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Article
Publication date: 1 February 1993

J.A. Kennerley

Professionals subscribe to a given set of shared core values whichdefine their profession. In medicine they relate to the saving of lifeand healing of the sick. Autonomy is…

345

Abstract

Professionals subscribe to a given set of shared core values which define their profession. In medicine they relate to the saving of life and healing of the sick. Autonomy is concerned with the extent to which the professional body can set its own rules and standards which illustrate the ethos of the profession and define its character. It is the professionals collectively who monitor the profession in terms of procedures, practice, entry requirements and licences. Society′s role is to determine what is appropriate or acceptable behaviour by professionals and it is increasingly asking about medical activities from a standpoint of priorities of need, appropriateness and value for money. There have traditionally been two types of professional group, random and clustered but we are now beginning to see the emergence of a third type, the managed group. The management of clustered professional groups is extremely difficult. Professional and academic freedoms are jealously guarded while organizational goals are relegated in comparison. The task facing managers in health care is daunting but there are signs of progress. We are beginning to see the emergence of a new partnership between clinicians and managers with agreement on collective interpretation of clinical values leading to the development of an enhanced ethos of health care which is better suited to the needs of the patients.

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Journal of Management in Medicine, vol. 7 no. 2
Type: Research Article
ISSN: 0268-9235

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Article
Publication date: 1 October 2000

A.J. Davies and A.K. Kochhar

Posits that disappointing results from the implementation of best practices are due to a failure to link practices to specific measurable objectives, failure to prioritise best…

3594

Abstract

Posits that disappointing results from the implementation of best practices are due to a failure to link practices to specific measurable objectives, failure to prioritise best practices, and a lack of analysis of necessary infrastructure practices. Describes the development of a framework for selecting practices which will improve operational performance in the area of manufacturing planning and control. Suggests that selection should be based on strength of relationships between practices and performance objectives and take into account dependency relationships between practices. Integrates theory and empirical data to investigate links between practices and performance, thereby providing a framework for selecting practices based on objectives and dependency relationship between practices. Case studies, structured interviews and postal questionnaires were used to develop and validate the framework presented.

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International Journal of Operations & Production Management, vol. 20 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 February 1979

Clive Bingley, Edwin Fleming and Sarah Lawson

PROMPTLY UPON the ending of the seemingly interminable Christmas/New Year holiday—I just had to go back to work between the two, because another plate of…

29

Abstract

PROMPTLY UPON the ending of the seemingly interminable Christmas/New Year holiday—I just had to go back to work between the two, because another plate of cold‐turkey‐plus‐cold‐Xmas‐pud would have driven me insane—there landed upon my desk the first issue of the LAR vacancies supplement, a sheet of job advertisements which is to be issued fortnightly while publication of the Times literary supplement Is suspended, and may even be continued thereafter on a permanent basis if demand warrants.

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New Library World, vol. 80 no. 2
Type: Research Article
ISSN: 0307-4803

Available. Open Access. Open Access
Article
Publication date: 21 February 2020

Ernst Graamans, Kjeld Aij, Alexander Vonk and Wouter ten Have

This case study aims to shed light on what went wrong with the introduction of new surgical suture in a Dutch hospital operating theatre following a tender. Transition to working…

24625

Abstract

Purpose

This case study aims to shed light on what went wrong with the introduction of new surgical suture in a Dutch hospital operating theatre following a tender. Transition to working with new surgical suture was organized in accordance with legal and contractual provisions, and basic principles of change management were applied, but resistance from surgeons led to cancellation of supplies of the new suture.

Design/methodology/approach

Researchers had access to all documents relevant to the tendering procedure and crucial correspondence between stakeholders. Seventeen in-depth, 1 h interviews were conducted with key informants who were targeted through maximum variation sampling. Patients were not interviewed. The interviews were recorded, transcribed and analysed by discourse analysis. A trial session and workshop were participatively observed. A cultural psychological perspective was adopted to gain an understanding of why certain practices appear to be resistant to change.

Findings

For the cardiothoracic surgeons, suture was more than just stitching material. Suture as a tactile element in their day-to-day work environment is embedded within a social arrangement that ties elements of professional accountability, risk avoidance and direct patient care together in a way that makes sense and feels secure. This arrangement is not to be fumbled with by outsiders.

Practical implications

By understanding the practical and emotional stakes that medical professionals have in their work, lessons can be learned to prevent failure of future change initiatives.

Originality/value

The cultural psychological perspective adopted in this study has never been applied to understanding failed change in a hospital setting.

Details

Journal of Organizational Change Management, vol. 33 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 November 1995

Ramsumair Singh

Examines dispute resolution in Britain and in particular,third‐party intervention, notably conciliation, mediation andarbitration as provided by the Advisory, Conciliation and…

2531

Abstract

Examines dispute resolution in Britain and in particular, third‐party intervention, notably conciliation, mediation and arbitration as provided by the Advisory, Conciliation and Arbitration Service (ACAS). Examines the role of industrial tribunals and makes a comparison with arbitration. Draws attention to recent trends in dispute resolution in Britain and in particular the rise in individual conciliation cases as British workers exercise their new found rights under European Union (EU) law. Comments on possible reforms to the system of dispute resolution in Britain.

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International Journal of Manpower, vol. 16 no. 9
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 November 1996

Rita Marcella, Michael McConnell, Gerald Moore and Michael Seton

Describes the results of a Scottish Library and Information Council‐funded project into the business information needs of companies in the rural areas of the north‐east of…

777

Abstract

Describes the results of a Scottish Library and Information Council‐funded project into the business information needs of companies in the rural areas of the north‐east of Scotland. Based on a survey by questionnaire, interviews and case studies, describes the information providers available to rural businesses, the pattern of present use of such agencies by companies, the nature of respondents’ information needs, problems in accessing information and attitudes to IT. Highlights as significant to businesses particular types of information, some of which are felt to require the support of expert advice. The use of existing agencies suggests that many companies are poorly informed as to which agencies to approach and that these are less likely to approach libraries than “business” organizations, i.e. those providers which are seen as being more dedicated to the interests of the business community. Finds that business information provision is a dynamic and constantly shifting environment, in terms of the appearance and demise of information providers; and suggests there are lessons to be learned from the experience of the traditional and long‐established services.

Details

Library Management, vol. 17 no. 7
Type: Research Article
ISSN: 0143-5124

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Article
Publication date: 1 January 2004

Mohamed E. Kuwaiti

The study deals with the questions relating to the process of developing and managing the PMS. Data are collected from members of the Institute of Business Process Re‐engineering…

5676

Abstract

The study deals with the questions relating to the process of developing and managing the PMS. Data are collected from members of the Institute of Business Process Re‐engineering, Dubai Quality Group and consultants from the UK. The study found that the design of the performance measurement systems is best performed by a newly created process, with a process owner reporting to the highest management level and carrying out the activities in collaboration with other processes.

Details

International Journal of Operations & Production Management, vol. 24 no. 1
Type: Research Article
ISSN: 0144-3577

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Book part
Publication date: 7 November 2017

Anna Pistoni and Lucrezia Songini

Abstract

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Servitization Strategy and Managerial Control
Type: Book
ISBN: 978-1-78714-845-1

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Article
Publication date: 1 February 2003

Mike Kennerley and Andy Neely

The design and use of performance measurement systems has received considerable attention in recent years. Many organisations have redesigned their measurement systems to ensure…

20991

Abstract

The design and use of performance measurement systems has received considerable attention in recent years. Many organisations have redesigned their measurement systems to ensure that they reflect their current environment and strategies. However, increasingly the environment in which organisations compete is dynamic and rapidly changing, requiring constant modification of strategies and operations to reflect these changing circumstances. Despite this, few organisations appear to have systematic processes in place to ensure that their performance measurement systems continue to reflect their environment and strategies. This paper presents case study research that investigates what actions organisations can take to ensure that their measurement systems evolve over time.

Details

International Journal of Operations & Production Management, vol. 23 no. 2
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 March 2002

Amanda J. Davies and Ashok K. Kochhar

The number of studies relating to best practice in manufacturing has been increasing at a rapid rate over the last few years. As companies strive to attain world‐class…

4854

Abstract

The number of studies relating to best practice in manufacturing has been increasing at a rapid rate over the last few years. As companies strive to attain world‐class manufacturing status the search for best practice has intensified. Focus has evolved from benchmarking as a means to improve company performance through the identification of best practice, to the need to identify, manage and transfer best practices. This paper discusses this evolution of focus and identifies key issues for consideration in best practice investigations. In particular, it addresses issues of methodology which can improve the quality of findings from studies of best practice and maximise company performance through the transfer of appropriate best practices.

Details

International Journal of Operations & Production Management, vol. 22 no. 3
Type: Research Article
ISSN: 0144-3577

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