Chris Wilson, David Hagarty and Julie Gauthier
Annual reports and operational data are key performance indicators for any business. However, performance measurement is critical in today’s real property domain and should become…
Abstract
Annual reports and operational data are key performance indicators for any business. However, performance measurement is critical in today’s real property domain and should become part of strategic planning and management processes for an organisation to be truly successful. In this paper the authors examine a number of case studies for the application of the Balanced Scorecard framework in establishing a balanced distribution of measures across four perspectives: financial; customer; internal business processes; and learning and growth. This balanced measurement of government organisations can help satisfy customers and shareholders ‐ in the public sector, often one and the same.
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Drawing from two years of multi-sited fieldwork about international backpacking in Central America, I make important connections between the backpacking escape motive, the…
Abstract
Drawing from two years of multi-sited fieldwork about international backpacking in Central America, I make important connections between the backpacking escape motive, the backpacker hostel, and tourism. I explain how backpackers experience the hostel as their “home base” and “home away from home” to escape into local cultures and natural environments that exist outside of it and an international community of travelers that convenes inside of it. I refer to theories on modern tourism, the backpacking escape motive, and the concept of community. I also theorize how the global spread of modern amenities and tourism shapes backpackers' escape experiences.
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The purpose of this paper is to review a sample of complaints referred to MPS in order to throw light on the relationship between bereavement and complaints directed at primary…
Abstract
Purpose
The purpose of this paper is to review a sample of complaints referred to MPS in order to throw light on the relationship between bereavement and complaints directed at primary healthcare services.
Design/methodology/approach
A review of a sub‐set of data from a study of primary‐care complaints referred to MPS over a six‐month period during 2006. The method combined both quantitative and qualitative analyses of complaints made after a patient has died.
Findings
Delays in the diagnosis and/or treatment of malignancies and cardiac problems were the most common reasons given for the complaint. This was especially true in the case of relatively young patients (under 65). Interpersonal and administrative problems also featured, but to a lesser extent than clinical issues. The majority of complaints were directed at male GPs. There was little evidence that the complaints stimulated practices to conduct significant event audits.
Research limitations/implications
The sample was drawn from complaints referred to MPS by members in need of assistance. Members are by no means obliged to notify MPS when they are the subject of a complaint, and in most cases, practices are able to deal with complaints without calling on MPS for assistance. The sample may therefore be skewed toward more problematic/complicated complaints.
Practical implications
Several risk‐management lessons can be drawn from the study: it is evident that there is a need for practices to develop protocols for dealing with bereavement sensitively and to take the time to explain relevant aspects of the deceased's illness and treatment to the bereaved.
Originality/value
The nature of the data offers a window on the dissatisfactions and needs of bereaved family members.
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Describes the efforts of the owner/directors of a private limitedcompany to put into place a succession strategy. Considers three majorthemes: second generation…
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Describes the efforts of the owner/directors of a private limited company to put into place a succession strategy. Considers three major themes: second generation entrepreneurs/management succession; action learning as a human resource development strategy and philosophy; and the learning organization. Concludes that people (and organizations) “learn” best from the priorities of the business, once they have been identified, and that organizational learning is really based on institutionalization of what has been learned – requisite learning.
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Jodie Schafer and Patrick Duignan
This chapter explores the potential impact of middle leaders on their learning environments and on learning outcomes, focusing primarily on authenticity in leadership in schools…
Abstract
This chapter explores the potential impact of middle leaders on their learning environments and on learning outcomes, focusing primarily on authenticity in leadership in schools. In outstanding schools, middle leaders are very active and visible in their curriculum areas, as well as more broadly around the school. They work together to build leadership capacity through the promotion of shared leadership practices based on a collective ethic of responsibility. They actively influence others to break down silos between departments and teams within a school. It is through the quality of their engagements that they project, maintain, and sustain their presence and influence with and on others. The work of authentic middle leaders is transformational insofar as they promote and support transformational teaching and learning for their students.