Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
Anne Osborne Kilpatrick, James A. Johnson and Jacquelyn K. Jones
The problems facing hospitals are outlined as they attempt tosurvive in a turbulent environment. One solution to coping withorganisational crisis is downsizing. However, there are…
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The problems facing hospitals are outlined as they attempt to survive in a turbulent environment. One solution to coping with organisational crisis is downsizing. However, there are often negative effects on human resources when an organisation conducts a reduction in force. In this article, a model of the stages of individual and organisational crisis is described; considerations for planning the downsizing process are identified; and suggestions for management development are presented.
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Amber A. Johnson, James D. Ludema and Joyce S. Osland
It is commonly believed that the complexities of different languages, cultures, histories, time zones, locations, governments, financial and legal systems contribute to the…
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It is commonly believed that the complexities of different languages, cultures, histories, time zones, locations, governments, financial and legal systems contribute to the difficulty of leading global change. And yet, there is surprisingly little research at the intersection of global change and global leadership to guide practitioners. To fill this crucial gap, we provide a helpful framework for global leadership practitioners and scholars that emerged from a qualitative study of success factors in leading effective global change initiatives. We employed a comparative case study methodology to examine strategies and processes used by leaders of successful corporate and NGO global change projects. After comparing multiple cases of successful and unsuccessful global change initiatives in four organizations, we concluded that effective global change requires leaders to pay attention to 14 success factors categorized into three key design imperatives: (1) participatory process, (2) representative leadership, and (3) nested implementation. Participatory process consists of these success factors: (1) establish a clear vision, (2) ensure a collaborative start, (3) invite to the table as equals, (4) seek ideas from outside headquarters, (5) recognize and celebrate others, and (6) build systems for interdependence and accountability. Representative leadership includes: (7) create local leadership, (8) enable knowledgeable leadership, (9) empower willing leadership, and (10) develop bridge people. Nested implementation is composed of: (11) leverage formal communication channels, (12) attend to individual needs via interpersonal communication, (13) set global standards with local flexibility, and (14) test for regional credibility. We discuss these factors in light of existing literature and identify the implications and new horizons for global leadership theory and practice with respect to leading global change.
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Fenton Atkinson, L.J. Karminski and Gordon Willmer
October 24, 1969 Factory — Statutory duty — Dangerous machinery — Dangerous combination of machinery and material — Danger arising from “nip” between moving work‐piece and…
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October 24, 1969 Factory — Statutory duty — Dangerous machinery — Dangerous combination of machinery and material — Danger arising from “nip” between moving work‐piece and stationary bar — Automatic cooling device — Danger arising from coolant applied by hand — Practice known to employers — Whether foreseeable — Whether duty to fence — Factories Act, 1961 (9 & 10 Eliz. II, c. 34), s. 14(1).
James A. Johnson and R. Wayne Boss
The problems facing many US health care organizations may provecritical for survival for many of them. Outlines the nature of theproblems: increased patient demand, tensions among…
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The problems facing many US health care organizations may prove critical for survival for many of them. Outlines the nature of the problems: increased patient demand, tensions among personnel, technological innovation, cost‐conscious purchasers of care, the need to improve cost‐efficiency, and barriers to change within organizations. This last presents a number of problems that may often seem intractable and are peculiar to this type of organization.
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It may be said that the great mass of the food taken by an individual is required and used to satisfy the demands of the body for a source of energy in order that the normal…
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It may be said that the great mass of the food taken by an individual is required and used to satisfy the demands of the body for a source of energy in order that the normal functions and activities of life may be carried out. This energy value of the food was looked upon, until within comparatively recent years, as the important consideration in dietetics. With the accumulation of knowledge regarding the necessity of supplying food essentials, apart altogether from their energy value, this attitude has changed, and it is now known that not only is a certain total quantity of food essential, but that an adequate quantity of the various food essentials must also be supplied. The quantitative problem of dietetics, therefore, resolves itself into a consideration of two aspects which may be considered separately—(1) the total food requirements of the body for energy purposes; and (2) the requirements of the body for the individual food essentials—protein, carbohydrates, fats, mineral salts, vitamins, and water.
James A. Johnson and R. Wayne Boss
The problems facing many US health care organisations may provecritical for survival for many of them. The article outlines the natureof the problems: increased patient demands…
Abstract
The problems facing many US health care organisations may prove critical for survival for many of them. The article outlines the nature of the problems: increased patient demands, tensions among personnel, technological innovation, cost‐conscious purchasers of care, the need to improve cost‐efficiency, and barriers to change within organisations. This last presents a number of problems that may often seem intractable and are peculiar to this type of organisation. This is discussed.
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Kris Siddharthan, Walter J. Jones and James A. Johnson
Investigates the increased waiting time costs imposed on society due to inappropriate use of the emergency department by patients seeking non‐emergency or primary care. Proposes a…
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Investigates the increased waiting time costs imposed on society due to inappropriate use of the emergency department by patients seeking non‐emergency or primary care. Proposes a simple economic model to illustrate the effect of this misuse at a public or not‐for‐profit hospital. Provides evidence that non‐emergency patients contribute to lengthy delays in the ER for all classes of patients. Proposes a priority queuing model to reduce average waiting times.