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Service Managers (service + managers)
Kinds of Service Managers Selected AbstractsThe Attitudes of British National Health Service Managers and Clinicians Towards the Introduction of BenchmarkingFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 2 2002C. S. Jones This paper describes an empirical study, conducted in three acute hospitals, of the attitudes of central managers, medical managers and clinicians towards the adoption of benchmarking. Benchmarking was portrayed in The New NHS White Paper (1997) as an important means of improving efficiency over the next decade. The present paper examines the context of change and nature of benchmarking. Findings are presented in seven sections including: the understanding which respondents had of benchmarking; their willingness to be involved in benchmarking; the existence of strategies and policies for implementing benchmarking; the relevance of existing costing information; and the role of networks in facilitating benchmarking. The study concludes that the process of change adopted contradicted most of the factors associated with creating receptivity to change. Also, that the publication of the National Reference Costs seemed to have more relevance to resource planning at central National Health Service Management Executive level, than to effecting improvements at operational level in acute hospitals. [source] The role of support staff in promoting the social inclusion of persons with an intellectual disabilityJOURNAL OF INTELLECTUAL DISABILITY RESEARCH, Issue 8 2010R. McConkey Abstract Background Past studies have found that people supported in more individualised housing options tend to have levels of community participation and wider social networks than those in other accommodation options. Yet, the contribution of support staff in facilitating social inclusion has received relatively scant attention. Methods In all 245 staff working in either supported living schemes, or shared residential and group homes, or in day centres completed a written questionnaire in which they rated in terms of priority to their job, 16 tasks that were supportive of social inclusion and a further 16 tasks that related to the care of the person they supported. In addition staff identified those tasks that they considered were not appropriate to their job. Results Across all three service settings, staff rated more care tasks as having higher priority than they did the social inclusion tasks. However, staff in supported living schemes rated more social inclusion tasks as having high priority than did staff in the other two service settings. Equally the staff who were most inclined to rate social inclusion tasks as not being applicable to their job were those working day centres; female rather than male staff, those in front-line staff rather than senior staff, and those in part-time or relief positions rather than full-time posts. However, within each service settings, there were wide variations in how staff rated the social inclusion tasks. Conclusions Staff working in more individualised support arrangements tend to give greater priority to promoting social inclusion although this can vary widely both across and within staff teams. Nonetheless, staff gave greater priority to care tasks especially in congregated service settings. Service managers may need to give more emphasis to social inclusion tasks and provide the leadership, training and resources to facilitate support staff to re-assess their priorities. [source] Real-Time Work Schedule Adjustment Decisions: An Investigation and EvaluationPRODUCTION AND OPERATIONS MANAGEMENT, Issue 4 2004Daesik Hur Service managers often find that available worker capacity does not match with actual demand during a given day. They then must attempt to modify the planned work schedule to improve service and increase profitability. This study, which defines such a setting as the real-time work schedule adjustment decision, proposes mathematical formulations of the real-time adjustment and develops efficient heuristic approaches for this decision. The study evaluates the relative effectiveness of these heuristics versus experienced service managers, investigates the effect of the degree of schedule adjustment on profitability, and assesses the effect of demand forecast update errors on the performance of the schedule adjustment efforts. First, the results indicate that the computer based heuristics achieve higher profit improvement than experienced managers. Second, there is a trade-off between schedule stability and profitability so that more extensive schedule revisions (efficiency first heuristics) generally result in higher profitability. However, the incremental return on schedule changes is diminishing. Third, we find that active adjustments of work schedules are beneficial as long as the direction of demand change is accurately identified. [source] Modeling the Effects of a Service Guarantee on Perceived Service Quality Using Alternating Conditional Expectations (ACE),DECISION SCIENCES, Issue 3 2002Chee-Chuong Sum ABSTRACT This paper addresses the dearth of empirical research on the relationship between service guarantee and perceived service quality (PSQ). In particular, we examine the moderating effects of a service guarantee on PSQ. While a recent study provided empirical evidence that service quality is affected by service guarantee and employee variables such as employee motivation/vision and learning through service failure, the nature and form of the relationships between these variables remain unclear. Knowledge of these relationships can assist service managers to allocate resources more judiciously, avoid pitfalls, and establish more realistic expectations. Data was obtained from employees and customers of a multinational hotel chain that has implemented a service guarantee program in 89 of its hotels in America and Canada. As the employee variables could affect performance in a non-linear fashion, we relaxed the assumption of model linearity by using the Alternating Conditional Expectations (ACE) algorithm to arrive at a better-fitting, non-linear regression model for PSQ. Our findings indicate the existence of significant non-linear relationships between PSQ and its determinant variables. The ACE model also revealed that service guarantee interacts with the employee variables to affect PSQ in a non-linear fashion. The non-linear relationships present new insights into the management of service guarantees and PSQ. Explanations and managerial implications of our results are presented and discussed. [source] Managing the Transnational Law Firm: A Relational Analysis of Professional Systems, Embedded Actors, and Time,Space-Sensitive GovernanceECONOMIC GEOGRAPHY, Issue 2 2008James R. Faulconbridge Abstract This article argues that the relational approach can be particularly effective for addressing debates about the varieties of capitalism and the dynamics of institutional contexts. Using the case study of transnational law firms and data gathered through interviews with partners in London and New York, it makes two arguments. First, it suggests that the relational approach's focus on the behavior of key agents when new or different work practices are encountered helps explain the management of institutional heterogeneity by transnational corporations (TNCs). Such an approach reveals the peculiarities of professionals and professional service managers and how they affect the response of globalizing law firms when home- and host-country business practices diverge. Second, the article shows how relational approaches can help disaggregate descriptions of national institutional systems to reveal the importance of studying their constitutive practices. Understanding these microlevel variations, which is missed by macrolevel categories like Anglo-American, is essential for explaining how firms cope with institutional heterogeneity. The author therefore argues that a better understanding of the effects of TNCs on national business systems can be facilitated by further developing the actor- and practice-focused analyses promoted by relational approaches. [source] Research use and support needs, and research activity in social care: a cross-sectional survey in two councils with social services responsibilities in the UKHEALTH & SOCIAL CARE IN THE COMMUNITY, Issue 5 2008Cooke Jo BNurs MA RGN HV cert NDN Abstract The purpose of this study was to investigate the level of research activity, research use, research interests and research skills in the social care workforce in two UK councils with social service responsibilities (CSSRs). A cross-sectional survey was conducted of the social care workforce in two CSSRs (n = 1512) in 2005. The sample was identified in partnership with the councils, and included employees with professional qualifications (social workers and occupational therapists); staff who have a role to assess, plan and monitor care; service managers; commissioners of services; and those involved with social care policy, information management and training. The survey achieved a response rate of 24% (n = 368). The Internet was reported as an effective source of research information; conversely, research-based guidelines were reported to have a low impact on practice. Significant differences were found in research use, by work location, and postgraduate training. Most respondents saw research as useful for practice (69%), and wanted to collaborate in research (68%), but only 11% were planning to do research within the next 12 months. Having a master's degree was associated with a greater desire to lead or collaborate in research. A range of research training needs, and the preferred modes of delivery were identified. Support to increase research activity includes protected time and mentorship. The study concludes that a range of mechanisms to make research available for the social care workforce needs to be in place to support evidence-informed practice. Continual professional development to a postgraduate level supports the use and production of evidence in the social care workforce, and promotes the development of a research culture. The term research is used to include service user consultations, needs assessment and service evaluation. The findings highlight a relatively large body of the social care workforce willing to collaborate and conduct research. Councils and research support systems need to be developed to utilise this relatively untapped potential. [source] Exploring the implications for health professionals of men coming out as gay in healthcare settingsHEALTH & SOCIAL CARE IN THE COMMUNITY, Issue 1 2006Bob Cant MA Abstract Coming out as gay is a social process which redefines the relationship between the persons who have decided to disclose their homosexuality and their listeners. This paper, drawing upon Bakhtin's (1984) theories of dialogue, the coming-out literature of gay men and lesbians and contemporary literature on doctor,patient communication, explores the coming-out experiences of gay men with their general practitioners and sexual health clinic staff. The findings are based upon a study of 38 gay men and 12 health service managers in London. The informants were recruited purposively to reflect some of the diversity of the London setting; recruitment was carried out through the channels of gay voluntary organisations and through snowballing. Semi-structured interviews were conducted and a grounded-theory approach was adopted. It was found that coming out in general practice was often/mostly followed by silence/noncommunication on the part of the practitioner; coming out could, however, result in an improvement in communication if the patients were well supported and assertive. If coming out in sexual health clinics did not result in improved communication, the informants in this study were likely to change clinics until they did find improved communication. This paper raises questions about the communication and training needs of general practitioners. It also raises questions about inequalities of access to ,respectful' sexual health clinics; while men who are articulate about the narratives of their lives as gay men are able to exercise informed choices, there were grounds for concern about the choice behaviours of men who are less articulate about their life narratives. [source] Focusing on the software of managing health workers: what can we learn from high commitment management practices?INTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 4 2008Bruno Marchal Abstract Knowledge of what constitutes best practice in human resource management (HRM) in public-oriented services is limited and the operational aspects of managing health workers at provision level have been poorly studied. The magnet hospital concept offers some insights into HRM practices that are leading to high commitment. These have been shown to lead to superior performance in not only industrial business firms, but also service industries and the public service. The mechanisms that drive these practices include positive psychological links between managers and staff, organizational commitment and trust. Conditions for successful high commitment management (HiCoM) include health service managers with a strong vision and able to transmit this vision to their staff, appropriate decision spaces for healthcare managers and a pool of reasonable well-trained health workers. For this, adequate remuneration is the first condition. Equally important are the issues of cultural fit and of ,commitment'. What would staff expect from management in return for their commitment to the organization? Salary buys indeed time of employees, but other practices ensure their commitment. Only if these drivers are understood will managers be able to make their HRM practices more responsive to the needs and expectations of the health workers. Copyright © 2007 John Wiley & Sons, Ltd. [source] ,It's the identification, stupid': profiling senior public service managers for training and developmentINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 2 2002Gambhir Bhatta A review of practices of senior management development across the upper echelons of the public services of major jurisdictions shows that while the need to develop leaders is universally recognised by governments, there are still considerable gaps in the development function. One of the key gaps the article argues that is central to the training and development function is that of identification and targeting of individuals. A profiling protocol is presented that is argued could be an appropriate tool for governments to consider as they seek to link the desired competencies with the career aspirations of their public service senior managers. [source] Utilization of research findings by graduate nurses and midwivesJOURNAL OF ADVANCED NURSING, Issue 2 2004V. Veeramah BSc MSc RMN RNT Background., There is mounting pressure on nurses and midwives in the United Kingdom to use research findings to inform their practice. However, many still find research difficult to understand and are poorly prepared by education to make use of it. Hence, there is a pressing need to evaluate the research education included in nursing and midwifery curricula. Aim., This paper reports a study assessing the impact of research education on the attitudes towards research and use of research findings in practice by graduate nurses and midwives. Method., A cross-sectional survey using a self-completed postal questionnaire was conducted with a sample of 340 nurse and midwife graduates in the South East of England. Findings., A response rate of 51% was obtained. A large number of respondents stated that their critical appraisal (96%) and search skills (87%) had improved following graduation and they reported using research findings in practice (16·8% all the time, 50·5% frequently and 32·6% sometimes). Furthermore, the majority expressed positive attitudes towards research and these were related to the research education received. However, a significant number reported finding statistics difficult to understand, lack of time to read research and limited access to research findings at their place of work. Also, a number of respondents would still like more help with searching the literature, implementing research findings in practice and developing their critical appraisal skills further. Conclusion., It is crucial that some of the major barriers to research utilization are addressed at both individual and organizational levels if evidence-based care is to become a reality. Also, health service managers should consider a number of strategies suggested by respondents to increase the use of research findings in clinical settings. [source] Primary mental health workers in child and adolescent mental health servicesJOURNAL OF ADVANCED NURSING, Issue 1 2004Wendy Macdonald BSc PhD Background., The interface between primary care and specialist services is increasingly seen as crucial in the effective management of child and adolescent mental health (CAMH) problems. In the United Kingdom, a new role of primary mental health worker (PMHW), has been established in order to achieve effective collaboration across the interface through the provision of clinical care in primary care settings and by improving the skills and confidence of primary care staff. However, little is known about the development of this innovative role in service contexts. Issues raised during the early stages of implementation may have important implications for the preparation and development of professionals who undertake the role. Aims., The aim of this paper is to report on a study that examined key issues in implementation of the PMHW role in six health authorities in England. Methods., Case study evaluation was conducted, using thematic analysis of 75 qualitative interviews with key stakeholders from different professions (e.g. PMHWs, general practitioners, health visitors, psychiatrists and service managers) and representing different sectors (primary care, specialist services and community child health services). Findings., The study identified three models of organization (outreach, primary care-based and teams). Each was associated with different advantages and disadvantages in its effects on referral rates to specialist services and the development of effective working relationships with primary care providers. Problems associated with accommodation and effective integration of PMHWs with specialist services, and tensions caused by the two different roles that PMHWs could undertake (direct clinical care vs. consultation-liaison) were common across all sites. Conclusions., The PMHW role is an important development that may go some way towards realizing the potential of primary care services in CAMH. The implementation of new roles and models of working in primary care is complex, but may be facilitated by effective planning with primary care providers, clear goals for staff, and a long-term perspective on service development. [source] An Examination of the Role of HRD in Voluntary Turnover in Public Service OrganizationsPERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2002Kenneth R. Bartlett ABSTRACT In this study I examine the role of HRD, job satisfaction, and organizational commitment in voluntary turnover decisions. A sample of managers from public service agencies who voluntarily left their job in the previous year is compared to a sample of currently employed managers in the same or equivalent position. Both quantitative and qualitative methods are used to determine if attitudes towards HRD were a factor in the turnover decision for those who voluntarily left and if it would be a factor in influencing turnover intentions in those currently employed in comparable positions. The level of job satisfaction and organizational commitment are also compared between the two groups of respondents. The implications of attitudes towards HRD and levels of job satisfaction and organizational commitment in the decision to turnover among public service managers are examined along with recommendations for further research on the role of HRD in turnover decisions. [source] A Resource-Process Framework of New Service DevelopmentPRODUCTION AND OPERATIONS MANAGEMENT, Issue 2 2007Craig M. Froehle Motivated by the increasing attention given to the operational importance of developing new services, this paper offers a theoretical framework that integrates both process- and resource-oriented perspectives of new service development (NSD) by defining and organizing 45 practice constructs for NSD-related practices and activities that occur in contemporary service firms. We employ a rigorous procedure whereby both quantitative and qualitative data were gathered through multiple rounds of interviews and card-sorting exercises with senior service managers. This iterative refinement process helps ensure that the construct domains and definitions are consistent and that they are applicable across multiple service sectors. A primary contribution of this research is to provide precise operational definitions of theoretically important NSD practice constructs. Importantly, this study expands on the NSD literature by including both resource- and process-centric perspectives within a single framework. A second contribution is to illustrate a general methodology for developing clear, concise, and consistent construct definitions that may be generally useful for production and operations management scholars interested in new construct development for emerging areas. Empirical results suggest that the resource-process framework can help guide and organize future research on, and provide insight into, a more comprehensive view of new service development. [source] Real-Time Work Schedule Adjustment Decisions: An Investigation and EvaluationPRODUCTION AND OPERATIONS MANAGEMENT, Issue 4 2004Daesik Hur Service managers often find that available worker capacity does not match with actual demand during a given day. They then must attempt to modify the planned work schedule to improve service and increase profitability. This study, which defines such a setting as the real-time work schedule adjustment decision, proposes mathematical formulations of the real-time adjustment and develops efficient heuristic approaches for this decision. The study evaluates the relative effectiveness of these heuristics versus experienced service managers, investigates the effect of the degree of schedule adjustment on profitability, and assesses the effect of demand forecast update errors on the performance of the schedule adjustment efforts. First, the results indicate that the computer based heuristics achieve higher profit improvement than experienced managers. Second, there is a trade-off between schedule stability and profitability so that more extensive schedule revisions (efficiency first heuristics) generally result in higher profitability. However, the incremental return on schedule changes is diminishing. Third, we find that active adjustments of work schedules are beneficial as long as the direction of demand change is accurately identified. [source] AL02 ADVERSE EVENTS: OUR RESPONSIBILITY FOR REPORTING, REVIEWING AND RESPONDINGANZ JOURNAL OF SURGERY, Issue 2009D. A. Watters An adverse event is defined as unintentional harm (to a patient) arising from an episode of healthcare and not due to the disease process itself. Surgical adverse events include death, unplanned reoperation, unplanned readmission, unplanned ICU readmission, medication errors and side-effects, falls, pressure ulcers, hospital acquired infection, and inadvertent injury during surgery. Adverse events occur in around 10% of general surgical cases. The rates also vary between specialties. Reporting: , Adverse events need to be reported through both a hospital incident reporting system (eg Riskman) and through surgical audit. Each adverse event should be graded using a Severity Assessment Code (1,4) on the basis of its effect on the patient or hospital service, and the likelihood of it recurring. Some of the more severe events will trigger an entry on the risk register, making service managers responsible for action. Reviewing: , The opportunity must be seized to improve system issues. An investigation (eg root cause analysis) should be conducted in an atmosphere of ,no-blame' with engagement of and consultation with the major stakeholders who are responsible for delivering solutions. Training in system-wide approaches and teamwork can be invaluable. Responding: , The response needs to recognise the needs of the patient who has been harmed. There should be an honest and frank discussion with the patient and/or their family, acknowledging their suffering with empathy and an apology should be offered without necessarily admitting any liability. Open disclosure has the potential to reduce risk of litigation. Surgeons need to engage in reporting, reviewing and responding if the rate of adverse events is to be reduced. [source] | |||||||||||||