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Different Organisations (different + organisation)

Distribution by Scientific Domains

Medical Sciences	40%
Business, Economics, Finance and Accounting	40%

Selected Abstracts

A UK survey of psychiatric services for older people in general hospitals

INTERNATIONAL JOURNAL OF GERIATRIC PSYCHIATRY, Issue 8 2003
John Holmes
Abstract Background Psychiatric illness is common in older people in general hospitals, but little is known of the service models operating in the UK, or of the views of old age psychiatrists regarding service provision in this area. We set out to determine the range of UK old age psychiatry service models for older people in general hospital wards, and the opinions of clinicians on future service priorities and development. Method A postal questionnaire survey of old age psychiatrists providing psychiatric services to older people in general hospital wards. Results 73% of services were provided through a generic, sector-based, consultation psychiatry model. The remaining 27% employed a range of general hospital-based liaison psychiatry services for older people, involved in proactively seeking referrals and educating general hospital staff. Those providing a generic sector-based model were significantly slower at responding to referrals. 89% of respondents were unhappy with their service to older people in general hospital wards, with only 11% preferring the generic sector-based model. Organisational barriers to change identified included the management of mental health care and physical care by different organisations. Training, both of psychiatric staff in this specialist area, and of general hospital staff in the detection and basic management of common psychiatric conditions in the general hospital setting, was felt to be necessary. Conclusions The management of co-morbid psychiatric and physical illness in older people is an important issue for health services. Old age psychiatrists are unhappy with the prevalent, reactive, consultation-based model, preferring a range of liaison psychiatry models based in the general hospital. The most important barriers to service development in this area were the separate managerial arrangements for psychiatric and physical care services, and a lack of evidence for effective old age psychiatry services in this setting. Copyright © 2003 John Wiley & Sons, Ltd. [source]

The role of the translator/interpreter in knowledge transfer environments

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2007
Jocelyn Cranefield
This paper reports on the results of a larger research project that investigated the factors impacting on inter-organisational transfer in the New Zealand State Sector. Seven gatekeepers (boundary-spanning individuals) from different organisations were interviewed about their experiences in facilitating knowledge transfer between a cross-sector working group and their organisation. The context for the research was the Pathfinder Project, a project based around the development and transfer of an emergent knowledge model for strategic management, Managing for Outcomes (MfO). A range of factors that facilitated knowledge transfer were identified. Among these, translation and interpretation activities were found to be critical to successful knowledge transfer. Gatekeepers reported acting as translator/interpreter, an essential role which demanded specialised skills. The nature of this role is outlined, with reference to a staged model for knowledge transfer that emerged from the research project. The translator/interpreter role required gatekeepers to engage in active and continuous conversion of knowledge to meet the differing needs of a range of recipients. This helped to increase the overall absorptive capacity of participating organisations. Implications of these findings for research and practice are outlined. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Management Control Systems in a Non-Enterprise Network: The Greenhouse Gas Protocol Initiative

AUSTRALIAN ACCOUNTING REVIEW, Issue 2 2009
Heidi Sundin
This article is based on the action research project of a multi-stakeholder collaboration formed to produce the Greenhouse Gas Protocol. This non-enterprise cross-sector collaboration had two sets of problems: the first being the ideological differences of the stakeholders, who had differing interests and agendas regarding the production of standards. The second set relates to the practical problems of enabling 300 people from different organisations and time zones, with different levels of resource access and no clear financial goal or endpoint, to work together. To overcome these issues three types of management control systems were developed: strong planning processes, administrative and governance structures, and socio-ideological controls. The result of the collaboration is a set of greenhouse gas accounting standards that have widespread acceptance internationally. This study contributes to both practice and research on management control systems (MCS) by outlining how alternative forms of MCS can be designed for non-enterprise cross-sector collaboration. [source]

Delivering culturally appropriate residential rehabilitation for urban Indigenous Australians: a review of the challenges and opportunities

AUSTRALIAN AND NEW ZEALAND JOURNAL OF PUBLIC HEALTH, Issue 2010
Kate Taylor
Abstract Objective: To review the challenges facing Indigenous and mainstream services in delivering residential rehabilitation services to Indigenous Australians, and explore opportunities to enhance outcomes. Methods: A literature review was conducted using keyword searches of databases, on-line journals, articles, national papers, conference proceedings and reports from different organisations, with snowball follow-up of relevant citations. Each article was assessed for quality using recognised criteria. Results: Despite debate about the effectiveness of mainstream residential alcohol rehabilitation treatment, most Indigenous Australians with harmful alcohol consumption who seek help have a strong preference for residential treatment. While there is a significant gap in the cultural appropriateness of mainstream services for Indigenous clients, Indigenous-controlled residential organisations also face issues in service delivery. Limitations and inherent difficulties in rigorous evaluation processes further plague both areas of service provision. Conclusion: With inadequate evidence surrounding what constitutes ,best practice' for Indigenous clients in residential settings, more research is needed to investigate, evaluate and contribute to the further development of culturally appropriate models of best practice. In urban settings, a key area for innovation involves improving the capacity and quality of service delivery through effective inter-agency partnerships between Indigenous and mainstream service providers. [source]

The learning credit card: A tool for managing personal development,

BRITISH JOURNAL OF EDUCATIONAL TECHNOLOGY, Issue 2 2008
Nick Rushby
This is the report of a five month study, undertaken by Sundridge Park Training Technologies in association with Guildford Educational Services to assess the potential of smart card technology to support learning and the management of learning. The study had two strands,the state of the art of the technology and its potential for supporting, delivering and managing learning. In addition to a study of the literature and extensive discussions with people using smart cards, potential users of smart card and visionaries, the project team developed two illustrative systems using cards to store personal data relating to education and training. The term ,smart card' is often used loosely to describe three different types of card, each of which is similar in general shape and size to a traditional credit card. These are: memory cards, laser cards,and true smart cards incorporating a processor and memory. This study has been concerned with memory cards and smart cards. The focus for smart card applications has been predominantly financial: there are relatively few applications in education or training. A notable exception is the large scale project at the University of Bologna which uses smart cards to manage the progress and achievements of a large number of students in the Department of Electronics. The two illustrative systems provided valuable experience of using memory cards and smart cards in quasi-real education and training applications. They highlighted the problems of limited memory capacities and confirmed the high level of user acceptance reported by other trials. We can expect considerable advances in the technology of both memory cards and smart cards over the next months and years. The memory capacities of both types of cards will increase many-fold and the unit costs will fall as large quantities of cards are produced for financial applications. Education and training applications will benefit from this expanding market. The major surprise from the study was the level of interest in the work and the enthusiasm expressed by almost all of those who came to hear of it. The general level of awareness of smart card technology was found to be low. However, the requirement for a system which will enable individuals to manage and own their learning on an extended timescale was generally recognised. Some of the possible applications for smart cards and memory cards in education and training had emerged before the official start of the study and it is clear that the technology is potentially pervasive. The project team and those consulted identified a wide range of possible applications both in education and in training. These focussed on assessment, personal course planning and management, identification of relevant learning opportunities, and the ownership of learning. It was felt that, over the next few years, smart cards are very likely to be in common use as credit cards for financial applications. Therefore, their use for education and training should be planned now. The recommendations from the study are that: More detailed studies are needed to find out how smart cards and memory cards could be used by different organisations in a fully operational system; Standards should be established for smart card applications in education and training, similar to those governing financial applications; Applications should be developed after the standards have been established. To be convincing, these should take a case study approach with small pilot studies in a variety of contexts and must follow real needs rather than attempt to drive them; The case studies would then form the basis for a campaign to increase awareness of smart cards and their potential for education and training, together with a programme for building an infrastructure to support the proposed systems. The public sector should fund the task of developing standards and providing interfaces with existing educational systems and projects to demonstrate the feasibility of various applications. Since educational standards have a European dimension, the European Community may be a source of support for work in the area of standards. At the same time, private sector funding should be sought for skill development and career development systems in industry and in education. The Training Agency itself should consider the application of smart card technology to the control and management of the Youth Training Scheme (YTS). [source]