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Article
Publication date: 1 June 2001

Stephen Campbell, Martin Roland and Brenda Leese

In April 1999, 481 English Primary Care Groups (PCGs) were created. The National Primary Care Research and Development Centre is leading a three year longitudinal study, in…

457

Abstract

In April 1999, 481 English Primary Care Groups (PCGs) were created. The National Primary Care Research and Development Centre is leading a three year longitudinal study, in conjunction with the King’s Fund, to track the development of PCGs. The implementation of clinical governance is an important responsibility of PCGs. This survey aimed to describe initial progress in implementing clinical governance in primary care, and to describe barriers to change. Data were collected in autumn 1999, using a questionnaire to clinical governance leads, in a random sample of 72 PCGs. PCGs have put considerable effort into the development of clinical governance and an extensive range of activities were planned for tracking quality of care. However, PCGs face barriers in implementing clinical governance and they must foster a culture of engaged participation by practices and practice staff. PCGs must also be given the time and resources needed to implement clinical governance.

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British Journal of Clinical Governance, vol. 6 no. 2
Type: Research Article
ISSN: 1466-4100

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Article
Publication date: 1 March 2001

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00438029710162953. When citing the…

810

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00438029710162953. When citing the article, please cite: Stephen Campbell, Brian H. Kleiner, (1997), “New developments in re-engineering organizations”, Work Study, Vol. 46 Iss: 3, pp. 99 - 103.

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Management Research News, vol. 24 no. 3/4
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 25 January 2013

Lauri Johnson and Rosemary CampbellStephens

The aim of this paper is to discuss the views of black and ethnic minority school leaders about the Investing in Diversity program, a black‐led program developed in 2004 to…

1373

Abstract

Purpose

The aim of this paper is to discuss the views of black and ethnic minority school leaders about the Investing in Diversity program, a black‐led program developed in 2004 to address the underrepresentation of black leaders in the London schools. Major themes are identified from interviews with black and South Asian women graduates of the program and recommendations made for leadership development strategies to help aspiring and current black and global majority headteachers “bring who they are” to their leadership.

Design/methodology/approach

Qualitative case study data about the Investing in Diversity program include document analysis of curriculum modules and participant observation of the weekend residential, survey satisfaction data from several cohorts, and face‐to‐face interviews with a purposive sample of seven headteachers from African Caribbean, African, and South Asian backgrounds who completed the Investing in Diversity program six‐seven years ago. These semi‐structured individual interviews were conducted in the spring of 2012 during an all‐day visit to their schools and focused on barriers and supports in their career path, approach to leadership, and their views on their leadership preparation.

Findings

Participants identified black and ethnic minority headteachers as role models, the importance of mentoring and informal networks, and opportunities to lead as supports to their career path to headship. Many of their long‐term informal networks were established with other BME colleagues who attended Investing in Diversity. Barriers included subtle (and not so subtle) discrimination from parents, teachers, and administrators for some of the participants.

Research limitations/implications

Observational studies and interview studies, which included a bigger sample of black and ethnic minority headteachers, would extend this research.

Practical implications

This study provides suggestions for schools and local authorities about leadership preparation strategies that make a difference for aspiring BME leaders.

Originality/value

There is a paucity of research on the views of British BME headteachers. This study adds to the research base on BME leadership development in Britain and contributes to international research on self‐defined black leadership perspectives.

Details

Journal of Educational Administration, vol. 51 no. 1
Type: Research Article
ISSN: 0957-8234

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Article
Publication date: 5 September 2016

David Jack and Robert Lobovsky

The purpose of this paper is to examine the initial outcomes of a mentoring program designed to increase the advancement prospects of racialized teachers to vice principal…

343

Abstract

Purpose

The purpose of this paper is to examine the initial outcomes of a mentoring program designed to increase the advancement prospects of racialized teachers to vice principal positions within a Canadian school district.

Design/methodology/approach

This program assessment documents evidence that challenges current school leadership paradigms rooted in western dominance and suggests new approaches to leadership informed by research on diversity, equity, and identity.

Findings

Survey data from 32 participants (13 mentors and 19 mentees) from Canada’s second largest school district were analyzed thematically and showed that racialized mentees generally rated their satisfaction with the program lower than did mentors (both racialized and non-racialized), particularly as it relates to feelings of inclusion and in the program’s potential to influence the recruitment and advancement of racialized employees in the district.

Research limitations/implications

The findings are limited to a single mentoring program for aspiring racialized leaders within a single, large school district but reinforce similar findings from research conducted in another large Canadian urban center, the USA and UK, and are of interest in other educational contexts where leaders from diverse backgrounds are underrepresented.

Originality/value

The paper reinforces findings from the small number of studies on targeted leadership mentoring for specific populations. While the findings support the practice of mentoring for leaders, the authors challenge the culture-free leadership paradigm that permeates Western education literature and question its role as an underlying barrier for aspiring racialized leaders in schools.

Details

International Journal of Mentoring and Coaching in Education, vol. 5 no. 3
Type: Research Article
ISSN: 2046-6854

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Article
Publication date: 1 March 2005

Linda Gask and Stephen Campbell

32

Abstract

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Mental Health Review Journal, vol. 10 no. 1
Type: Research Article
ISSN: 1361-9322

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Article
Publication date: 11 May 2015

Ailis ni Riain, Catherine Vahey, Conor Kennedy, Stephen Campbell and Claire Collins

– The purpose of this paper is to describe a national, comprehensive quality indicator set to support delivering high-quality clinical care in Irish general practice.

343

Abstract

Purpose

The purpose of this paper is to describe a national, comprehensive quality indicator set to support delivering high-quality clinical care in Irish general practice.

Design/methodology/approach

Potential general practice quality indicators were identified through a literature review. A modified two-stage Delphi process was used to rationalise international indicators into an indicator set, involving both experts from key stakeholder groups (general practitioners (GPs), practice nurses, practice managers, patient and health policy representatives) and predominantly randomly selected GPs. An illustrative evaluation approach was used to road test the indicator set and supporting materials.

Findings

In total, 80 panellists completed the two Delphi rounds and staff in 13 volunteer practices participated in the road test. The original 171 indicators was reduced to 147 during the Delphi process and further reduced to 68 indicators during the road test. The indicators were set out in 14 sub-domains across three areas (practice infrastructure, practice processes and procedures, and practice staff). Practice staff planned 77 quality improvement activities after their assessment against the indicators and 31 (40 per cent) were completed with 44 (57 per cent) ongoing and two (3 per cent) not advanced after a six-month road test. A General Practice Indicators of Quality indicator set and support materials were produced at the conclusion.

Practical implications

It is important and relatively easy to customise existing quality indicators to a particular setting. The development process can be used to raise awareness, build capacity and drive quality improvement activity in general practices.

Originality/value

The authors describe in detail a method to develop general practice quality indicators for a regional or national population from existing validated indicators using consensus, action research and an illuminative evaluation.

Details

International Journal of Health Care Quality Assurance, vol. 28 no. 4
Type: Research Article
ISSN: 0952-6862

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Article
Publication date: 1 January 1997

Stephen Campbell and Brian H. Kleiner

Downsized employees are facing a very difficult job market in the 1990's, and these employees may initiate legal actions against their company. California courts have reported a…

60

Abstract

Downsized employees are facing a very difficult job market in the 1990's, and these employees may initiate legal actions against their company. California courts have reported a surge of more than 100,000 employee suits. When these cases are tried in front of a jury, statistics show that the employer loses 78 per cent of the time, with an average award of $424,527.

Details

Managerial Law, vol. 39 no. 1
Type: Research Article
ISSN: 0309-0558

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Article
Publication date: 12 January 2010

Adrian Edwards, Melody Rhydderch, Yvonne Engels, Stephen Campbell, Vlasta Vodopivec‐Jamšek, Martin Marshall, Richard Grol and Glyn Elwyn

The Maturity Matrix is a tool designed in the UK to assess family practice organisational development and to stimulate quality improvement. It is practice‐led, formative and…

691

Abstract

Purpose

The Maturity Matrix is a tool designed in the UK to assess family practice organisational development and to stimulate quality improvement. It is practice‐led, formative and undertaken by a practice team with the help of trained facilitators. The aim of this study is to assess the Maturity Matrix as a tool and an organisational development measure in European family practice settings.

Design/methodology/approach

Using a convenience sample of 153 practices and 11 facilitators based in the UK, Germany, The Netherlands, Switzerland and Slovenia, feasibility was assessed against six criteria: completion; coverage; distribution; scaling; translation; and missing data. Information sources were responses to evaluation questionnaires by facilitators and completed Maturity Matrix profiles.

Findings

All practices taking part completed the Maturity Matrix sessions successfully. The Netherlands, the UK and Germany site staff suggested including additional dimensions: interface between primary and secondary care; access; and management of expendable materials. Maturity Matrix scores were normally distributed in each country. Scaling properties, translation and missing data suggested that the following dimensions are most robust across the participating countries: clinical performance audit; prescribing; meetings; and continuing professional development. Practice size did not make a significant difference to the Maturity Matrix profile scores.

Originality/value

The study suggests that the Maturity Matrix is a feasible and valuable tool, helping practices to review organisational development as it relates to healthcare quality. Future research should focus on developing dimensions that are generic across European primary care settings.

Details

International Journal of Health Care Quality Assurance, vol. 23 no. 1
Type: Research Article
ISSN: 0952-6862

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Article
Publication date: 1 June 1997

Stephen Campbell and Brian H. Kleiner

Business process re‐engineering was first popularized by Michael Hammer and James Champy, with their book, Reengineering the Corporation. The book advocated throwing away current…

1071

Abstract

Business process re‐engineering was first popularized by Michael Hammer and James Champy, with their book, Reengineering the Corporation. The book advocated throwing away current business methods, models, procedures and processes and replacing them with newly re‐engineered business processes. This and subsequent “re‐engineering” methodologies have placed the primary focus on the business process, and put little, if any, emphasis on human factors. Suggests that many re‐engineering projects fail because of this obvious neglect of human behavioural factors and identifies some proven management techniques which should be used in conjunction with any re‐engineering methodology to ensure successful transformation of the business, and the people within the organization.

Details

Work Study, vol. 46 no. 3
Type: Research Article
ISSN: 0043-8022

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Article
Publication date: 1 June 2001

Martin Roland, Stephen Campbell and David Wilkin

Clinical governance is a new policy introduced by the UK government to improve quality of care in the National Health Service; it imposes a “duty of quality” on all NHS…

2073

Abstract

Clinical governance is a new policy introduced by the UK government to improve quality of care in the National Health Service; it imposes a “duty of quality” on all NHS organisations, and aims to bring together managerial, organisational and clinical approaches to improving quality of care. Infrastructures have been established to support quality improvement in NHS organisations and priorities for quality improvement have been established. Initial approaches are largely educational. However, information on quality of care is starting to be shared, and experiments are being conducted with a range of financial and contractual incentives for quality improvement. For widespread cultural change to occur, a “no blame” approach to quality improvement will be necessary; this may be incompatible with the need to identify and eliminate bad practice. Other tensions include the rapid pace of change being centrally driven and uneven development of the infrastructure to support clinical governance. What has not yet been shown is that quality of care has improved. It is too early to say this yet. Given the magnitude both of the vision and the work required, it is unlikely that change will be rapid, or seen on a widespread scale.

Details

Journal of Management in Medicine, vol. 15 no. 3
Type: Research Article
ISSN: 0268-9235

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