Stelios Sapountzis, Kathryn Yates, Mike Kagioglou and Ghassan Aouad
This paper seeks to focus on the requirements to manage change, tangible and intangible benefits in a joint approach to deliver outputs on time, to quality and cost without…
Abstract
Purpose
This paper seeks to focus on the requirements to manage change, tangible and intangible benefits in a joint approach to deliver outputs on time, to quality and cost without failing to realise the benefits of the change. The aim of the paper is to demonstrate the need for benefits‐driven programme/project management as well as the importance of identifying the stakeholders' level of involvement and contribution throughout the process, and manage their expectations.
Design/methodology/approach
The methodology used is based on an action research approach, combining findings from a literature review and case studies within UK's primary healthcare sector.
Findings
Findings demonstrate development of a Benefits Realisation (BeReal) approach in healthcare through looking at case studies taking place within UK's primary and acute healthcare sector.
Research limitations/implications
The framework development is based on theoretical evidence and further research is needed to test and validate its robustness.
Originality/value
The paper highlights the application of benefits realisation and management in developing and delivering primary healthcare facilities.
Details
Keywords
Sarah Broadhurst, Kathryn Yates and Brenda Mullen
The aim of this paper is to evaluate the effectiveness of the My Way transition programme.
Abstract
Purpose
The aim of this paper is to evaluate the effectiveness of the My Way transition programme.
Design/methodology/approach
The programme was evaluated over a two year period via interviews with a range of stakeholders. The evaluation focused on outcomes for young people, experience of the transition process, differences in the cost of care packages and an exploration of what was different about the My Way approach.
Findings
There were positive outcomes for young disabled people using the programme, and reduced costs to commissioners. The success of the My Way programme seemed to result from its focus on implementing actions and “doing” rather than just developing plans.
Originality/value
This study provides evidence for commissioners, providers and service users of the importance of providing person‐centred facilitators who implement actions. It clearly demonstrates that when this happens savings can be made and good outcomes achieved.
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Ieva Zaumane and Maira Leščevica
Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is…
Abstract
Purpose
Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is responsible for managing internal communication in an organisation. This paper aims to examine the presence of internal communication management (ICM) practices in companies in Latvia and launch a new discussion on who should manage internal communication in a modern company to support business strategy and development.
Design/methodology/approach
In the first phase of the study, a survey was conducted in three business sectors in Latvia involved in managing and implementing the internal communications function. Using the multiple case study method, the second phase of the study examined in-depth, ICM and the implementation practices in four different Latvian companies. In total, 13 in-depth interviews were conducted within 4 companies, and thematic analysis was used to analyse the material gained from the interviews.
Findings
The target companies and relevant professionals from different fields have divergent opinions about who should manage the internal communication function. From the research across four companies, it was concluded that internal communication was implemented in a fragmented manner. There was a weak understanding of the meaning and goal of internal communication. The potential of effective internal communication in reaching strategic goals has not been realised. Responsibility for ICM is often limited to the reactive performance of public relations departments, human resources or marketing specialists. The companies clearly did not have a defined scope of responsibilities for managing internal communication amongst the different parts of their organisations. It can be concluded that company managers should pay attention to how internal communication is conducted, clearly delegate this function to a manager and define the expected results that meet the company’s strategic goals. The results of this research can be used to inform recommendations for integrating the ICM function.
Originality/value
Only a few research papers have discussed responsibility for internal communication functions. This research particularly fills this gap and emphasises the need to assign responsibility for an organisation’s ICM function as it is the core factor in strategic implementation and input related to business goals.
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Keywords
Kathryn E. Lewis and Pamela R. Johnson
A group of men are gathered around an office work station. On the computer screen an animated, anatomatically correct woman says, “Hello, I'm Maxie, your date from MacPlaymat…
Abstract
A group of men are gathered around an office work station. On the computer screen an animated, anatomatically correct woman says, “Hello, I'm Maxie, your date from MacPlaymat. Would you like to take off my clothes? I'll guide you. Start with my blouse.” The employee at the keyboard removes Maxie's clothes and then selects “sex toys” from the “tool box.” Maxie can be handcuffed, gagged, shackled, and made to perform a variety of sex acts. The excellent graphics and digitised sound of the computer allow Maxie to writhe and moan. A woman enters the office and finds her colleagues engaged in this “entertainment.” Has a computer game set the stage for a complaint of sexual harassment?
Patricia Drentea, Beverly Rosa Williams, Karen Hoefer, F. Amos Bailey and Kathryn L. Burgio
Purpose: To explore how families respond to the death and dying of their loved ones in a hospital setting, archival research was conducted using eight qualitative articles…
Abstract
Purpose: To explore how families respond to the death and dying of their loved ones in a hospital setting, archival research was conducted using eight qualitative articles describing next-of-kins’ perceptions of end-of-life care in Veterans Affairs Medical Centers (VAMCs). The articles were based on the qualitative arm of the VA Health Services Research and Development (HSR&D) study entitled, “Best Practices for End-of-life Care and Comfort Care Order Sets for our Nation’s Veterans” (BEACON).
Design: The archival research consisted of an interactive methodological process of data immersion, analysis, and interpretation which resulted in the emergence of two overarching thematic frameworks called “losing control” and “holding on.”
Findings: “Losing control” is the process that occurs when the patient experiences a cascading sequence of deleterious biological events and situations rendering the caregiver no longer able to direct the timing or setting of the dying trajectory. The notion of “holding on” captures family member’s responses to the need to maintain control after relinquishing the patient’s care to the institutional setting. During the patient’s hospitalization, the dual dynamics of “losing control” and “holding on” unfolded in the spatial, temporal, and life narrative domains.
Originality: The findings not only contribute to better overall understanding of family members’ responses to death in the pre-COVID-19 hospital setting but also heighten the awareness of the complex spatial, temporal, and narrative issues faced by family members who lost a hospitalized loved one during the COVID-19 pandemic.