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Information on the risk of dementia in aging persons with intellectual and/or developmental disability (IDD) in Manitoba, Canada is lacking. The purpose of this paper is to estimate dementia prevalence in adults with IDD.

Anonymized population-level health and non-health administrative data (1979-2012) contained in the Population Health Research Data Repository of the Manitoba Centre for Health Policy (MCHP) were linked to identify adults with IDD, and estimate the prevalence of dementia based on the presence of ICD codes. Prevalence of dementia was estimated for persons aged 18-55 years and 55+ years, and was reported by sex, type of residence, region of residence, neighbourhood income quintiles, and IDD diagnostic category.

Of the 8,655 adults with IDD identified, 8.1 per cent had an indication of dementia in their medical records; an estimate three times greater than that found for those without IDD (2.6 per cent). More than 17 per cent of Manitobans with IDD aged 55+ years had an indication of dementia, which was nearly twice the rate reported previously. Of those with IDD and dementia, 34.7 per cent lived in long-term care facilities.

Health and social support services are typically available to individuals with dementia aged 65+ years; thus, younger adults with IDD and dementia may not be eligible for those supports. To promote equity in health and access to care, dementia screening and increased supports for aging individuals with IDD are recommended.

Argues that although 2002 was undoubtedly the most challenging year for a long time for local government employers it does not herald a return to the climate of the 1970s and the “Winter of Discontent”, as too many things have changed socially and economically for this to occur. For example, Parliament changed the legal framework for industrial action to the employers’ advantage, employers and governments learned how to win disputes, inflation fell and has stabilised at low levels, employees have become tied to expensive mortgage repayments, inherited concepts of job security no longer apply as a general rule, and the pensions promise has been severely eroded in much of the private sector, for new starters at least. Within this context describes the background and the outcomes of the local government and fire disputes of 2002.

This paper is focused on sectoral restructuring and changes in industrial relations in further education (FE colleges) during the 1990s, brought about by the 1992 Further and Higher Education Act. Its concern is particularly with the workplace implications of such restructuring and change for lecturers' union representatives and their members. The very rapid pace and fundamental nature of these developments generated deep and considerable workplace discontent, lecturers were denied an effective voice for the expression of this discontent and something close to a “Bleak House” scenario in FE colleges was created. There was a significant departure from what were essentially corporatist industrial relations traditions in the sector, and the paper suggests that there has been a lasting and critical effect on the nature and trajectory of industrial relations in FE in spite of policy initiatives and developments in the post‐1997 period of Labour government.

The purpose of this paper is to determine the effectiveness of strategic corporate social responsibility (CSR) initiatives that seek to enhance customer engagement, through different forms of positive word of mouth.

A total of 258 responses were collected from customers of mobile telephone service providers, and analysed using t-tests, ANOVA and structural equation modelling. The survey embedded a realistic press release, purporting to originate from the respondent’s service provider, communicating CSR information.

Mobile telephone users are largely indifferent to CSR communication activities but segments of the market respond differently. Customer-perceived community value of the strategic CSR initiative to the intended beneficiary of the activity was found to be an effective antecedent of customer engagement.

Alternative modes of customer engagement have the potential to enhance customer discourse. Customer-perceived community value of the strategic initiative provides further explanatory power to the CSR–customer relationship.

Customer-perceived community value can be used as a planning tool for marketers to gauge the effectiveness of CSR advertising campaigns before launch. Managers can adapt their CSR communications message to better reflect customer concerns.

NGOs that offer greater perceived community value can partner with companies more successfully.

A holistic CSR-centric approach to evaluate strategic CSR initiatives and determine their influence on alternative forms of customer engagement is novel.

The purpose of this paper is to explore how organizational design could support teamwork and to identify organizational design principles that promote successful teamwork.

Since traditional team training sessions take resources away from production, the alternative approach pursued here explores the promotion of teamwork by means of organizational design. A wide and pragmatic definition of teamwork is applied: a team is considered to be a group of people that are set to work together on a task, and teamwork is then what they do in relation to their task. The input – process – output model of teamwork provides structure to the investigation.

Six teamwork enablers from the healthcare team literature – cohesion, collaboration, communication, conflict resolution, coordination, and leadership – are discussed, and the organizational design measures required to implement them are identified. Three organizational principles are argued to facilitate the teamwork enablers: team stability, occasions for communication, and a participative and adaptive approach to leadership.

The findings could be used as a foundation for intervention studies to improve team performance or as a framework for evaluation of existing organizations.

By implementing these organizational principles, it is possible to achieve many of the organizational traits associated with good teamwork. Thus, thoughtful organization for teamwork can be used as an alternative or complement to the traditional team training approach.

With regards to the vast literature on team training, this paper offers an alternative perspective on how to improve team performance in healthcare.

The specific domain of market orientation has been the subject of much scrutiny this decade. Both conceptual and empirical advances have been made to establish the marketing orientation construct as central to marketing decisions, business activities and organizational culture. However, a lacuna remains in understanding how market orientation may be related to competitive strategy. It is argued that market oriented activities and behaviours are articulated through strategic means which guides the firm in its product‐market. Conceptualized as “strategic orientation of the business enterprise”, competitive strategy is discussed as an important vehicle through which market orientation may be manifest. Six dimensions of strategic orientation are presented and statistical analyses, of data generated from a survey of medium and large industrial manufacturing businesses, specified “proactiveness”, “analysis” and “futurity” as positive and significant in their association with firms’ levels of market orientation. Discussion of these findings is made, along with various conclusions and implications of the study for executive and academic audiences.

Leadership development may be a key strategy to enhance job satisfaction, reduce burnout and improve patient safety in health-care systems. This study aims to assess feasibility of a leadership development series in an effort to invigorate a collaborative culture, create peer networks and elevate autonomy in daily work.

The authors implemented a collectivistic leadership development series titled Fueling Leadership in Yourself. The series was designed for all types of health-care workers in the medicine service at a tertiary referral center for veterans. Two series of leadership development sessions with varied experiential learning methods were facilitated by content experts. Subjects focused on leadership approaches and attributes applicable to all roles within a health-care system. The authors collected participant perceptions using pre- and post-series surveys. Primary outcomes were understanding and applicability of leadership concepts, employee engagement in leadership, satisfaction with training and work environment and qualitative reflections.

A total of 26 respondents (of 38 participants) from 8 departments and several role types increased their knowledge of leadership techniques, were highly satisfied with and would recommend the series and found leadership principles applicable to their daily work. Participants continued to use skills years after the series.

Short, intermittent, collectivistic leadership development sessions appear effective in expanding knowledge, satisfaction and skills used in daily practice for a diverse group of health-care workers.

Novel programmatic aspects included inviting all types of health-care workers, practicing universally applicable content and using a variety of active, experiential learning methods.