Search results

The purpose of this paper is to describe the impact of a trauma-informed care (TIC) training programme on practice at the individual and workplace level in mental health and drug and alcohol services and to examine the implications of using training alone as a strategy for achieving system-level practice change.

A total of 271 clinicians and managers from public mental health and drug and alcohol services in Western Australia who had undertaken TIC training were invited to complete an on-line survey 12 months after training. Individual survey items were based on a five-point Likert scale with opportunity being provided for additional comments from respondents.

One year post-training, both clinicians and managers reported that training had increased their awareness and knowledge and had a positive impact on their attitudes towards TIC. Clinicians reported a moderate impact on their individual practice and both groups reported very limited success in bringing about change in their workplaces. Workforce development and organisational factors were identified by both clinicians and managers as being barriers to implementation.

Only 30 per cent of the training participants responded to the survey and it is not possible to determine whether they differed from non-respondents. Findings were based on a self-report survey with no objective measure of behaviour change.

This “naturalistic” study examines the longer-term impact of training, from the perspective of clinicians and managers, on changing practice at the individual clinician and workplace level. It highlights the critical importance of understanding and addressing contextual factors where collective, coordinated behaviour change is needed in order to effect organisational change.

This chapter gives one version of the recent history of evaluation case study. It looks back over the emergence of case study as a sociological method, developed in the early years of the 20th Century and celebrated and elaborated by the Chicago School of urban sociology at Chicago University, starting throughout the 1920s and 1930s. Some of the basic methods, including constant comparison, were generated at that time. Only partly influenced by this methodological movement, an alliance between an Illinois-based team in the United States and a team at the University of East Anglia in the United Kingdom recast the case method as a key tool for the evaluation of social and educational programmes.

From the mid‐nineteenth to the early twentieth century universities and colleges were founded throughout Australia and New Zealand in the context of the expanding British Empire. This article provides an analytical framework to understand the engagement between changing ideas of higher education at the centre of Empire and within the settler societies in the Antipodes. Imperial influences remained significant, but so was locality in association with the role of the emerging state, while the idea of the public purpose of higher education helped to widen social access forming and sustaining the basis of middle class professions.

Mergers, takeovers and changes in products or markets confront managers with major cultural change in their organisations. This article looks specifically at British Telecom, the different demands made on managers pre‐ and post‐privatisation and describes now management development programmes helped managers to change their style.

There's hardly an association, institute or company of any real size that doesn't feel the urge to have at least one get‐together each year. More and more are catching the conference habit, which lends support for the prediction by Geoffrey Smith, director of the London Convention Bureau, that the annual growth rate will stay around five per cent.

Resurgent interest in the life and work of the Italian Cambridge economist Piero Sraffa is leading to New Directions in Sraffa Scholarship. This chapter introduces readers to some of these developments. First and perhaps foremost is the fact that as of September 2016 Sraffa’s archival material has been uploaded onto the website of the Wren Library, Trinity College, Cambridge University, as digital colour images; this chapter introduces readers to the history of these events. This history provides sharp relief on the extant debates over the role of the archival material in leading to the final publication of Production of Commodities by Means of Commodities, and readers are provided a brief sketch of these matters. The varied nature of Sraffa scholarship is demonstrated by the different aspects of Sraffa’s intellectual legacy which are developed and discussed in the various entries of our Symposium. The conclusion is reached that we are on the cusp of an exciting phase change of tremendous potential in Sraffa scholarship.

The privatisation and reorganisation of British Telecom (BT) presented its various divisions with the problem of transferring commercial awareness at the top management level to middle management level. A management development programme was designed which combined computer‐based business strategy modelling and “best practice” modelling in human relations. These areas were previously treated separately. The greatest problem for senior managers was modifying their values. For middle managers the problem was that their values were overturned and themselves threatened. The one‐week courses allowed fears and confusions to be aired and examined. By exposing managers to “best practice” procedures they were given frameworks to help them determine how to forge a relationship between a sensible economic strategy and a complementary culture. The programme has been very successful and is to be implemented in other BT businesses.

IN THE March 1973 issue of NEW LIBRARY WORLD Dr H T Hookway commented that the new head of the British Library must be first and foremost an administrator and a manager, a man for whom the intricacies of book selection or ‘class and cat’ would hardly be of much use. Few would doubt the validity of this first statement, but surely a grounding in any of the traditional library disciplines could do no harm whatsoever and might indeed be a positive advantage.

This chapter presents a critical analysis of administration and its dysfunctional relationship to teaching and learning. Researchers conducted an ethnographic study over the course of 2 years. The reflective narrative (Nielsen, 1995) is of an iteration of Smith and Geoffrey's (1968) insider–outsider technique revealed systemic dysfunction, professional deference, and disregard. It provides the framework from which to view the dysfunctional behavior of both teachers and administrators. The critical analysis provides a research to practice component, which informs the preparation of future administrators through the revelation of the study's administrative challenges and expectations in the field of education.

As head of the European bureau of Meeting Planners International and marketing director of the European Federation of Conference Towns, Geoffrey Smith has checklists galore for assessing conference facilities and services. For selecting a hotel, he asks such questions as: How handy is it for airport transfers and road and rail arrivals? Is the car parking accommodation satisfactory? How many spaces are there? What public transport and taxi services are available? How many function rooms and sleeping rooms are there? How attractive is the price? What can be negotiated? Is it possible to benefit from seasonal and group rates? What other meetings are scheduled at the venue at the same time? (An overworked and exhausted staff is not desirable). Which hotel executive will be responsible for the event? Will he be easy to work with? Is the property handy for places which delegates or accompanying persons may want to visit — shops, entertainment, cultural attractions, restaurants, etc? Does it have a pool, gymnasium, sauna, nearby jogging, tennis, golf? Are the bar prices and hours acceptable? Will the hotel provide a special check‐in desk for your delegates, with quick service or pre‐booking? Will the meeting registration desk be well sited? What about in‐house restaurants, coffee shop, menus and prices? Does it cater for handicapped people? Are the halls and public rooms fresh and clean? Is the front office a cheerful place? Is the surrounding area safe at night? If the conference includes overseas delegates, do some staff speak their languages?