Catherine Cooper, Hannah Liu, Tobias Rowland, Riddhi Prajapati, Tayla Hurlock and Andy Owen
This study aims to assess a novel clinic whereby new patients were discussed in a multi-agency, multi-disciplinary panel and given feedback on the same day. The objectives were to…
Abstract
Purpose
This study aims to assess a novel clinic whereby new patients were discussed in a multi-agency, multi-disciplinary panel and given feedback on the same day. The objectives were to determine the impacts on time to commencing treatment, need for further assessment, discharges and staff and patient experiences.
Design/methodology/approach
Outcomes from the new assessment clinic were compared to previous individual assessments. Feedback questionnaires were given to patients, while a focus group was conducted with staff.
Findings
There was a significant reduction in the time to agreeing a treatment plan (34 days to <1 day), the need for further assessment (61%–23.2%) and a significant increase in the proportion discharged from secondary care (26.9%–49.8%). Clinician and patient feedback on the clinic was positive.
Practical implications
The model of a multi-agency, multi-disciplinary clinic could be used for assessing new referrals to community mental health teams.
Originality/value
The use of a multi-agency, multi-disciplinary clinic is a novel approach within community mental health teams which led to improvements in efficiency, while demonstrating positive patient and clinician feedback.
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Steve Kempster, Malcolm Higgs and Tobias Wuerz
Little is known about how and why pilots are useful in the context of organisational change. There has similarly been little attention to processes of distributed leadership in…
Abstract
Purpose
Little is known about how and why pilots are useful in the context of organisational change. There has similarly been little attention to processes of distributed leadership in organisational change. The purpose of this paper is to develop a theoretical argument relating to how key aspects shaping organisational change can be addressed by distributed change leadership through the mechanism of pilots.
Design/methodology/approach
The paper contribution is to review extant literature on change management and distributed leadership to build a model of distributed change leadership.
Findings
The paper outlines how the model of distributed change leadership can be applied through a pilot strategy to help engender commitment and learning, as well as contextualising the change to cope with the complexities of the situation.
Practical implications
The paper concludes with a discussion on the opportunities distributed leadership through pilots can bring to the effectiveness of organisational change interventions. The paper identifies a series of research propositions to help guide future directions for research. Finally the paper explores practical implications of the suggestions.
Originality/value
There is an absence of discussion on distributed leadership within the context of change management. Further the mechanism of pilots shaped by distributed leadership has not been explored. This paper is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for organisational change to enhance effectiveness.
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Jamshid Beheshti, Mohammed J. AlGhamdi, Charles Cole, Dhary Abuhimed and Isabelle Lamoureux
The chapter describes a four-year research project, the objective of which was to design and develop an intervention tool to assist middle school students in their information…
Abstract
Purpose
The chapter describes a four-year research project, the objective of which was to design and develop an intervention tool to assist middle school students in their information seeking when engaged in an inquiry-based learning project.
Methodology/approach
Bonded design method was used to design a proof-of-concept (POC) low-tech Guide, and focus group and Informant Design methods were utilized to develop a Web Guide.
Findings
In creating an intervention tool, whether low-tech paper-based or high-tech websites, different methodologies that relied heavily on the participation of students in the design process were successfully utilized.
Practical implications
The research shows that participation of children and adolescents in designing the content of technology for educational use is imperative.
Originality/value
This is a long-term research project, which is unparalleled and unique in its scope, duration, breadth, and depth. Having access to the grade eight classes in a single school over a four-year period has proven to be a remarkable research opportunity, seldom reported in the literature.
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Syed Omar Sharifuddin bin Syed‐Ikhsan and Fytton Rowland
There is relatively very little information on knowledge management in the public sector, and even less in developing countries. This paper investigates and examines the…
Abstract
There is relatively very little information on knowledge management in the public sector, and even less in developing countries. This paper investigates and examines the availability of a knowledge management strategy in a public organisation in Malaysia. This paper also examines perceptions on the benefits, problems, responsibilities and technological aspects that are entailed in managing knowledge in an organisation. Issues that encourage and restrict knowledge generation and knowledge sharing are also discussed. To achieve an in‐depth study, the Ministry of Entrepreneur Development of Malaysia was chosen for a case study. A questionnaire was used as the main instrument in gathering data, and a total of 154 respondents were involved in the survey. Although the Ministry does not have any specific knowledge management strategy, the study reveals that knowledge in the Ministry was available in the Ministry's procedures and policies, job manual procedure, ISO 9002, desk file, work flow and databases.
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The image of the library and information professional has been a source of professional anxiety for many years. The purpose of this paper is to investigate this long‐standing…
Abstract
Purpose
The image of the library and information professional has been a source of professional anxiety for many years. The purpose of this paper is to investigate this long‐standing issue by studying the portrayal of librarianship in UK national newspapers during a period of rapid technological change. It also proposes to examine the representation of the professional role, determined by the skills and competencies depicted and the topics associated with librarianship.
Design/methodology/approach
The approach takes the form of a content analysis of a sample of 264 newspaper articles taken from The Times and The Mirror between January 1, 1998, and December 31, 2008.
Findings
The findings reveal a lack of representation of skills and duties performed by librarians. The usefulness and relevance of those depicted are overshadowed by the reported value of libraries. When professional duties are depicted, however, the results appear positive: librarians were seen as having an expert knowledge of content, technological competence and skills in collection development. The reporting of negative behavioural traits was infrequent and it was found that newspapers were not perpetuating negative stereotypes.
Research limitations/implications
Although The Times and The Mirror are important publications in terms of circulation, their depiction of the library and information profession does not form a complete picture of the representation of librarianship in the UK press.
Originality/value
The paper contributes to debates about the image of the profession, and raises awareness about the skills and competencies that practitioners and professional bodies need to promote for the library and information profession to flourish.
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Argues that organizations should be thought of as cultures ratherthan machines, and that managing is as much a social as a technicalprocess. Suggests that effective leadership…
Abstract
Argues that organizations should be thought of as cultures rather than machines, and that managing is as much a social as a technical process. Suggests that effective leadership, and the successful design of appropriate organization development programmes, are dependent on executive understanding and sensitivity to organizational culture. Describes Schein′s model of culture and illustrates each of its major elements with examples drawn from the literature and the author′s own experience. These examples demonstrate the importance and the power of cultural approaches to understanding organizations in general and the leadership function in particular. Demonstrates a new set of tools for mobilizing commitment and enforcing control that can have important performance implications, and which will be of value to the practising manager.