Describes the efforts of the owner/directors of a private limitedcompany to put into place a succession strategy. Considers three majorthemes: second generation…
Abstract
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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Lesley Gore, Kathryn Toledano and Gordon Wills
In the light of impending changes that will affect the MCB publishingenterprise, explores the leadership strategies which the owners havepursued. These comprise: management action…
Abstract
In the light of impending changes that will affect the MCB publishing enterprise, explores the leadership strategies which the owners have pursued. These comprise: management action learning; systems development; mentoring and coaching, and structured change. Concludes with personal experiences of members of the management teams in different departments.
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Peter A.C. Smith and Judy O’Neil
Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of…
Abstract
Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.
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Giulia Signorini, Nikolina Davidovic, Gwen Dieleman, Tomislav Franic, Jason Madan, Athanasios Maras, Fiona Mc Nicholas, Lesley O'Hara, Moli Paul, Diane Purper-Ouakil, Paramala Santosh, Ulrike Schulze, Swaran Preet Singh, Cathy Street, Sabine Tremmery, Helena Tuomainen, Frank Verhulst, Jane Warwick, Dieter Wolke and Giovanni de Girolamo
Young people transitioning from child to adult mental health services are frequently also known to social services, but the role of such services in this study and their interplay…
Abstract
Purpose
Young people transitioning from child to adult mental health services are frequently also known to social services, but the role of such services in this study and their interplay with mental healthcare system lacks evidence in the European panorama. This study aims to gather information on the characteristics and the involvement of social services supporting young people approaching transition.
Design/methodology/approach
A survey of 16 European Union countries was conducted. Country respondents, representing social services’ point of view, completed an ad hoc questionnaire. Information sought included details on social service availability and the characteristics of their interplay with mental health services.
Findings
Service availability ranges from a low of 3/100,000 social workers working with young people of transition age in Spain to a high 500/100,000 social workers in Poland, with heterogeneous involvement in youth health care. Community-based residential facilities and services for youth under custodial measures were the most commonly type of social service involved. In 80% of the surveyed countries, youth protection from abuse/neglect is overall regulated by national protocols or written agreements between mental health and social services, with the exception of Czech Republic and Greece, where poor or no protocols apply. Lack of connection between child and adult mental health services has been identified as the major obstacles to transition (93.8%), together with insufficient involvement of stakeholders throughout the process.
Research limitations/implications
Marked heterogeneity across countries may suggest weaknesses in youth mental health policy-making at the European level. Greater inclusion of relevant stakeholders is needed to inform the development and implementation of person-centered health-care models. Disconnection between child and adult mental health services is widely recognized in the social services arena as the major barrier faced by young service users in transition; this “outside” perspective provides further support for an urgent re-configuration of services and the need to address unaligned working practices and service cultures.
Originality/value
This is the first survey gathering information on social service provision at the time of mental health services transition at a European level; its findings may help to inform services to offer a better coordinated social health care for young people with mental health disorders.
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Andrew Hanna, Lesley White and Venkata Yanamandram
The purpose of this paper is to determine whether and how much patients would be willing to pay for diabetes disease state management (DSM) services in community pharmacies, and…
Abstract
Purpose
The purpose of this paper is to determine whether and how much patients would be willing to pay for diabetes disease state management (DSM) services in community pharmacies, and also to determine the relationships between willingness to pay (WTP) and different clinical/socio/demographic characteristics of patients.
Design/methodology/approach
A sample of 130 diabetic patients recruited from 14 pharmacies across Sydney, Australia completed self‐administered questionnaires. SPSS 16.0 was used to assess WTP in four scenarios (50 and 100 percent improvement in diabetes control after a 30 minute initial and 30 minute follow‐up consultation, respectively). Descriptive and inferential statistical techniques (regression) were used to analyse data.
Findings
Patients are willing to pay a median of AUS$30 for 50 percent improvement and AUS$40 for 100 percent improvement per 30 minute initial consultation, and AUS$20 for 50 percent improvement and AUS$30 for 100 percent improvement per 30 minute follow‐up consultation. Although results varied across scenarios, WTP generally increased when: patients' income is greater than AUS$150,000; frequency of patients' diabetes‐related hospitalizations is between 2 and 4; and patients' perceptions of pharmacists' ability are higher. The remainder of the variables tested are not significantly associated with WTP.
Practical implications
The findings demonstrate that most patients are willing to pay for diabetes DSM services in community pharmacies, and there is a great opportunity for pharmacies to expand their clinical services in this area.
Originality/value
The key contribution to the literature is the data relating to the willingness of Australian diabetic patients to pay for pharmacy‐delivered disease management support, and how this varies across people with different clinical/socio/demographic characteristics.
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The purpose of this paper is to understand how social networks can help to produce the “magic” of extraordinary results for organizations.
Abstract
Purpose
The purpose of this paper is to understand how social networks can help to produce the “magic” of extraordinary results for organizations.
Design/methodology/approach
In this exploratory study four cases (from published reports) are compared in order to illustrate different management approaches to utilizing the power of networks.
Findings
Social networks can be central to a strategy for organizational transformation (OT), as in three of these cases. They can also be fundamental to a firm's mode of organizing from its inception business and permanently, as in the second case (W.L. Gore). The three cases illustrate several approaches to connecting social networking with management's OT strategies. An important difference exists between informal, autonomous networks and networks that “talk” to management.
Research limitations/implications
These cases illustrate what is possible, not what is typical. All four cases involve social networks already aligned to official goals. This exploration of networking in the service of OT suggests some hypotheses but cannot rigorously test them.
Practical implications
Social networks can create, contain, and convey much of a company's intellectual capital and can control much of its potential for “magical” improvement. The basic principles of OT (developing a learning organization) apply here.
Originality/value
The comparative study of four cases is fruitful but rare. Network literature mostly consists of single cases and surveys at a distance.
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Thalia Anthony, Juanita Sherwood, Harry Blagg and Kieran Tranter
WITHIN THE PAST HALF CENTURY OR SO certain autobiographies have stood out from one's reading and reviewing, not always for their literary quality. Vera Brittain's Testament of…
Abstract
WITHIN THE PAST HALF CENTURY OR SO certain autobiographies have stood out from one's reading and reviewing, not always for their literary quality. Vera Brittain's Testament of Youth was a 1933 landmark because, sensitively, earnestly written, it achieved its author's aim: to show what the 1914 war and postwar period had meant to men and women of her generation, the changes wrought in the minds of a large section of the middle class, her own as daughter of a Staffordshire paper‐mill owner.
Not many weeks back, according to newspaper reports, three members of the library staff of the School of Slavonic and East European Studies in London were dismissed. All had…
Abstract
Not many weeks back, according to newspaper reports, three members of the library staff of the School of Slavonic and East European Studies in London were dismissed. All had refused to carry out issue desk duty. All, according to the newspaper account, were members of ASTMS. None, according to the Library Association yearbook, was a member of the appropriate professional organisation for librarians in Great Britain.