Sydney Finkelstein, Donald C. Hambrick, and Albert A. Cannella
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780195162073
- eISBN:
- 9780199867332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195162073.003.0005
- Subject:
- Business and Management, Strategy
This chapter begins with an explanation for why so many upper-echelons researchers choose to study top management teams (TMTs), emphasizing the assertion that the predictive ability of a team-level ...
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This chapter begins with an explanation for why so many upper-echelons researchers choose to study top management teams (TMTs), emphasizing the assertion that the predictive ability of a team-level analysis tends to be much better than that of a CEO-only analysis. It then discusses the three central conceptual elements of TMTs: composition, structure, and process, and how they are interrelated. The next section covers the determinants of TMT characteristics, including the environment (complexity, instability, and munificence), the organization (strategy and performance), and the CEO. The final section discusses the consequences of TMT interactions, including their effects on strategic decision making, on strategy, and on performance.Less
This chapter begins with an explanation for why so many upper-echelons researchers choose to study top management teams (TMTs), emphasizing the assertion that the predictive ability of a team-level analysis tends to be much better than that of a CEO-only analysis. It then discusses the three central conceptual elements of TMTs: composition, structure, and process, and how they are interrelated. The next section covers the determinants of TMT characteristics, including the environment (complexity, instability, and munificence), the organization (strategy and performance), and the CEO. The final section discusses the consequences of TMT interactions, including their effects on strategic decision making, on strategy, and on performance.
R. J. Dunlop and J. M. Hockley (eds)
- Published in print:
- 1998
- Published Online:
- November 2011
- ISBN:
- 9780192629807
- eISBN:
- 9780191730061
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780192629807.001.0001
- Subject:
- Palliative Care, Patient Care and End-of-Life Decision Making, Pain Management and Palliative Pharmacology
When the first edition of this book was written in 1990, there were only a few advisory palliative care teams working in hospitals. Since then, the number of teams has grown rapidly. The concept of ...
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When the first edition of this book was written in 1990, there were only a few advisory palliative care teams working in hospitals. Since then, the number of teams has grown rapidly. The concept of these teams is now widely accepted but there is an increased need for information about setting up a team, how they work, and how effective they are. This book looks at the need for hospital-based palliative care teams and the challenges of bringing palliative care into the acute hospital setting. It reviews the needs of patients, their families, and their professional carers, and also looks at the theoretical and practical problems that may be encountered. The book contains practical advice on setting up hospital-based palliative care teams, the selection of team members, team dynamics, and the role of the pain clinic and palliation oncology.Less
When the first edition of this book was written in 1990, there were only a few advisory palliative care teams working in hospitals. Since then, the number of teams has grown rapidly. The concept of these teams is now widely accepted but there is an increased need for information about setting up a team, how they work, and how effective they are. This book looks at the need for hospital-based palliative care teams and the challenges of bringing palliative care into the acute hospital setting. It reviews the needs of patients, their families, and their professional carers, and also looks at the theoretical and practical problems that may be encountered. The book contains practical advice on setting up hospital-based palliative care teams, the selection of team members, team dynamics, and the role of the pain clinic and palliation oncology.
Deborah R. Becker and Robert E. Drake
- Published in print:
- 2003
- Published Online:
- January 2009
- ISBN:
- 9780195131215
- eISBN:
- 9780199863808
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195131215.003.0004
- Subject:
- Social Work, Health and Mental Health
IPS is a standardized approach to supported employment for people with severe mental illness. IPS is derived from eight empirically derived principles. Employment specialists join mental health ...
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IPS is a standardized approach to supported employment for people with severe mental illness. IPS is derived from eight empirically derived principles. Employment specialists join mental health treatment teams to provide coordinated services. The vocational unit is comprised of a vocational supervisor and at least two employment specialists who carry discrete caseloads of no more than twenty-five people. In IPS, all people are encouraged to think about how employment may fit into their lives. Clients who express interest in working are assisted in finding a competitive job, full-time or part-time, that matches their skills, preferences, and experiences. People are provided individualized supports to maintain employment. As a team-based approach, all members of the team support the client’s work efforts.Less
IPS is a standardized approach to supported employment for people with severe mental illness. IPS is derived from eight empirically derived principles. Employment specialists join mental health treatment teams to provide coordinated services. The vocational unit is comprised of a vocational supervisor and at least two employment specialists who carry discrete caseloads of no more than twenty-five people. In IPS, all people are encouraged to think about how employment may fit into their lives. Clients who express interest in working are assisted in finding a competitive job, full-time or part-time, that matches their skills, preferences, and experiences. People are provided individualized supports to maintain employment. As a team-based approach, all members of the team support the client’s work efforts.
Masahiko Aoki
- Published in print:
- 2010
- Published Online:
- May 2010
- ISBN:
- 9780199218530
- eISBN:
- 9780191711510
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199218530.003.0002
- Subject:
- Business and Management, Corporate Governance and Accountability, Strategy
This chapter is concerned with the organizational architecture of business corporations as a system in which cognitions are systematically distributed among the management and the workers, while the ...
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This chapter is concerned with the organizational architecture of business corporations as a system in which cognitions are systematically distributed among the management and the workers, while the investors supply cognitive tools. Specific features of the relationships among them give rise to five generic modes of organizational architecture. It is shown that, for each mode of organizational architecture, there is a particular mode of governance that fits. It is characterized as a self-governing agreement among the three parties that satisfies the conditions of organizational sustainability, fairness, and informational economy, which transform business corporations into teams.Less
This chapter is concerned with the organizational architecture of business corporations as a system in which cognitions are systematically distributed among the management and the workers, while the investors supply cognitive tools. Specific features of the relationships among them give rise to five generic modes of organizational architecture. It is shown that, for each mode of organizational architecture, there is a particular mode of governance that fits. It is characterized as a self-governing agreement among the three parties that satisfies the conditions of organizational sustainability, fairness, and informational economy, which transform business corporations into teams.
Bert Cannella, Sydney Finkelstein, and Donald C. Hambrick
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780195162073
- eISBN:
- 9780199867332
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195162073.001.0001
- Subject:
- Business and Management, Strategy
This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that, ...
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This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that, in order to understand why organizations do the things they do, or perform the way they do, we need to comprehend deeply the people at the top—their experiences, abilities, values, social connections, aspirations, and other human features. The actions—or inactions—of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs), and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). The book synthesizes what is known about strategic leadership and indicates new research directions.Less
This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that, in order to understand why organizations do the things they do, or perform the way they do, we need to comprehend deeply the people at the top—their experiences, abilities, values, social connections, aspirations, and other human features. The actions—or inactions—of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs), and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). The book synthesizes what is known about strategic leadership and indicates new research directions.
Rosalind Scott and Steven Howlett (eds)
- Published in print:
- 2009
- Published Online:
- November 2011
- ISBN:
- 9780199545827
- eISBN:
- 9780191730429
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199545827.001.0001
- Subject:
- Palliative Care, Patient Care and End-of-Life Decision Making, Palliative Medicine Research
This book provides practical guidelines on the responsibilities of those who lead, co-ordinate, and manage volunteers in small hospices, large specialist palliative care units, and in general ...
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This book provides practical guidelines on the responsibilities of those who lead, co-ordinate, and manage volunteers in small hospices, large specialist palliative care units, and in general hospitals with palliative care teams. Volunteers are key workers, who often perform difficult and important work. In the United Kingdom alone there are thousands of volunteers in hospice work, a small proportion doing work with patients, and the vast majority doing equally valuable work such as driving, sitting with relatives, and manning charity shops and telephones. As a result, Europe, Australia, the United States and Canada are very interested in the United Kingdom's use of volunteers. Aimed primarily at Voluntary Services Managers in small hospices, large specialist palliative care units, and in general hospitals with palliative care teams, this updated second edition covers volunteer selection, training, supervision and support, and legal and ethical considerations.Less
This book provides practical guidelines on the responsibilities of those who lead, co-ordinate, and manage volunteers in small hospices, large specialist palliative care units, and in general hospitals with palliative care teams. Volunteers are key workers, who often perform difficult and important work. In the United Kingdom alone there are thousands of volunteers in hospice work, a small proportion doing work with patients, and the vast majority doing equally valuable work such as driving, sitting with relatives, and manning charity shops and telephones. As a result, Europe, Australia, the United States and Canada are very interested in the United Kingdom's use of volunteers. Aimed primarily at Voluntary Services Managers in small hospices, large specialist palliative care units, and in general hospitals with palliative care teams, this updated second edition covers volunteer selection, training, supervision and support, and legal and ethical considerations.
Sydney Finkelstein, Donald C. Hambrick, and Albert A. Cannella
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780195162073
- eISBN:
- 9780199867332
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195162073.003.0001
- Subject:
- Business and Management, Strategy
This chapter provides an overview of the important effects that top executives have on organizational outcomes—both strategy and performance. It describes how the domain of “strategic leadership” ...
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This chapter provides an overview of the important effects that top executives have on organizational outcomes—both strategy and performance. It describes how the domain of “strategic leadership” fits with, but is still distinct from, the prevailing literature on leadership. The chapter traces the historical ebbs and flows in scholarly interest in senior leaders, and it elaborates on the array of leaders who constitute the book's scope of interest: chief executive officers (CEOs), top management teams (TMTs), and boards of directors. Finally, the chapter provides an overview of the flow of the entire book.Less
This chapter provides an overview of the important effects that top executives have on organizational outcomes—both strategy and performance. It describes how the domain of “strategic leadership” fits with, but is still distinct from, the prevailing literature on leadership. The chapter traces the historical ebbs and flows in scholarly interest in senior leaders, and it elaborates on the array of leaders who constitute the book's scope of interest: chief executive officers (CEOs), top management teams (TMTs), and boards of directors. Finally, the chapter provides an overview of the flow of the entire book.
Michael Christensen and Thorbjørn Knudsen
- Published in print:
- 2009
- Published Online:
- January 2009
- ISBN:
- 9780199235926
- eISBN:
- 9780191717093
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199235926.003.0003
- Subject:
- Business and Management, Knowledge Management
This chapter introduces a general framework with which individual beliefs can be aggregated into organizational level knowledge. Through examples, it illustrates how the framework lends itself to ...
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This chapter introduces a general framework with which individual beliefs can be aggregated into organizational level knowledge. Through examples, it illustrates how the framework lends itself to analysing simultaneous decision making in committees, such as the UN Security Council. More detailed examples illustrate how our framework can be used to capture sequential decision processes. The chapter considers both flexible decision structures facing a turbulent environment and fixed decision structures facing a stable, but complex task environment. These applications of the chapter's framework illustrate how it can be used to capture some of the most important problems emphasized in the literature on knowledge management.Less
This chapter introduces a general framework with which individual beliefs can be aggregated into organizational level knowledge. Through examples, it illustrates how the framework lends itself to analysing simultaneous decision making in committees, such as the UN Security Council. More detailed examples illustrate how our framework can be used to capture sequential decision processes. The chapter considers both flexible decision structures facing a turbulent environment and fixed decision structures facing a stable, but complex task environment. These applications of the chapter's framework illustrate how it can be used to capture some of the most important problems emphasized in the literature on knowledge management.
Peter Speck (ed.)
- Published in print:
- 2006
- Published Online:
- November 2011
- ISBN:
- 9780198567745
- eISBN:
- 9780191730436
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198567745.001.0001
- Subject:
- Palliative Care, Patient Care and End-of-Life Decision Making, Palliative Medicine Research
Teamwork is a complex but essential component of palliative care. The needs of people diagnosed with life threatening disease will vary greatly over time, and it is rarely possible for just one ...
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Teamwork is a complex but essential component of palliative care. The needs of people diagnosed with life threatening disease will vary greatly over time, and it is rarely possible for just one professional to be able to provide adequate care. In order to ensure an holistic approach, the whole multi-disciplinary team must be involved. Inevitable questions arise from such an approach, and this book seeks to address these. How does a team come into being? What different formats are there? How might the patient contribute to the effectiveness of their care and the way in which the team operates? What are the difficulties and frustrations encountered in developing and maintaining such teams? What models of working and styles of leadership have developed? How are power and authority handled within the team setting? The importance of team building, training, support, attention to group process, and stress management to protect the mental health of the team are explored. The ethical issues inherent in palliative care such as consent, autonomy, confidentiality, decision making within teams, and the legal implications of such are also discussed. The book concludes with one important question: Do we know if teams are the most effective way of providing care?Less
Teamwork is a complex but essential component of palliative care. The needs of people diagnosed with life threatening disease will vary greatly over time, and it is rarely possible for just one professional to be able to provide adequate care. In order to ensure an holistic approach, the whole multi-disciplinary team must be involved. Inevitable questions arise from such an approach, and this book seeks to address these. How does a team come into being? What different formats are there? How might the patient contribute to the effectiveness of their care and the way in which the team operates? What are the difficulties and frustrations encountered in developing and maintaining such teams? What models of working and styles of leadership have developed? How are power and authority handled within the team setting? The importance of team building, training, support, attention to group process, and stress management to protect the mental health of the team are explored. The ethical issues inherent in palliative care such as consent, autonomy, confidentiality, decision making within teams, and the legal implications of such are also discussed. The book concludes with one important question: Do we know if teams are the most effective way of providing care?
Sara Booth, Polly Edmonds, and Margaret Kendall
- Published in print:
- 2009
- Published Online:
- November 2011
- ISBN:
- 9780199238927
- eISBN:
- 9780191730092
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199238927.001.0001
- Subject:
- Palliative Care, Patient Care and End-of-Life Decision Making, Pain Management and Palliative Pharmacology
Hospital palliative care teams have been established in rapidly increasing numbers over the last twenty, as it has been recognised that hospices can never transfer the philosophy and practice of ...
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Hospital palliative care teams have been established in rapidly increasing numbers over the last twenty, as it has been recognised that hospices can never transfer the philosophy and practice of palliative care into the acute sector by simply existing; they often work as ‘stand alone units’ and remain outside mainstream medicine. However it has become apparent that improving access to palliative care for patients in acute hospitals is not as easy as employing external palliative care specialists as consultants. Even setting up a team of professionals who work solely in a hospital will often not improve the care of the great majority of patients being treated there. Based on the experience and knowledge of three clinicians in the area who have developed palliative care services in acute settings, this book provides those facing the same challenges with guidance and advice on a range of problems they might encounter. Using a problem focused and practical approach, this guide is filled with case-based problems to help with the identification of realistic, usable, everyday solutions. It also covers the skills and knowledge needed to help teams make progress in the hospital as well as outlining the best training to help professionals continue to flourish.Less
Hospital palliative care teams have been established in rapidly increasing numbers over the last twenty, as it has been recognised that hospices can never transfer the philosophy and practice of palliative care into the acute sector by simply existing; they often work as ‘stand alone units’ and remain outside mainstream medicine. However it has become apparent that improving access to palliative care for patients in acute hospitals is not as easy as employing external palliative care specialists as consultants. Even setting up a team of professionals who work solely in a hospital will often not improve the care of the great majority of patients being treated there. Based on the experience and knowledge of three clinicians in the area who have developed palliative care services in acute settings, this book provides those facing the same challenges with guidance and advice on a range of problems they might encounter. Using a problem focused and practical approach, this guide is filled with case-based problems to help with the identification of realistic, usable, everyday solutions. It also covers the skills and knowledge needed to help teams make progress in the hospital as well as outlining the best training to help professionals continue to flourish.
Silke M. Dodel, Ajay S. Pillai, Philip W. Fink, Eric R. Muth, Roy Stripling, Dylan D. Schmorrow, Joseph V. Cohn, and Viktor K. Jirsa
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780195395273
- eISBN:
- 9780199863518
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195395273.003.0004
- Subject:
- Neuroscience, Sensory and Motor Systems
Team performance represents an extension of individual performance. It is an outcome of individuals joining together for the purpose of exploiting one another's individual skills to accomplish ...
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Team performance represents an extension of individual performance. It is an outcome of individuals joining together for the purpose of exploiting one another's individual skills to accomplish successfully a common goal. Current team performance measures are based upon observational analysis coupled with expert evaluation, or event-based measurements. These measures ignore the temporal nature of team behavior and reveal little about the dynamic team processes. This chapter performs an experiment with a four-member team mimicking an urban combat operation, and identifies crucial elements of team behavior in an observer-independent and time-resolved manner. Specifically, team behavior over time is represented as evolving along task- and skill level-dependent manifolds in phase space. Deviations from the manifold of the expert team quantify reduced team performance either via reduced skill or lack of coordination. The results demonstrate that expert team performance is distinguished by a larger degree of team coordination and team awareness.Less
Team performance represents an extension of individual performance. It is an outcome of individuals joining together for the purpose of exploiting one another's individual skills to accomplish successfully a common goal. Current team performance measures are based upon observational analysis coupled with expert evaluation, or event-based measurements. These measures ignore the temporal nature of team behavior and reveal little about the dynamic team processes. This chapter performs an experiment with a four-member team mimicking an urban combat operation, and identifies crucial elements of team behavior in an observer-independent and time-resolved manner. Specifically, team behavior over time is represented as evolving along task- and skill level-dependent manifolds in phase space. Deviations from the manifold of the expert team quantify reduced team performance either via reduced skill or lack of coordination. The results demonstrate that expert team performance is distinguished by a larger degree of team coordination and team awareness.
Clair Brown
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199297320
- eISBN:
- 9780191711237
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199297320.003.0008
- Subject:
- Business and Management, Innovation
This chapter looks at the HRM (human resource management) and knowledge system dimensions of open innovation, highlighting the rising importance of externally-derived knowledge. It establishes a link ...
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This chapter looks at the HRM (human resource management) and knowledge system dimensions of open innovation, highlighting the rising importance of externally-derived knowledge. It establishes a link between the internal-external orientation of HRM systems and the type of external knowledge accessed. Internally/externally-oriented HRM systems are associated with public/private external knowledge, respectively. The latter type of knowledge tends to be closer to the cutting edge, as it takes time to codify knowledge. Once again, this analysis points to difficulties Japanese companies face in participating in global knowledge networks. However, it also points to tradeoffs between support for individual creativity on the one hand, and team work and control on the other.Less
This chapter looks at the HRM (human resource management) and knowledge system dimensions of open innovation, highlighting the rising importance of externally-derived knowledge. It establishes a link between the internal-external orientation of HRM systems and the type of external knowledge accessed. Internally/externally-oriented HRM systems are associated with public/private external knowledge, respectively. The latter type of knowledge tends to be closer to the cutting edge, as it takes time to codify knowledge. Once again, this analysis points to difficulties Japanese companies face in participating in global knowledge networks. However, it also points to tradeoffs between support for individual creativity on the one hand, and team work and control on the other.
Tony Elger and Chris Smith
- Published in print:
- 2005
- Published Online:
- September 2007
- ISBN:
- 9780199241514
- eISBN:
- 9780191714405
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199241514.003.0007
- Subject:
- Business and Management, International Business
This chapter compares two large assembly factories that implemented important elements of the Japanese production model and showed a continuing commitment to new products and investment by their ...
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This chapter compares two large assembly factories that implemented important elements of the Japanese production model and showed a continuing commitment to new products and investment by their parent companies. Nevertheless, day to day work within these workplaces differs markedly from idealized accounts of Japanese production methods, especially in regard to team-working and forms of worker involvement, and the evolution of employment relations reveals persistent sources of tension and uncertainty. This prompts a reappraisal of the limits of transfer and the extent of localization of production and employment practices at such subsidiaries, and analysis of what constitutes ‘good enough’ production when enterprise and sector norms of performance co-exist with intractable features of employment relations. Finally, the chapter addresses differences between the two factories in management alliances, employment relations and work organization, and relates such differences to the timing of investment, wider corporate orientations, sector recipes, and the exigencies of management-worker relations.Less
This chapter compares two large assembly factories that implemented important elements of the Japanese production model and showed a continuing commitment to new products and investment by their parent companies. Nevertheless, day to day work within these workplaces differs markedly from idealized accounts of Japanese production methods, especially in regard to team-working and forms of worker involvement, and the evolution of employment relations reveals persistent sources of tension and uncertainty. This prompts a reappraisal of the limits of transfer and the extent of localization of production and employment practices at such subsidiaries, and analysis of what constitutes ‘good enough’ production when enterprise and sector norms of performance co-exist with intractable features of employment relations. Finally, the chapter addresses differences between the two factories in management alliances, employment relations and work organization, and relates such differences to the timing of investment, wider corporate orientations, sector recipes, and the exigencies of management-worker relations.
R. S. Downie, K. C. Calman, Ruth A. K. Schröck, and Malcolm Macnaughton
- Published in print:
- 1994
- Published Online:
- September 2009
- ISBN:
- 9780192624086
- eISBN:
- 9780191723728
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780192624086.001.0001
- Subject:
- Public Health and Epidemiology, Public Health, Epidemiology
In recent years doctors, nurses, and all health care professionals have become increasingly aware of the complexity of the moral dilemmas that can be created by caring. The central theme of this book ...
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In recent years doctors, nurses, and all health care professionals have become increasingly aware of the complexity of the moral dilemmas that can be created by caring. The central theme of this book is that these dilemmas, whether found in consulting rooms, hospital wards, dental surgeries, social work departments, or managers' offices cannot be resolved solely by the expertise derived from the social sciences. There is no escape from a professional's own moral and value judgements. This book offers an introduction to moral concepts and values, and illustrates how they can be identified, analysed, and applied in particular situations. These issues are discussed in Part 1 in what is basically a philosophical context. Part 2 discusses specific topics, such as consent, confidentiality, the giving or withholding of information, and the economics of health care. Medical problems such as resuscitation, artificial reproduction, terminal care, and research and testing of drugs are carefully analysed. Each chapter in Part 2 offers further questions for debate, and there are references back to the philosophical underpinning in Part 1.Less
In recent years doctors, nurses, and all health care professionals have become increasingly aware of the complexity of the moral dilemmas that can be created by caring. The central theme of this book is that these dilemmas, whether found in consulting rooms, hospital wards, dental surgeries, social work departments, or managers' offices cannot be resolved solely by the expertise derived from the social sciences. There is no escape from a professional's own moral and value judgements. This book offers an introduction to moral concepts and values, and illustrates how they can be identified, analysed, and applied in particular situations. These issues are discussed in Part 1 in what is basically a philosophical context. Part 2 discusses specific topics, such as consent, confidentiality, the giving or withholding of information, and the economics of health care. Medical problems such as resuscitation, artificial reproduction, terminal care, and research and testing of drugs are carefully analysed. Each chapter in Part 2 offers further questions for debate, and there are references back to the philosophical underpinning in Part 1.
Felice Davidson Perlmutter, Darlyne Bailey, and F. Ellen Netting
- Published in print:
- 2000
- Published Online:
- January 2009
- ISBN:
- 9780195137071
- eISBN:
- 9780199865611
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195137071.003.0007
- Subject:
- Social Work, Communities and Organizations
This chapter examines interdisciplinary teams, with the managerial supervisor as team leader and highlights some of the critical intra-team issues. It argues that interdisciplinary teams are one of ...
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This chapter examines interdisciplinary teams, with the managerial supervisor as team leader and highlights some of the critical intra-team issues. It argues that interdisciplinary teams are one of the most effective organizational strategies for responding and proactively beginning to challenge the rapid, complex changes occurring in both the professions and the environment. Teams have costs and benefits. If correctly created and maintained, with the appropriate leadership and membership, the benefits can far outweigh the costs. Managing teams means dealing with team dysfunction, addressing the paradox of relationship, and providing leadership in the form of designing, coaching, and advocating.Less
This chapter examines interdisciplinary teams, with the managerial supervisor as team leader and highlights some of the critical intra-team issues. It argues that interdisciplinary teams are one of the most effective organizational strategies for responding and proactively beginning to challenge the rapid, complex changes occurring in both the professions and the environment. Teams have costs and benefits. If correctly created and maintained, with the appropriate leadership and membership, the benefits can far outweigh the costs. Managing teams means dealing with team dysfunction, addressing the paradox of relationship, and providing leadership in the form of designing, coaching, and advocating.
CHERYL REGEHR and TED BOBER
- Published in print:
- 2005
- Published Online:
- January 2009
- ISBN:
- 9780195165029
- eISBN:
- 9780199864089
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195165029.003.0011
- Subject:
- Social Work, Health and Mental Health
Trauma response teams are now found within most communities and many emergency service organizations. They provide a range of services to emergency response workers, their organizations and their ...
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Trauma response teams are now found within most communities and many emergency service organizations. They provide a range of services to emergency response workers, their organizations and their communities, and are now viewed as essential parts of almost every emergency preparedness plan. In order for these teams to be effective however, it is vital that considerable preparation and effort go into the design of the team, articulation of team mandate and functions, selection and training of team members, and the ongoing maintenance and administration of the team. This chapter includes guidelines on recruitment, team training, team deployment, and objectives. The responsibilities of the team members at various events are at different stages of the disaster are also outlined. Finally, the chapter provides a model for team training that includes team building, discussions about boundaries and ethics, effective listening, individual assessment skills, and groupwork skills.Less
Trauma response teams are now found within most communities and many emergency service organizations. They provide a range of services to emergency response workers, their organizations and their communities, and are now viewed as essential parts of almost every emergency preparedness plan. In order for these teams to be effective however, it is vital that considerable preparation and effort go into the design of the team, articulation of team mandate and functions, selection and training of team members, and the ongoing maintenance and administration of the team. This chapter includes guidelines on recruitment, team training, team deployment, and objectives. The responsibilities of the team members at various events are at different stages of the disaster are also outlined. Finally, the chapter provides a model for team training that includes team building, discussions about boundaries and ethics, effective listening, individual assessment skills, and groupwork skills.
Don Rose and Cam Patterson
- Published in print:
- 2016
- Published Online:
- May 2016
- ISBN:
- 9781469625263
- eISBN:
- 9781469625287
- Item type:
- chapter
- Publisher:
- University of North Carolina Press
- DOI:
- 10.5149/northcarolina/9781469625263.003.0004
- Subject:
- Business and Management, Innovation
Spinning a company out of the university, based on university scientific research involves a number of key steps: Recognizing the Opportunity Disclosure to the University Filing for IP Protection ...
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Spinning a company out of the university, based on university scientific research involves a number of key steps: Recognizing the Opportunity Disclosure to the University Filing for IP Protection Recruiting Advisors and Mentors Developing the Business Case Forming the Company Building the Management Team Licensing the Intellectual Property Gathering Market Information Defining and Refining the Business Model Early-Stage Marketing Writing The Business Plan Raising Initial Capital Finding Space Raising Growth Capital Developing the Product Engaging the Customer: Marketing, Sales, and Business Development Establishing Manufacturing The Exit Each step is considered in detail with practical recommendations based on the authors’ experience.Less
Spinning a company out of the university, based on university scientific research involves a number of key steps: Recognizing the Opportunity Disclosure to the University Filing for IP Protection Recruiting Advisors and Mentors Developing the Business Case Forming the Company Building the Management Team Licensing the Intellectual Property Gathering Market Information Defining and Refining the Business Model Early-Stage Marketing Writing The Business Plan Raising Initial Capital Finding Space Raising Growth Capital Developing the Product Engaging the Customer: Marketing, Sales, and Business Development Establishing Manufacturing The Exit Each step is considered in detail with practical recommendations based on the authors’ experience.
Einer Elhauge
- Published in print:
- 2010
- Published Online:
- May 2010
- ISBN:
- 9780195390131
- eISBN:
- 9780199775934
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195390131.003.001
- Subject:
- Law, Medical Law
This chapter summarizes all the other chapters and links them to a general theory of team production in health care. It defines what fragmentation means, the four levels at which it operates, and ...
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This chapter summarizes all the other chapters and links them to a general theory of team production in health care. It defines what fragmentation means, the four levels at which it operates, and shows that it worsens health outcomes and costs. It explains why economic theories of firms and team production confirm the conclusion that there is excessive fragmentation in U.S. health care. The chapter explores various causes of fragmentation, concluding that the underlying causes are legal. Finally, the chapter recommends certain reforms that grow directly out of the analysis, including lifting manifold legal obstacles to integrated care, subsidizing preventive care and the creation of a common system of medical records, and paying health care organizations either by the amount of medical benefit they produce or by the number of enrollees they attract, with adjustments for the relevant health risks.Less
This chapter summarizes all the other chapters and links them to a general theory of team production in health care. It defines what fragmentation means, the four levels at which it operates, and shows that it worsens health outcomes and costs. It explains why economic theories of firms and team production confirm the conclusion that there is excessive fragmentation in U.S. health care. The chapter explores various causes of fragmentation, concluding that the underlying causes are legal. Finally, the chapter recommends certain reforms that grow directly out of the analysis, including lifting manifold legal obstacles to integrated care, subsidizing preventive care and the creation of a common system of medical records, and paying health care organizations either by the amount of medical benefit they produce or by the number of enrollees they attract, with adjustments for the relevant health risks.
Howard M. Blonsky
- Published in print:
- 2020
- Published Online:
- December 2019
- ISBN:
- 9780190090845
- eISBN:
- 9780190090876
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190090845.003.0002
- Subject:
- Social Work, Children and Families, Communities and Organizations
This chapter explains the benefits of working as a team, what people like or don’t like about working on teams, and the importance of recognizing everyone’s contribution and perspective.
This chapter explains the benefits of working as a team, what people like or don’t like about working on teams, and the importance of recognizing everyone’s contribution and perspective.
George S. Yip and Audrey J. M. Bink
- Published in print:
- 2007
- Published Online:
- October 2011
- ISBN:
- 9780199229833
- eISBN:
- 9780191696374
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199229833.003.0007
- Subject:
- Business and Management, Strategy, International Business
Chapter 6 examined the global account manager (gam). But as the relationship with a major account will be more intense than one person can handle, there will always be more employees involved in the ...
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Chapter 6 examined the global account manager (gam). But as the relationship with a major account will be more intense than one person can handle, there will always be more employees involved in the relationship besides the gam. The way these employees are linked with each other, both formally and informally, means that they form the global account team (gat). This chapter discusses the gat, focusing on the following issues: responsibilities of the global account team; who should be selected as members of the global account team; organizational structure; and the team's place in the organization.Less
Chapter 6 examined the global account manager (gam). But as the relationship with a major account will be more intense than one person can handle, there will always be more employees involved in the relationship besides the gam. The way these employees are linked with each other, both formally and informally, means that they form the global account team (gat). This chapter discusses the gat, focusing on the following issues: responsibilities of the global account team; who should be selected as members of the global account team; organizational structure; and the team's place in the organization.
