the spaces, limits, and future possibilities for the inclusion of feminist perspectives. The ideas and practical examples of how to do so provided in this chapter originated during the café, by the participants and panellists. The online Gender Café temporarily created a space for feminist perspectives. The data demonstrate how feminist perspectives were translated into issues of inclusion, the body, listening methodologies, practicing reflection, and the importance to one’s work of scrutinizing underlying values. However, for the feminist perspective to be given continuous space and material sustainability developing into an acknowledged part of KM, further actions are needed. The chapter also reflects on future assemblies of gender practitioners, gender scholars and activists, recognizing the struggles often faced by them. The chapter discusses strategies of how a collective organizing of “outside–inside” gender practitioners might push the internal work of implementing feminist perspectives forward.