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Organizational Problems (organizational + problem)
Selected AbstractsA snapshot of MDT working and patient mapping in the UK colorectal cancer centres in 2002COLORECTAL DISEASE, Issue 6 2003M. J. Kelly Abstract Objectives To ascertain the position nationally of Colorectal Multi-Disciplinary Team (MDT) implementation as part of the NHS cancer plan. Also to define nationally patterns of ,bottlenecks' in the patient journey from referral to treatment. Methods A simple questionnaire was sent to the lead clinician at all 183 cancer networks asking about their current MDT organization, and whether they had undertaken a mapping exercise of the patient journey. Results Ninety-one percent (n = 166) of the questionnaires were returned, and of these 90% (n = 150) stated that their MDT meeting was up and running. Sixty-two percent (n = 102) stated they were having problems running their MDT meeting and of these 32% (n = 33) did not have a dedicated MDT clerk. Several of the Calman-Hine identified ,core personnel' are attending infrequently. Sixty-four percent (n = 107) of respondents have carried out a patient mapping process with 65% (n = 70) claiming it was a success, leaving 27% (n = 32) with no immediate plans to undertake the process. Conclusions Although MDT activity is near-universal, the survey has highlighted a wide variation in MDT meeting implementation across England, with the same problems being experienced by most centres. Organizational problems are common, and we feel that a dedicated MDT clerk is essential for smooth running. Further areas that require development have been identified by most respondents as radiological, oncological and endoscopic services. It is anticipated that true collaboration nationally will develop, and contact with the nine pilot sites is encouraged to explore solutions to difficulties. [source] The Experience of Gender Change in Public Sector OrganizationsGENDER, WORK & ORGANISATION, Issue 5 2006Raewyn Connell The state has a twofold relationship to gender change in society, through its overall steering capacity and through the gendered character of its constituent agencies. It is therefore important to understand the experience of gender change in state organizations. The findings from a study of gender relations in ten public-sector worksites in New South Wales, Australia are presented. There is a widespread consciousness of gender change linked with new labour processes, restructuring and new patterns of management. These changes are uneven and limits to change are visible. Gender is recognized as an organizational problem in specific circumstances, most visibly where men's resistance to change appears. A number of mechanisms limit the consciousness of gender as a problem. Several trends, including the current strength of neo-liberalism, converge to make the gender-neutral workplace the principal goal of gender reform in the public-sector workplace. This, however, limits the state's steering capacity in regard to societal gender relations. [source] A report on the use of action research to evaluate a manufacturing information systems development methodology in a companyINFORMATION SYSTEMS JOURNAL, Issue 1 2003Delvin Grant Abstract. The paper reports on an action research study that evaluated the usefulness of a Manufacturing Information Systems (MIS) development methodology at a manufacturing technology company. The evaluation process is based upon a five-stage action research method. The ISD methodology, in conjunction with the action research method, was used to solve five technical and organizational problems identified in the Engineering Release Function of the company. Results of the study include reduction in cycle time, work-in-process and rework. [source] Sensemaking and the Distortion of Critical Upward Communication in OrganizationsJOURNAL OF MANAGEMENT STUDIES, Issue 4 2006Dennis Tourish abstract Most research into feedback has focused on communication from managers to non-managerial staff. To a lesser extent, it has more recently addressed upward and 360 degree appraisal systems. In contrast, the role of informal upward communication continues to be largely neglected, especially when it concerns the transmission of opinions critical of managerial orthodoxy. There has been little examination of the sensemaking heuristics employed by both managers and non-managerial staff that stimulates the former to disregard much of the already muted critical upward communication they receive, and the latter to suppress its transmission in the first place. We therefore suggest that managers often over commit to particular courses of action, irrespective of whether they bode ill or well for the organization concerned. In so doing, they frequently demonize those who belong to stigmatized outgroups or who hold contrary value systems. We argue that the consequent elimination of critical upward communication (CUC) leads to iatrogenic phenomena , i.e. organizational problems that are derived from the treatment regime that has been prescribed, rather than from a pre-existing condition. Implications for practice and further research are considered. [source] Fads, Techniques and Control: The Competing Agendas of TPM and TECEX at the Royal Mail (UK)JOURNAL OF MANAGEMENT STUDIES, Issue 4 2000Mike Noon The paper offers empirical insight into how traditional thinking can continue to dominate contemporary change initiatives, and suggests that the propensity to repackage and sell ,old' management theory as new techniques reflects the persistence of fundamental, insoluble dilemmas in the nature of organizing. Empirical evidence is drawn from a detailed qualitative study of two case study sites at the Royal Mail, the UK postal service. The analysis shows how the two different change initiatives of Total Productive Maintenance (TPM) and Technical Centres of Excellence (TECEX) are in competition through their methods and discourse, and how this reflects underlying and competing differences in ideologies of management. It vividly demonstrates how contemporary management thinking can involve repackaging old ideas in new rhetoric and a tendency for faddism. In organizations such as Royal Mail the consequence is that far from proving to be the solution to organizational problems, the techniques perpetuate a traditional management dualism in strategies of labour management between control and autonomy. [source] Stepping out of the box: broadening the dialogue around the organizational implementation of cognitive behavioural psychotherapyJOURNAL OF PSYCHIATRIC & MENTAL HEALTH NURSING, Issue 4 2005J. POOLE ba dip nursing (mh) The dissemination and uptake of cognitive behavioural interventions is central to the evidence-based mental health agenda in Britain. However, some policy and related literature, in and of itself social constructed, tends to display discursive naïvety in assuming a rational basis for the dissemination and organizational integration of cognitive behavioural approaches. Rational constructions fail to acknowledge that the practice settings of key stakeholders in the process are likely to be socially constructed fields of multiple meanings. Within these, the importance of evidence-based interventions may be variously contested or reworked. To illustrate this, a case example from the first author will discuss the hypothetical introduction of a cognitive behavioural group for voice hearers in a forensic mental health unit. This will highlight contradictions and local organizational problems around the effective utilization of postgraduate cognitive behavioural knowledge and skills. A synthesis of social constructionist with organizational theory will be used to make better sense of these actual and anticipated difficulties. From this basis, specific ways in which nurses and supportive stakeholders could move the implementation of cognitive behavioural psychotherapy agenda forward within a postmodern leadership context will be proposed. [source] Effective utility functions induced by organizational target-based incentivesMANAGERIAL AND DECISION ECONOMICS, Issue 4 2009Ali E. Abbas Many companies set performance targets for their divisions to decentralize the decision-making process and communicate with outside investors. This paper analyzes the effects of performance targets on the decision-making behavior of the divisions. We introduce the notion of an ,effective utility function',a function that a division should use in its selection of projects if it wishes to maximize the probability of achieving its targets. We show that many target-based incentives induce S-shaped utility functions and discuss the organizational problems they may pose. We then show how an organization can set targets that induce expected utility maximization. Copyright © 2008 John Wiley & Sons, Ltd. [source] | |||||||||||||