To see the other types of publications on this topic, follow the link: Divisionale Organisation.
Journal articles on the topic 'Divisionale Organisation'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 24 journal articles for your research on the topic 'Divisionale Organisation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Kamfer, Louis. "Enscaling the mission statement as a procedure for organisational diagnosis." South African Journal of Business Management 22, no. 1/2 (March 31, 1991): 1–8. http://dx.doi.org/10.4102/sajbm.v22i1/2.892.
Full textAbstract:
In this article a description is given of how an organisation's mission statement was used as the first step of an organisational improvement intervention. From the mission statement a thirteen-item scale and twenty open-ended questions were developed. The scale was applied to a stratified sample of 664 employees while the questions were used in 107 focus groups. When the mission statement scale scores were analysed, significant differences were found which reflected varying perceptions between organisational levels and divisions of the extent to which the core values of the mission statement were being enacted. Through a content analysis of the focus group responses, majority themes were found which shed light on the origins of the different perceptions. In this way, substantive data, of use to the organisation, were obtained. The findings were submitted to the company's directors, to all managers, and to all shop stewards, in the form of a verbal presentation, which was videotaped, and a comprehensive written report. A summary report was made available to all survey participants. The video was shown on request. Lastly, working sessions were held with each divisional director and his executive team, whereafter various divisional task forces were established to follow through on the findings of the survey. Some of the broader trends have also been related to published research literature. This method of mission statement analysis holds promise as a diagnostic technique for organisational development.
2
Anderson, Rob, Phil Haywood, Tim Usherwood, Marion Haas, and Jane Hall. "Alternatives to for-profit corporatisation: The view from general practice." Australian Journal of Primary Health 11, no. 2 (2005): 78. http://dx.doi.org/10.1071/py05025.
Full textAbstract:
The aim of this study was to assess the expressed preferences of general practitioners (GPs) for alternative organisational models to for-profit GP corporatisation. A review of the findings of six feasibility studies that examined alternative organisational models for general practice in Australia was undertaken. Five feasibility studies were conducted within nine Divisions of General Practice, and a feasibility study was conducted by a state-based organisation among all 15 of its member Divisions. Overall, the six projects demonstrated a strong resistance among most GPs to any alternative model that involved giving up autonomy over practice matters. Consequently, the most favoured alternative organisational model was the "service company" - the establishment of a third party to provide a range of practice support services. In general, there was implicit acceptance that the service company could recover the cost of support service provision by charging GPs on a fee-for-service basis, and also that the Division itself would be the most acceptable organisation to take on this role. However, in four Divisional areas GPs revealed very low motivation towards either working together or with the local Division as a service company. Although these feasibility studies were carried out using different methods, and in a small sample of mostly urban Divisions, they suggest that many GPs would support their Divisions - or some other Division-related third party - to become more active providers of a range of practice support services.
3
Scheepers, Caren, Marius Oosthuizen, and Dean Retief. "Area Collaboration at Nedbank: cultivating culture through contextual leadership." Emerald Emerging Markets Case Studies 7, no. 1 (March 21, 2017): 1–33. http://dx.doi.org/10.1108/eemcs-05-2016-0066.
Full textAbstract:
Subject area Organisational Development, Organisational Behaviour, Leadership Change. Study level/applicability Master of Business Administration, postgraduate studies, middle or senior managers on open programmes. Case overview The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality. Expected learning outcomes Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality. Supplementary materials A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature. Subject code CSS 7: Management Science.
4
Zarghami, Saeed, and Maghsoud Amiri. "A hybrid approach for performance evaluation and ranking of divisional structure organisations." International Journal of Advanced Operations Management 13, no. 4 (2021): 431. http://dx.doi.org/10.1504/ijaom.2021.10044874.
Full text
5
Zarghami, Saeed, and Maghsoud Amiri. "A hybrid approach for performance evaluation and ranking of divisional structure organisations." International Journal of Advanced Operations Management 13, no. 4 (2021): 431. http://dx.doi.org/10.1504/ijaom.2021.120780.
Full text
6
Brand, H. E., and N. Joubert. "The evaluation of client service provided by the human resource division of a national service organisation." South African Journal of Economic and Management Sciences 2, no. 2 (June 30, 1999): 258–68. http://dx.doi.org/10.4102/sajems.v2i2.2577.
Full textAbstract:
The aim of this study is to evaluate the quality of internal client service of the human resource division of a national service organisation. Two studies were in fact conducted, one involving 388 clients of the relevant division, and the other 99 human resource practitioners in the same division. Separate questionnaires were completed in the two samples. Results show that communication with clients, service provision and quality and competency of the human resource personnel are important problems to be addressed by management. The implementation of an achievement acknowledgement system, the re-evaluation of the divisional structure and functioning, and upgrading service provision skills could also assist the division in improving its client service competency.
7
Buchanan, DA, D. Denyer, J. Jaina, C. Kelliher, C. Moore, E. Parry, and C. Pilbeam. "How do they manage? A qualitative study of the realities of middle and front-line management work in health care." Health Services and Delivery Research 1, no. 4 (June 2013): 1–248. http://dx.doi.org/10.3310/hsdr01040.
Full textAbstract:
This project addressed three questions. First, how are middle management roles in acute care settings changing, and what are the implications of these developments? Second, how are changes managed following serious incidents, when recommendations from investigations are not always acted on? Third, how are clinical and organisational outcomes influenced by management practice, and what properties should an ‘enabling environment’ possess to support those contributions?Data were gathered from around 1200 managers in six trusts through interviews, focus groups, management briefings, a survey with 600 responses, and serious incident case studies. For this project, ‘middle management’ meant any role below board level that included managerial responsibilities. Evidence provided by trust workforce information offices revealed that the management function is widely distributed, with > 30% of hospital staff holding either full-time management posts or ‘hybrid’ roles combining managerial with clinical or medical responsibilities. Hybrids outnumber full-time managers by four to one, but most have only limited management training, and some do not consider themselves to be managers. Management capabilities now at a premium include political skills, resilience, developing interprofessional collaboration, addressing ‘wicked problems’, performance management and financial skills.Case study evidence reveals multiple barriers to the implementation of change following serious incidents. These barriers relate to the complex causes of most incidents, the difficulties in establishing and agreeing appropriate action plans and the subsequent problems of implementing ‘defensive’ change agendas. The conclusions from these case studies suggest that the management of serious incidents could potentially be strengthened by adding a change management perspective to the current organisational learning focus, by complementing root cause and timeline analysis methods with ‘mess mapping’ processes and by exploring opportunities to introduce systemic changes and high-reliability methods in addition to fixing the root causes of individual incidents.Interview, focus group and survey evidence shows that middle managers are deeply committed but face increasing workloads with reduced resources, creating ‘extreme jobs’ with long hours, high intensity and fast pace. Such roles can be rewarding but carry implications for work–life balance and stress. Other pressures on middle management included rising patient and public expectations, financial challenges, burdensome regulation (external and internal), staffing problems, incompatible and dated information systems, resource and professional barriers to implementing change and problematic relationships with external agencies. Despite these pressures, management contributions included maintaining day-to-day performance, ‘firefighting’, ensuring a patient experience focus in decision-making, translating ideas into working initiatives, identifying and ‘selling’ new ideas, facilitating change, troubleshooting, leveraging targets to improve performance, process and pathway redesign, developing infrastructure (information technology, equipment, estate), developing others and managing external partnerships. Actions required to maintain an enabling environment to support those contributions would involve individual, divisional and organisational steps, most of which would be cost neutral.Recommendations for future research concern the assessment of management capacity, the advantages and drawbacks of service-line organisation structures, the incidence and implications of extreme managerial jobs, evaluating alternative serious incident investigation methods, and the applicability of high-reliability organisation perspectives in acute care settings.FundingThe National Institute for Health Research Health Services and Delivery Research programme.
8
Mohapeloa, Tshidi. "Effects of silo mentality on corporate ITC’s business model." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 1009–19. http://dx.doi.org/10.1515/picbe-2017-0105.
Full textAbstract:
Abstract Background & orientation: The existence of silo mentality has direct effect on the business model used by any ITC company. Its contribution slows service delivery whilst increasing customer’s despondency. However mitigation could help overcome barriers within divisions, improve customer experience and increase productivity. But when different units as components of a company fail to integrate, collaborate and work together to achieve a common objective goal, not only are performances affected but also operations at all levels. A business model canvas can help determine how a company intends to create value for customers whilst it makes money. Thus deliverance of an effective value proposition for efficient customer needs, can be affected through silos. Purpose: This study explore the effects of silo mentality within an ITC company (at organisational level) using the 9 elements of the business model canvas as framework. Methodology and research questions: As an exploratory study qualitative methods were used where in-depth interview questions looked at how silo mentality within the organisation affects the core business model elements and why. Twelve participants were selected from an enterprise business unit through a convenience sampling method. Content analysis helped with the development of core themes that looked at the how silos affect each element (process) and why (meaning). Findings: Silo mentality affects not only the individuals but team, products, value proposition, relations with partners, customers, stakeholders. Thus undermines internal capabilities and key resources. Absence of teamwork within the divisions leads to conflicts which delays achievements of common goals. Bottlenecks affect inter-divisional progress and relations, customer output and relations and compromise the quality of service. Implications: Silo mentality is a bottleneck that not only weakens firms’ capabilities and growth potential but destroys any value created by the firm.
9
Agyei-Mensah, Ben Kwame. "Divisional performance measurement in the retail financial service sector." International Journal of Productivity and Performance Management 66, no. 2 (February 13, 2017): 180–95. http://dx.doi.org/10.1108/ijppm-09-2015-0137.
Full textAbstract:
Purpose Focussing on responsibility theory of management accounting, the purpose of this paper is to test how performance measurements are applied in divisionalised financial service companies. Management accounting theory suggests that two different measures of branch performance should be computed: one to evaluate the economic performance of each branch and the other to evaluate the performance of branch managers (managerial performance). It also advocates that the evaluation of a manager’s performance should consist of only those factors under his or her control. That is, divisionalised performance measurement should be based on the application of the controllability principle, the study also identified the contingent factors that impinged on the selection of performance measures and the allocation of common costs (ACCs) to branches. Design/methodology/approach Using a survey questionnaire and analysis of financial statements of the 129 respondent companies the application of financial performance measures: non-financial performance measures and ACCs were tested. For the purpose of this study, dummy variables were assigned to represent whether or not an item is used, if an item is used 1 is assigned to that item and 0 if an item is not used. The values assigned were then summed up to represent the total score for each company. Descriptive statistics and regression analysis was performed to test the six hypotheses of the study. Findings The study found that a substantial majority of respondents used different performance measures to evaluate the performance of their branch managers and the economic performance of branches. Both financial and non-financial performance measures were equally used in measuring the performance of branches and branch managers. The study also found that branch managers do not have full autonomy and control over the allocation of common resources costs which form part of their evaluation, even though accounting theory suggest that. The regression analysis results showed that firm size, liquidity and leverage were the factors that influence the decision to employ financial performance measures, non-financial performance measures and ACC by the respondent companies. Research limitations/implications Despite the popularity of the balanced scorecard it is surprising to note that none of the respondents have ever used this as a performance measure. The implication is that knowledge of this performance measure is very low among the respondents. The excessive use of uncontrollable factors in the measurement process can reduce the morale of the staff involve hence steps should be taken to reduce their use. Originality/value This is one of the few studies conducted on the application of performance measures in the financial services and also in a developing country setting. The findings would help organisations in both developing and developed economies to improve upon the application of performance measurement techniques in their branches/divisions.
10
Dopita, Michael A., Rafael Bachiller, Michael Burton, John Dyson, Debra Elmegreen, Thomas Henning, Sun Kwok, et al. "Division VI: Interstellar Matter: (Matière Interstellaire)." Transactions of the International Astronomical Union 24, no. 1 (2000): 277–80. http://dx.doi.org/10.1017/s0251107x00003175.
Full textAbstract:
Division VI of the International Astronomical Union deals with Interstellar Matter, and incorporates Commission 34. It gathers astronomers studying the diffuse matter in space between the stars, ranging from primordial intergalactic clouds via dust and neutral and ionised gas in galaxies to the densest molecular clouds and the processes by which stars are formed. There are approximately 730 members. The working groups in Planetary Nebulae and Cosmochemistry have served us well in organising periodic seminars in these subject areas. However, the Organising Committee has recognised that other developing areas of the ISM are not properly represented in the current organisation. In January 1997, the Division formed a new ISM working group on Star Forming Regions including cross-divisional representation to monitor progress in their fields and to help develop proposals for future IAU Symposia or Colloquia. In the future, especially in view of the rapid developments in spaceborne X-ray and IR astronomy, Division VI also hopes to form other working groups on the Hot ISM and the Extragalactic ISM.
11
Hipkin, Lynne. "The road less travelled? An attempt to understand why families consult independent clinical psychologists." Clinical Psychology Forum 1, no. 273 (September 2015): 43–46. http://dx.doi.org/10.53841/bpscpf.2015.1.273.43.
Full textAbstract:
The media often vilifies both practitioners and their clients in the private health sector, suggesting that this is the world of the wealthy and privileged. When I was training in 1990s NHS teams often expressed suspicion of private therapists, whereas now there are increasing numbers of psychologists choosing independent practice (the British Psychological Society’s cross-divisional Special Group for independent practitioners has over 600 members and there is now an Independent Practitioner Network in the Faculty for Children, Young People and their Families). There are still, perhaps understandably, mixed views among my psychologist colleagues about the morality of working outside the public organisation that trained us. However, there are also concerns that access to psychologist led interventions is becoming more limited in NHS settings (MIND, 2013) and NHS Choices (seewww.nhs.uk/conditions/Counselling/Pages/Introduction.aspx) now references ‘private therapy’ as an option for their users. This small scale survey attempted to explore clients’ perspectives on their route to private practice, and the results suggest that ordinary families are concerned and determined to access direct psychological support, and often make financial sacrifices to do so. It carries potentially important messages for psychologists in both public and private practice.
12
Hipkin, Lynne. "The road less travelled? An attempt to understand why families consult independent clinical psychologists." Clinical Psychology Forum 1, no. 289 (January 2017): 26–29. http://dx.doi.org/10.53841/bpscpf.2017.1.289.26.
Full textAbstract:
The media often vilifies both practitioners and their clients in the private health sector, suggesting that this is the world of the wealthy and privileged. When I was training in the 1990s NHS teams often expressed suspicion of private therapists, whereas now there are increasing numbers of psychologists choosing independent practice (the British Psychological Society’s cross-divisional Special Group for independent practitioners has over 600 members and there is now an Independent Practitioner Network in the Faculty for Children, Young People and their Families). There are still, perhaps understandably, mixed views among my psychologist colleagues about the morality of working outside the public organisation that trained us. However, there are also concerns that access to psychologist-led interventions is becoming more limited in NHS settings (MIND, 2013) and NHS Choices (seewww.nhs.uk/conditions/Counselling/Pages/Introduction.aspx) now references ‘private therapy’ as an option for their users. This small scale survey attempted to explore clients’ perspectives on their route to private practice, and the results suggest that ordinary families are concerned and determined to access direct psychological support, and often make financial sacrifices to do so. It carries potentially important messages for psychologists in both public and private practice.
13
Zainol Abidin, Hafizah, Siti Zaleha Abdul Rasid, Haliyana Khalid, Rohaida Basiruddin, and Shathees Baskaran. "Effectiveness of Enterprise Risk Management Practices: A Case Study." Business Management and Strategy 10, no. 2 (November 12, 2019): 213. http://dx.doi.org/10.5296/bms.v10i2.15800.
Full textAbstract:
Enterprise risk management (ERM) is used to manage, integrate and aggregate all types of risks encountered by the concerned organisation. Despite having established framework and guidelines, the implementation of ERM at divisional level seemed to be lacking. There are gaps in the actual risk management practices that need to be studied and narrowed to ensure a more effective implementation of risk management. Therefore, the objective of this study is to identify characteristics of effective risk management practices and to gauge the effectiveness level at a telecommunication company. The gaps between the actual practices and the expected practices based on twenty-four (24) identified characteristics are identified and compared upon before recommendations are made to close the gaps and further enhance the risk management practices. For the purpose of this research the self-administered, web-based questionnaires were distributed to a total number of 130 engineers who were actively involved with network infrastructure planning, development and maintenance. The feedbacks received indicated that the respondents agreed with the identified characteristics of effective risk management practices and generally agreed that the effectiveness level of current risk management practices in the company is moderate or average. Furthermore, the gap analysis based on the variances indicates that there are rooms for further improvement. The study is important for more effective risk management practices in telecommunication companies.
14
Spatafora, S., C. Cacciari, C. Lusenti, R. Rossi Cesolari, R. Arnaudi, and S. Leoni. "Esperienza e ricaduta di un corso sulla comunicazione umana in una Divisione Urologica." Urologia Journal 64, no. 1_suppl (January 1997): 69–73. http://dx.doi.org/10.1177/039156039706401s18.
Full textAbstract:
The Italian Health Care System is changing drastically and is obliging the medical profession to do likewise in its outlook. Hospitals are nowadays organised like a business, with new departmental organisations being created and budgets to be managed. Doctors are obliged to acquire both managerial capacities and a more in-depth knowledge of human behaviour. A better understanding of doctor/patient and working team relations therefore becomes mandatory. A course on human communications was organised in our department to highlight the problems involved and to improve our professionalism. A first level course consisting of 6 two-and-a-half-hour meetings was attended by the medical and nursing staff. The topics were: communicative exchange in a health-care setting; the role of non-verbal communication in doctor/patient relationships; working team relationships; the burn-out syndrome. Twelve months later the results of this experience were checked by an interview/questionnaire. Our communicative behaviour has not been revolutionised, but awareness of some communication problems have, however, changed our attitude. The concepts which have been assimilated more readily are: good communication does not mean just being “kind” in a therapeutical setting, but of being able to understand the real problems, needs and expectations of patients as well as ensuring that they also understand what they are told, so that they follow prescriptions and the percentage of recoveries consequently improves; in effective communication, verbal and non-verbal information should not be in conflict; it is impossible not to communicate and any attempt not to do so is interpreted as a refusal; particular attention should be paid in working team relationships to dysfunctional communication and the emergence of burn-out syndromes.
15
Blanco, Maria Rita, and Miguel Angel Sastre Castillo. "CEOs' experience and career success in Latin American firms." International Journal of Emerging Markets 15, no. 6 (March 2, 2020): 1083–104. http://dx.doi.org/10.1108/ijoem-03-2019-0231.
Full textAbstract:
PurposeThis study investigates the influence of experience – organisational tenure, international experience and springboard role – upon Chief Executive Officers’ (CEOs) time to the top and the time taken by CEOs to reach that position. As work and careers are embedded in economic and institutional environments, although prior Western career studies have explored this relationship, this study aims to determine the suitability of experience as a human capital attribute to explain CEO career success in Latin American firms.Design/methodology/approach169 Latin American firms were considered (America Economia, 2014). Biographical data about CEOs were manually collected and systematically crosschecked, and multiple hierarchical regressions were employed.FindingsOrganisational tenure and lifetime experience were found to reduce the time to the top. International experience delays the time to the top. International assignments closer to HQ do not exert an influence on time to the top. In multilatinas, promoted CEOs who have held Corporate springboard roles get faster to the top than those having held Divisional positions. Findings offer partial support to the human capital theory experience in Latin America, stressing the relevance of cultural, socio-economic and institutional factors.Practical implicationsThe identification of career success predictors may enhance the career decision-making processes of individuals and organisations.Originality/valueThis study contributes to human capital and career literature, being the first one to explore the relationship between experience and time to the top in CEOs working for Latin American firms.
16
Kemal Avkiran, Necmi. "Probing organizational efficiency." International Journal of Organizational Analysis 22, no. 2 (May 6, 2014): 149–60. http://dx.doi.org/10.1108/ijoa-05-2012-0590.
Full textAbstract:
Purpose – In investigating the performance of multidivisional organizations, ability to account for each division's importance and contribution enhances the deftness of resource allocation and targeting desired outcomes. With this motivation, the author aims to introduce network data envelopment analysis (NDEA) from operations research in this conceptual article and discuss how two articles from this journal can be extended using this approach. Design/methodology/approach – NDEA was first developed to deliver a more in-depth understanding of underlying sources of operational inefficiency. Thus, NDEA can be viewed as a peer benchmarking method useful in comparing performance of organizations and identifying divisional inefficiencies that may detract from overall performance. NDEA's ability to capture interactions among multiple variables in an objective manner based on actual observed data rather than sample averages is one of its key advantages. Findings – The author discusses how NDEA can be applied in organisational analysis by examining two articles from this journal. Briefly commenting on one of the cases here, the author shows that a network can be defined as the interacting divisions of cultural norms and structural forms. The potential improvements (i.e. horizontal re-alignment) indicated by NDEA can guide management on the extent organisational alignment that could be changed in reaching strategic aims. The author's theoretical model is conducive to assessing the amount and direction of change from the proposed alignment model in a multi-criteria framework – characteristics embraced by NDEA. Practical implications – Given the hierarchical nature of organizations where employees are nested in work groups or teams, groups nested in departments or divisions, and divisions nested in organizations, application of NDEA at various levels of analysis is feasible. Originality/value – NDEA's ability to account for each division's importance or assign desired weights in what-if analyses adds to flexibility in managerial decision-making regarding allocation of resources, or re-alignment of processes and targeting of desired outcomes. Such a method that does not assume independence among multiple performance measures provides additional assurance to those concerned about shortcomings of additive scales in complex organizations.
17
Rivero-Arias, Oliver, John Buckell, Benjamin Allin, Benjamin M. Craig, Goher Ayman, and Marian Knight. "Using stated-preferences methods to develop a summary metric to determine successful treatment of children with a surgical condition: a study protocol." BMJ Open 12, no. 6 (June 2022): e062833. http://dx.doi.org/10.1136/bmjopen-2022-062833.
Full textAbstract:
IntroductionWide variation in the management of key paediatric surgical conditions in the UK has likely resulted in outcomes for some children being worse than they could be. Consequently, it is important to reduce unwarranted variation. However, major barriers to this are the inability to detect differences between observed and expected hospital outcomes based on the casemix of the children they have treated, and the inability to detect variation in significant outcomes between hospitals. A stated-preference study has been designed to estimate the value key stakeholders place on different elements of the outcomes for a child with a surgical condition. This study proposes to develop a summary metric to determine what represents successful treatment of children with surgical conditions.Methods and analysisPreferences from parents, individuals treated for surgical conditions as infants/children, healthcare professionals and members of the public will be elicited using paired comparisons and kaizen tasks. A descriptive framework consisting of seven attributes representing types of operations, infections treated in hospital, quality of life and survival was identified. An experimental design has been completed using a D-efficient design with overlap in three attributes and excluding implausible combinations. All participants will be presented with an additional choice task including a palliative scenario that will be used as an anchor. The survey will be administered online. Primary analysis will estimate a mixed multinomial logit model. A traffic light system to determine what combination of attributes and levels represent successful treatment will be created.Ethics and disseminationEthics approval to conduct this study has been obtained from the Medical Sciences Inter-Divisional Research Ethics Committee (IDREC) at the University of Oxford (R59631/RE001-05). We will disseminate all of our results in peer-review publications and scientific presentations. Findings will be additionally disseminated through relevant charities and support groups and professional organisations.
18
PIŁATOWICZ, Józef. "Zanim powstały politechniki. Nauczanie przedmiotów matematyczno-przyrodniczych i technicznych w dobie reform Komisji Edukacji Narodowej." Historia i Świat 2 (September 8, 2013): 77–113. http://dx.doi.org/10.34739/his.2013.02.04.
Full textAbstract:
The Commission of National Education (Komisja Edukacji Narodowej), which was established in 1773, introduced fundamental changes relating to organisation and the curriculum in the Polish education system. The Commission constituted a kind of Ministry of Education, which exercised supervision over all the schools in the Crown and the Grand Duchy of Lithuania. The hierarchy was as follows - the Main Crown Schools in Kraków and Grand Duchy of Lithuania in Vilnius, subordinate to the Commission, were in turn superior to divisional schools, including subdivisional schools, and these in turn were superior to parish schools. The changes in the curriculum in the Main Schools were focused predominantly on broadening knowledge in the field of mathematics, natural sciences, and technical skills, which was brought to life in the form of Collegium Physicum and its respective departments, e.g. the departments of architecture, mechanics, and hydraulics, and their respective offices, gathering tools, equipment, and models facilitating the sharing of knowledge through presentations. Similar curricular changes were implemented in secondary schools. It was the first time that natural sciences with technical elements had been introduced on such a wide scale to the curriculum. The official instructions enabled the standardisation of the curriculum in all schools. The characteristic feature of the curriculum was its utilitarianism, as, when teaching each subject, particular attention was paid to developing students' skills in using acquired theoretical knowledge in practice. The changes were introduced in a systematic manner. The first step covered the preparation of the curriculum and instructions concerning its implementation, which was followed by teacher training. This was of paramount significance to the teaching of mathematics, natural sciences, and technical subjects. The class books were arranged by putting them out to tender, and often the works by foreign authors were used. The new curriculum modernised education, broadening students' knowledge of mathematics, natural sciences, and technical subjects, and preparing them for the huge civilisational changes brought by the 19th century. It aroused interest in technology, which was entering nearly all spheres of socio-economic life on a bigger and bigger scale. It proved useful in the 19th century, when Polish students went to technical colleges abroad in great numbers due to the lack of technical universities in the Kingdom of Poland and the Prussian Partition.
19
Renier, Janine. "Vertiges et promesses de la complexité… quelles méta-morphoses pour nos démocraties désenchantées ?" Acta Europeana Systemica 6 (July 12, 2020): 85–125. http://dx.doi.org/10.14428/aes.v6i1.56863.
Full textAbstract:
La Complexité... désigne tout ce qui échappe, complétement ou partiellement, à notre compréhension, à notre maîtrise et certaines de ses manifestations contemporaines peuvent se révéler éminemment anxiogènes...Incertitudes, indéterminations, enchevêtrements, instabilités; menaces écologiques, crise de la civilisation... hyper-modernité,Ruptures meurtrières, inter-rétroactions, aléas ; crashs bancaires, attentats, violences, dictatures, Bifurcations destructrices, turbulences, fluctuations dansune crise financière & économique assortie d'austérité & d'inégalités accrues.Nous aborderons l’invention de la démocratie , sous la forme de différentes métaphores: la machine, l’organisme, l’instrument de domination, le cerveau, la culture , le pouvoir.Peut-on gouverner dans la complexité ? Mais plus encore, dans ces contextes, la démocratie est-elle un leurre, un spectacle pendant que l'essentiel se déroule dans les coulisses ? Où le pouvoir est confisqué sous l'emprise de lobbyings et de corruptions ? Où la connaissance est réquisitionnée par une caste d'experts parfois eux-aussi inféodés à la pensée néo-libérale et disséminés dans les divisionsde vastes bureaucraties mécanistesLa démocratie représentative dispose t'elle en termes organisationnels de la variété requisepertinente pour rencontrer cette imprévisibilité exponentielle, apparente en certains endroits, occultée en d'autres ?Un changement de paradigme est-il exigé dans la manière de faire de la politique ? Changement qui ne pourrait prendre ses racines que dans une nouvelle épistémologie de la complexité en lien avec la démocratie cognitivequ'Edgar Morin appelle de ses vœux...où les débats seraient aussi portés par les citoyens : Auto-éco-organisation, récursivité organisationnelle, dialogique, paradoxalité du vivant, consensus/conflictualité, rationalité limitée/multi-rationalité /rético-rationalité, écologie de l'action!Cette co-construction ne pourrait s'opérer sans une refondation mythiqueavec l'émergence du sens (à l'échelle planétaire) dans le cadre d'une véritable éthique de la discussion et de reliance.Dans un environnement complexe et dynamique, les théories de la contingence appellent aussi une démocratie délibérative ascendante, conjuguée à la démocratie représentative(multi niveaux, du local au mondial).Pour illustrer cette capacité de démocratie continue ou processuelle, les projets d'agir démocratiquemodélisés par le Conseil de l'Europe (Plans de Cohésion Sociale -Europe -Wallonie) seront convoqués.Le défi deces méta-morphoses est donc inséparablement éthique, épistémologique et organis'actionnel !
20
Wild, Jennifer, Shama El-Salahi, Gabriella Tyson, Hjördis Lorenz, Carmine M. Pariante, Andrea Danese, Apostolos Tsiachristas, et al. "Preventing PTSD, depression and associated health problems in student paramedics: protocol for PREVENT-PTSD, a randomised controlled trial of supported online cognitive training for resilience versus alternative online training and standard practice." BMJ Open 8, no. 12 (December 2018): bmjopen—2018–022292. http://dx.doi.org/10.1136/bmjopen-2018-022292.
Full textAbstract:
IntroductionEmergency workers dedicate their lives to promoting public health and safety, yet suffer higher rates of post-traumatic stress disorder (PTSD) and major depression (MD) compared with the general population. They also suffer an associated increased risk for physical health problems, which may be linked to specific immunological and endocrine markers or changes in relevant markers. Poor physical and mental health is costly to organisations, the National Health Service and society. Existing interventions aimed at reducing risk of mental ill health in this population are not very successful. More effective preventative interventions are urgently needed. We first conducted a large-scale prospective study of newly recruited student paramedics, identifying two cognitive factors (rumination and resilience appraisals) that predicted episodes of PTSD and MD over a 2-year period. We then developed internet-delivered cognitive training for resilience (iCT-R), a supported online intervention, to modify cognitive predictors. This protocol is for a randomised controlled trial to evaluate the efficacy of the resilience intervention.Methods and analysis570 student paramedics will be recruited from participating universities. They will be randomly allocated to iCT-R or to supported online training of an alternative, widely available intervention or to training-as-usual. Follow-up will occur after the intervention/standard practice period and at 6, 12 and 24 months. Primary outcomes include rates of PTSD and MD and subsydnromal PTSD and MD, measured by the Structured Clinical Interview for Diagnostic and Statistical Manual of Mental Disorders, fifth edition, the Patient-Health Questionnaire-9 and the Post-traumatic Stress Disorder Checklist for Diagnostic and Statistical Manual of Mental Disorders, fifth edition. Secondary outcomes include measures of resilience, rumination, anxiety, psychological distress, well-being, salivary cortisol, plasma levels of C-reactive protein, smoking and alcohol use, weight gain, sleep problems, health-related quality of life, health resource utilisation and productivity.Ethics and disseminationThe Medical Sciences Inter-Divisional Research Ethics Committee at the University of Oxford granted approval, reference: R44116/RE001. The results will be published in a peer-reviewed journal. Access to raw data and participant information will be available only to members of the research team.Trial registration numberISRCTN16493616; Pre-results.
21
Daniela, Ruggeri, Leotta Antonio, and Rizza Carmela. "Digitalisation and accounting language games in organisational contexts." Journal of Management and Governance, April 24, 2022. http://dx.doi.org/10.1007/s10997-022-09626-9.
Full textAbstract:
AbstractThe ambition of digitalisation to create centralised knowledge for all organisational actors may lead to the risk of de-contextualising that knowledge from the situation in which the information was generated, neglecting the specificities of local organisational contexts. To prevent such risk, digitalisation should promote the spread of a common language between its users who share rules and principles that lead to the same meanings. We refer to the concept of the language game to study how accounting reports receive meanings according to their use, and thereby how the use of accounting language helps in managing the specifics of organisational contexts. Considering complex organisations where different local accounting language games coexist, management accounting studies on digitalisation fail to explain how digital technology can promote the combination of those language games.The present study aims to answer the question of how digitalisation, promoting a global accounting language game, favours the combination of the accounting language games arising from local organisational contexts.This question is addressed by examining the case of the performance measurement of the new product development process in a multidivisional company. The case evidence highlights how a digital platform, promoting a corporate accounting language game for the whole organisation, favoured the combination of divisional accounting language games.The paper points out how digitalisation affects the boundaries between local and global accounting language games in the production of knowledge for decision-making. Also, the paper shows how digital technology is beneficial only when it does not compromise interactions between the different organisational contexts.
22
Heaney, Henry. "Subject‐Divisional Organisation: The Standard Still Flies." Library Review 40, no. 2/3 (February 1991). http://dx.doi.org/10.1108/00242539110144554.
Full text
23
Darom, Michail, and Eoin Plant. "The development of a performance measurement system for indirect procurement: a Delphi study." Measuring Business Excellence ahead-of-print, ahead-of-print (November 9, 2020). http://dx.doi.org/10.1108/mbe-05-2019-0047.
Full textAbstract:
Purpose This study aims to address the current gap in knowledge of indirect procurement performance management. It attempts to argue the need for a specific and tailored performance management approach for the indirect procurement function that incorporates a balanced approach, beyond financial measures. Design/methodology/approach The case study approach evaluated key performance indicators from a balanced scorecard (BSC) perspective in the development of a performance measurement system (PMS) for a Middle Eastern university’s indirect procurement division. It initially reviewed the literature to assess potential indicators for this context. It used vision and mission statement analysis alongside expert interviews to augment the literature. The candidate indicators were then evaluated and ranked by an expert panel through applying a four-round Delphi technique. Findings Twenty-nine procurement-specific indicators are suggested in a BSC framework. The five highest-ranked indicators were not in the financial perspective unlike other BSC studies in the broader field of supply chain management (SCM). Practical implications The study suggests a framework and indicators for a procurement PMS for practitioners to consider. It also highlights there is no one-size-fits-all and that organisations need to tailor PM to the organisation and divisional strategy and operational needs. This study aids the development of guidelines for executives and procurement management that wish to develop indicators and a PMS. Originality/value This study contributes to knowledge by partly addressing the under-researched field of indirect procurement PM. The literature suggested that various roles in SCM require specific PM indicators. This study puts forward a BSC framework with 29 indicators specifically for indirect procurement. Fourteen of these indicators were derived from non-literature sources. This study enhances knowledge and contributes to the limited debate and evidence on indirect procurement PM and the broader PM literature.
24
McAllister, Susan, Louise Thorn, Sainimere Boladuadua, Mireia Gil, Rick Audas, Tim Edmonds, Eric Rafai, Philip C. Hill, and Stephen R. C. Howie. "Cost analysis and critical success factors of the use of oxygen concentrators versus cylinders in sub-divisional hospitals in Fiji." BMC Health Services Research 21, no. 1 (July 2, 2021). http://dx.doi.org/10.1186/s12913-021-06687-8.
Full textAbstract:
Abstract Background Oxygen is vital in the treatment of illnesses in children and adults, yet is lacking in many low and middle-income countries health care settings. Oxygen concentrators (OCs) can increase access to oxygen, compared to conventional oxygen cylinders. We investigated the costs and critical success factors of OCs in three hospitals in Fiji, and extrapolated these to estimate the oxygen delivery cost to all Sub-Divisional hospitals (SDH) nationwide. Methods Data sources included key personnel interviews, and data from SDH records, Ministry of Health and Medical Services, and a non-governmental organisation. We used Investment Logic Mapping (ILM) to define key issues. An economic case was developed to identify the investment option that optimised value while incorporating critical success factors identified through ILM. A fit-for-purpose analysis was conducted using cost analysis of four short-listed options. Sensitivity analyses were performed by altering variables to show the best or worst case scenario. All costs are presented in Fijian dollars. Results Critical success factors identifed included oxygen availability, safety, ease of use, feasibility, and affordability. Compared to the status quo of having only oxygen cylinders, an option of having a minimum number of concentrators with cylinder backup would cost $434,032 (range: $327,940 to $506,920) over 5 years which would be 55% (range: 41 to 64%) of the status quo cost. Conclusion Introducing OCs into all SDHs in Fiji would reduce overall costs, while ensuring identified critical success factors are maintained. This study provides evidence for the benefits of OCs in this and similar settings.