Science.gov

Sample records for action management team

  1. Using Action Research to Teach Students to Manage Team Learning and Improve Teamwork Satisfaction

    ERIC Educational Resources Information Center

    Scott-Ladd, Brenda; Chan, Christopher C. A.

    2008-01-01

    This article reports on a study investigating strategies that students can use to develop skills in managing team learning. Two groups of second-year management students participated in a semester-long action research project over two semesters. The students were educated on team development, team processes and conflict management and how to…

  2. Maintaining Team Performance. For the Practicing Manager. An Ideas into Action Guidebook.

    ERIC Educational Resources Information Center

    Kanaga, Kim; Browning, Henry

    This booklet provides ways for organizational team leaders to assess their team's effectiveness at regular intervals and to monitor their team's performance. The booklet identifies six key aspects, or dimensions, consistent across all teams. If all six dimensions are strong within a team, the team has the means to conduct its work and perform…

  3. Teams and team management in nurse education.

    PubMed

    Richardson, M

    1992-04-01

    Nursing traditionally relied upon power-coercive and status-oriented management styles similar to those which have underpinned failing British industry but team work and team management styles underpin the success and excellence of organisations in industry and commerce. The author argues that such team work and team management can create the dynamic 'problem-solving' style required for the management of complex issues such as exist within nurse education today. The author presents an outline of teams, their characteristics and the models currently available for managing, building and maintaining teams.

  4. Team Challenge and Action Learning

    ERIC Educational Resources Information Center

    Holmes, Mary

    2010-01-01

    This article describes how action learning can be accompanied by a project to encourage shared learning about organisation culture, the external environment, political context and team dynamics, while allowing space for personal issues. It drives forward reflective practice and encourages sets to deliver a tangible pay-back to the organisation.…

  5. Final Action Plan to Tiger Team

    SciTech Connect

    Not Available

    1992-02-28

    This document presents planned actions, and their associated costs, for addressing the findings in the Environmental, Safety and Health Tiger Team Assessment of the Sandia National Laboratories, Albuquerque, May 1991, hereafter called the Assessment. This Final Action Plan should be read in conjunction with the Assessment to ensure full understanding of the findings addressed herein. The Assessment presented 353 findings in four general categories: (1)Environmental (82 findings); (2) Safety and Health (243 findings); (3) Management and Organization (18 findings); and (4) Self-Assessment (10 findings). Additionally, 436 noncompliance items with Occupational Safety and Health Administration (OSHA) standards were addressed during and immediately after the Tiger Team visit.

  6. Managing multicultural teams.

    PubMed

    Brett, Jeanne; Behfar, Kristin; Kern, Mary C

    2006-11-01

    Multicultural teams offer a number of advantages to international firms, including deep knowledge of different product markets, culturally sensitive customer service, and 24-hour work rotations. But those advantages may be outweighed by problems stemming from cultural differences, which can seriously impair the effectiveness of a team or even bring itto a stalemate. How can managers best cope with culture-based challenges? The authors conducted in-depth interviews with managers and members of multicultural teams from all over the world. Drawing on their extensive research on dispute resolution and teamwork and those interviews, they identify four problem categories that can create barriers to a team's success: direct versus indirect communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making. If a manager--or a team member--can pinpoint the root cause of the problem, he or she is likelier to select an appropriate strategy for solving it. The most successful teams and managers, the authors found, dealt with multicultural challenges in one of four ways: adaptation (acknowledging cultural gaps openly and working around them), structural intervention (changing the shape or makeup of the team), managerial intervention (setting norms early or bringing in a higher-level manager), and exit (removing a team member when other options have failed). Which strategy is best depends on the particular circumstances--and each has potential complications. In general, though, managers who intervene early and set norms; teams and managers who try to engage everyone on the team; and teams that can see challenges as stemming from culture, not personality, succeed in solving culture-based problems with good humor and creativity. They are the likeliest to harvest the benefits inherent in multicultural teams.

  7. Better team management--better team care?

    PubMed

    Shelley, P; Powney, B

    1994-01-01

    Team building should not be a 'bolt-on' extra, it should be a well planned, integrated part of developing teams and assisting their leaders. When asked to facilitate team building by a group of NHS managers we developed a framework which enabled individual members of staff to become more effective in the way they communicated with each other, their teams and in turn within the organization. Facing the challenge posed by complex organizational changes, staff were able to use 3 training days to increase and develop their awareness of the principles of teamwork, better team management, and how a process of leadership and team building could help yield better patient care.

  8. Final consolidated action plan to Tiger Team

    SciTech Connect

    Not Available

    1992-10-01

    This document contains the planned actions to correct the deficiences identified in the Tiger Team Assessments of Sandia California (August 1990) and Sandia New Mexico (May 1991). Information is also included on the management structures, estimated costs, root causes, prioritization and schedules for the Action Plan. This Plan is an integration of the two individual Action Plans to provide a cost effective, integrated program for implementation by Sandia and monitoring by DOE. This volume (I) contains the findings and actions concerning the environment. Tables 4.2 and 4.7 summarize the annual costs estimated for completing the actions. The total costs for completion of all the actions are estimated to be $283 million over a 12 year period; the majority of the actions to be completed and costs incurred in the first five years. Resources are provided from DOE-ER/WM, the DOE/DP landlord funds (one time, physical fixes), and from the Sandia Indirect Budget.

  9. Aircrew team management program

    NASA Technical Reports Server (NTRS)

    Margerison, Charles; Mccann, Dick; Davies, Rod

    1987-01-01

    The key features of the Aircrew Team Management Workshop which was designed for and in consultation with Trans Australia Airlines are outlined. Five major sections are presented dealing with: (1) A profile of the airline and the designers; (2) Aircrew consultation and involvement; (3) Educational design and development; (4) Implementation and instruction; and (5) Evaluation and assessment. These areas are detailed.

  10. Action plan for the Tiger Team assessment report

    SciTech Connect

    Not Available

    1990-08-30

    This document contains responses and planned actions that address the findings of the Tiger Team Assessment of Brookhaven National Laboratory, June 1990. In addition, the document contains descriptions of the management and organizational structure to be used in conducting planned actions, root causes for the problems identified in the findings, responses, planned actions, schedules and milestones for completing planned actions, and, where known, costs associated with planned actions.

  11. The Origins of Team Management

    ERIC Educational Resources Information Center

    Swift, James S.

    1971-01-01

    An analysis of the factors that have led to team management, including classical principles of management, the human relations or behavioral school of management, and the systems theory both closed and open. (JF)

  12. [Team management of rheumatoid arthritis].

    PubMed

    Le Loët, X; Vittecoq, O

    2001-12-01

    The main objectives of team management of rheumatoid arthritis are to stop structural damage of joints and to reduce functional, psychological, socioprofessional and economic consequences. Team management requires the collaboration, around the patient, of a rheumatologist, a nurse, a psychologist, a physiotherapist, an occupational therapist, an orthopaedic surgeon at the same time, in the same place. More and more patients wish to manage their disease by themselves. Team care should not be proposed to every patient; it must be reserved to patients whose condition required such an approach because of the severity of the disease, comorbidity, psychological or socioprofessionnal difficulties. Team management should be personalized. Utility of team management is now accepted; out-patient administration is as effective as in-patient one. A good educational program is very important. However, search is still needed to define optimal modalities of team management and tools to measure the efficiency of this approach.

  13. Emergency Response Teams in Action.

    ERIC Educational Resources Information Center

    Watson, James A.

    2001-01-01

    Illustrates the value of proper crisis response training to help schools protect lives by avoiding adverse situations. Details the execution of a crisis management plan, which was developed following a cafeteria/kitchen explosion. (GR)

  14. A Call to Action: Building a Translational Inclusion Team Science in Physical Activity, Nutrition, and Obesity Management for Children with Disabilities

    PubMed Central

    Rimmer, James H.; Vanderbom, Kerri A.

    2016-01-01

    The growing evidence base of childhood obesity prevention and treatment programs do not adequately consider how to adapt these programs for children with disabilities. We propose a Call to Action for health researchers who conduct studies focused on the general population (i.e., without a disability) to work closely with disability researchers to adapt their programs (e.g., obesity management, increased physical activity, and caregiver training in diet and nutrition) to be relevant to both groups. We refer to this approach as inclusion team science. The hope for this Call to Action is that there will be greater synergy between researchers who have high levels of expertise in a specialty area of health (but little or no knowledge of how to adapt their program for children with disabilities) to work more closely with researchers who have a high level of expertise in adapting evidence-based health promotion recommendations and strategies for children with disabilities. Together, these two areas of expertise will lead to inclusive physical activity and nutrition programs for all children. PMID:27559540

  15. A Call to Action: Building a Translational Inclusion Team Science in Physical Activity, Nutrition, and Obesity Management for Children with Disabilities.

    PubMed

    Rimmer, James H; Vanderbom, Kerri A

    2016-01-01

    The growing evidence base of childhood obesity prevention and treatment programs do not adequately consider how to adapt these programs for children with disabilities. We propose a Call to Action for health researchers who conduct studies focused on the general population (i.e., without a disability) to work closely with disability researchers to adapt their programs (e.g., obesity management, increased physical activity, and caregiver training in diet and nutrition) to be relevant to both groups. We refer to this approach as inclusion team science. The hope for this Call to Action is that there will be greater synergy between researchers who have high levels of expertise in a specialty area of health (but little or no knowledge of how to adapt their program for children with disabilities) to work more closely with researchers who have a high level of expertise in adapting evidence-based health promotion recommendations and strategies for children with disabilities. Together, these two areas of expertise will lead to inclusive physical activity and nutrition programs for all children. PMID:27559540

  16. Managing for Results Through Teams.

    ERIC Educational Resources Information Center

    Chand, Sunil; Holm, Maudie L.

    1998-01-01

    Using examples from Cuyahoga Community College, this article examines the nature of teams, how they are suited to community college management, and how they can increase the effectiveness of community colleges. Presents tangible implementation strategies and unique applications for community colleges, including the use of faculty as team…

  17. Feeding a Growing Team: Action Learning as Fertiliser

    ERIC Educational Resources Information Center

    Dunne, Teresa Faith

    2004-01-01

    Here I describe an action learning programme I ran for a youth offending team, with 15 of the 19 team members, over a six month period. The programme emerged from running a development session for the team, which highlighted a need for more ownership of the work of the team by workers and for them to be involved in setting the direction of the…

  18. Managers, leaders, and teams in a team-based environment.

    PubMed

    DeMent, J

    1996-08-01

    In order to succeed in today's dynamic environment, abundant with corporate restructuring and downsizing, into what must today's manager transform? Part of the answer lies in "leadership." Some managers are leaders, some leaders are managers, but the two are not synonymous. There are notable differences between managers and leaders, particularly in the role each plays in the transition towards organizations that are customer-focused, empowered, and team-based. The evolution towards team-based organizations begins with three different, concurrent transitions: of managers into leaders, of employees into teammates, and of functional hierarchical organizations into those of team empowerment.

  19. Action Learning, Team Learning and Co-Operation in the Czech Republic

    ERIC Educational Resources Information Center

    Kubatova, Slava

    2012-01-01

    This account of practice presents two cases of the application of Action Learning (AL) communication methodology as described by Marquardt [2004. "Optimising the power of action learning". Mountain View, CA: Davies-Black Publishing]. The teams were Czech and international top management teams. The AL methodology was used to improve cooperation and…

  20. Managing Your Team's Weakest Link.

    PubMed

    Hills, Laura

    2015-01-01

    Do you have a poor-performing employee on your medical practice team? If so, you're not alone. Unfortunately, this is a problem that many medical practice managers face. This article describes the best strategies for managing your team's weakest link. It explores common yet very difficult circumstances that cause low employee performance and that test the patience, heart, and skills of a practice manager. It guides readers through a process of self-discovery to determine whether their negative biases or grudges may be causing employees to perform poorly. It suggests several possible other reasons for weak employee performance, including problems with the job, practice, leadership, communication, and fit between the employee and the job. This article also suggests the best strategy for communicating concerns about performance to the weakest-link employee. It offers guidance to practice managers about protecting their time and energy when handling a poor performer. It provides a simple formula for calculating the cost of a low-performing employee, 10 possible personal reasons for the employee's poor work performance, specific questions to ask to uncover the reasons for poor performance, and an eight-rule strategy for confronting poor performance effectively. Finally, this article offers practice managers a practical strategy for handling resistance from their weakest link, illustrated with a sample dialogue. PMID:26223114

  1. Managing Your Team's Weakest Link.

    PubMed

    Hills, Laura

    2015-01-01

    Do you have a poor-performing employee on your medical practice team? If so, you're not alone. Unfortunately, this is a problem that many medical practice managers face. This article describes the best strategies for managing your team's weakest link. It explores common yet very difficult circumstances that cause low employee performance and that test the patience, heart, and skills of a practice manager. It guides readers through a process of self-discovery to determine whether their negative biases or grudges may be causing employees to perform poorly. It suggests several possible other reasons for weak employee performance, including problems with the job, practice, leadership, communication, and fit between the employee and the job. This article also suggests the best strategy for communicating concerns about performance to the weakest-link employee. It offers guidance to practice managers about protecting their time and energy when handling a poor performer. It provides a simple formula for calculating the cost of a low-performing employee, 10 possible personal reasons for the employee's poor work performance, specific questions to ask to uncover the reasons for poor performance, and an eight-rule strategy for confronting poor performance effectively. Finally, this article offers practice managers a practical strategy for handling resistance from their weakest link, illustrated with a sample dialogue.

  2. The Success and Failure of Positive Action To Mitigate the Effects of an All-Male Senior Management Team in a Secondary School.

    ERIC Educational Resources Information Center

    Coldron, John; Boulton, Pam

    1998-01-01

    Considers the effectiveness of an initiative in a British secondary school taken to mitigate the effects of an all-male senior management team. Draws a partial balance sheet of its successes and failures, especially as related to effects on female school staff, and to friction in dealing with traditional structures. (DSK)

  3. Putting the "Team" in the Fine Arts Team: An Application of Business Management Team Concepts

    ERIC Educational Resources Information Center

    Fisher, Ryan

    2007-01-01

    In this article, the author discusses current challenges to the idea of teamwork in fine arts teams, redefines the terms team and collaboration using a business management perspective, discusses the success of effective teams in the business world and the characteristics of those teams, and proposes the implementation of the business model of…

  4. Teaming from Three Perspectives: Interviews with Participatory Action Research Participants

    ERIC Educational Resources Information Center

    Cain, Judith

    2008-01-01

    Taking part in the autism spectrum disorder participatory action research (ASD PAR) project was a genuine team effort for the group of people supporting Rose, a primary school student with Asperger syndrome. The following excerpts are from interviews with some of Rose's team. This is a collaborative approach to telling the story of the team's…

  5. Building Action Research Teams: A Case of Struggles and Successes

    ERIC Educational Resources Information Center

    Du, Fengning

    2009-01-01

    Teaching teams can hold the promise of being an ideal vehicle in which collaborative action research is conducted. This case documents the mixed results of a team leader's efforts to improve teaching and introduce inquiry-based professional development through action research in a community college. This case paints a realistic and…

  6. Managing a Product Development Team

    NASA Technical Reports Server (NTRS)

    Lehtonen, Kenneth E.; Barrett, Larry

    2003-01-01

    Orbiting 380 miles above the earth, NASA s Hubble Space Telescope (HST) has returned a wealth of scientific data about our universe and galaxies beyond highlighted by spectacular images of the birth and death of stars, colliding galaxies, and other extra-worldly events. Despite its tremendous success for almost two decades, the HST ground support system experienced down-to-earth problems prior to the turn of the century, namely budgetary ones. To keep HST operating efficiently to 201 2 and beyond, the Vision 2000 project was conceived with the primary goal of substantially reducing the costs of operating and maintaining the spacecraft ground systems. Taking advantage of this atypical management opportunity, a set of Product Development Teams (PDTs) were established, whose charter was to re-engineer the ground system, and in doing so, reduce the remaining life-of-mission operating and maintenance costs, while providing improved reliability and increased capabilities.

  7. Team management: an alternative to acting directorship.

    PubMed

    Hodson, K E; Ryan, M E; Judy, M; Foster, S L

    1990-01-01

    A sudden absence of leadership due to unexpected illness, death, or resignation can seriously weaken an organization. Orderly administrative transition was believed to be necessary by those confronting a sudden leadership void. A team management administrative approach was proposed in response to an urgent and complex problem. Results of an evaluation of the team at the end of 1 year of leadership are presented. Team management is documented as a viable alternative to a one person acting director in an academic setting.

  8. The Management Team and Survival.

    ERIC Educational Resources Information Center

    Floratos, Nick; And Others

    1978-01-01

    The team administration model used in the Rio Linda School District is explained, including a definition of the concept, organizational structures, general operations, and problem solving strategies. (SJL)

  9. Final consolidated action plan to Tiger Team. Volume 2, Change 1

    SciTech Connect

    Not Available

    1993-04-01

    Two separate Tiger Team assessments were conducted at Sandia National Laboratories (SNL). The first was conducted at the California site in Livermore between April 30, 1990, and May 18, 1990. A second Tiger Team assessment was conducted at the New Mexico site in Albuquerque between April 15 and May 24, 1991. This report is volume two, change one. One purpose of this Action Plan is to provide a formal written response to each of the findings and/or concerns cited in the SNL Tiger Team assessment reports. A second purpose is to present actions planned to be conducted to eliminate deficiencies identified by the Tiger Teams. A third purpose is to consolidate (group) related findings and to identify priorities assigned to the planned actions for improved efficiency and enhanced management of the tasks. A fourth and final purpose is to merge the two original SNL Action Plans for the New Mexico [Ref. a] and California [Ref. b] sites into a single Action Plan as a major step toward managing all SNL ES&H activities more similarly. Included in this combined SNL Action Plan are descriptions of the actions to be taken by SNL to liminate all problems identified in the Tiger Teams` findings/concerns, as well as estimated costs and schedules for planned actions.

  10. Final consolidated action plan to Tiger Team. Volume 1, Change 1

    SciTech Connect

    Not Available

    1993-04-01

    Two separate Tiger Team assessments were conducted at Sandia National Laboratories (SNL). The first was conducted at the California site in Livermore between April 30, 1990, and May 18, 1990. A second Tiger team assessment was conducted at the New Mexico site in Albuquerque between April 15 and May 24, 1991. One purpose of this Action Plan is to provide a formal written response to each of the findings and/or concerns cited in the SNL Tiger Team assessment reports. A second purpose is to present actions planned to be conducted to eliminate deficiencies identified by the Tiger Teams. A third purpose is to consolidate (group) related findings and to identify priorities assigned to the planned actions for improved efficiency and enhanced management of the tasks. A fourth and final purpose is to merge the two original SNL Action Plans for the New Mexico and California sites into a single Action Plan as a major step toward managing all SNL ES&H activities more similarly. Included in this combined SNL Action Plan are descriptions of the actions to be taken by SNL to liminate all problems identified in the Tiger Teams` findings/concerns, as well as estimated costs and schedules for planned actions.

  11. Final consolidated action plan to Tiger Team. Volume 1

    SciTech Connect

    Not Available

    1992-10-01

    This document is a compilation of different issues identified by the Tiger Teams at the several locations of the Sandia National Laboratory. In this volume there are findings/concerns and the resultant responses and planned actions for these issues. Also included are the schedules and costs for the planned actions.

  12. Team Supervision of the Doctorate: Managing Roles, Relationships and Contradictions

    ERIC Educational Resources Information Center

    Watts, Jacqueline H.

    2010-01-01

    Working in teams is widely recognised as an important skill across a range of occupations and professions, with the teaching of teamwork now a feature of the higher education curriculum. The success of teamwork, however, depends to a large extent on the mediated management of complex variables such as individual conduct, collective action,…

  13. Managing Communication within Virtual Intercultural Teams.

    ERIC Educational Resources Information Center

    Grosse, Christine Uber

    2002-01-01

    Suggests that business students need to be prepared to manage the communication of intercultural teams. Discusses strategies for success such as: developing a network of good relationships built on trust and understanding; showing respect for other cultures and languages; and understanding how diversity strengthens the team. (SG)

  14. Exploring Academics' Approaches to Managing Team Assessment

    ERIC Educational Resources Information Center

    Augar, Naomi; Woodley, Carolyn J.; Whitefield, Despina; Winchester, Maxwell

    2016-01-01

    Purpose: The purpose of this paper is to develop an understanding of academics' approaches to managing team assessment at an Australian University with a view to informing policy development and assessment design. Design/methodology/approach: The research was conducted using a single exploratory case study approach focussing on the team assessment…

  15. Functional Heterogeneity and Senior Management Team Effectiveness

    ERIC Educational Resources Information Center

    Benoliel, Pascale; Somech, Anit

    2016-01-01

    Purpose: There has been an increasing trend toward the creation of senior management teams (SMTs) which are characterized by a high degree of functional heterogeneity. Although such teams may create better linkages to information, along with the benefits of functional heterogeneity comes the potential for conflicts that stem from the value…

  16. A Data Scheduling and Management Infrastructure for the TEAM Network

    NASA Astrophysics Data System (ADS)

    Andelman, S.; Baru, C.; Chandra, S.; Fegraus, E.; Lin, K.; Unwin, R.

    2009-04-01

    The objective of the Tropical Ecology Assessment and Monitoring Network (www.teamnetwork.org) is "To generate real time data for monitoring long-term trends in tropical biodiversity through a global network of TEAM sites (i.e. field stations in tropical forests), providing an early warning system on the status of biodiversity to effectively guide conservation action". To achieve this, the TEAM Network operates by collecting data via standardized protocols at TEAM Sites. The standardized TEAM protocols include the Climate, Vegetation and Terrestrial Vertebrate Protocols. Some sites also implement additional protocols. There are currently 7 TEAM Sites with plans to grow the network to 15 by June 30, 2009 and 50 TEAM Sites by the end of 2010. Climate Protocol The Climate Protocol entails the collection of climate data via meteorological stations located at the TEAM Sites. This includes information such as precipitation, temperature, wind direction and strength and various solar radiation measurements. Vegetation Protocol The Vegetation Protocol collects standardized information on tropical forest trees and lianas. A TEAM Site will have between 6-9 1ha plots where trees and lianas larger than a pre-specified size are mapped, identified and measured. This results in each TEAM Site repeatedly measuring between 3000-5000 trees annually. Terrestrial Vertebrate Protocol The Terrestrial Vertebrate Protocol collects standardized information on mid-sized tropical forest fauna (i.e. birds and mammals). This information is collected via camera traps (i.e. digital cameras with motion sensors housed in weather proof casings). The images taken by the camera trap are reviewed to identify what species are captured in the image by the camera trap. The image and the interpretation of what is in the image are the data for the Terrestrial Vertebrate Protocol. The amount of data collected through the TEAM protocols provides a significant yet exciting IT challenge. The TEAM Network is

  17. Team Development for High Performance Management.

    ERIC Educational Resources Information Center

    Schermerhorn, John R., Jr.

    1986-01-01

    The author examines a team development approach to management that creates shared commitments to performance improvement by focusing the attention of managers on individual workers and their task accomplishments. It uses the "high-performance equation" to help managers confront shared beliefs and concerns about performance and develop realistic…

  18. Effective team management by district nurses.

    PubMed

    Bliss, Julie

    2004-12-01

    This article considers the key role played by the district nurse in managing the district nursing team in order to provide high quality health care. It considers how the district nurse can use key managerial roles (interpersonal, informational and decision-making) in order to ensure unity within the team. The importance of shared goals and trust to achieve unity is explored and a strategy for managing conflict is discussed. Finally, the article suggests a set of ground rules which could be used to facilitate effective team working.

  19. Panel management, team culture, and worklife experience.

    PubMed

    Willard-Grace, Rachel; Dubé, Kate; Hessler, Danielle; O'Brien, Bridget; Earnest, Gillian; Gupta, Reena; Shunk, Rebecca; Grumbach, Kevin

    2015-09-01

    Burnout and professional dissatisfaction are threats to the primary care workforce. We investigated the relationship between panel management capability, team culture, cynicism, and perceived "do-ability" of primary care among primary care providers (PCPs) and staff in primary care practices. We surveyed 326 PCPs and 142 staff members in 10 county-administered, 6 university-run, and 3 Veterans Affairs primary care clinics in a large urban area in 2013. Predictor variables included capability for performing panel management and perception of team culture. Outcome variables included 2 work experience measures--the Maslach Burnout Inventory cynicism scale and a 1-item measure of the "do-ability" of primary care this year compared with last year. Generalized Estimation Equation (GEE) models were used to account for clustering at the clinic level. Greater panel management capability and higher team culture were associated with lower cynicism among PCPs and staff and higher reported "do-ability" of primary care among PCPs. Panel management capability and team culture interacted to predict the 2 work experience outcomes. Among PCPs and staff reporting high team culture, there was little association between panel management capability and the outcomes, which were uniformly positive. However, there was a strong relationship between greater panel management capability and improved work experience outcomes for PCPs and staff reporting low team culture. Team-based processes of care such as panel management may be an important strategy to protect against cynicism and dissatisfaction in primary care, particularly in settings that are still working to improve their team culture.

  20. Corrective Action Plan in response to the March 1992 Tiger Team Assessment of the Ames Laboratory

    SciTech Connect

    Not Available

    1992-11-20

    On March 5, 1992, a Department of Energy (DOE) Tiger Team completed an assessment of the Ames Laboratory, located in Ames, Iowa. The purpose of the assessment was to provide the Secretary of Energy with a report on the status and performance of Environment, Safety and Health (ES H) programs at Ames Laboratory. Detailed findings of the assessment are presented in the report, DOE/EH-0237, Tiger Team Assessment of the Ames Laboratory. This document, the Ames Laboratory Corrective Action Plan (ALCAP), presents corrective actions to overcome deficiencies cited in the Tiger Team Assessment. The Tiger Team identified 53 Environmental findings, from which the Team derived four key findings. In the Safety and Health (S H) area, 126 concerns were identified, eight of which were designated Category 11 (there were no Category I concerns). Seven key concerns were derived from the 126 concerns. The Management Subteam developed 19 findings which have been summarized in four key findings. The eight S H Category 11 concerns identified in the Tiger Team Assessment were given prompt management attention. Actions to address these deficiencies have been described in individual corrective action plans, which were submitted to DOE Headquarters on March 20, 1992. The ALCAP includes actions described in this early response, as well as a long term strategy and framework for correcting all remaining deficiencies. Accordingly, the ALCAP presents the organizational structure, management systems, and specific responses that are being developed to implement corrective actions and to resolve root causes identified in the Tiger Team Assessment. The Chicago Field Office (CH), IowaState University (ISU), the Institute for Physical Research and Technology (IPRT), and Ames Laboratory prepared the ALCAP with input from the DOE Headquarters, Office of Energy Research (ER).

  1. Corrective Action Plan in response to the March 1992 Tiger Team Assessment of the Ames Laboratory

    SciTech Connect

    Not Available

    1992-11-20

    On March 5, 1992, a Department of Energy (DOE) Tiger Team completed an assessment of the Ames Laboratory, located in Ames, Iowa. The purpose of the assessment was to provide the Secretary of Energy with a report on the status and performance of Environment, Safety and Health (ES&H) programs at Ames Laboratory. Detailed findings of the assessment are presented in the report, DOE/EH-0237, Tiger Team Assessment of the Ames Laboratory. This document, the Ames Laboratory Corrective Action Plan (ALCAP), presents corrective actions to overcome deficiencies cited in the Tiger Team Assessment. The Tiger Team identified 53 Environmental findings, from which the Team derived four key findings. In the Safety and Health (S&H) area, 126 concerns were identified, eight of which were designated Category 11 (there were no Category I concerns). Seven key concerns were derived from the 126 concerns. The Management Subteam developed 19 findings which have been summarized in four key findings. The eight S&H Category 11 concerns identified in the Tiger Team Assessment were given prompt management attention. Actions to address these deficiencies have been described in individual corrective action plans, which were submitted to DOE Headquarters on March 20, 1992. The ALCAP includes actions described in this early response, as well as a long term strategy and framework for correcting all remaining deficiencies. Accordingly, the ALCAP presents the organizational structure, management systems, and specific responses that are being developed to implement corrective actions and to resolve root causes identified in the Tiger Team Assessment. The Chicago Field Office (CH), IowaState University (ISU), the Institute for Physical Research and Technology (IPRT), and Ames Laboratory prepared the ALCAP with input from the DOE Headquarters, Office of Energy Research (ER).

  2. Team management in community mental health.

    PubMed

    McGuinness, M

    2000-02-01

    The community mental health team is now the established model for mental health service delivery in the community. Managing CMHTs requires a diverse range of managerial skills, role clarity and authority. More research needs to be undertaken on the role and effectiveness of the CMHT manager.

  3. Information requirements of self-managing teams

    SciTech Connect

    Van Aken, E.M.

    1992-01-01

    In response to the significant challenges organizations face today, many managers have put in place continuous improvement efforts to help the organization on enhance its competitive position. A key element of continuous improvement efforts is employee involvement, and one of the most complex, mature, and effective forms of employee involvement is self-managing teams. A self-managing team is a group of employees, usually eight to fifteen, which is responsible for planning, implementing, controlling, and improving work processes. There are many characteristics of self-managing teams which are discussed frequently in the literature and are common topics of seminars and workshops on SMTs, including the role of the first-line supervisor, the structure of teams, the training necessary, and the pay system for SMTs. However, one area which has not been as widely researched is the role of information - what types of information do self-managing teams need This paper addresses this question. Results from a multiple case study research project focusing on the information requirements of SMTs are presented. Specifically, seven types of information SMTs need are identified, as well as general characteristics of the information system. By information system, I mean very broadly, the system (both formal and informal) which provides information of any kind to a self-managing team. The results of this research can be thought of as design features'' for an information system to support SMTs. Practicing managers can use these design features in two ways: they can design them into beginning SMT efforts; or, for SMTs already established, managers can compare them to the existing information system and adjust accordingly.

  4. Information requirements of self-managing teams

    SciTech Connect

    Van Aken, E.M.

    1992-12-31

    In response to the significant challenges organizations face today, many managers have put in place continuous improvement efforts to help the organization on enhance its competitive position. A key element of continuous improvement efforts is employee involvement, and one of the most complex, mature, and effective forms of employee involvement is self-managing teams. A self-managing team is a group of employees, usually eight to fifteen, which is responsible for planning, implementing, controlling, and improving work processes. There are many characteristics of self-managing teams which are discussed frequently in the literature and are common topics of seminars and workshops on SMTs, including the role of the first-line supervisor, the structure of teams, the training necessary, and the pay system for SMTs. However, one area which has not been as widely researched is the role of information - what types of information do self-managing teams need? This paper addresses this question. Results from a multiple case study research project focusing on the information requirements of SMTs are presented. Specifically, seven types of information SMTs need are identified, as well as general characteristics of the information system. By information system, I mean very broadly, the system (both formal and informal) which provides information of any kind to a self-managing team. The results of this research can be thought of as ``design features`` for an information system to support SMTs. Practicing managers can use these design features in two ways: they can design them into beginning SMT efforts; or, for SMTs already established, managers can compare them to the existing information system and adjust accordingly.

  5. Action Research to Improve Collaboration among Student Support Services Teams

    ERIC Educational Resources Information Center

    Salm, Twyla

    2014-01-01

    This study explores action research as a professional development strategy to improve interprofessional collaboration in a school division team focused on supporting students with a variety of learning and behavioural needs. Occupational therapists, speech and language pathologists, a psychologist, and a social worker worked together to learn more…

  6. [Team management of orofacial clefts].

    PubMed

    Kuijpers-Jagtman, A M; Borstlap-Engels, V M; Spauwen, P H; Borstlap, W A

    2000-11-01

    In the Netherlands 15 centres provide multidisciplinary care for cleft lip and palate patients. Usually the following disciplines participate in such teams: paediatrics, plastic and reconstructive surgery, orthodontics, genetics, social work or nursing, ENT, speech therapy, maxillofacial surgery, prosthetic dentistry, psychology and oral hygiene. An overview is given of the treatment protocol from birth until 20 years of age for a child with a complete UCLP or BCLP. It is concluded that properly designed prospective clinical trials are rare, resulting in a lack of evidence based care in the field of cleft lip and palate. Furthermore it should be investigated whether it is preferable to centralise the cleft care in less centres than the present 15 ones.

  7. Tension, Risk and Conflict: Action-Learning Journeys with Four Public-Sector Partnership Teams

    ERIC Educational Resources Information Center

    Willis, Martin

    2012-01-01

    This paper examines the learning gained from facilitating four action-learning sets whose members were drawn from management teams of local authority, health, education and police, working in partnership. Facilitation posed a series of difficult choices which impacted on personal and organizational dynamics within and between the partnership…

  8. Final Action Plan to Tiger Team. Environmental, safety and health assessment

    SciTech Connect

    Not Available

    1992-02-28

    This document presents planned actions, and their associated costs, for addressing the findings in the Environmental, Safety and Health Tiger Team Assessment of the Sandia National Laboratories, Albuquerque, May 1991, hereafter called the Assessment. This Final Action Plan should be read in conjunction with the Assessment to ensure full understanding of the findings addressed herein. The Assessment presented 353 findings in four general categories: (1)Environmental (82 findings); (2) Safety and Health (243 findings); (3) Management and Organization (18 findings); and (4) Self-Assessment (10 findings). Additionally, 436 noncompliance items with Occupational Safety and Health Administration (OSHA) standards were addressed during and immediately after the Tiger Team visit.

  9. Team management of Parkinson's disease.

    PubMed

    Davis, J C

    1977-01-01

    This report describes a multidisciplinary approach to the treatment of Parkinson's disease. By using published sources, the disease process, clinical findings, and medical management of Parkinson's disease are reviewed. The continual change in the clinical picture as well as the therapeutic needs require that clinicians have a full understanding of the disease and drugs used. This is followed by a description of a group program, including the evaluation process, treatment goals, and individual and group activities employed. Rehabilitation services are needed as medical management alone is not sufficient to maintain patient's daily living skills. The occupational therapist is skilled in assessment and training of activities for daily living. As a result, occupational therapy can be an integral part of the treatment program.

  10. A Strategy for Implementing the School Management Team.

    ERIC Educational Resources Information Center

    Ohio School Boards Association, Columbus.

    To aid school administrators, this guidebook presents information on planning, implementing, and evaluating a school management team approach. The first section reviews the definition and philosophy of the management team, discusses propositions about and characteristics of management teams, and describes the application of team decision-making to…

  11. Using Existing Teams to Teach about Teams: How an MBA Course in Managing Teams Helps Students and the Program

    ERIC Educational Resources Information Center

    Isabella, Lynn A.

    2005-01-01

    This article chronicles the unique manner in which a second-year MBA elective course in managing teams has been crafted using existing first-year learning teams as its core. The design and orchestration of this course are detailed, as are the challenges posed, in delivering a course that not only teaches about teams and team dynamics but does so…

  12. Creating Your School's Crisis Management Team.

    ERIC Educational Resources Information Center

    Blythe, Bruce T.

    2001-01-01

    Schools can reduce their vulnerability to violence and other hazards by analyzing foreseeable risks, assembling a broad-based crisis-management team (CMT), providing adequate staff training, and developing a crisis manual. Common response problems concerning decision-making authority, communication, and performance expectations for CMTs are…

  13. Teacher Perspectives of School Management Teams

    ERIC Educational Resources Information Center

    Turnbull, Barbara; Mee, Janet

    2003-01-01

    This study is intended as a resource and a tool for those involved in the evaluation, monitoring, or self-review of school management teams. The information presented is based on first-hand experiences of n = 838 elementary and middle school teachers from 55 schools who were directly involved with the implementation and operations of school…

  14. Management Implications of Team Teaching: Final Report.

    ERIC Educational Resources Information Center

    Packard, John S.; And Others

    This final report summarizes the Management Implications of Team Teaching Study. Subjects for the study were 29 elementary schools in Kentucky, Virginia, New Jersey, Massachusetts, and New Hampshire. Interviews and questionnaires were used to collect data from 1974 to 1976. The prime study described by W. W. Charters in Part 1 was designed to…

  15. Reducing Teenage Binge Drinking and Drunk Driving on the Reservation: The Pikanii Action Team

    ERIC Educational Resources Information Center

    Still Smoking, Dorothy; Bull Shoe, Debbie Whitegrass

    2012-01-01

    The Pikanii Action Team project addressed the issues of teenage drinking and drunk driving on the Blackfeet Reservation. Basing their actions on locally-generated research, the Pikanii Action Team conducted a series of activities and initiatives to promote public awareness and action related to high-risk activities related to drinking. The team's…

  16. STS-121: Discovery Mission Management Team Briefing

    NASA Technical Reports Server (NTRS)

    2006-01-01

    The briefing opened with Bruce Buckingham (NASA Public Affairs) introducing John Shannon (Chairman, Mission Management Team, JSC), John Chapman (External Tank Project Manager), Mike Leinbach (Shuttle Launch Director), and 1st Lt. Kaleb Nordgren (USAF 45th Weather Squadron). John Shannon reported that the team for hydrogen loading was proceeding well and the external tank detanking was completed. During detanking the inspection team cracked foam caused by condensation and ice formation as the tank expanded and contracted. Aerothermal analysis and analysis fro ice formation will be completed before launch. John Chapman explained the mechanics of the external tank design, the foam cracking, bracket design, etc. Mike Leinbach discussed the inspection teams and their inspection final inspection for ice formation before and after external tank filling. The inspection team of eight very experienced personnel also use telescopes with cameras to find any problems before launch. Kaleb Nordgren discussed weather and said there was a 40% chance of weather prohibiting launch. The floor was the opened for questions from the press.

  17. Robotic situational awareness of actions in human teaming

    NASA Astrophysics Data System (ADS)

    Tahmoush, Dave

    2015-06-01

    When robots can sense and interpret the activities of the people they are working with, they become more of a team member and less of just a piece of equipment. This has motivated work on recognizing human actions using existing robotic sensors like short-range ladar imagers. These produce three-dimensional point cloud movies which can be analyzed for structure and motion information. We skeletonize the human point cloud and apply a physics-based velocity correlation scheme to the resulting joint motions. The twenty actions are then recognized using a nearest-neighbors classifier that achieves good accuracy.

  18. Self-Managed Work Teams in Nursing Homes: Implementing and Empowering Nurse Aide Teams

    ERIC Educational Resources Information Center

    Yeatts, Dale E.; Cready, Cynthia; Ray, Beth; DeWitt, Amy; Queen, Courtney

    2004-01-01

    Purpose: This article describes the progress of our study to examine the advantages and costs of using self-managed nurse aide teams in nursing homes, steps that are being taken to implement such teams, and management strategies being used to manage the teams. Design and Methods: A quasi-experimental design is underway where certified nurse aide…

  19. Managing a Team of Former Peers.

    PubMed

    Hills, Laura

    2016-01-01

    Becoming a manager of former peers is a common occurrence in medical practice management, but it can be awkward and challenging. This article describes the specific staff management challenges that recently promoted practice managers encounter. It urges promoted managers to seek support outside the practice through new friendships, mentoring, and leadership networks. This article also describes how best to announce the promotion and suggests that new managers hold one-on-one meetings with each employee. It offers the agenda for those meetings and for the manager's first whole-team leadership kickoff meeting. This article also describes smart first tasks for a promoted practice manager and considers the possibility that some employees may not come on board with the changing social and leadership structures in the practice, and what to do about them. Finally, this article suggests that preparation to become a medical practice manager should start early. It offers a strategy for handling former peers who continue to overshare personal information with the manager. It describes how to handle four common authority challenges newly promoted practice managers may face, with sample dialogue. And it suggests a social media strategy medical practice managers can use when they are connected electronically to their former peers. PMID:27443062

  20. Managing a Team of Former Peers.

    PubMed

    Hills, Laura

    2016-01-01

    Becoming a manager of former peers is a common occurrence in medical practice management, but it can be awkward and challenging. This article describes the specific staff management challenges that recently promoted practice managers encounter. It urges promoted managers to seek support outside the practice through new friendships, mentoring, and leadership networks. This article also describes how best to announce the promotion and suggests that new managers hold one-on-one meetings with each employee. It offers the agenda for those meetings and for the manager's first whole-team leadership kickoff meeting. This article also describes smart first tasks for a promoted practice manager and considers the possibility that some employees may not come on board with the changing social and leadership structures in the practice, and what to do about them. Finally, this article suggests that preparation to become a medical practice manager should start early. It offers a strategy for handling former peers who continue to overshare personal information with the manager. It describes how to handle four common authority challenges newly promoted practice managers may face, with sample dialogue. And it suggests a social media strategy medical practice managers can use when they are connected electronically to their former peers.

  1. [The mobile geriatrics team, global patient management].

    PubMed

    Bach, Fréderiue; Bloch, Frédéric

    2013-01-01

    The mobile geriatric team of Cochin hospital in Paris is responsible for the management and orientation of fragile elderly patients over the age of 75 admitted to emergency departments. It carries out a multi-disciplinary assessment, contributes to the creation of the care project and life project of geriatric patients and is involved in organising the patient's return home. This article focuses on the role of the social assistant through two clinical cases.

  2. Self-managed work teams: what works?

    PubMed

    Yeatts, D E; Schulz, E

    1998-01-01

    Case studies have shown that under the right circumstances, employees within self-managed work teams (SMWTs) produce more at work than employees organized in a more hierarchical, traditional structure because they perform not only technical skills, but management skills as well. The purpose of this article is to clarify the specific factors most important to an SMWT's success. The information shared here comes from three sources. The primary source is a research project funded by a 3-year grant (1994-1997) from the National Science Foundation. The primary factors found to affect the success of SMWTs formed five groups. Work process factors include those that are needed when actually performing the work, such as the appropriate resources, talent, procedures, and effort. Interpersonal process factors include communication and both positive and negative conflict. Environmental factors include those within the SMWT'S organization, such as management support and the reward system, as well as factors outside the organization, such as suppliers and the market. Team design factors and team member characteristics were found to be equally important to the high performance of the SMWT. PMID:10178700

  3. Curriculum Management: "Driving the School Management Team Frantic"

    ERIC Educational Resources Information Center

    Lumadi, M. W.

    2012-01-01

    This study explores factors which have a negative impact, on the role of the School Management Team (SMT) that serves as the fulcrum of the curriculum management process. The SMT is compelled to execute its responsibilities in an efficient and effective manner thus keeping a delicate balance between the often-conflicting pressures from parents,…

  4. Talent Management: Emphasis on Action

    ERIC Educational Resources Information Center

    Butterfield, Barbara

    2008-01-01

    Recent discussions among HR practitioners in higher education have focused on talent management; specifically, the concept of developing a college or university talent management approach balanced between planning and action. Talent management as a planning tool looks very similar to workforce planning, but where HR will experience a real…

  5. Team management of failure to thrive.

    PubMed

    Peterson, K E; Washington, J; Rathbun, J M

    1984-07-01

    A multidisciplinary team approach to treatment of failure to thrive in infancy and early childhood permits the simultaneous consideration of nutritional, medical, and psychosocial risk factors associated with this complex syndrome. The registered dietitian works with the physician, nurse, and social worker to provide an integrated evaluation of nutrition history, feeding patterns, medical status, social situation, developmental level, and interactional qualities of the child with failure to thrive. Nutritional management of failure to thrive emphasizes: (a) ongoing assessment of nutritional status and rate of catch-up growth, including regular collection of anthropometric measurements; (b) provision of energy and protein in amounts sufficient to meet requirements for catch-up growth; and (c) concrete, individualized nutrition instruction. Long-term follow-up at regular intervals in coordination with other members of the failure-to-thrive team provides the opportunity to reinforce nutrition instruction and to reassess and adapt meal plans to meet the growing child's changing nutritional needs.

  6. [From admission team to hospital bed management].

    PubMed

    Pochini, Angelo; Augellone, Elisa; Enei, Rosanna; Gaetani, Laura; Paolucci, Simona; Ursumando, Diana; Mitello, Lucia

    2013-01-01

    Reduction on number of hospital beds i.e. on patients' admission among hospitals in Lazio has lead to a reformulation of health service framework within Lazio indentifying hospital as the only place to go to treat acute and urgent diseases. San Camillo-Forlanini, the largest hospital in Rome, according to the regional health plan, the recovery plan and the redevelopment of network hospital has had a significant reduction of hospital beds leading, as consequence, to the need of an internal reorganization. In order to correctly address this issue, the management of the Hospital started in February 2008 a project, setting up a group made up by nursing coordinators which had as a main aim to manage the number of hospital beds needed for emergencies. This group has been called "Admission Team" and nurses within the group are familiar with hospital policies and organization. The team collaborates daily with physicians and nurses in  emergency room, in order to decide the most appropriate health care protocol for each patient. The project follows a specific methodology i.e. Systemic Analysis. Over the years this project has contributed to the improvement to a number of indicators and more generally to the health care within the hospital together with the enhancement of education of new managerial roles among health professional. In 2009, the Regional Council of Lazio has recognized this project as strategic within private and public hospitals.

  7. The Role of the Facilitator on Total Quality Management Teams.

    ERIC Educational Resources Information Center

    Eakin, William L.

    1993-01-01

    As Total Quality Management teams work to improve organizational processes, several types of facilitators emerge: the director, the workhorse, and the cheerleader. Experience at the University of Kansas illustrates how different facilitator styles can affect team learning. (MSE)

  8. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted to Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 2, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root cause of the findings identified during the assessment. This report is concerned with reactors safety and health findings, responses, and planned actions. Specific areas include: organization and administration; quality verification; operations; maintenance; training and certification; auxiliary systems; emergency preparedness; technical support; nuclear criticality safety; security/safety interface; experimental activities; site/facility safety review; radiological protection; personnel protection; fire protection; management findings, responses, and planned actions; self-assessment findings, responses, and planned actions; and summary of planned actions, schedules, and costs.

  9. Disabling Conditions: Investigating Instructional Leadership Teams in Action

    ERIC Educational Resources Information Center

    Weiner, Jennie Miles

    2014-01-01

    This study investigated why and how principals selected members for their instructional leadership team (ILT) and how this selection criteria and process may have impacted team members' understandings of, and behaviors on, the team. Qualitative methods, specifically interviews and observations, were used to explore team members'…

  10. The effect of action recognition and robot awareness in cooperative robot teams

    SciTech Connect

    Parker, L.E.

    1995-03-01

    Previous research in cooperative robotics has investigated several possible ways of coordinating the actions of cooperative teams -- from implicit cooperation through sensory feedback to explicit cooperation using the exchange of communicated messages. These various approaches differ in the extent to which robot team members arc aware of, or recognize, the actions of their teammates, and the extent to which they use this information to effect their own actions. The research described in this paper investigates this issue of robot awareness of team member actions and its effect on cooperative team performance by examining the results of a series of experiments on teams of physical mobile robots performing a laboratory version of hazardous waste cleanup. In these experiments. we vary the team size (and thus the level of redundancy in team member capabilities) and the level of awareness robots have of their teammates` current actions and evaluate the team`s performance using two metrics: time and energy. The results indicate that the impact of action awareness on cooperative team performance is a function not only of team size and the metric of evaluation. but also on the degree to which the effects of actions can be sensed through the world, the relative amount of work that is available per robot, and the cost of replicated actions. From these empirical studies, we propose a number of principles regarding the use of action recognition and robot awareness of team member actions in cooperative teams -- principles which will help guide engineers in the design and composition of the proper cooperative team for a given robotic mission.

  11. The implementation of self-managed teams in health care.

    PubMed

    Schrubb, D A

    1992-08-01

    Self-managed teams are one of the most effective tools now available for tapping the unrealized potential of health care organizations. Executives and managers involved with self-managed teams are speaking of new levels of productivity, new commitment among workers, and new optimism about meeting the challenges of competition. GSH's ability to create peak-performance teams will certainly give the hospital a critical competitive advantage over competing hospitals in the Dayton area. Success requires commitment and patience. Health care organizations that believe in the power of worker participation will not regret following the path to a self-managed team environment.

  12. Managing Intercultural Teams: The eOrganization Exercise

    ERIC Educational Resources Information Center

    Humes, Michelle; Reilly, Anne H.

    2008-01-01

    In today's global environment, intercultural teams may become the most effective teams in an organization when their diversity is managed as an asset. However, because of miscommunication and conflict, intercultural teams often become dysfunctional. This experiential group exercise demonstrates how cultural dimensions such as individualism and…

  13. Managing Team Learning in a Spanish Commercial Bank

    ERIC Educational Resources Information Center

    Doving, Erik; Martin-Rubio, Irene

    2013-01-01

    Purpose: The purpose of this paper is to analyze how team management affects team-learning activities. Design/methodology/approach: The authors empirically study 68 teams as they operate in the natural business context of a major Spanish bank. Quantitative research utilizing multiple regression analyses is used to test hypotheses. Findings: The…

  14. Power, politics, and top management team characteristics: do they matter?

    PubMed

    Gerowitz, M B

    1998-01-01

    This study assesses the contributions of the leader power and top management team characteristics to perceived strategic capability. Low age heterogeneity and low tenure heterogeneity were found to have a positive association with perceived adaptability. High diversity in educational specialization was also found to be positively associated with adaptability. Top management perceptions of CEO power were, however, lower among high adaptors. Implications for leadership research, senior management recruitment, and the design of management development for top management teams are discussed.

  15. Using Action Research Interventions to Improve the Effectiveness of an Executive Team

    ERIC Educational Resources Information Center

    McCarty, Timothy

    2010-01-01

    Purpose: The purpose of this study was to conduct an in-depth investigation of an executive team, to determine which internal and external factors impacted the team and to determine in what ways action research interventions improved the team's effectiveness. Methodology: The subjects in this study were seven members of a school district…

  16. The myth of the top management team.

    PubMed

    Katzenbach, J R

    1997-01-01

    Companies all across the economic spectrum are making use of teams. They go by a variety of names and can be found at all levels. In fact, you are likely to find the group at the very top of an organization professing to be a team. But even in the best of companies, a so-called top team seldom functions as a real team. Real teams must follow a well-defined discipline to achieve their performance potential. And performance is the key issue--not the fostering of "team values" such as empowerment, sensitivity, or involvement. In recent years, the focus on performance was lost in many companies. Even today, CEOs and senior executives often see few gains in performance from their attempts to become more teamlike. Nevertheless, a team effort at the top can be essential to capturing the highest performance results possible--when the conditions are right. Good leadership requires differentiating between team and nonteam opportunities, and then acting accordingly. Three litmus tests must be passed for a team at the top to be effective. First, the team must shape collective work-products--these are tangible performance results that the group can achieve working together that surpass what the team members could have achieved working on their own. Second, the leadership role must shift, depending on the task at hand. And third, the team's members must be mutually accountable for the group's results. When these criteria can be met, senior executives should come together to achieve real team performance. When the criteria cannot be met, they should rely on the individual leadership skills that they have honed over the years.

  17. Self-Managed Career Services: A Team Approach.

    ERIC Educational Resources Information Center

    Nonnamaker, John; Hagenbaugh, Stacie; Grote, Ann DiMeola; Denon, Gregory; Jessup, Kara

    2001-01-01

    Taking a lead from corporate culture, many colleges and universities are experimenting with the self-managed team model, an alternative to traditional hierarchical structures. This article discusses Boston's Emerson College career services staff's experience with becoming a self-managed team. They were able to improve service delivery, reduce…

  18. The Perspective of Women Managing Research Teams in Social Sciences

    ERIC Educational Resources Information Center

    Tomas, Marina; Castro, Diego

    2013-01-01

    This article presents a research study that focuses on how women manage research teams. More specifically, the study aims to ascertain the perception of female researchers who are leaders of research groups in social sciences with regard to the formation, operation and management of their research teams. Fifteen interviews were carried out, eight…

  19. The Role of Local Action Teams in School Improvement. Linking R&D with Schools.

    ERIC Educational Resources Information Center

    Kell, Diane; Louis, Karen Seashore

    Intended as a guide for educators in shared decision-making, this report summarizes the structures, procedures, and activities of local action teams in 49 schools involved in the National Institute of Education's Research and Development Utilization (RDU) program. Local action teams in the RDU program consisted of formal groups of teachers and…

  20. Modeling Distributed Leadership and Management Effectiveness: Primary School Senior Management Teams in England and Wales.

    ERIC Educational Resources Information Center

    Wallace, Mike

    2002-01-01

    Discusses the significance of distributed leadership and management effectiveness; provides background for primary-school senior management teams research; reports headmasters' criteria for judging the effectiveness of senior management teams; reports findings from case studies of four senior management teams; discusses an inductively derived…

  1. Management Guidelines for Database Developers' Teams in Software Development Projects

    NASA Astrophysics Data System (ADS)

    Rusu, Lazar; Lin, Yifeng; Hodosi, Georg

    Worldwide job market for database developers (DBDs) is continually increasing in last several years. In some companies, DBDs are organized as a special team (DBDs team) to support other projects and roles. As a new role, the DBDs team is facing a major problem that there are not any management guidelines for them. The team manager does not know which kinds of tasks should be assigned to this team and what practices should be used during DBDs work. Therefore in this paper we have developed a set of management guidelines, which includes 8 fundamental tasks and 17 practices from software development process, by using two methodologies Capability Maturity Model (CMM) and agile software development in particular Scrum in order to improve the DBDs team work. Moreover the management guidelines developed here has been complemented with practices from authors' experience in this area and has been evaluated in the case of a software company. The management guidelines for DBD teams presented in this paper could be very usefully for other companies too that are using a DBDs team and could contribute towards an increase of the efficiency of these teams in their work on software development projects.

  2. Self-managing teams: a strategy for quality improvement.

    PubMed

    Feifer, Chris; Nocella, Kiki; DeArtola, Ignacio; Rowden, Suzanne; Morrison, Stephen

    2003-01-01

    Organizations are impacted by their environments, and health care settings are no different. Individuals charged with improving a practice are often impeded by environmental barriers, including incomplete information for decision making. One strategy to empower an organization for change is to form a self-managing team. This paper discusses the self-managing team concept and uses a case study to illustrate its application in primary care. Factors contributing to team success are presented as a guide, and a reminder--there is more to an effective team than gathering people in a room.

  3. No More Heroes: Entrepreneurial Learning in the SME Management Team

    ERIC Educational Resources Information Center

    Mckeown, Ian

    2010-01-01

    Entrepreneurship is increasingly viewed as a plural rather than singular endeavour. This paper develops a conceptual framework of team-based entrepreneurial learning, challenging the myth of the entrepreneurial "Lone Ranger" and revealing the significance of power structures in the SME management team in mediating what is and is not learnt.…

  4. Can small intensive case management teams be as effective as large teams?

    PubMed

    Mohamed, Somaia

    2015-02-01

    In 2007, the Veterans Health Administration (VHA) implemented a program to deliver the full array of Assertive Community Treatment services in areas with low population density using teams with small staffs. VHA administrative data were used to compare treatment and outcomes of veterans who received services from teams with only two or three staff (N=805) and veterans served by teams with ten or more staff (N=861). After adjusting for baseline difference, smaller teams had statistically significantly less symptom improvement and smaller declines in suicidality indices but effect sizes were small and there were no differences on 11 other outcomes. These data demonstrate the clinical need, practical feasibility and potential effectiveness of providing intensive case management through small teams.

  5. Making Choices: Self-Directed Teams or Total Quality Management?

    ERIC Educational Resources Information Center

    Holpp, Lawrence

    1992-01-01

    Describes differences between total quality management and self-directed teams in terms of job design, decision making, flexibility, supervision, labor relations, quality, customers, and training. Offers suggestions for which method to choose when. (SK)

  6. Managing in the interprofessional environment: a theory of action perspective.

    PubMed

    Rogers, Tim

    2004-08-01

    Managers of multidisciplinary teams face difficult dilemmas in managing competing interests, diverse perspectives and interpersonal conflicts. This paper illustrates the potential of the theory of action methodology of Argyris and Schön (1974, 1996) to illuminate these problems and contribute to their resolution. An empirical example of a depth-investigation with one multidisciplinary community health care team leader in Australia demonstrates that the theory of action offers a more accurate account of the causal dimensions of her dilemmas and provides more scope for effective intervention than her lay explanation will allow. It also provides a more satisfactory analysis of her difficulties with two common problems identified in the literature: defining the appropriate level of autonomy for team members and developing constructive dialogue across perceived discipline-based differences of opinion. Consequently the theory of action appears to offer enormous promise to managers of multidisciplinary teams wanting to understand and resolve their problems and develop a rigorous reflective practice. Further research on the viability of the theory to facilitate a self-correcting system that can promote learning even under conditions of stress and conflict is suggested and implications for learning and teaching for the multidisciplinary environment are briefly discussed. PMID:15369967

  7. Crisis resource management: evaluating outcomes of a multidisciplinary team.

    PubMed

    Jankouskas, Tara; Bush, Mary Chasko; Murray, Bosseau; Rudy, Sally; Henry, Jody; Dyer, Anne Marie; Liu, Wenlei; Sinz, Elizabeth

    2007-01-01

    Crisis resource management (CRM) is a team-training program that teaches nontechnical skills such as: collaboration, communication, task management, teamwork, and leadership. The purpose of this study was to evaluate improvement in the nontechnical skills of a multidisciplinary team of pediatric residents, anesthesiology residents and pediatric nurses following participation in the CRM educational program. Self-efficacy theory guided the teaching method used in the CRM program. The Collaboration and Satisfaction about Care Decisions instrument and the Anesthetists' Nontechnical Skills System served as outcome measures. Seven multidisciplinary groups were studied with a total of 40 subjects. A significant increase was found in posttest scores for perceived collaboration and satisfaction with care and in numerical ratings of observed team skills following the CRM program. The results suggest multidisciplinary team participation in the CRM program increased perceived team collaboration, satisfaction with care, and observed teamwork skills.

  8. How Action Research Can Put Teachers and Parents on the Same Team.

    ERIC Educational Resources Information Center

    Thompson, Scott

    1996-01-01

    Parent-teacher action research (PTAR) empowers both groups to define their own problems and collaborate on solutions. Schools with PTAR teams have developed mutually respectful working relationships that can positively influence children's learning. (SK)

  9. School Based Staff Support Teams: A Blueprint for Action.

    ERIC Educational Resources Information Center

    Stokes, Shari, Ed.

    The manual considers practical issues involved in building and maintaining the effectiveness of school based support teams, interdisciplinary problem solving groups designed to respond to staff needs through crisis intervention, short or long term consultation, and continuous support. Separate sections address the following topics (sample…

  10. Developing Results-Based Leadership Attributes and Team Cohesiveness through Action Learning

    ERIC Educational Resources Information Center

    Troupe, David

    2010-01-01

    Those who develop leaders in manufacturing settings have little data that describe the usefulness of action learning as a method of developing leaders' abilities to improve results-based leadership attributes or perceptions about their team's cohesiveness. The two purposes of this study were to evaluate an action learning program with regards to…

  11. Exploring the Experiences of Faculty-Led Teams in Conducting Action Research

    ERIC Educational Resources Information Center

    Zhang, Qi; Amundsen, Cheryl

    2015-01-01

    Action research has been suggested as a useful way to support university faculty to improve teaching and learning. However, there seems to be little knowledge about how faculty (and those who work with them) experience the process of doing action research. In order to explore team members' in-depth experience about what they learned and how they…

  12. Quality-Centered/Team-Focused Management.

    ERIC Educational Resources Information Center

    Hodge-Williams, John; Wynn, Joy F. Spratley; Godsey, Cheryl Mason

    With the nationwide implementation of managed care and the eroding financial base for children's services, social service agencies need new organizational systems to survive. This handbook provides an overview of one new system, Total Quality Management (TQM), as it relates to the child welfare field. The book's chapters are: (1) "Total Quality…

  13. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted at Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 22, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root causes of the findings identified during the assessment. The action plan has benefited from a complete review by various offices at DOE Headquarters as well as review by the Tiger Team that conducted the assessment to ensure that the described actions are responsive to the observed problems.

  14. Managing Conflict in School Teams: The Impact of Task and Goal Interdependence on Conflict Management and Team Effectiveness

    ERIC Educational Resources Information Center

    Somech, Anit

    2008-01-01

    Purpose: Although conflict has traditionally been considered destructive, recent studies have indicated that conflict management can contribute to effective teamwork. The present study explores conflict management as a team phenomenon in schools. The author examined how the contextual variables (task interdependence, goal interdependence) are…

  15. Self-Managed Teams for Library Management: Increasing Employee Participation via Empowerment.

    ERIC Educational Resources Information Center

    Poon-Richards, Craig

    1995-01-01

    Investigates the growing prevalence of participatory management in libraries. The operation of self-managed teams is discussed both in theory and in practice, the latter with examples from Sterling Library at Yale University. Research is summarized that relates to management teams and how they create a sense of empowerment by building shared…

  16. Building the chronic kidney disease management team.

    PubMed

    Spry, Leslie

    2008-01-01

    The need to be efficient and the demands for performance-based service are changing how nephrologists deliver care. Chronic kidney disease (CKD) occurs in patients with complex medical and social problems. CKD management requires that multidisciplinary professionals provide patient education, disease management, and psychosocial support. To remain cost-efficient, many physicians are training and supervising midlevel practitioners in the delivery of specialized health care. Specialized care that meets present CKD patient needs is best delivered in a CKD clinic. Three models of CKD clinic are identified: (1) anemia management CKD clinic, (2) the basic CKD clinic, and (3) the comprehensive CKD clinic. Each clinic model is based on critical elements of staffing, billable services, and patient-focused health care. Billable services are anemia-management services, physician services that may be provided by midlevel practitioners, and medical nutrition therapy. In some cases, social worker services may be billable. Building a patient-focused clinic that offers CKD management requires planning, familiarity with federal regulations and statutes, and skillful practitioners. Making services cost-efficient and outcome oriented requires careful physician leadership, talented midlevel practitioners, and billing professionals who understand the goals of the CKD clinic. As Medicare payment reforms evolve, a well-organized CKD program can be well poised to meet the requirements of payers and congressional mandates for performance-based purchasing.

  17. Building the chronic kidney disease management team.

    PubMed

    Spry, Leslie

    2008-01-01

    The need to be efficient and the demands for performance-based service are changing how nephrologists deliver care. Chronic kidney disease (CKD) occurs in patients with complex medical and social problems. CKD management requires that multidisciplinary professionals provide patient education, disease management, and psychosocial support. To remain cost-efficient, many physicians are training and supervising midlevel practitioners in the delivery of specialized health care. Specialized care that meets present CKD patient needs is best delivered in a CKD clinic. Three models of CKD clinic are identified: (1) anemia management CKD clinic, (2) the basic CKD clinic, and (3) the comprehensive CKD clinic. Each clinic model is based on critical elements of staffing, billable services, and patient-focused health care. Billable services are anemia-management services, physician services that may be provided by midlevel practitioners, and medical nutrition therapy. In some cases, social worker services may be billable. Building a patient-focused clinic that offers CKD management requires planning, familiarity with federal regulations and statutes, and skillful practitioners. Making services cost-efficient and outcome oriented requires careful physician leadership, talented midlevel practitioners, and billing professionals who understand the goals of the CKD clinic. As Medicare payment reforms evolve, a well-organized CKD program can be well poised to meet the requirements of payers and congressional mandates for performance-based purchasing. PMID:18155107

  18. A Team Approach to Improving Tissue Management.

    PubMed

    Sions, Jacqueline A; Cheuvront, Kimberly A; Grove, Georgiana L; Beach, Myra J; Bowers, Jay W; Cendaña, Cinthia R; Hixson, Jesse R; Wilson, Mary C

    2016-04-01

    Tissue implant management can be labor intensive because of multiple storage locations and cumbersome tracking systems. The purpose of this quality improvement (QI) project was to enhance patient safety and nursing satisfaction by upgrading our tissue-management facility and processes. We created a centralized storage room for tissue implants and staffed this room during all shifts. Tissue management was executed using tracking software and transportation devices that supported tissue receipt, storage, disposition, documentation, and reporting. Our project resulted in our full compliance with tissue implant requirements from the US Food and Drug Administration (FDA) and The Joint Commission. We also reduced our documentation error rate from 3% to less than 1%, and decreased the tissue-expiration rate by 1.1%. Tissues are now delivered to ORs, which allows RNs to focus on patient care rather than retrieval of implants. Monitoring of the tissue inventory has improved, resulting in the reduction of tissue wastage.

  19. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment. Volume 2, Revision 5

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted to Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 2, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root cause of the findings identified during the assessment. This report is concerned with reactors safety and health findings, responses, and planned actions. Specific areas include: organization and administration; quality verification; operations; maintenance; training and certification; auxiliary systems; emergency preparedness; technical support; nuclear criticality safety; security/safety interface; experimental activities; site/facility safety review; radiological protection; personnel protection; fire protection; management findings, responses, and planned actions; self-assessment findings, responses, and planned actions; and summary of planned actions, schedules, and costs.

  20. 7 CFR 4290.360 - Initial review of Applicant's management team's qualifications.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 7 Agriculture 15 2010-01-01 2010-01-01 false Initial review of Applicant's management team's...'s management team's qualifications. The Secretary will review the information submitted by the Applicant concerning the qualifications of the Applicant's management team to determine in his or her...

  1. Exploring the concept of a team approach to wound care: MANAGING WOUNDS AS A TEAM.

    PubMed

    2014-05-01

    Background The growing prevalence and incidence of nonhealing acute and chronic wounds is a worrying concern. A major challenge is the lack of united services aimed at addressing the complex needs of individuals with wounds. However, the WHO argues that interprofessional collaboration in education and practice is key to providing the best patient care, enhancing clinical and health-related outcomes and strengthening the health system. It is based on this background that the team approach to wound care project was conceptualised. The project was jointly initiated and realised by the Association for the Advancement of Wound Care (AAWC-USA), the Australian Wound Management Association (AWMA) and the European Wound Management Association (EWMA). Aim The aim of this project was to develop a universal model for the adoption of a team approach to wound care. Objective The overarching objective of this project was to provide recommendations for implementing a team approach to wound care within all clinical settings and through this to develop a model for advocating the team approach toward decision makers in national government levels. Method An integrative literature review was conducted. Using this knowledge, the authors arrived at a consensus on the most appropriate model to adopt and realise a team approach to wound care. Results Eighty four articles met the inclusion criteria. Following data extraction, it was evident that none of the articles provided a definition for the terms multidisciplinary, interdisciplinary or transdisciplinary in the context of wound care. Given this lack of clarity within the wound care literature, the authors have here developed a Universal Model for the Team Approach to Wound Care to fill this gap in our current understanding. Conclusion We advocate that the patient should be at the heart of all decision-making, as working with the Universal Model for the Team Approach to Wound Care begins with the needs of the patient. To facilitate this

  2. Report of the Space Shuttle Management Independent Review Team

    NASA Astrophysics Data System (ADS)

    1995-02-01

    At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

  3. Report of the Space Shuttle Management Independent Review Team

    NASA Technical Reports Server (NTRS)

    1995-01-01

    At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

  4. Utilizing Virtual Teams in a Management Principles Course

    ERIC Educational Resources Information Center

    Olson-Buchanan, Julie B.; Rechner, Paula L.; Sanchez, Rudolph J.; Schmidtke, James M.

    2007-01-01

    Purpose: The purpose of this paper is to describe development of a component in a management principles course to develop university students' virtual team skills. There were several challenges in creating and implementing this new component. The paper aims to describe how these challenges were addressed and discusses outcomes associated with this…

  5. String Quartets as Self-Managed Teams: An Interdisciplinary Perspective

    ERIC Educational Resources Information Center

    Gilboa, Avi; Tal-Shmotkin, Malka

    2012-01-01

    This article examines empirically and systematically whether a string quartet (SQ) ensemble is perceived as a self-managed team (SMT). SMTs, which were initially employed in the industrial world, are groups of employees that have a total responsibility for a defined project. The hypothesis that the SQ would exhibit more typical SMT characteristics…

  6. L-ALLIANCE: a mechanism for adaptive action selection in heterogeneous multi-robot teams

    SciTech Connect

    Parker, L.E.

    1995-11-01

    In practical applications of robotics, it is usually quite difficult, if not impossible, for the system designer to fully predict the environmental states in which the robots will operate. The complexity of the problem is further increased when dealing with teams of robots which themselves may be incompletely known and characterized in advance. It is thus highly desirable for robot teams to be able to adapt their performance during the mission due to changes in the environment, or to changes in other robot team members. In previous work, we introduced a behavior-based mechanism called the ALLIANCE architecture -- that facilitates the fault tolerant cooperative control of multi-robot teams. However, this previous work did not address the issue of how to dynamically update the control parameters during a mission to adapt to ongoing changes in the environment or in the robot team, and to ensure the efficiency of the collective team actions. In this paper, we address this issue by proposing the L-ALLIANCE mechanism, which defines an automated method whereby robots can use knowledge learned from previous experience to continually improve their collective action selection when working on missions composed of loosely coupled, discrete subtasks. This ability to dynamically update robotic control parameters provides a number of distinct advantages: it alleviates the need for human tuning of control parameters, it facilitates the use of custom-designed multi-robot teams for any given application, it improves the efficiency of the mission performance, and It allows robots to continually adapt their performance over time due to changes in the robot team and/or the environment. We describe the L-ALLIANCE mechanism, present the results of various alternative update strategies we investigated, present the formal model of the L-ALLIANCE mechanism, and present the results of a simple proof of concept implementation on a small team of heterogeneous mobile robots.

  7. Managed Development Environment Successes for MSFC's VIPA Team

    NASA Technical Reports Server (NTRS)

    Finckenor, Jeff; Corder, Gary; Meehan, Jim; Owens, James; Tidwell, Paul

    2005-01-01

    This paper outlines the best practices of the Vehicle Design Team for VIPA. VIPA is the Vehicle Integrated Performance Analysis Team at MSFC. This team was created to reconnect the individual engineering disciplines to be able to perform system level technical assessments in support of program decisions. The functions of the VIPA Vehicle Design (VVD) discipline team are to maintain the controlled reference geometry and provide linked, simplified geometry for each of the other discipline analyses. The core of the VVD work, and the approach for VVD s first task of controlling the reference geometry, involves systems engineering, top-down, layout-based CAD modeling within a Product Data Manager (PDM) development environment. The topdown approach allcws for simple contrnl of very large, integrated assemblies and greatly enhances the ability to generate trade configurations and reuse data. The second W D task, model simplification for analysis, is handled within the managed environment through application of the master model concept. In this approach, there is a single controlling, or master, product definition dataset. Connected to this master model are reference datasets with live geometric and expression links. The referenced models can be for drawings, manufacturing, visualization, embedded analysis, or analysis simplification. A discussion of web based interaction, including visualization, between the design and other disciplines is included. Demonstrated examples are cited, including the Space Launch Initiative development cycle, the Saturn V systems integration and verification cycle, an Orbital Space Plane study, and NASA Exploration Office studies of Shuttle derived and clean sheet launch vehicles. The VIPA Team has brought an immense amount of detailed data to bear on program issues. A central piece of that success has been the Managed Development Environment and the VVD Team approach to modeling.

  8. Managed Development Environment Successes for MSFC's VIPA Team

    NASA Technical Reports Server (NTRS)

    Finckenor, Jeff; Corder, Gary; Owens, James; Meehan, Jim; Tidwell, Paul H.

    2005-01-01

    This paper outlines the best practices of the Vehicle Design Team for VIPA. The functions of the VIPA Vehicle Design (VVD) discipline team are to maintain the controlled reference geometry and provide linked, simplified geometry for each of the other discipline analyses. The core of the VVD work, and the approach for VVD s first task of controlling the reference geometry, involves systems engineering, top-down, layout-based CAD modeling within a Product Data Manager (PDM) development environment. The top- down approach allows for simple control of very large, integrated assemblies and greatly enhances the ability to generate trade configurations and reuse data. The second VVD task, model simplification for analysis, is handled within the managed environment through application of the master model concept. In this approach, there is a single controlling, or master, product definition dataset. Connected to this master model are reference datasets with live geometric and expression links. The referenced models can be for drawings, manufacturing, visualization, embedded analysis, or analysis simplification. A discussion of web based interaction, including visualization, between the design and other disciplines is included. Demonstrated examples are cited, including the Space Launch Initiative development cycle, the Saturn V systems integration and verification cycle, an Orbital Space Plane study, and NASA Exploration Office studies of Shuttle derived and clean sheet launch vehicles. The VIPA Team has brought an immense amount of detailed data to bear on program issues. A central piece of that success has been the Managed Development Environment and the VVD Team approach to modeling.

  9. Improving "At-Action" Decision-Making in Team Sports through a Holistic Coaching Approach

    ERIC Educational Resources Information Center

    Light, Richard L.; Harvey, Stephen; Mouchet, Alain

    2014-01-01

    This article draws on Game Sense pedagogy and complex learning theory (CLT) to make suggestions for improving decision-making ability in team sports by adopting a holistic approach to coaching with a focus on decision-making "at-action". It emphasizes the complexity of decision-making and the need to focus on the game as a whole entity,…

  10. Knowledge Producing, Its Management and Action and Action Research

    ERIC Educational Resources Information Center

    Hadfield, Mark

    2005-01-01

    This article is based on a "think piece" produced as a resource for action researchers working within networks of schools. The original article considered the utility of key ideas within knowledge management to practitioner researchers attempting to share their research outcomes with other teachers in their network. This article, rather than…

  11. Working toward resilience: a retrospective report of actions taken in support of a New York school crisis team following 9/11.

    PubMed

    Johnson, Kendall; Luna, Joanne M Tortorici

    2011-01-01

    A retrospective report details external support rendered to a Lower Manhattan school crisis team following the 9/11/01 terrorist attack on the World Trade Center This analysis occasions an opportunity for consideration of working assumptions, the formative use of data to plan support actions, and the subsequent emergence of a collaborative approach to post-disaster team support in school settings. The nature of assessment and nature of subsequent service delivery illustrates a community resilience-based approach to school crisis management. Recommendations for such work are based upon mixed qualitative and quantitative data gathered from on-scene team members as part of the ongoing support effort. PMID:21957722

  12. Working toward resilience: a retrospective report of actions taken in support of a New York school crisis team following 9/11.

    PubMed

    Johnson, Kendall; Luna, Joanne M Tortorici

    2011-01-01

    A retrospective report details external support rendered to a Lower Manhattan school crisis team following the 9/11/01 terrorist attack on the World Trade Center This analysis occasions an opportunity for consideration of working assumptions, the formative use of data to plan support actions, and the subsequent emergence of a collaborative approach to post-disaster team support in school settings. The nature of assessment and nature of subsequent service delivery illustrates a community resilience-based approach to school crisis management. Recommendations for such work are based upon mixed qualitative and quantitative data gathered from on-scene team members as part of the ongoing support effort.

  13. For Effective School Leadership, Keep Your Management Team on the Right Track. The Endpaper.

    ERIC Educational Resources Information Center

    Scarr, L. E.

    1982-01-01

    Administrative team management is the best way to provide direction and leadership to an individualistic group of professionals such as educators. Some suggestions to make management teams run smoothly are: (1) use the team to gather facts; (2) make sure the team works with the people (teachers, parents, and business people) who may be affected by…

  14. Instrumentation Technical Program Management Team: Annual report, FY-1988

    SciTech Connect

    Grametbauer, G.L.; Wallace, B.W.; Hanson, M.L.

    1989-01-30

    The Instrumentation Technical Program Management Team (ITPMT) was chartered to consolidate, coordinate, and manage Process and Long- Range Technical Support (P and LRTS) activities in the areas of process, environmental, health, and safety instrumentation. During FY-1988, steps have been taken toward improving the effectiveness of a limited technical support program, including initiation of the acquisition of a modest number of additional people, limitation of numbers of projects to a very selected few, and the encouragement of other Teams to address instrumentation development. This report will be in the same format as the last two. A generalized summation of instrumentation P and LRTS support known to be currently of high priority and expected to be addressed during the FY-1989 and FY-1991 time frame will be presented, with the expectation that addressing all of the listed work will be precluded by presently-unidentifiable demands. FY-1989 milestones will, however, be described in some detail.

  15. Corrective action management (CAM) process guide

    SciTech Connect

    Lutter, T.M., Westinghouse Hanford

    1996-06-18

    Consistent direction for identification, long-term reporting and trending, and correction of conditions adverse to the environment, safety and health will facilitate a successful transition and follow- on for the Project Hanford Management Contractor (PHMC). Continuity of the corrective action management process is vital. It provides consistency via reporting and trending on corrective action management activities at the Site during the transition process. To ensure success,consideration of the business rules and the Hanford Action Tracking System (HATS), the automated tool that supports them, is essential. This document provides a consolidated synopsis of corrective action management business rules, the process, and the HATS to support the transition process at Hanford. It applies to the baseline of corrective action work the PHMC and its subcontractors will inherit. HATS satisfies the requirement for collection of data that enables long-term reporting and trending. The information contains all originating document, condition,and action data. HATS facilitates consistent tracking,reporting, closure, and trending of the corrective action work in progress across the Site. HATS follows the glossary standard definitions for commitment tracking listed in Appendix A and Site data value standards that are applicable. For long term access and use, HATS data are fed to a full text search and retrieval system called Search Hanford Accessible Reports Electronically(SHARE). An individual, organization, or company has the ability, through SHARE, to pull together the appropriate information as needed.

  16. Environmental assessment and management (TEAM) guide. Louisiana supplement. Final report

    SciTech Connect

    O`Rouke, C.

    1995-01-01

    Environmental assessments help determine compliance with current environmental regulations. The U.S. Air Force, U.S. Army, Defense Logistics Agency, and Corps of Engineers (Civil Works) have adopted environmental compliance programs that identify compliance problems before they are cited as violations by the U.S. Environmental Protection Agency (USEPA). Since 1984, the U.S. Army Construction Engineering Research Laboratories (USACERL), in cooperation with numerous Department of Defense (DoD) components, have developed environmental compliance assessment checklist manuals. The Environmental Assessment and Management (TEAM) Guide was developed for use by all DoD Components. Currently there are five participating DoD Components: the Air Force, Air National Guard, Army, Civil Works, and Defense Logistics Agency (DLA). These agencies have agreed to share the development and maintenance of this Guide. The Guide combines Code of Federal Regulations (CFRs) and management practices (MPs) into a series of checklists that show legal requirements and the specific operations or items to review. TEAM Guide is supplemented by DoD component-specific manuals detailing DoD component regulations and policies. The Louisiana Supplement was developed to be used in conjunction with the TEAM Guide, using existing Louisiana state environmental legislation and regulations as well as suggested management practices.

  17. Environment assessment and management (team) guide - Mississippi supplement. Final report

    SciTech Connect

    O`Rourke, C.; Twait, S.

    1995-03-01

    Environmental assessments help determine compliance with current environmental regulations. The U.S. Air Force, U.S. Army, Defense Logistics Agency, and Corps of Engineers (Civil Works) have adopted environmental compliance programs that identify compliance problems before they are cited as violations by the U.S. Environmental Protection Agency (US EPA). Since 1984, the U.S. Army Construction Engineering Research Laboratories (USACERL), in cooperation with numerous Department of Defense (DOD) components, has developed environmental compliance assessment checklist manuals. The Environmental Assessment and Management (TEAM) Guide was developed for use by all DOD Components. Currently there are five participating DOD Components: the Air Force, Air National Guard, Army, Civil Works, and Defense Logistics Agency (DLA). These agencies have agreed to share the development and maintenance of this Guide. The Guide combines Code of Federal Regulations (CFRs) and management practices (MPs) into a series of checklists that show legal requirements and the specific operations or items to review. TEAM Guide is supplemented by DOD component-specific manuals detailing DOD component regulations and policies. The Mississippi Supplement was developed to be used in conjunction with the TEAM Guide, using existing Mississippi state environmental legislation and regulations as well as suggested management practices.

  18. The environmental assessment and management (TEAM) guide, Idaho supplement

    SciTech Connect

    O`Rouke, C.

    1998-04-01

    Environmental assessments help determine compliance with current environmental regulations. The US Air Force, US Army, Defense Logistics Agency (DLA), and Corps of Engineers (Civil Works) have adopted environmental compliance programs that identify compliance problems before they are cited as violations by the US Environmental Protection Agency. Since 1984, the US Army Construction Engineering Research Laboratories, in cooperation with numerous Department of Defense (DOD) components, has developed environmental compliance assessment checklist manuals. The Environmental Assessment and Management (TEAM) Guide was developed for use by all DOD components. Currently there are five participating DOD components: the Air Force, Air National Guard, Army, Civil Works, and DLA. These agencies have agreed to share the development and maintenance of this Guide. The Guide combines Code of Federal Regulations and management practices into a series of checklists that show legal requirements and the specific operations or items to review. TEAM Guide is supplemented by DOD component-specific manuals detailing DOD component regulations and policies. The Idaho Supplement was developed to be used in conjunction with the TEAM Guide, using existing Idaho state environmental legislation and regulations as well as suggested management practices.

  19. Total quality management -- Remedial actions planning program

    SciTech Connect

    Petty, J.L.; Horne, T.E.

    1989-01-01

    This paper describes the management approach being taken within the Hazardous Waste Remedial Actions Program (HAZWRAP) Support Contractor Office (SCO) to ensure quality of services in a highly competitive waste management environment. An overview is presented of the contractor support role assigned to Martin Marietta Energy Systems, Inc., by the Department of Energy (DOE) national program for managing hazardous waste. The HAZWRAP SCO mission, organizational structure, and major programs are outlined, with emphasis on waste management planning for the DOE Work for Others (WFO) Program. The HAZWRAP SCO provides waste management technical support, via interagency agreements between DOE and various Department of Defense (DOD) agencies for DOD sponsors planning remedial response actions. The remainder of the paper focuses on how the concept of Total Quality Management is applied to the HAZWRAP Remedial Actions Planning (RAP) Program. The management challenge is to achieve quality on a ''system'' basis where all functional elements of program management synergistically contribute to the total quality of the effort. The quality assurance (QA) program requirements applied to the RAP Program and its subcontractors are discussed. The application of management principles in the areas of program management, procurement, and QA to achieve total quality is presented. 3 refs.

  20. Describing the Primary Care Actions of Oral Health Teams in Brazil

    PubMed Central

    dos Reis, Clarice Magalhães Rodrigues; da Matta-Machado, Antônio Thomaz Gonzaga; do Amaral, João Henrique Lara; Werneck, Marcos Azeredo Furquim; de Abreu, Mauro Henrique Nogueira Guimarães

    2015-01-01

    Objective: To describe the primary care actions performed by oral health teams (OHTs) that participated in a large national survey led by the Ministry of Health in 2012. Methods: A total of 12,403 dentists from OHTs completed a set of survey questions (response rate = 85.01%) on the organization of care, basic dental procedures and oral health surveillance actions of OHTs. Descriptive and hierarchical cluster analyses were developed. Results: The majority of OHTs (85.2%) reported that they performed “patient welcoming”. The delivery of services was based on a patient’s identified disease risk (83.1%), and continuity of care was ensured by 85.9% of OHTs. Individual preventive, restorative and surgical procedures were performed by the majority of the teams; however, screening for oral cancer and construction of dental prostheses/dentures occurred less frequently. Cluster 1 was composed of OHTs with the lowest proportion of oral healthcare actions related to oral cancer and dental prostheses/dentures, and the Southeastern and Southern regions had higher proportions of OHTs from cluster 2. Conclusions: OHTs adhere to some of the principles of primary care organizations; however, the teams perform fewer actions related to oral cancer treatment and rehabilitation with complete dentures. The geographical distribution of the clusters was unequal in Brazil. PMID:25588158

  1. Teaching Tip: Managing Software Engineering Student Teams Using Pellerin's 4-D System

    ERIC Educational Resources Information Center

    Doman, Marguerite; Besmer, Andrew; Olsen, Anne

    2015-01-01

    In this article, we discuss the use of Pellerin's Four Dimension Leadership System (4-D) as a way to manage teams in a classroom setting. Over a 5-year period, we used a modified version of the 4-D model to manage teams within a senior level Software Engineering capstone course. We found that this approach for team management in a classroom…

  2. Environmental assessment and management (TEAM) guide. Final report

    SciTech Connect

    Mann, D.K.; Schell, D.J.

    1994-11-01

    Environmental assessments help determine compliance with current environmental regulations. The U.S. Air Force, U. S. Army, Defense Logistic Agency, and Crops of Engineers (Civil Works) have programs that identify compliance problems before they are cited as violations by the U.S. Environmental Protection Agency (USEPA). Since 1984, the U. S. Army Construction Engineering Research Laboratories (USACERL), in cooperation with Department of Defense (DOD) components, has developed environmental compliance assessment checklist manuals. The Environmental Assessment and Management (TEAM) Guide was developed for use by all DOD components. Currently there are several participating components: the Air Force, Air Force National Guard, Army, Army National Guard, Army Reserves, Civil Works, and the Defense Logistics Agency (DLA). These agencies have agreed to share the development and maintenance of this guide. This guide combines Code of Federal Regulations (CFRs) and management practices (MPs) into checklists that show legal requirements and the specific operations or items to review. The TEAM Guide is supplemented by DOD component-specific manuals detailing regulations and policies. The TEAM Guide is an update, revision, and replacement of the current U.S. ECAMP, U.S. ECAS, and DLA compliance assessment checklist manuals and will be continually updated with new compliance laws and regulations.

  3. From recording discrete actions to studying continuous goal-directed behaviours in team sports.

    PubMed

    Correia, Vanda; Araújo, Duarte; Vilar, Luís; Davids, Keith

    2013-01-01

    This paper highlights the importance of examining interpersonal interactions in performance analysis of team sports, predicated on the relationship between perception and action, compared to the traditional cataloguing of actions by individual performers. We discuss how ecological dynamics may provide a potential unifying theoretical and empirical framework to achieve this re-emphasis in research. With reference to data from illustrative studies on performance analysis and sport expertise, we critically evaluate some of the main assumptions and methodological approaches with regard to understanding how information influences action and decision-making during team sports performance. Current data demonstrate how the understanding of performance behaviours in team sports by sport scientists and practitioners may be enhanced with a re-emphasis in research on the dynamics of emergent ongoing interactions. Ecological dynamics provides formal and theoretically grounded descriptions of player-environment interactions with respect to key performance goals and the unfolding information of competitive performance. Developing these formal descriptions and explanations of sport performance may provide a significant contribution to the field of performance analysis, supporting design and intervention in both research and practice.

  4. Simulation Based Training Improves Airway Management for Helicopter EMS Teams

    NASA Technical Reports Server (NTRS)

    Dhindsa, Harinder S.; Reid, Renee; Murray, David; Lovelady, James; Powell, Katie; Sayles, Jeff; Stevenson, Christopher; Baker, Kathy; Solada, Brian; Carroll, Scott; Seay, Louis; Powell, Jeff; Van de Bussche, Todd; Giangrasso, Tina

    2011-01-01

    The use of paralytic medications in the performance of RSI intubation is a high risk intervention used by many HEMS crews. There is no margin for error in RSI intubation as the results can be fatal. Operating room access for airway management training has become more difficult, and is not representative of the environment in which HEMS crews typically function. LifeEvac of Virginia designed and implemented an SST airway management program to provide a realistic, consistent training platform. The dynamic program incorporates standardized scenarios, and real life challenging cases that this and other programs have encountered. SST is done in a variety of settings including the helicopter, back of ambulances, staged car crashes and simulation centers. The result has been the indoctrination of a well defined, consistent approach to every airway management intervention. The SST program facillitates enhancement of technical skills. as well as team dynamics and communication.

  5. Team management of the elderly patient with hip fracture.

    PubMed

    Pryor, G A; Myles, J W; Williams, D R; Anand, J K

    1988-02-20

    The management of 200 consecutive patients with hip fracture by a joint hospital and community team in Peterborough has shown that over half the patients could be discharged considerably earlier than is usual. The patients are cared for at home by the hospital-at-home nursing service and generally need much less nursing care than patients treated conventionally. In the first 10 months of the scheme 733 inpatient bed-days were saved and the average hospital stay of patients discharged home was reduced from 22.0 to 14.6 days.

  6. Team management of dysphagia in the institutional setting.

    PubMed

    Robbins, JoAnne; Kays, Stephanie; McCallum, Shirley

    2007-01-01

    The capacity to swallow effectively and safely is a basic human need, yet nearly 40% of Americans over age 60 experience dysphagia. Since the resources in acute-care hospitals often are unavailable in institutional settings, the daily involvement of nursing and the dietitian's screening and continuous assessment are critical to timely, effective dysphagia identification, referral, and management. Upon referral, the speech pathologist executes comprehensive evaluation, leading the design and implementation of a team treatment plan. Literature highlighting a sample of dysphagia screening tools and interventions, care transitions and aspiration prevention strategies is reviewed herein to guide current practice and future research.

  7. Allied health team management of rheumatoid arthritis patients.

    PubMed

    Feinberg, J R; Brandt, K D

    1984-09-01

    The use of a coordinated team of allied health professionals (AHPs) to treat patients with rheumatoid arthritis assigned to experimental groups (EG) and comparison groups (CG) was assessed. The EG patients were evaluated regularly by each AHP team member, whereas CG patients were seen by AHPs only upon referral. Of the 10 EG and 13 CG patients who remained in the study for 2 years, the EG patients initially exhibited somewhat greater disease activity than CG (as reflected by erythrocyte sedimentation rate and duration of morning stiffness). After 2 years, EG patients demonstrated less disease activity than at the outset, whereas CG patients either showed little change in these parameters or deteriorated during the study. Grip strength, which was initially similar in the two groups, improved in EG patients but decreased in CG patients, so that after 2 years a significant difference was noted between the two groups (p less than .05). Tendency to lose hand range of motion was also greater in CG than in EG patients. Some EG patients showed improvement in finger flexion deformities during the study. Furthermore, EG patients showed a greater tendency to acquire positive attitudes regarding themselves and family relationships. These results suggest that ongoing "team care" may be more efficacious than episodic use of AHPs in management of patients with mild rheumatoid arthritis.

  8. Evaluation of NRC maintenance team inspection reports for managing aging

    SciTech Connect

    Fresco, A.; Gunther, W.

    1991-01-01

    A nuclear power plant's maintenance program is the principal vehicle through which age-related degradation is managed. Over the past two years, the NRC (Nuclear Regulatory Commission) has evaluated the maintenance program of every nuclear power plant in the U.S. The reports issued on these in-depth team inspections have been reviewed to ascertain the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear power plant systems, structures, and components. Selected results of this review are presented in this paper, including examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging. Attributes of plant maintenance programs where the NRC inspectors felt that improvement was needed to properly address the aging issue are also discussed. 6 refs., 1 tab.

  9. Project TEAMS (Techniques and Education for Achieving Management Skills): Independent Business Owner/Managers.

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    These Project TEAMS (Techniques and Education for Achieving Managerial Skills) instructional materials consist of five units for use in training independent business owner/managers. The first unit contains materials which deal with management skills relating to personal characteristics of successful business people, knowledge of self and chosen…

  10. [Team Care for Patient Safety, TeamSTEPPS to Improve Nontechnical Skills and Teamwork--Actions to Become an HRO].

    PubMed

    Kaito, Ken

    2015-07-01

    It is important to develop safer medical systems and follow manuals of medical procedures for patient safety. However, these approaches do not always result in satisfactory results because of many human factors. It is known that defects of nontechnical skills are more important than those of technical skills regarding medical accidents and incidents. So, it is necessary to improve personal nontechnical skills and compensate for each other's defects based on a team approach. For such purposes, we have implemented TeamSTEPPS to enhance performance and patient safety in our hospital. TeamSTEPPS (team strategies and tools to enhance performance and patient safety) is a useful method to improve the nontechnical skills of each member and the team. In TeamSTEPPS, leadership to share mental models among the team, continuous monitoring and awareness for team activities, mutual support for workload and knowledge, and approaches to complete communication are summarized to enhance teamwork and patient safety. Other than improving nontechnical skills and teamwork, TeamSTEPPS is also very important as a High Reliability Organization (HRO). TeamSTEPPS is worth implementing in every hospital to decrease medical errors and improve patient outcomes and satisfaction. PMID:26591437

  11. Demonstrating and Evaluating an Action Learning Approach to Building Project Management Competence

    NASA Technical Reports Server (NTRS)

    Kotnour, Tim; Starr, Stan; Steinrock, T. (Technical Monitor)

    2001-01-01

    This paper contributes a description of an action-learning approach to building project management competence. This approach was designed, implemented, and evaluated for use with the Dynacs Engineering Development Contract at the Kennedy Space Center. The aim of the approach was to improve three levels of competence within the organization: individual project management skills, project team performance. and organizational capabilities such as the project management process and tools. The overall steps to the approach, evaluation results, and lessons learned are presented. Managers can use this paper to design a specific action-learning approach for their organization.

  12. Trauma teams and time to early management during in situ trauma team training

    PubMed Central

    Härgestam, Maria; Lindkvist, Marie; Jacobsson, Maritha; Brulin, Christine

    2016-01-01

    Objectives To investigate the association between the time taken to make a decision to go to surgery and gender, ethnicity, years in profession, experience of trauma team training, experience of structured trauma courses and trauma in the trauma team, as well as use of closed-loop communication and leadership styles during trauma team training. Design In situ trauma team training. The patient simulator was preprogrammed to represent a severely injured patient (injury severity score: 25) suffering from hypovolemia due to external trauma. Setting An emergency room in an urban Scandinavian level one trauma centre. Participants A total of 96 participants were divided into 16 trauma teams. Each team consisted of six team members: one surgeon/emergency physician (designated team leader), one anaesthesiologist, one registered nurse anaesthetist, one registered nurse from the emergency department, one enrolled nurse from the emergency department and one enrolled nurse from the operating theatre. Primary outcome HRs with CIs (95% CI) for the time taken to make a decision to go to surgery was computed from a Cox proportional hazards model. Results Three variables remained significant in the final model. Closed-loop communication initiated by the team leader increased the chance of a decision to go to surgery (HR: 3.88; CI 1.02 to 14.69). Only 8 of the 16 teams made the decision to go to surgery within the timeframe of the trauma team training. Conversely, call-outs and closed-loop communication initiated by the team members significantly decreased the chance of a decision to go to surgery, (HR: 0.82; CI 0.71 to 0.96, and HR: 0.23; CI 0.08 to 0.71, respectively). Conclusions Closed-loop communication initiated by the leader appears to be beneficial for teamwork. In contrast, a high number of call-outs and closed-loop communication initiated by team members might lead to a communication overload. PMID:26826152

  13. Managing the Action/Reflection Polarity Through Dialogue: A Path to Transformative Learning. NALL Working Paper.

    ERIC Educational Resources Information Center

    Laiken, Marilyn E.

    At the Ontario Institute for Studies in Education of the University of Ontario, a course entitled Developing and Leading High Performing Teams: Theory and Practice is experimenting with a design that surfaces the action/reflection paradox for the purpose of learning how to manage this polarity. Whether the product is defined as services or goods,…

  14. Total Quality Management: Analysis, Evaluation and Implementation Within ACRV Project Teams

    NASA Technical Reports Server (NTRS)

    Raiman, Laura B.

    1991-01-01

    Total quality management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The Assured Crew Return Vehicle (ACRV) Project Office was identified as an excellent project in which to demonstrate the applications and benefits of TQM processes. As the ACRV Program moves through its various stages of development, it is vital that effectiveness and efficiency be maintained in order to provide the Space Station Freedom (SSF) crew an affordable, on-time assured return to Earth. A critical factor for the success of the ACRV is attaining the maximum benefit from the resources applied to the program. Through a series of four tutorials on various quality improvement techniques, and numerous one-on-one sessions during the SSF's 10-week term in the project office, results were obtained which are aiding the ACRV Office in implementing a disciplined, ongoing process for generating fundamental decisions and actions that shape and guide the organization. Significant advances were made in improving the processes for two particular groups - the correspondence distribution team and the WATER Test team. Numerous people from across JSC were a part of the various team activities including engineering, man systems, and safety. The work also included significant interaction with the support contractor to the ACRV Project. The results of the improvement activities can be used as models for other organizations desiring to operate under a system of continuous improvement. In particular, they have advanced the ACRV Project Teams further down the path of continuous improvement, in support of a working philosophy of TQM.

  15. Team Conflict in ICT-Rich Environments: Roles of Technologies in Conflict Management

    ERIC Educational Resources Information Center

    Correia, Ana-Paula

    2008-01-01

    This study looks at how an information and communication technologies (ICT)-rich environment impacts team conflict and conflict management strategies. A case study research method was used. Three teams, part of a graduate class in instructional design, participated in the study. Data were collected through observations of team meetings, interviews…

  16. Globus Online: Climate Data Management for Small Teams

    NASA Astrophysics Data System (ADS)

    Ananthakrishnan, R.; Foster, I.

    2013-12-01

    Large and highly distributed climate data demands new approaches to data organization and lifecycle management. We need, in particular, catalogs that can allow researchers to track the location and properties of large numbers of data files, and management tools that can allow researchers to update data properties and organization during their research, move data among different locations, and invoke analysis computations on data--all as easily as if they were working with small numbers of files on their desktop computer. Both catalogs and management tools often need to be able to scale to extremely large quantities of data. When developing solutions to these problems, it is important to distinguish between the needs of (a) large communities, for whom the ability to organize published data is crucial (e.g., by implementing formal data publication processes, assigning DOIs, recording definitive metadata, providing for versioning), and (b) individual researchers and small teams, who are more frequently concerned with tracking the diverse data and computations involved in what highly dynamic and iterative research processes. Key requirements in the latter case include automated data registration and metadata extraction, ease of update, close-to-zero management overheads (e.g., no local software install); and flexible, user-managed sharing support, allowing read and write privileges within small groups. We describe here how new capabilities provided by the Globus Online system address the needs of the latter group of climate scientists, providing for the rapid creation and establishment of lightweight individual- or team-specific catalogs; the definition of logical groupings of data elements, called datasets; the evolution of catalogs, dataset definitions, and associated metadata over time, to track changes in data properties and organization as a result of research processes; and the manipulation of data referenced by catalog entries (e.g., replication of a dataset to

  17. Managing Global Virtual Teams across Classrooms, Students and Faculty

    ERIC Educational Resources Information Center

    Shea, Timothy P.; Sherer, Pamela D.; Quilling, Rosemary D.; Blewett, Craig N.

    2011-01-01

    Virtual teams are becoming commonplace in business today so our business school students should have experience in effectively working in virtual teams. Based on a month-long virtual team project conducted by the authors between classes in South Africa and the United States, this paper discusses the opportunities and challenges of using global…

  18. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment. Volume 1, Revision 5

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted at Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 22, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root causes of the findings identified during the assessment. The action plan has benefited from a complete review by various offices at DOE Headquarters as well as review by the Tiger Team that conducted the assessment to ensure that the described actions are responsive to the observed problems.

  19. Advanced Scientific Computing Environment Team new scientific database management task

    SciTech Connect

    Church, J.P.; Roberts, J.C.; Sims, R.N.; Smetana, A.O.; Westmoreland, B.W.

    1991-06-01

    The mission of the ASCENT Team is to continually keep pace with, evaluate, and select emerging computing technologies to define and implement prototypic scientific environments that maximize the ability of scientists and engineers to manage scientific data. These environments are to be implemented in a manner consistent with the site computing architecture and standards and NRTSC/SCS strategic plans for scientific computing. The major trends in computing hardware and software technology clearly indicate that the future computer'' will be a network environment that comprises supercomputers, graphics boxes, mainframes, clusters, workstations, terminals, and microcomputers. This network computer'' will have an architecturally transparent operating system allowing the applications code to run on any box supplying the required computing resources. The environment will include a distributed database and database managing system(s) that permits use of relational, hierarchical, object oriented, GIS, et al, databases. To reach this goal requires a stepwise progression from the present assemblage of monolithic applications codes running on disparate hardware platforms and operating systems. The first steps include converting from the existing JOSHUA system to a new J80 system that complies with modern language standards, development of a new J90 prototype to provide JOSHUA capabilities on Unix platforms, development of portable graphics tools to greatly facilitate preparation of input and interpretation of output; and extension of Jvv'' concepts and capabilities to distributed and/or parallel computing environments.

  20. Kennedy Space Center's NASA/Contractor Team-Centered Total Quality Management Seminar: Results, methods, and lessons learned

    NASA Technical Reports Server (NTRS)

    Kinlaw, Dennis C.; Eads, Jeannette

    1992-01-01

    It is apparent to everyone associated with the Nation's aeronautics and space programs that the challenge of continuous improvement can be reasonably addressed only if NASA and its contractors act together in a fully integrated and cooperative manner that transcends the traditional boundaries of proprietary interest. It is, however, one thing to assent to the need for such integration and cooperation; it is quite another thing to undertake the hard tasks of turning such a need into action. Whatever else total quality management is, it is fundamentally a team-centered and team-driven process of continuous improvement. The introduction of total quality management at KSC, therefore, has given the Center a special opportunity to translate the need for closer integration and cooperation among all its organizations into specific initiatives. One such initiative that NASA and its contractors have undertaken at KSC is a NASA/Contractor team-centered Total Quality Management Seminar. It is this seminar which is the subject of this paper. The specific purposes of this paper are to describe the following: Background, development, and evolution of Kennedy Space Center's Total Quality Management Seminar; Special characteristics of the seminar; Content of the seminar; Meaning and utility of a team-centered design for TQM training; Results of the seminar; Use that one KSC contractor, EG&G Florida, Inc. has made of the seminar in its Total Quality Management initiative; and Lessons learned.

  1. Kennedy Space Center's NASA/Contractor Team-Centered Total Quality Management Seminar: Results, methods, and lessons learned

    NASA Astrophysics Data System (ADS)

    Kinlaw, Dennis C.; Eads, Jeannette

    It is apparent to everyone associated with the Nation's aeronautics and space programs that the challenge of continuous improvement can be reasonably addressed only if NASA and its contractors act together in a fully integrated and cooperative manner that transcends the traditional boundaries of proprietary interest. It is, however, one thing to assent to the need for such integration and cooperation; it is quite another thing to undertake the hard tasks of turning such a need into action. Whatever else total quality management is, it is fundamentally a team-centered and team-driven process of continuous improvement. The introduction of total quality management at KSC, therefore, has given the Center a special opportunity to translate the need for closer integration and cooperation among all its organizations into specific initiatives. One such initiative that NASA and its contractors have undertaken at KSC is a NASA/Contractor team-centered Total Quality Management Seminar. It is this seminar which is the subject of this paper. The specific purposes of this paper are to describe the following: Background, development, and evolution of Kennedy Space Center's Total Quality Management Seminar; Special characteristics of the seminar; Content of the seminar; Meaning and utility of a team-centered design for TQM training; Results of the seminar; Use that one KSC contractor, EG&G Florida, Inc. has made of the seminar in its Total Quality Management initiative; and Lessons learned.

  2. Executive Management Team Demography and Minority Student Retention: Does Executive Team Diversity Influence the Retention of Minority Students?

    ERIC Educational Resources Information Center

    Fincher, Mark; Katsinas, Stephen; Bush, V. Barbara

    2010-01-01

    Many colleges and universities are expected to produce more graduates while responding to an increasing level of racial and ethnic diversity among students. While the importance of diversity within executive management leadership teams may be accepted among nonprofit higher education institutions, the connection between diversity among the…

  3. Action!

    ERIC Educational Resources Information Center

    Senese, Joseph

    1998-01-01

    A small group of teachers at one Illinois high school is helping to effect and promote change. Through the Action Research Laboratory (ARL), teams of teachers conduct collaborative action research to improve classroom practices. Data from the first two years of the ARL indicate that teachers are eager to participate in, and have thrived in, their…

  4. Combined team management of diabetes mellitus in pregnancy.

    PubMed

    Ng, C S; Lim, L S; Chng, K P; Lim, P; Cheah, J S; Yeo, P P; Gwee, H M; Tan, K L; Joseph, R; Yong, Y M

    1985-04-01

    225 women with diabetes in pregnancy were managed by a team of obstetricians, physicians (endocrinologists) and paediatricians from the National University of Singapore. A protocol of management was formulated and followed. The incidence of 1.1% or 1 in 90 pregnancies was found, with significantly higher incidence in Indians and lower in Malays. There were 37 established diabetics and 188 diagnosed during pregnancy. Of these (188), 74 were gestational diabetics. All the women were treated with Insulin and Diet or Diet alone. 177 (79%) were treated with Insulin and Diet. Blood sugar profiles were done for monitoring diabetic control. 72.8% of the women were between para 0 and 1 and 85.2% between the ages of 20 and 34. 72.5% of the women delivered at 38 weeks gestation or later. 48.9% went into spontaneous labour, 32.4% were induced and 18.7% had elective caesarean section. 62.2% of the women had labour of less than 12 hours. The overall caesarean section rate was 41.7%. There were 3 stillbirths and 2 neonatal deaths. The perinatal mortality rate was 2.2%. Thirteen babies had congenital malformations (5.8%). 77.8% of the babies had Apgar score of 7 or more at 5 minutes after delivery. 79.1% of the babies weighed between 2.5 kgm and 3.9 kgm. Pre-eclamptic toxaemia was the commonest complication in pregnancy followed by Urinary Tract Infection and Polyhydramnios. Postpartum complications in the mother were confined to 14 women (6.2%), and wound infection or breakdown was the commonest cause.

  5. "That's not how we do it": managing the inherited medical practice team.

    PubMed

    Hills, Laura

    2013-01-01

    Most medical practice managers who take a new job will inherit an existing team. Those first few days on the job are critical because they can determine whether or not the new manager will succeed. This article provides a game plan for new medical practice managers so they get off on the right foot with their inherited teams. It suggests strategies for learning about the team's culture and for demonstrating visibly that there is a new manager in the job. It offers guidelines about introducing the new manager to the inherited team, discussing past experiences, and establishing new expectations. This article further provides practical tips for serving as a role model, gaining allies, and dealing with troublemakers quickly and effectively. It suggests strategies for speaking about the previous practice manager and for creating excitement with the inherited team. Finally, this article offers a set of 15 questions a new manager can ask members of the inherited team to get to know them, an additional 25-point team assessment instrument, and a step-by-step strategy for raising the bar for mediocre, lackluster, or dysfunctional inherited teams. PMID:24044200

  6. Improving Virtual Teams through Knowledge Management: A Case Study

    ERIC Educational Resources Information Center

    Laughridge, James F.

    2012-01-01

    Within the dynamic globalized operating environment, organizations are increasingly relying on virtual teams to solve their most difficult problems, leverage their expertise and expand their presence. The use of virtual teams by organizations continues to increase greatly as the technologies supporting them evolve. Despite improvements in…

  7. Parameters for Successful Management of Cross Cultural Virtual Teams

    ERIC Educational Resources Information Center

    Gullett, Evelyn; Sixl-Daniell, Karin

    2008-01-01

    Virtual teams are a common phenomenon in organizations today. Universities are no exception to this trend and, in response, are offering class rooms without boundaries by introducing online programs which allow individuals from all walks of life and diverse geographical locations to come together. Cross-cultural virtual teams, collaborating with…

  8. From Idea to Action: Promoting Responsible Management Education through a Semester-Long Academic Integrity Learning Project

    ERIC Educational Resources Information Center

    Lavine, Marc H.; Roussin, Christopher J.

    2012-01-01

    The authors describe a semester-long action-learning project where undergraduate or graduate management students learn about ethics, responsibility, and organizational behavior by examining the policy of their college or university that addresses academic integrity. Working in teams, students adopt a stakeholder management approach as they make…

  9. Leading multi-professional teams in the children’s workforce: an action research project

    PubMed Central

    Stuart, Kaz

    2012-01-01

    Introduction The 2004 Children Act in the UK saw the introduction of integrated working in children’s services. A raft of change followed with processes designed to make joint working easier, and models and theories to support the development of integrated work. This paper explores the links between key concepts and practice. Methods A practitioner action research approach is taken using an autoethnographic account kept over six months. The research question was, to what extent is this group collaborating? Results When the architecture of practice was revealed, differences between espoused and real practice could be seen. Whilst understanding and displaying the outward signs of an effective multi professional group, the individuals did not trust one another. This was exhibited by covert interprofessional issues. As a result, collaborative inertia was achieved. This realisation prompted them to participate in further developmental and participative action research. Conclusion The paper concludes that trust and relational agency are central to effective leadership of multi professional teams. PMID:22371690

  10. Translational Science Project Team Managers: Qualitative Insights and Implications from Current and Previous Postdoctoral Experiences

    PubMed Central

    Wooten, Kevin C.; Dann, Sara M.; Finnerty, Celeste C.; Kotarba, Joseph A.

    2015-01-01

    The development of leadership and project management skills is increasingly important to the evolution of translational science and team-based endeavors. Team science is dependent upon individuals at various stages in their careers, inclusive of postdocs. Data from case histories, as well as from interviews with current and former postdocs, and those supervising postdocs, indicate six essential tasks required of project managers in multidisciplinary translational teams, along with eight skill-related themes critical to their success. To optimize the opportunities available and to ensure sequential development of team project management skills, a life cycle model for the development of translational team skills is proposed, ranging from graduate trainees, postdocs, assistant professors, and finally to mature scientists. Specific goals, challenges and project management roles and tasks are recommended for each stage for the life cycle. PMID:25621288

  11. [Coordination of care-related risk management, team experience].

    PubMed

    Thirel, Chrislaine; Cottin, Nathalie; Kholladi, Fanny

    2016-04-01

    An approach implemented within a hospital has enabled the process for reporting adverse events to be defined in its entirety. It was combined with a pedagogical approach with the teams in order to give it meaning. PMID:27085924

  12. Experience as Knowledge in a New Product Development Team: Implications for Knowledge Management

    NASA Technical Reports Server (NTRS)

    Cooper, Lynne P.

    2009-01-01

    This study was conducted to better understand how New Product Development (NPD) team members apply their experiences to meet the task needs of their project. Although "experience" is highly valued in team members, little research has looked specifically at experiences as a type of knowledge, and how this knowledge is used in work settings. This research evaluated nearly 200 instances where team members referenced past experiences during team meetings. During these experience exchanges, team members structured the sharing of their experiences to include three common elements: the source of the experience, the nature of the experience, and the degree of relevance to the current work of the team. The experiences fell into four categories: people (relationships), process, product, and politics. This paper describes how team members structured, applied, and integrated their individual experiences and presents the resulting implications for knowledge management systems that wish to exploit experience knowledge.

  13. Team Research at the Biology–Mathematics Interface: Project Management Perspectives

    PubMed Central

    Radunskaya, Ami E.; Lee, Arthur H.; de Pillis, Lisette G.; Bartlett, Diana F.

    2010-01-01

    The success of interdisciplinary research teams depends largely upon skills related to team performance. We evaluated student and team performance for undergraduate biology and mathematics students who participated in summer research projects conducted in off-campus laboratories. The student teams were composed of a student with a mathematics background and an experimentally oriented biology student. The team mentors typically ranked the students' performance very good to excellent over a range of attributes that included creativity and ability to conduct independent research. However, the research teams experienced problems meeting prespecified deadlines due to poor time and project management skills. Because time and project management skills can be readily taught and moreover typically reflect good research practices, simple modifications should be made to undergraduate curricula so that the promise of initiatives, such as MATH-BIO 2010, can be implemented. PMID:20810964

  14. THE ROLE OF THE CONSEQUENCE MANAGEMENT HOME TEAM IN THE FUKUSHIMA DAIICHI RESPONSE

    SciTech Connect

    Pemberton, Wendy; Mena, RaJah; Beal, William

    2012-05-01

    The Consequence Management Home Team is a U.S. Department of Energy/National Nuclear Security Administration asset. It assists a variety of response organizations with modeling; radiological operations planning; field monitoring techniques; and the analysis, interpretation, and distribution of radiological data. These reach-back capabilities are activated quickly to support public safety and minimize the social and economic impact of a nuclear or radiological incident. In the Fukushima Daiichi response, the Consequence Management Home Team grew to include a more broad range of support than was historically planned. From the early days of the response to the continuing involvement in supporting late phase efforts, each stage of the Consequence Management Home Team support had distinct characteristics in terms of management of incoming data streams as well as creation of products. Regardless of stage, the Consequence Management Home Team played a critical role in the Fukushima Daiichi response effort.

  15. Team management in the NHS--what is it all about?

    PubMed

    Haywood, S

    1979-10-01

    Multidisciplinary management teams were a significant new element in the 1974 reorganisation of the National Health Service. It was a development which in the run-up to reorganisation (and since) commanded considerable interest and, in some cases, scepticism. (R.G.S. Brown et al, 1973, 40.) Although there had been experiments in team management before the change, particularly in hospital authorities, there was no national blueprint describing their composition and method of working. This was the new factor introduced in 1974 and management teams were established at region, area and district levels. Management teams are now five years old. Most had their first meeting before the appointed day in April 1974 and there is now a fair body of experience on which to draw to make a considered evaluation of their contribution to the management of the NHS.

  16. The comparative effect of subjective and objective after-action reviews on team performance on a complex task.

    PubMed

    Villado, Anton J; Arthur, Winfred

    2013-05-01

    The after-action review (AAR; also known as the after-event review or debriefing) is an approach to training based on a review of trainees' performance on recently completed tasks or performance events. Used by the military for decades, nonmilitary organizations' use of AARs has increased dramatically in recent years. Despite the prevalence of AARs, empirical research investigating their effectiveness has been limited. This study sought to investigate the comparative effectiveness of objective AARs (reviews based on an objective recording and playback of trainees' recent performance) and subjective AARs (reviews based on a subjective, memory-based recall of trainees' recent performance). One hundred eighty-eight individuals, participating in 47 4-person teams, were assigned to 1 of 3 AAR conditions and practiced and tested on a cognitively complex performance task. Although there were no significant differences between objective and subjective AAR teams across the 5 training outcomes, AAR teams had higher levels of team performance, team efficacy, openness of communication, and cohesion than did non-AAR teams but no differences in their levels of team declarative knowledge. Our results suggest that AARs are effective at enhancing training outcomes. Furthermore, AARs may not be dependent on objective reviews and therefore may be a viable training intervention when objective reviews are not feasible or possible.

  17. Learning teams and networks: using information technology as a means of managing work process development in healthcare organizations.

    PubMed

    Korhonen, Vesa; Paavilainen, Eija

    2002-01-01

    This article focuses on the introduction of team learning and shared knowledge creation using computer-based learning environments and teams as networks in the development of healthcare organizations. Using computer technology, care units can be considered learning teams and the hospital a network of those learning teams. Team learning requires that the healthcare workers' intellectual capital and personal competence be viewed as an important resource in developing the quality of action of the entire healthcare organization.

  18. A Survey of Knowledge Management Skills Acquisition in an Online Team-Based Distributed Computing Course

    ERIC Educational Resources Information Center

    Thomas, Jennifer D. E.

    2007-01-01

    This paper investigates students' perceptions of their acquisition of knowledge management skills, namely thinking and team-building skills, resulting from the integration of various resources and technologies into an entirely team-based, online upper level distributed computing (DC) information systems (IS) course. Results seem to indicate that…

  19. An Empirical Study of Hospitality Management Student Attitudes toward Group Projects: Instructional Factors and Team Problems

    ERIC Educational Resources Information Center

    Choi, Youngsoo; Ro, Heejung

    2012-01-01

    The development of positive attitudes in team-based work is important in management education. This study investigates hospitality students' attitudes toward group projects by examining instructional factors and team problems. Specifically, we examine how the students' perceptions of project appropriateness, instructors' support, and evaluation…

  20. When managers and their teams disagree: a longitudinal look at the consequences of differences in perceptions of organizational support.

    PubMed

    Bashshur, Michael R; Hernández, Ana; González-Romá, Vicente

    2011-05-01

    The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.

  1. Dental team management for a patient with cleidocranial dysostosis.

    PubMed

    Angle, Anne D; Rebellato, Joe

    2005-07-01

    Cleidocranial dysostosis is a rare autosomal condition that affects ossification. The dental abnormalities associated with it present a remarkable challenge in orthodontic treatment planning. Early diagnosis is extremely important to give the patient the best treatment options. Patients with cleidocranial dysostosis require a team approach with good communication and cooperation from the patient. Timing of the intervention is critical, and many surgeries might be required. The patient in this report was treated with a team effort that involved several dental specialties to achieve an optimal result.

  2. External Peer Review Team Report for Corrective Action Unit 97: Yucca Flat/Climax Mine, Nevada National Security Site, Nye County, Nevada, Revision 0

    SciTech Connect

    Marutzky, Sam J.; Andrews, Robert

    2015-01-01

    The peer review team commends the Navarro-Intera, LLC (N-I), team for its efforts in using limited data to model the fate of radionuclides in groundwater at Yucca Flat. Recognizing the key uncertainties and related recommendations discussed in Section 6.0 of this report, the peer review team has concluded that U.S. Department of Energy (DOE) is ready for a transition to model evaluation studies in the corrective action decision document (CADD)/corrective action plan (CAP) stage. The DOE, National Nuclear Security Administration Nevada Field Office (NNSA/NFO) clarified the charge to the peer review team in a letter dated October 9, 2014, from Bill R. Wilborn, NNSA/NFO Underground Test Area (UGTA) Activity Lead, to Sam J. Marutzky, N-I UGTA Project Manager: “The model and supporting information should be sufficiently complete that the key uncertainties can be adequately identified such that they can be addressed by appropriate model evaluation studies. The model evaluation studies may include data collection and model refinements conducted during the CADD/CAP stage. One major input to identifying ‘key uncertainties’ is the detailed peer review provided by independent qualified peers.” The key uncertainties that the peer review team recognized and potential concerns associated with each are outlined in Section 6.0, along with recommendations corresponding to each uncertainty. The uncertainties, concerns, and recommendations are summarized in Table ES-1. The number associated with each concern refers to the section in this report where the concern is discussed in detail.

  3. Cognitive Aids for Role Definition (CARD) to improve interprofessional team crisis resource management: An exploratory study.

    PubMed

    Renna, Tania Di; Crooks, Simone; Pigford, Ashlee-Ann; Clarkin, Chantalle; Fraser, Amy B; Bunting, Alexandra C; Bould, M Dylan; Boet, Sylvain

    2016-09-01

    This study aimed to assess the perceived value of the Cognitive Aids for Role Definition (CARD) protocol for simulated intraoperative cardiac arrests. Sixteen interprofessional operating room teams completed three consecutive simulated intraoperative cardiac arrest scenarios: current standard, no CARD; CARD, no CARD teaching; and CARD, didactic teaching. Each team participated in a focus group interview immediately following the third scenario; data were transcribed verbatim and qualitatively analysed. After 6 months, participants formed eight new teams randomised to two groups (CARD or no CARD) and completed a retention intraoperative cardiac arrest simulation scenario. All simulation sessions were video recorded and expert raters assessed team performance. Qualitative analysis of the 16 focus group interviews revealed 3 thematic dimensions: role definition in crisis management; logistical issues; and the "real life" applicability of CARD. Members of the interprofessional team perceived CARD very positively. Exploratory quantitative analysis found no significant differences in team performance with or without CARD (p > 0.05). In conclusion, qualitative data suggest that the CARD protocol clarifies roles and team coordination during interprofessional crisis management and has the potential to improve the team performance. The concept of a self-organising team with defined roles is promising for patient safety.

  4. Cognitive Aids for Role Definition (CARD) to improve interprofessional team crisis resource management: An exploratory study.

    PubMed

    Renna, Tania Di; Crooks, Simone; Pigford, Ashlee-Ann; Clarkin, Chantalle; Fraser, Amy B; Bunting, Alexandra C; Bould, M Dylan; Boet, Sylvain

    2016-09-01

    This study aimed to assess the perceived value of the Cognitive Aids for Role Definition (CARD) protocol for simulated intraoperative cardiac arrests. Sixteen interprofessional operating room teams completed three consecutive simulated intraoperative cardiac arrest scenarios: current standard, no CARD; CARD, no CARD teaching; and CARD, didactic teaching. Each team participated in a focus group interview immediately following the third scenario; data were transcribed verbatim and qualitatively analysed. After 6 months, participants formed eight new teams randomised to two groups (CARD or no CARD) and completed a retention intraoperative cardiac arrest simulation scenario. All simulation sessions were video recorded and expert raters assessed team performance. Qualitative analysis of the 16 focus group interviews revealed 3 thematic dimensions: role definition in crisis management; logistical issues; and the "real life" applicability of CARD. Members of the interprofessional team perceived CARD very positively. Exploratory quantitative analysis found no significant differences in team performance with or without CARD (p > 0.05). In conclusion, qualitative data suggest that the CARD protocol clarifies roles and team coordination during interprofessional crisis management and has the potential to improve the team performance. The concept of a self-organising team with defined roles is promising for patient safety. PMID:27294389

  5. Managing telemedicine: from noble ideas to action.

    PubMed

    Linderoth, Henrik C J

    2002-01-01

    The aim of the present study was to elucidate how telemedicine can be used in an integrated and comprehensive manner. Two Swedish telemedicine projects were studied. The technical platform was an ISDN videoconferencing system which could be connected to various items of medical equipment. The first project, general telemedicine, concerned communication between two primary care centres, one county hospital and one university hospital. The specialties involved were dermatology, orthopaedics and otolaryngology. The second project, telepathology, included pathology and cytology at the university hospital, and surgery and gynaecology at a county hospital. The first round of interviews was conducted to reveal the expectations of the physicians regarding the potential benefits and applications of the technology and potential organizational obstacles. Subsequent interview rounds were carried out to reveal what had happened since the previous interview. In total 62 interviews were carried out with 32 respondents. The main conclusions were that the technology's generic features, namely the transmission of pictures and sound, had been translated into appropriate fields of application, which had been diffused and routinized in organizational activities. In order to facilitate this process, there were two crucial issues for managers. First, due to the 'openness' of the technology, actors who had the will to test the limits of the technology had to be identified and engaged. Second, while the use of the new technologies implied that new patterns of action were established, it was necessary to discover and develop routines that could be used as a facilitator for the further use of telemedicine. PMID:12097175

  6. Multidisciplinary teams of case managers in the implementation of an innovative integrated services delivery for the elderly in France

    PubMed Central

    2014-01-01

    Background The case management process is now well defined, and teams of case managers have been implemented in integrated services delivery. However, little is known about the role played by the team of case managers and the value in having multidisciplinary case management teams. The objectives were to develop a fuller understanding of the role played by the case manager team and identify the value of inter-professional collaboration in multidisciplinary teams during the implementation of an innovative integrated service in France. Methods We conducted a qualitative study with focus groups comprising 14 multidisciplinary teams for a total of 59 case managers, six months after their recruitment to the MAIA program (Maison Autonomie Integration Alzheimer). Results Most of the case managers saw themselves as being part of a team of case managers (91.5%). Case management teams help case managers develop a comprehensive understanding of the integration concept, meet the complex needs of elderly people and change their professional practices. Multidisciplinary case management teams add value by helping case managers move from theory to practice, by encouraging them develop a comprehensive clinical vision, and by initiating the interdisciplinary approach. Conclusions The multidisciplinary team of case managers is central to the implementation of case management and helps case managers develop their new role and a core inter-professional competency. PMID:24708721

  7. Evaluation on Collaborative Satisfaction for Project Management Team in Integrated Project Delivery Mode

    NASA Astrophysics Data System (ADS)

    Zhang, L.; Li, Y.; Wu, Q.

    2013-05-01

    Integrated Project Delivery (IPD) is a newly-developed project delivery approach for construction projects, and the level of collaboration of project management team is crucial to the success of its implementation. Existing research has shown that collaborative satisfaction is one of the key indicators of team collaboration. By reviewing the literature on team collaborative satisfaction and taking into consideration the characteristics of IPD projects, this paper summarizes the factors that influence collaborative satisfaction of IPD project management team. Based on these factors, this research develops a fuzzy linguistic method to effectively evaluate the level of team collaborative satisfaction, in which the authors adopted the 2-tuple linguistic variables and 2-tuple linguistic hybrid average operators to enhance the objectivity and accuracy of the evaluation. The paper demonstrates the practicality and effectiveness of the method through carrying out a case study with the method.

  8. Determining when to change course in management actions.

    PubMed

    Ng, Chooi Fei; McCarthy, Michael A; Martin, Tara G; Possingham, Hugh P

    2014-12-01

    Time is of the essence in conservation biology. To secure the persistence of a species, we need to understand how to balance time spent among different management actions. A new and simple method to test the efficacy of a range of conservation actions is required. Thus, we devised a general theoretical framework to help determine whether to test a new action and when to cease a trial and revert to an existing action if the new action did not perform well. The framework involves constructing a general population model under the different management actions and specifying a management objective. By maximizing the management objective, we could generate an analytical solution that identifies the optimal timing of when to change management action. We applied the analytical solution to the case of the Christmas Island pipistrelle bat (Pipistrelle murrayi), a species for which captive breeding might have prevented its extinction. For this case, we used our model to determine whether to start a captive breeding program and when to stop a captive breeding program and revert to managing the species in the wild, given that the management goal is to maximize the chance of reaching a target wild population size. For the pipistrelle bat, captive breeding was to start immediately and it was desirable to place the species in captivity for the entire management period. The optimal time to revert to managing the species in the wild was driven by several key parameters, including the management goal, management time frame, and the growth rates of the population under different management actions. Knowing when to change management actions can help conservation managers' act in a timely fashion to avoid species extinction.

  9. 76 FR 61371 - All-Hazard Position Task Books for Type 3 Incident Management Teams

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-10-04

    ... SECURITY Federal Emergency Management Agency All-Hazard Position Task Books for Type 3 Incident Management... comments. SUMMARY: The All-Hazard Position Task Books for Type 3 Incident Management Teams were developed to assist personnel achieve qualifications in the All-Hazard Incident Command System (ICS)...

  10. Revitalizing a Continuing Education Department through Self-Managed Work Teams.

    ERIC Educational Resources Information Center

    Stinehart, Kathleen

    1995-01-01

    A continuing education manager used the literature-based concept of self-managed work teams to reorganize the department, resulting in better productivity, financial solvency, and better customer focus and responsiveness. However, not all managers wanted to share power, and not all employees wanted to be empowered. (SK)

  11. Developing Managers as Learners and Researchers: Using Action Learning and Action Research

    ERIC Educational Resources Information Center

    Raelin, Joseph A.; Coghlan, David

    2006-01-01

    This article takes the view that formal educational programs often miss opportunities to use the rich experiences of working managers to produce both learning and knowledge. Two alternative pedagogical approaches, action learning and action research, are proposed as contributing to management education by their respective capabilities to generate…

  12. A Genuine TEAM Player

    NASA Technical Reports Server (NTRS)

    2001-01-01

    Qualtech Systems, Inc. developed a complete software system with capabilities of multisignal modeling, diagnostic analysis, run-time diagnostic operations, and intelligent interactive reasoners. Commercially available as the TEAMS (Testability Engineering and Maintenance System) tool set, the software can be used to reveal unanticipated system failures. The TEAMS software package is broken down into four companion tools: TEAMS-RT, TEAMATE, TEAMS-KB, and TEAMS-RDS. TEAMS-RT identifies good, bad, and suspect components in the system in real-time. It reports system health results from onboard tests, and detects and isolates failures within the system, allowing for rapid fault isolation. TEAMATE takes over from where TEAMS-RT left off by intelligently guiding the maintenance technician through the troubleshooting procedure, repair actions, and operational checkout. TEAMS-KB serves as a model management and collection tool. TEAMS-RDS (TEAMS-Remote Diagnostic Server) has the ability to continuously assess a system and isolate any failure in that system or its components, in real time. RDS incorporates TEAMS-RT, TEAMATE, and TEAMS-KB in a large-scale server architecture capable of providing advanced diagnostic and maintenance functions over a network, such as the Internet, with a web browser user interface.

  13. Plan of Action: JASPER Management Prestart Review (Surrogate Material Experiments)

    SciTech Connect

    Cooper, W.E.

    2000-09-29

    The Lawrence Livermore National Laboratory (LLNL) Joint Actinide Shock Physics Experimental Research (JASPER) Facility is being developed at the Nevada Test Site (NTS) to conduct shock physics experiments on special nuclear material and other actinide materials. JASPER will use a two-stage, light-gas gun to shoot projectiles at actinide targets. Projectile velocities will range from 1 to 8 km/s, inducing pressures in the target material up to 6 Mbar. The JASPER gas gun has been designed to match the critical dimensions of the two-stage, light-gas gun in Building 341 of LLNL. The goal in copying the LLNL gun design is to take advantage of the extensive ballistics database that exists and to minimize the effort spent on gun characterization in the initial facility start-up. A siting study conducted by an inter-Laboratory team identified Able Site in Area 27 of the NTS as the best location for the JASPER gas gun. Able Site consists of three major buildings that had previously been used to support the nuclear test program. In April 1999, Able Site was decommissioned as a Nuclear Explosive Assembly Facility and turned back to the DOE for other uses. Construction and facility modifications at Able Site to support the JASPER project started in April 1999 and were completed in September 1999. The gas gun and the secondary confinement chamber (SCC) were installed in early 2000. During the year, all facility and operational systems were brought on line. Initial system integration demonstrations were completed in September 2000. The facility is anticipated to be operational by August 2001, and the expected life cycle for the facility is 10 years. LLNL Nevada Experiments and Operations (N) Program has established a Management Prestart Review (MPR) team to determine the readiness of the JASPER personnel and facilities to initiate surrogate-material experiments. The review coincides with the completion of authorization-basis documents and physical subsystems, which have

  14. Plan of Action: JASPER Management Prestart Review (Surrogate Material Experiment)

    SciTech Connect

    Cooper, W E

    2000-12-05

    The Lawrence Livermore National Laboratory (LLNL) Joint Actinide Shock Physics Experimental Research (JASPER) Facility is being developed at the Nevada Test Site (NTS) to conduct shock physics experiments on special nuclear material and other actinide materials. JASPER will use a two-stage, light-gas gun to shoot projectiles at actinide targets. Projectile velocities will range from 1 to 8 km/s, inducing pressures in the target material up to 6 Mbar. The JASPER gas gun has been designed to match the critical dimensions of the two-stage, light-gas gun in Building 341 of LLNL. The goal in copying the LLNL gun design is to take advantage of the extensive ballistics database that exists and to minimize the effort spent on gun characterization in the initial facility start-up. A siting study conducted by an inter-Laboratory team identified Able Site in Area 27 of the NTS as the best location for the JASPER gas gun. Able Site consists of three major buildings that had previously been used to support the nuclear test program. In April 1999, Able Site was decommissioned as a Nuclear Explosive Assembly Facility and turned back to the DOE for other uses. Construction and facility modifications at Able Site to support the JASPER project started in April 1999 and were completed in September 1999. The gas gun and the secondary confinement chamber (SCC) were installed in early 2000. During the year, all facility and operational systems were brought on line. Initial system integration demonstrations were completed in September 2000. The facility is anticipated to be operational by August 2001, and the expected life cycle for the facility is 10 years. LLNL Nevada Experiments and Operations (N) Program has established a Management Prestart Review (MPR) team to determine the readiness of the JASPER personnel and facilities to initiate surrogate-material experiments. The review coincides with the completion of authorization-basis documents and physical subsystems, which have

  15. Translating Data into Action: A Data Team Model as the Seed of Comprehensive District Change

    ERIC Educational Resources Information Center

    Ruffner, Karen Blake

    2010-01-01

    Educational reform is not easy. As school leaders search for a format that leads to improvement on many fronts concurrently, data teams is one such promising practice. The data team design not only involves sensemaking of data as evidence of effective teaching and learning, but also builds a professional learning community, distributes leadership,…

  16. Growing the Top Management Team: Supporting Mental Growth as a Vehicle for Promoting Organizational Learning.

    ERIC Educational Resources Information Center

    Laske, Otto E.; Maynes, Barbara

    2002-01-01

    The Developmental Structure/Process Tool was used to explore differences between theories in use and espoused theories of two executives and a six-member work team. Theories of action were shown to be developmentally based and thus open to maturation and developmental coaching. (Contains 39 references.) (SK)

  17. Technical specification for the Sandia Management Restructure Study Team (MRST) Prototype Information System

    SciTech Connect

    Wyatt, T.R.; Hall, R.C.; Davis, L.T.; Klamerus, E.J.; Thurston, I.

    1992-01-01

    This document contains implementation details for the Sandia Management Restructure Study Team (MRST) Prototype Information System, which resides on a Sun SPARC II workstation employing the INGRES RDBMS. The INGRES/Windows 4GL application editor was used to define the components of the two user applications which comprise the system. These specifications together with the MRST information model and corresponding database definition constitute the MRST Prototype Information System technical specification and implementation description presented herein. The MRST Prototype Information System represents a completed software product which has been presented to the Management Restructure Study Team to support the management restructing processes at Sandia National Laboratories.

  18. [Practical aspects of implementation quality management system ISO 9001:2000 by hospital infection control team].

    PubMed

    Kuziemski, Arkadiusz; Czerniak, Beata; Frankowska, Krystyna; Gonia, Ewa; Salińska, Teresa; Motuk, Andrzej; Sobociński, Zbigniew

    2009-01-01

    In 2006 the Board of the Jan Biziel Hospital in Bydgoszcz decided to include procedures of health services in the implementation process within the confines of ISO 9001:2000 certification. The hospital infection control team that has operated in the hospital since 1989 performed the analysis of the forms of activities to date and on that basis the team prepared original plan of quality management. In April 2007, this plan was successfully accepted by the certifying team. The aim of this study is to present the aforementioned plan which is the result of 18 years experience of the team. At the same time, I hope that this study will be very helpful for all professionals interested in hospital epidemiology, especially in the context of implementing quality management systems.

  19. A Research on the Construction of University R&D Management Team in China

    ERIC Educational Resources Information Center

    Jia, Ning

    2007-01-01

    The system of Chinese universities R&D as a branch of the system of the whole country R&D, has a great effect on the development and innovation of the country's science and technique. Consequently, it's important to construct an effective management team with high diathesis for University R&D management. Based on the statistics of the case study,…

  20. Using Agile Project Management to Enhance the Performance of Instructional Design Teams

    ERIC Educational Resources Information Center

    Sweeney, David S.; Cifuentes, Lauren

    2010-01-01

    Instructional design models describe in detail methodologies for designing effective instruction. Several widely adopted models include suggestions for managing instructional design projects. However, these suggestions focus on how to manage the instructional design steps rather than the instructional design and development team process. The…

  1. Enhancing patient safety in the pediatric emergency department: teams, communication, and lessons from crew resource management.

    PubMed

    Pruitt, Christopher M; Liebelt, Erica L

    2010-12-01

    The fast-paced and multifaceted nature of patient care in the emergency department makes our discipline especially prone to errors and adverse events. In recent years, strategies such as formal communication and medical team training have been proposed as potential means to enhance patient safety. In many ways, practice dynamics particular to the emergency department make this setting almost ideal for implementation of these strategies. This article reviews concepts of communication and team training in medicine, including those learned from the aviation industry (known as crew resource management). Recent literature pertaining to teams and communication in medicine is reviewed.

  2. Ensuring the safety of surgical teams when managing casualties of a radiological dirty bomb.

    PubMed

    Williams, Geraint; O'Malley, Michael; Nocera, Antony

    2010-09-01

    The capacity for surgical teams to ensure their own safety when dealing with the consequences caused by the detonation of a radiological dirty bomb is primarily determined by prior knowledge, familiarity and training for this type of event. This review article defines the associated radiological terminology with an emphasis on the personal safety of surgical team members in respect to the principles of radiological protection. The article also describes a technique for use of hand held radiation monitors and will discuss the identification and management of radiologically contaminated patients who may pose a significant danger to the surgical team.

  3. Evidence-Based Management and Action-at-a-Distance

    ERIC Educational Resources Information Center

    Lindsay, Roger; Breen, Rosanna; Jenkins, Alan

    2002-01-01

    Organisational change in UK higher education has resulted in control of the student learning environment passing from specific disciplines such as psychology to central management teams and university-wide course frameworks. This poses the general question of how disciplines can exert influence upon broad pedagogic issues, when their control…

  4. Power in top management teams: dimensions, measurement, and validation.

    PubMed

    Finkelstein, S

    1992-08-01

    Top managers' power plays a key role in strategic decision making. However, although numerous scholars have recognized its importance, very few have attempted to measure the phenomenon. In this article, I present a set of dimensions measuring top managers' power and suggest a measurement methodology to facilitate empirical inquiry. Data from a group of 1,763 top managers in three industries were used to assess the validity and reliability of the power dimensions in three studies. Results demonstrate strong support for the proposed power dimensions.

  5. "Implicit action": Understanding discourse management in modeling instruction

    NASA Astrophysics Data System (ADS)

    Durden, Jared; Brewe, Eric; Kramer, Laird

    2012-02-01

    We present "Implicit Action", a discourse management tool, through a qualitative video analysis of a Florida International University Modeling Instruction Introductory Physics I class. Implicit Action in Modeling Instruction is where instructors deliberately create intellectual space in which students ideally see value and need for the construction of new classroom norms and tools that are productive in developing a learning community. This space is created by the implications expressed through the instructors' deliberate actions. Discourse Management is a technique to moderate student discourse in Modeling Instruction classes at the university level that was initially described by Desbien [1]. Implicit Action is one of 9 Modeling Discourse Management tools that we have identified. By means of qualitative analysis we illustrate the effectiveness of Implicit Action in implementing the Modeling Theory of Instruction.

  6. Leadership behaviour similarity as a basis of selection into a management team.

    PubMed

    Eagleson, G; Waldersee, R; Simmons, R

    2000-06-01

    There are contexts where, in order to be effective, a management team needs to display different leadership behaviours as well as possessing a wide range of experiences and skills. But achieving heterogeneity of behaviours is difficult if there are behavioural-similarity biases affecting a selection process. A sample of 126 participants completed a simulation of a selection process for a management team. They compared selection criteria and chose either a task or relations-oriented applicant for an advertised position as well as reporting their perception of their own preferred leadership style. The results of the simulation indicate that leadership behaviour can be a basis for similarity-attraction in the selection of a management team. PMID:10907101

  7. Management Competencies in Action: A Practical Framework.

    ERIC Educational Resources Information Center

    Jirasinghe, Dilum; Lyons, Geoffrey

    1995-01-01

    Explores the development, validation, and use of management competencies, focusing on British principals' position within the maintained-schools sector. Describes the generation of management competencies through a national job analysis involving some 255 heads. Advocates a competency-based evaluation process, presents specific headteacher…

  8. Lean management: innovative tools for engaging teams in continuous quality improvement.

    PubMed

    Perreault, Lucille; Vaillancourt, Lise; Filion, Catherine; Hadj, Camélia

    2014-01-01

    Lean management has proven to be a sustainable method to ensure a high level of patient care through innovation and teamwork. It involves a set of six tools that allow for visual management shared among team members. The team focuses their efforts on the improvement of organizational indicators in a standardized and engaging way, resulting in the sustainability of improvements. This article outlines the program's rollout at Montfort Hospital (l'Hôpital Montfort). In only a few months, two pilot units accomplished close to 50 improvements each. In addition, the organizational employee satisfaction questionnaire showed very positive results.

  9. Managing an outpatient parenteral antibiotic therapy team: challenges and solutions

    PubMed Central

    Halilovic, Jenana; Christensen, Cinda L; Nguyen, Hien H

    2014-01-01

    Outpatient parenteral antimicrobial therapy (OPAT) programs should strive to deliver safe, cost effective, and high quality care. One of the keys to developing and sustaining a high quality OPAT program is to understand the common challenges or barriers to OPAT delivery. We review the most common challenges to starting and managing an OPAT program and give practical advice on addressing these issues. PMID:24971015

  10. Managing at the Speed of Light: Principals Lead TQM Teams.

    ERIC Educational Resources Information Center

    Abbott, James E.

    1995-01-01

    Describes a program in California that funded school restructuring efforts. Highlights include creating a learning community; the role of principals; authentic accountability; quality indicators, including examples of hard logic and fuzzy logic; The Protocol, a total quality management (TQM) feedback tool; and how collaboration and TQM helped…

  11. Impediments to the success of management actions for species recovery.

    PubMed

    Ng, Chooi Fei; Possingham, Hugh P; McAlpine, Clive A; de Villiers, Deidré L; Preece, Harriet J; Rhodes, Jonathan R

    2014-01-01

    Finding cost-effective management strategies to recover species declining due to multiple threats is challenging, especially when there are limited resources. Recent studies offer insights into how costs and threats can influence the best choice of management actions. However, when implementing management actions in the real-world, a range of impediments to management success often exist that can be driven by social, technological and land-use factors. These impediments may limit the extent to which we can achieve recovery objectives and influence the optimal choice of management actions. Nonetheless, the implications of these impediments are not well understood, especially for recovery planning involving multiple actions. We used decision theory to assess the impact of these types of impediments for allocating resources among recovery actions to mitigate multiple threats. We applied this to a declining koala (Phascolarctos cinereus) population threatened by habitat loss, vehicle collisions, dog attacks and disease. We found that the unwillingness of dog owners to restrain their dogs at night (a social impediment), the effectiveness of wildlife crossings to reduce vehicle collisions (a technological impediment) and the unavailability of areas for restoration (a land-use impediment) significantly reduced the effectiveness of our actions. In the presence of these impediments, achieving successful recovery may be unlikely. Further, these impediments influenced the optimal choice of recovery actions, but the extent to which this was true depended on the target koala population growth rate. Given that species recovery is an important strategy for preserving biodiversity, it is critical that we consider how impediments to the success of recovery actions modify our choice of actions. In some cases, it may also be worth considering whether investing in reducing or removing impediments may be a cost-effective course of action. PMID:24699170

  12. Impediments to the Success of Management Actions for Species Recovery

    PubMed Central

    Ng, Chooi Fei; Possingham, Hugh P.; McAlpine, Clive A.; de Villiers, Deidré L.; Preece, Harriet J.; Rhodes, Jonathan R.

    2014-01-01

    Finding cost-effective management strategies to recover species declining due to multiple threats is challenging, especially when there are limited resources. Recent studies offer insights into how costs and threats can influence the best choice of management actions. However, when implementing management actions in the real-world, a range of impediments to management success often exist that can be driven by social, technological and land-use factors. These impediments may limit the extent to which we can achieve recovery objectives and influence the optimal choice of management actions. Nonetheless, the implications of these impediments are not well understood, especially for recovery planning involving multiple actions. We used decision theory to assess the impact of these types of impediments for allocating resources among recovery actions to mitigate multiple threats. We applied this to a declining koala (Phascolarctos cinereus) population threatened by habitat loss, vehicle collisions, dog attacks and disease. We found that the unwillingness of dog owners to restrain their dogs at night (a social impediment), the effectiveness of wildlife crossings to reduce vehicle collisions (a technological impediment) and the unavailability of areas for restoration (a land-use impediment) significantly reduced the effectiveness of our actions. In the presence of these impediments, achieving successful recovery may be unlikely. Further, these impediments influenced the optimal choice of recovery actions, but the extent to which this was true depended on the target koala population growth rate. Given that species recovery is an important strategy for preserving biodiversity, it is critical that we consider how impediments to the success of recovery actions modify our choice of actions. In some cases, it may also be worth considering whether investing in reducing or removing impediments may be a cost-effective course of action. PMID:24699170

  13. The importance of multidisciplinary team management of patients with non-small-cell lung cancer.

    PubMed

    Ellis, P M

    2012-06-01

    Historically, a simple approach to the treatment of non-small-cell lung cancer (nsclc) was applicable to nearly all patients. Recently, a more complex treatment algorithm has emerged, driven by both pathologic and molecular phenotype. This increasing complexity underscores the importance of a multidisciplinary team approach to the diagnosis, treatment, and supportive care of patients with nsclc. A team approach to management is important at all points: from diagnosis, through treatment, to end-of-life care. It also needs to be patient-centred and must involve the patient in decision-making concerning treatment. Multidisciplinary case conferencing is becoming an integral part of care. Early integration of palliative care into the team approach appears to contribute significantly to quality of life and potentially extends overall survival for these patients. Supportive approaches, including psychosocial and nutrition support, should be routinely incorporated into the team approach. Challenges to the implementation of multidisciplinary care require institutional commitment and support.

  14. The Evolving Manager Stereotype: The Effects of Industry Gender Typing on Performance Expectations for Leaders and Their Teams

    ERIC Educational Resources Information Center

    Cabrera, Susan F.; Sauer, Stephen J.; Thomas-Hunt, Melissa C.

    2009-01-01

    This study examined how external evaluators' assessments of a management team and its leader are impacted by congruence between the leader's gender and the gender typing of the industry in which the team works. We experimentally tested our theory using industries that are either male typed or gender neutral, with teams led by male and female…

  15. Managing the culturally diverse medical practice team: twenty-five strategies.

    PubMed

    Hills, Laura

    2014-01-01

    A common misconception is that the phrase workplace diversity means meeting certain quotas in employee race or gender categories. In fact, diversity is much more than that. This article explores the unique benefits and challenges of managing a culturally diverse medical practice team and offers practice managers 25 practical strategies. It describes the two types of diversity training that are beneficial to practice managers and the kinds of policies, practices, and procedures that foster and promote diversity. This article also explores ethnocentrism, racism, ageism, sexism, stereotyping, and other potentially divisive issues among a diverse medical practice team. It provides an assessment instrument practice managers can use to evaluate their own diversity management skills. Finally, this article defines specifically what is meant by the term diversity and explores the top 10 diversity issues in workplaces today. PMID:24873132

  16. Managing the culturally diverse medical practice team: twenty-five strategies.

    PubMed

    Hills, Laura

    2014-01-01

    A common misconception is that the phrase workplace diversity means meeting certain quotas in employee race or gender categories. In fact, diversity is much more than that. This article explores the unique benefits and challenges of managing a culturally diverse medical practice team and offers practice managers 25 practical strategies. It describes the two types of diversity training that are beneficial to practice managers and the kinds of policies, practices, and procedures that foster and promote diversity. This article also explores ethnocentrism, racism, ageism, sexism, stereotyping, and other potentially divisive issues among a diverse medical practice team. It provides an assessment instrument practice managers can use to evaluate their own diversity management skills. Finally, this article defines specifically what is meant by the term diversity and explores the top 10 diversity issues in workplaces today.

  17. Zooming in on the Partnership of a Successful Teaching Team: Examining Cooperation, Action and Recognition

    ERIC Educational Resources Information Center

    Henning Loeb, Ingrid

    2016-01-01

    This article investigates the cooperation of a teaching team in Swedish upper secondary education over a period of five years. The data collection builds on field studies and partly on a collaborative research approach. Three areas of cooperation have been identified: collaboration among the staff; interactions between the staff and the students;…

  18. Fostering Teacher Learning Communities: A Case Study of a School-Based Leadership Team's Action Research

    ERIC Educational Resources Information Center

    Fischer, Kenneth Brian

    2013-01-01

    The purpose of this study is to examine how a school-based leadership team identifies and alters school conditions to foster the development of TLCs. Many educators, school leaders, and politicians have embraced teacher learning communities (TLCs) as a vehicle for school reform. Despite the considerable documentation of the capability for TLCs to…

  19. Distributed Leadership in Action: Leading High-Performing Leadership Teams in English Schools

    ERIC Educational Resources Information Center

    Bush, Tony; Glover, Derek

    2012-01-01

    Heroic models of leadership based on the role of the principal have been supplemented by an emerging recognition of the value of "distributed leadership". The work of effective senior leadership teams (SLTs) is an important manifestation of distributed leadership, but there has been only limited research addressing the relationship between this…

  20. TQM in action ... the experience of a nursing documentation project team.

    PubMed

    Jackson, M B

    1995-01-01

    This is the second article in a two-part series that describes the implementation of TQM at the Jewish Home of Rochester, New York, a 362 bed long term care facility. The first article gave an overview of the implementation process in the organization. This article describes the work of one of the initial project teams.

  1. Interprofessional team management in pediatric critical care: some challenges and possible solutions

    PubMed Central

    Stocker, Martin; Pilgrim, Sina B; Burmester, Margarita; Allen, Meredith L; Gijselaers, Wim H

    2016-01-01

    Background Aiming for and ensuring effective patient safety is a major priority in the management and culture of every health care organization. The pediatric intensive care unit (PICU) has become a workplace with a high diversity of multidisciplinary physicians and professionals. Therefore, delivery of high-quality care with optimal patient safety in a PICU is dependent on effective interprofessional team management. Nevertheless, ineffective interprofessional teamwork remains ubiquitous. Methods We based our review on the framework for interprofessional teamwork recently published in association with the UK Centre for Advancement of Interprofessional Education. Articles were selected to achieve better understanding and to include and translate new ideas and concepts. Findings The barrier between autonomous nurses and doctors in the PICU within their silos of specialization, the failure of shared mental models, a culture of disrespect, and the lack of empowering parents as team members preclude interprofessional team management and patient safety. A mindset of individual responsibility and accountability embedded in a network of equivalent partners, including the patient and their family members, is required to achieve optimal interprofessional care. Second, working competently as an interprofessional team is a learning process. Working declared as a learning process, psychological safety, and speaking up are pivotal factors to learning in daily practice. Finally, changes in small steps at the level of the microlevel unit are the bases to improve interprofessional team management and patient safety. Once small things with potential impact can be changed in one’s own unit, engagement of health care professionals occurs and projects become accepted. Conclusion Bottom–up patient safety initiatives encouraging participation of every single care provider by learning effective interprofessional team management within daily practice may be an effective way of

  2. Integrated Project Teams - An Essential Element of Project Management during Project Planning and Execution - 12155

    SciTech Connect

    Burritt, James G.; Berkey, Edgar

    2012-07-01

    Managing complex projects requires a capable, effective project manager to be in place, who is assisted by a team of competent assistants in various relevant disciplines. This team of assistants is known as the Integrated Project Team (IPT). he IPT is composed of a multidisciplinary group of people who are collectively responsible for delivering a defined project outcome and who plan, execute, and implement over the entire life-cycle of a project, which can be a facility being constructed or a system being acquired. An ideal IPT includes empowered representatives from all functional areas involved with a project-such as engineering design, technology, manufacturing, test and evaluation, contracts, legal, logistics, and especially, the customer. Effective IPTs are an essential element of scope, cost, and schedule control for any complex, large construction project, whether funded by DOE or another organization. By recently assessing a number of major, on-going DOE waste management projects, the characteristics of high performing IPTs have been defined as well as the reasons for potential IPT failure. Project managers should use IPTs to plan and execute projects, but the IPTs must be properly constituted and the members capable and empowered. For them to be effective, the project manager must select the right team, and provide them with the training and guidance for them to be effective. IPT members must treat their IPT assignment as a primary duty, not some ancillary function. All team members must have an understanding of the factors associated with successful IPTs, and the reasons that some IPTs fail. Integrated Project Teams should be used by both government and industry. (authors)

  3. Team resource management participant's handbook for the atomic vapor laser isotope separation program

    SciTech Connect

    Bennett, Tom

    1998-05-01

    The goal of any operation is to complete tasks efficiently and effectively. Working safely is completely consistent with efficient, reliable operations. Working in an unsafe manner is not effective or ultimately efficient. If someone is hurt, work stops. Following the steps advocated by Team Resource Management (TRM) leads to more safe, efficient, effective work habits. TRM is a method used by teams (i.e., leaders and workers) to conduct technical business. It is used by the aviation industry to improve reliability and safety through formalizing the way it does business. High reliability organizations do exist. They conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine if we have the right stuff. The goals of this workshop are to: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM's 12 rules-of-thumb (the "Dirty Dozen") and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.

  4. Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance.

    PubMed

    Stewart, Greg L; Courtright, Stephen H; Barrick, Murray R

    2012-03-01

    The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how peer-based rational control, which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with the more commonly studied normative control force of group cohesion to explain both individual and collective performance in teams. On the basis of data from 587 factory workers in 45 self-managing teams at 3 organizations, peer-based rational control corresponded with higher performance for both individuals and collective teams. Results further demonstrated that the rational and normative mechanism of peer-based control interacted to explain performance at both the individual and team levels. Increased peer-based rational control corresponded with higher individual and collective performance in teams with low cohesion, but the positive effects on performance were attenuated in cohesive teams.

  5. Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance.

    PubMed

    Stewart, Greg L; Courtright, Stephen H; Barrick, Murray R

    2012-03-01

    The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how peer-based rational control, which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with the more commonly studied normative control force of group cohesion to explain both individual and collective performance in teams. On the basis of data from 587 factory workers in 45 self-managing teams at 3 organizations, peer-based rational control corresponded with higher performance for both individuals and collective teams. Results further demonstrated that the rational and normative mechanism of peer-based control interacted to explain performance at both the individual and team levels. Increased peer-based rational control corresponded with higher individual and collective performance in teams with low cohesion, but the positive effects on performance were attenuated in cohesive teams. PMID:21895352

  6. Action Guide for Emergency Management at Institutions of Higher Education

    ERIC Educational Resources Information Center

    Office of Safe and Drug-Free Schools, US Department of Education, 2010

    2010-01-01

    This "Action Guide for Emergency Management at Higher Education Institutions" has been developed to give higher education institutions a useful resource in the field of emergency management. It is intended for community colleges, four-year colleges and universities, graduate schools, and research institutions associated with higher education…

  7. Uranium Mill Tailings Remedial Action Project surface project management plan

    SciTech Connect

    Not Available

    1994-09-01

    This Project Management Plan describes the planning, systems, and organization that shall be used to manage the Uranium Mill Tailings Remedial Action Project (UMTRA). US DOE is authorized to stabilize and control surface tailings and ground water contamination at 24 inactive uranium processing sites and associated vicinity properties containing uranium mill tailings and related residual radioactive materials.

  8. Action Regulation Theory and Career Self-Management

    ERIC Educational Resources Information Center

    Raabe, Babette; Frese, Michael; Beehr, Terry A.

    2007-01-01

    Much of the responsibility for managing careers is shifting from employers to adaptive and proactive employees. A career management intervention based on action regulation theory trained 205 white collar employees to engage actively in their own career building by increasing their self-knowledge, career goal commitment, and career plan quality. As…

  9. Team resource management trainer's manual for the atomic vapor laser isotope separation program

    SciTech Connect

    Bennett, Tom

    1998-03-13

    High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM's 12 rules-of-thumb (the "Dirty Dozen") and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.

  10. Accelerating and Braking in Times of Economic Crisis: Organisational Learning in a Top Management Team

    ERIC Educational Resources Information Center

    Wallo, Andreas; Kock, Henrik; Nilsson, Peter

    2012-01-01

    Purpose: The purpose of this article is to present the results of a study of an industrial company's top management team (TMT) that fought to survive an economic crisis. Specifically, the article seeks to focus on describing the TMT's composition, group processes, and work during a period of high external pressure; analysing the TMT's work in…

  11. Is Management Education Better Learned in Teams? A Study of Teamwork within the Business Education Curriculum

    ERIC Educational Resources Information Center

    DiFonzo, Francis L.

    2010-01-01

    The primary purpose of this research was to determine if there are any differences in the perceptions between graduate and undergraduate learners regarding the effectiveness of team-based projects in management education. This study was performed using graduate and undergraduate learners from one New Hampshire university. The researcher was…

  12. The Perceptions of Senior Management Teams' (SMTs) Dominant Leadership Styles in Selected Botswana Primary Schools

    ERIC Educational Resources Information Center

    Mhozya, C. M.

    2010-01-01

    This study, which was funded by the office of research and development (ORD) in the University of Botswana, surveyed 65 primary schools in South Central region in Botswana, which aimed at establishing the perceptions of senior management teams dominant leadership style. The study was done in three phases; the first phase started in June 2008 to…

  13. Making the Grade and Staying Engaged: The Influence of Student Management Teams on Student Classroom Outcomes

    ERIC Educational Resources Information Center

    Troisi, Jordan D.

    2014-01-01

    The use of student management teams (SMTs) is a relatively new teaching technique designed to increase the quality of college courses and student performance and engagement within those courses. However, to date, little systematic, empirical research has validated the effectiveness of using SMTs. To test the effectiveness of this technique, the…

  14. Student Management Teams Increase College Students' Feelings of Autonomy in the Classroom

    ERIC Educational Resources Information Center

    Troisi, Jordan D.

    2015-01-01

    The use of Student Management Teams (SMTs) is a relatively new teaching technique designed to increase students' motivation and involvement with the planning and execution of college courses. However, to date, little systematic, empirical research has validated the effectiveness of using SMTs. To test the effectiveness of this technique, the…

  15. The Link between Self-Managed Work Teams and Learning Organisations Using Performance Indicators

    ERIC Educational Resources Information Center

    Power, Joe; Waddell, Di

    2004-01-01

    Both the learning organization literature and the self-managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link between these two concepts remains undeveloped. This study uses a survey of a random sample of 200 Australian organizations to empirically examine the relationships between…

  16. Defining Projects to Integrate Evolving Team Fundamentals and Project Management Skills

    ERIC Educational Resources Information Center

    Smith, Harold, III; Smarkusky, Debra; Corrigall, Elizabeth

    2008-01-01

    Industry has indicated the desire for academic programs to produce graduates that are well-versed in collaborative problem solving and general project management concepts in addition to technical skills. The primary focus of a curriculum is typically centered on the technical training with minimal attention given to coalescing team and project…

  17. Enhancing Deep Learning: Lessons from the Introduction of Learning Teams in Management Education in France

    ERIC Educational Resources Information Center

    Borredon, Liz; Deffayet, Sylvie; Baker, Ann C.; Kolb, David

    2011-01-01

    Drawing from the reflective teaching and learning practices recommended in influential publications on learning styles, experiential learning, deep learning, and dialogue, the authors tested the concept of "learning teams" in the framework of a leadership program implemented for the first time in a top French management school ("Grande Ecole").…

  18. The Vital Role of Task Teams: The Total Quality Management Approach on Restructuring Organizations.

    ERIC Educational Resources Information Center

    Munoz, Marco A.

    Teams are an important element of restructuring organizations because much of the work of the organization is being done in small units, the microcosms of organizations. Total Quality Management (TQM) is one way to analyze the importance of teamwork during restructuring. This paper describes the basic principles and tools of TQM and considers its…

  19. Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams

    PubMed Central

    Stephens, John Paul; Lyddy, Christopher J.

    2016-01-01

    Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes. PMID:27047407

  20. Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams.

    PubMed

    Stephens, John Paul; Lyddy, Christopher J

    2016-01-01

    Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes.

  1. Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams.

    PubMed

    Stephens, John Paul; Lyddy, Christopher J

    2016-01-01

    Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes. PMID:27047407

  2. Patient Dose Management: Focus on Practical Actions

    PubMed Central

    2016-01-01

    Medical radiation is a very important part of modern medicine, and should be only used when needed and optimized. Justification and optimization of radiation examinations must be performed. The first step of reduction of medical exposure is to know the radiation dose in currently performed examinations. This review covers radiation units, how various imaging modalities report dose, and the current status of radiation dose reports and legislation. Also, practical tips that can be applied to clinical practice are introduced. Afterwards, the importance of radiology exposure related education is emphasized and the current status of education for medical personal and the public is explained, and appropriate education strategies are suggested. Commonly asked radiation dose related example questions and answers are provided in detail to allow medical personnel to answer patients. Lastly, we talk about computerized programs that can be used in medical facilities for managing patient dose. While patient dose monitoring and management should be used to decrease and optimize overall radiation dose, it should not be used to assess individual cancer risk. One must always remember that medically justified examinations should always be performed, and unneeded examinations should be avoided in the first place. PMID:26908988

  3. Patient Dose Management: Focus on Practical Actions.

    PubMed

    Park, Michael Yong; Jung, Seung Eun

    2016-02-01

    Medical radiation is a very important part of modern medicine, and should be only used when needed and optimized. Justification and optimization of radiation examinations must be performed. The first step of reduction of medical exposure is to know the radiation dose in currently performed examinations. This review covers radiation units, how various imaging modalities report dose, and the current status of radiation dose reports and legislation. Also, practical tips that can be applied to clinical practice are introduced. Afterwards, the importance of radiology exposure related education is emphasized and the current status of education for medical personal and the public is explained, and appropriate education strategies are suggested. Commonly asked radiation dose related example questions and answers are provided in detail to allow medical personnel to answer patients. Lastly, we talk about computerized programs that can be used in medical facilities for managing patient dose. While patient dose monitoring and management should be used to decrease and optimize overall radiation dose, it should not be used to assess individual cancer risk. One must always remember that medically justified examinations should always be performed, and unneeded examinations should be avoided in the first place. PMID:26908988

  4. Managing mental illness in the dialysis treatment environment: a team approach.

    PubMed

    Prescott, Megan

    2006-12-01

    Outpatient chronic hemodialysis facilities often serve large populations of patients in an open and sometimes fast-paced environment. Any sizeable group of people will contain a sample of mental illnesses -and the end-stage renal disease diagnosis can be accompanied by co-occurring or comorbid mental illness. Thus, it is important for professional teams to be able to effectively manage related issues arising in the dialysis clinic. Guided by Medicare mandates, dialysis clinics all employ a masters level social worker to respond to the myriad psychosocial needs of this population; MSWs are trained to recognize the signs and symptoms of mental illnesses, and can help guide the team response.

  5. Team management of the female athlete triad part 2: optimal treatment and prevention tactics.

    PubMed

    Joy, E; Clark, N; Ireland, M L; Martire, J; Nattiv, A; Varechok, S

    1997-04-01

    Multidisciplinary management of the female athlete triad (disordered eating, amenorrhea, and osteoporosis) is optimal, but what exactly does it entail? With the primary care physician as the point person, the healthcare team addresses the underlying causes of disordered eating through such measures as drawing up a contract for returning to play, resolving nutrition issues, exploring psychotherapy options, and, sometimes, prescribing antidepressants. Hormone replacement therapy and conservative or orthopedic intervention for stress fractures may also be required. Communication among the members of the treatment team is crucial, and athletic trainers especially can provide valuable input. Prevention strategies need to involve education of coaches, teachers, trainers, parents, and others who work closely with female athletes.

  6. When do business units benefit more from collective citizenship behavior of management teams? An upper echelons perspective.

    PubMed

    Liu, Wu; Gong, Yaping; Liu, Jun

    2014-05-01

    Drawing upon the notion of managerial discretion from upper echelons theory, we theorize which external contingencies moderate the relationship between collective organizational citizenship behavior (COCB) and unit performance. Focusing on business unit (BU) management teams, we hypothesize that COCB of BU management teams enhances BU performance and that this impact depends on environmental uncertainty and BU management-team decision latitude, 2 determinants of managerial discretion. In particular, the positive effect of COCB is stronger when environmental uncertainty or the BU management-team decision latitude is greater. Time-lagged data from 109 BUs of a telecommunications company support the hypotheses. Additional exploratory analysis shows that the positive moderating effect of environmental uncertainty is further amplified at higher levels of BU management-team decision latitude. Overall, this study extends the internally focused view in the micro OCB literature by introducing external contingencies for the COCB-unit-performance relationship. PMID:24417551

  7. Management of groundwater corrective actions at the Savannah River Site

    SciTech Connect

    Amidon, M.B.; Ebra, M.A.; Horvath, J.G.; Lewis, C.M.; Bergren, C.L.

    1992-01-01

    The Savannah River Site, SRS, has experienced groundwater contamination as a result of past operating practices. Clean-up of these groundwaters has the potential to become a very large effort requiring a significant commitment of resources. However, the contaminated groundwaters identified do not present an imminent risk to the offsite population or to onsite workers. In order to ensure a risk-based, cost-effective approach to these actions, a program plan has been developed for the management of contaminated groundwaters at the SRS. This paper will describe the strategy for contaminated groundwater management resulting from the SRS groundwater program plan. Initial corrective actions at SRS have been driven by regulatory requirements under the Resource Conservation and Recovery Act, RCRA. A major groundwater corrective action has been conducted at one waste site at the SRS since 1985. Other potentially major corrective actions at the SRS have been identified. The contaminants of concern include organic solvents, radionuclides, and heavy metals, and their removal presents significant technical challenges. The strategy proposes to: evaluate the regulatory requirements, the long-term risks of the various contaminated groundwater units, the technical requirements associated with clean-up, and the availability of resources; and prioritize future corrective actions while meeting existing commitments to action.

  8. Management of groundwater corrective actions at the Savannah River Site

    SciTech Connect

    Amidon, M.B.; Ebra, M.A.; Horvath, J.G.; Lewis, C.M.; Bergren, C.L.

    1992-06-01

    The Savannah River Site, SRS, has experienced groundwater contamination as a result of past operating practices. Clean-up of these groundwaters has the potential to become a very large effort requiring a significant commitment of resources. However, the contaminated groundwaters identified do not present an imminent risk to the offsite population or to onsite workers. In order to ensure a risk-based, cost-effective approach to these actions, a program plan has been developed for the management of contaminated groundwaters at the SRS. This paper will describe the strategy for contaminated groundwater management resulting from the SRS groundwater program plan. Initial corrective actions at SRS have been driven by regulatory requirements under the Resource Conservation and Recovery Act, RCRA. A major groundwater corrective action has been conducted at one waste site at the SRS since 1985. Other potentially major corrective actions at the SRS have been identified. The contaminants of concern include organic solvents, radionuclides, and heavy metals, and their removal presents significant technical challenges. The strategy proposes to: evaluate the regulatory requirements, the long-term risks of the various contaminated groundwater units, the technical requirements associated with clean-up, and the availability of resources; and prioritize future corrective actions while meeting existing commitments to action.

  9. Impact of crisis resource management simulation-based training for interprofessional and interdisciplinary teams: A systematic review.

    PubMed

    Fung, Lillia; Boet, Sylvain; Bould, M Dylan; Qosa, Haytham; Perrier, Laure; Tricco, Andrea; Tavares, Walter; Reeves, Scott

    2015-01-01

    Crisis resource management (CRM) abilities are important for different healthcare providers to effectively manage critical clinical events. This study aims to review the effectiveness of simulation-based CRM training for interprofessional and interdisciplinary teams compared to other instructional methods (e.g., didactics). Interprofessional teams are composed of several professions (e.g., nurse, physician, midwife) while interdisciplinary teams are composed of several disciplines from the same profession (e.g., cardiologist, anaesthesiologist, orthopaedist). Medline, EMBASE, CINAHL, Cochrane Central Register of Controlled Trials, and ERIC were searched using terms related to CRM, crisis management, crew resource management, teamwork, and simulation. Trials comparing simulation-based CRM team training versus any other methods of education were included. The educational interventions involved interprofessional or interdisciplinary healthcare teams. The initial search identified 7456 publications; 12 studies were included. Simulation-based CRM team training was associated with significant improvements in CRM skill acquisition in all but two studies when compared to didactic case-based CRM training or simulation without CRM training. Of the 12 included studies, one showed significant improvements in team behaviours in the workplace, while two studies demonstrated sustained reductions in adverse patient outcomes after a single simulation-based CRM team intervention. In conclusion, CRM simulation-based training for interprofessional and interdisciplinary teams show promise in teaching CRM in the simulator when compared to didactic case-based CRM education or simulation without CRM teaching. More research, however, is required to demonstrate transfer of learning to workplaces and potential impact on patient outcomes.

  10. Case study: Comparison of motivation for achieving higher performance between self-directed and manager-directed aerospace engineering teams

    NASA Astrophysics Data System (ADS)

    Erlick, Katherine

    "The stereotype of engineers is that they are not people oriented; the stereotype implies that engineers would not work well in teams---that their task emphasis is a solo venture and does not encourage social aspects of collaboration" (Miner & Beyerlein, 1999, p. 16). The problem is determining the best method of providing a motivating environment where design engineers may contribute within a team in order to achieve higher performance in the organization. Theoretically, self-directed work teams perform at higher levels. But, allowing a design engineer to contribute to the team while still maintaining his or her anonymity is the key to success. Therefore, a motivating environment must be established to encourage greater self-actualization in design engineers. The purpose of this study is to determine the favorable motivational environment for design engineers and describe the comparison between two aerospace design-engineering teams: one self-directed and the other manager directed. Following the comparison, this study identified whether self-direction or manager-direction provides the favorable motivational environment for operating as a team in pursuit of achieving higher performance. The methodology used in this research was the case study focusing on the team's levels of job satisfaction and potential for higher performance. The collection of data came from three sources, (a) surveys, (b) researcher observer journal and (c) collection of artifacts. The surveys provided information regarding personal behavior characteristics, potentiality for higher performance and motivational attributes. The researcher journal provided information regarding team dynamics, individual interaction, conflict and conflict resolution. The milestone for performance was based on the collection of artifacts from the two teams. The findings from this study illustrated that whether the team was manager-directed or self-directed does not appear to influence the needs and wants of the

  11. Strategies for Talent Management: Greater Philadelphia Companies in Action

    ERIC Educational Resources Information Center

    Council for Adult and Experiential Learning (NJ1), 2008

    2008-01-01

    Human capital is one of the critical issues that impacts the Greater Philadelphia region's ability to grow and prosper. The CEO Council for Growth (CEO Council) is committed to ensuring a steady and talented supply of quality workers for this region. "Strategies for Talent Management: Greater Philadelphia Companies in Action" provides insights…

  12. 10 CFR 26.77 - Management actions regarding possible impairment.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Section 26.77 Energy NUCLEAR REGULATORY COMMISSION FITNESS FOR DUTY PROGRAMS Management Actions and... competently perform his or her duties. (b) If an individual appears to be impaired or the individual's fitness... perform drug and alcohol tests or implement the determination of fitness process otherwise required...

  13. Exploring the relationship between senior management team culture and hospital performance.

    PubMed

    Davies, H T O; Mannion, R; Jacobs, R; Powell, A E; Marshall, M N

    2007-02-01

    The purpose of this study was to explore relationships between senior management team culture and organizational performance in English hospital organizations (NHS trusts [National Health Service]). We used an established culture-rating instrument, the Competing Values Framework, to assess senior management team culture. Organizational performance was assessed using a wide variety of routinely collected measures. Data were gathered from all English NHS acute hospital trusts, a total of 197 organizations. Multivariate econometric analyses were used to explore the associations between measures of culture and measures of performance using regressions, ANOVA, multinomial logit, and ordered probit. Organizational culture varied across hospital organizations, and at least some of this variation was associated in consistent and predictable ways with a variety of organizational characteristics and measures of performance. The findings provide particular support for a contingent relationship between culture and performance.

  14. An integrated risk assessment tool for team-based periodontal disease management.

    PubMed

    Thyvalikakath, Thankam P; Padman, Rema; Gupta, Sugandh

    2013-01-01

    Mounting evidence suggests a potential association of periodontal disease with systemic diseases such as diabetes, cardiovascular disease, cancer and stroke. The objective of this study is to develop an integrated risk assessment tool that displays a patients' risk for periodontal disease in the context of their systemic disease, social habits and oral health. Such a tool will be used by not just dental professionals but also by care providers who participate in the team-based care for chronic disease management. Displaying relationships between risk factors and its influence on the patient's general health could be a powerful educational and disease management tool for patients and clinicians. It may also improve the coordination of care provided by the provider-members of a chronic care team.

  15. McClellan AFB Management Action Plan (MAP) submittal

    SciTech Connect

    Not Available

    1992-12-23

    This Management Action Plan ('Action Plan' or 'MAP') contains a status summary of the McClellan Air Force Base (McAFB) environmental restoration and compliance programs and presents a comprehensive strategy for implementing response actions necessary to protect human health and the environment. This strategy integrates activities under both the Installation Restoration Program (IRP) and the Environmental Compliance Program (ECP). This Action Plan is a dynamic document that will be updated on a regular basis using the change-a-page looseleaf binder concept for day-to-day revisions along with a subsection at the end of each chapter to highlight any modifications or innovations since the previous major annual review/update.

  16. The external leadership of self-managing teams: intervening in the context of novel and disruptive events.

    PubMed

    Morgeson, Frederick P

    2005-05-01

    Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N=117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive.

  17. Difficult Airway Response Team: A Novel Quality Improvement Program for Managing Hospital-Wide Airway Emergencies

    PubMed Central

    Mark, Lynette J.; Herzer, Kurt R.; Cover, Renee; Pandian, Vinciya; Bhatti, Nasir I.; Berkow, Lauren C.; Haut, Elliott R.; Hillel, Alexander T.; Miller, Christina R.; Feller-Kopman, David J.; Schiavi, Adam J.; Xie, Yanjun J.; Lim, Christine; Holzmueller, Christine; Ahmad, Mueen; Thomas, Pradeep; Flint, Paul W.; Mirski, Marek A.

    2015-01-01

    Background Difficult airway cases can quickly become emergencies, increasing the risk of life-threatening complications or death. Emergency airway management outside the operating room is particularly challenging. Methods We developed a quality improvement program—the Difficult Airway Response Team (DART)—to improve emergency airway management outside the operating room. DART was implemented by a team of anesthesiologists, otolaryngologists, trauma surgeons, emergency medicine physicians, and risk managers in 2005 at The Johns Hopkins Hospital in Baltimore, Maryland. The DART program had three core components: operations, safety, and education. The operations component focused on developing a multidisciplinary difficult airway response team, standardizing the emergency response process, and deploying difficult airway equipment carts throughout the hospital. The safety component focused on real-time monitoring of DART activations and learning from past DART events to continuously improve system-level performance. This objective entailed monitoring the paging system, reporting difficult airway events and DART activations to a web-based registry, and using in situ simulations to identify and mitigate defects in the emergency airway management process. The educational component included development of a multispecialty difficult airway curriculum encompassing case-based lectures, simulation, and team building/communication to ensure consistency of care. Educational materials were also developed for non-DART staff and patients to inform them about the needs of patients with difficult airways and ensure continuity of care with other providers after discharge. Results Between July 2008 and June 2013, DART managed 360 adult difficult airway events comprising 8% of all code activations. Predisposing patient factors included body mass index > 40, history of head and neck tumor, prior difficult intubation, cervical spine injury, airway edema, airway bleeding, and previous

  18. The Moderating Role of Performance in the Link From Interactional Justice Climate to Mutual Trust Between Managers and Team Members.

    PubMed

    Martínez-Tur, Vicente; Gracia, Esther; Moliner, Carolina; Molina, Agustín; Kuster, Inés; Vila, Natalia; Ramos, José

    2016-06-01

    The main goal of this study was to examine the interaction between team members' performance and interactional justice climate in predicting mutual trust between managers and team members. A total of 93 small centers devoted to the attention of people with intellectual disability participated in the study. In each center, the manager (N = 93) and a group of team members (N = 746) were surveyed. On average, team members were 36.2 years old (SD = 9.3), whereas managers were 41.2 years old (SD = 8.8). The interaction between interactional justice climate and performance was statistically significant. Team members' performance strengthened the link from interactional justice climate to mutual trust. PMID:27170639

  19. IRAC: Mode of action classification and insecticide resistance management.

    PubMed

    Sparks, Thomas C; Nauen, Ralf

    2015-06-01

    Insecticide resistance is a long standing and expanding problem for pest arthropod control. Effective insecticide resistance management (IRM) is essential if the utility of current and future insecticides is to be preserved. Established in 1984, the Insecticide Resistance Action Committee (IRAC) is an international association of crop protection companies. IRAC serves as the Specialist Technical Group within CropLife International focused on ensuring the long term efficacy of insect, mite and tick control products through effective resistance management for sustainable agriculture and improved public health. A key function of IRAC is the continued development of the Mode of Action (MoA) classification scheme, which provides up-to-date information on the modes of action of new and established insecticides and acaricides and which serves as the basis for developing appropriate IRM strategies for crop protection and vector control. The IRAC MoA classification scheme covers more than 25 different modes of action and at least 55 different chemical classes. Diversity is the spice of resistance management by chemical means and thus it provides an approach to IRM providing a straightforward means to identify potential rotation/alternation options.

  20. Communication action for case managers. Techniques to manage conflict.

    PubMed

    Marino, T Y; Kahnoski, B

    1998-01-01

    The art of communication can facilitate case management in an optimum sense. It can also create conflict issues if handled inappropriately. In this article, the authors explore the basic tenets of the communication process. On this basic foundation, conflict and approaches to conflict resolution are explored. Specifically, Kare Anderson's Triangle Talk model is used in conjunction with a specific case that demonstrates the potential for positive communication outcomes. The model offers three principles, which are discussed individually. Good communication skills are a prime component of therapy and case management. It is important to the case outcome that the communication is done well. However, it is unusual for health care providers to have specialized training in the skills of conflict negotiation. The authors offer the reader an opportunity to apply what is presented in this article in a self-study module at the end. PMID:9526394

  1. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 4 2014-01-01 2014-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  2. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 4 2011-01-01 2011-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  3. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 4 2012-01-01 2012-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  4. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 7 Agriculture 4 2010-01-01 2010-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  5. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 4 2013-01-01 2013-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  6. Peer-Based Control in Self-Managing Teams: Linking Rational and Normative Influence with Individual and Group Performance

    ERIC Educational Resources Information Center

    Stewart, Greg L.; Courtright, Stephen H.; Barrick, Murray R.

    2012-01-01

    The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how "peer-based rational control", which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with…

  7. Qualitative evaluation of the implementation of the Interdisciplinary Management Tool: a reflective tool to enhance interdisciplinary teamwork using Structured, Facilitated Action Research for Implementation.

    PubMed

    Nancarrow, Susan A; Smith, Tony; Ariss, Steven; Enderby, Pamela M

    2015-07-01

    Reflective practice is used increasingly to enhance team functioning and service effectiveness; however, there is little evidence of its use in interdisciplinary teams. This paper presents the qualitative evaluation of the Interdisciplinary Management Tool (IMT), an evidence-based change tool designed to enhance interdisciplinary teamwork through structured team reflection. The IMT incorporates three components: an evidence-based resource guide; a reflective implementation framework based on Structured, Facilitated Action Research for Implementation methodology; and formative and summative evaluation components. The IMT was implemented with intermediate care teams supported by independent facilitators in England. Each intervention lasted 6 months and was evaluated over a 12-month period. Data sources include interviews, a focus group with facilitators, questionnaires completed by team members and documentary feedback from structured team reports. Data were analysed qualitatively using the Framework approach. The IMT was implemented with 10 teams, including 253 staff from more than 10 different disciplines. Team challenges included lack of clear vision; communication issues; limited career progression opportunities; inefficient resource use; need for role clarity and service development. The IMT successfully engaged staff in the change process, and resulted in teams developing creative strategies to address the issues identified. Participants valued dedicated time to focus on the processes of team functioning; however, some were uncomfortable with a focus on teamwork at the expense of delivering direct patient care. The IMT is a relatively low-cost, structured, reflective way to enhance team function. It empowers individuals to understand and value their own, and others' roles and responsibilities within the team; identify barriers to effective teamwork, and develop and implement appropriate solutions to these. To be successful, teams need protected time to take

  8. Qualitative evaluation of the implementation of the Interdisciplinary Management Tool: a reflective tool to enhance interdisciplinary teamwork using Structured, Facilitated Action Research for Implementation.

    PubMed

    Nancarrow, Susan A; Smith, Tony; Ariss, Steven; Enderby, Pamela M

    2015-07-01

    Reflective practice is used increasingly to enhance team functioning and service effectiveness; however, there is little evidence of its use in interdisciplinary teams. This paper presents the qualitative evaluation of the Interdisciplinary Management Tool (IMT), an evidence-based change tool designed to enhance interdisciplinary teamwork through structured team reflection. The IMT incorporates three components: an evidence-based resource guide; a reflective implementation framework based on Structured, Facilitated Action Research for Implementation methodology; and formative and summative evaluation components. The IMT was implemented with intermediate care teams supported by independent facilitators in England. Each intervention lasted 6 months and was evaluated over a 12-month period. Data sources include interviews, a focus group with facilitators, questionnaires completed by team members and documentary feedback from structured team reports. Data were analysed qualitatively using the Framework approach. The IMT was implemented with 10 teams, including 253 staff from more than 10 different disciplines. Team challenges included lack of clear vision; communication issues; limited career progression opportunities; inefficient resource use; need for role clarity and service development. The IMT successfully engaged staff in the change process, and resulted in teams developing creative strategies to address the issues identified. Participants valued dedicated time to focus on the processes of team functioning; however, some were uncomfortable with a focus on teamwork at the expense of delivering direct patient care. The IMT is a relatively low-cost, structured, reflective way to enhance team function. It empowers individuals to understand and value their own, and others' roles and responsibilities within the team; identify barriers to effective teamwork, and develop and implement appropriate solutions to these. To be successful, teams need protected time to take

  9. Aircrew Discourse: Exploring Strategies of Information and Action Management

    NASA Technical Reports Server (NTRS)

    Irwin, Cheryl M.; Veinott, Elizabeth S.; Shafto, Michael G. (Technical Monitor)

    1995-01-01

    This paper explores methodology issues encountered in the analysis of flightcrew communications in aviation simulation research. Examples are provided by two recent studies which are compared on three issues: level of analysis, data definition, and interpretation of the results. The data discussed were collected in a study comparing two levels of aircraft automation. The first example is an investigation of how pilots' information transfer strategies differed as a function of automation during low and high-workload flight phases. The second study focuses on how crews managed actions in the two aircraft during a ten minute, high-workload flight segment. Results indicated that crews in the two aircraft differed in their strategies of information and action management. The differences are discussed in terms of their operational and research significance.

  10. What Makes Teacher Teams in a Vocational Education Context Effective?: A Qualitative Study of Managers' View on Team Working

    ERIC Educational Resources Information Center

    Truijen, K. J. P.; Sleegers, P. J. C.; Meelissen, M. R. M.; Nieuwenhuis, A. F. M.

    2013-01-01

    Purpose: At a time when secondary vocational education is implementing competence-based education (CBE) on a large scale, to adapt to the needs of students and of the labour market in a modern society, many vocational schools have recognised that interdisciplinary teacher teams are an important condition for this implementation. In order to…

  11. Learning Productivity: A Case Analysis of the e-BOSNO Course for Manager Teams

    ERIC Educational Resources Information Center

    Winnips, Koos; Collis, Betty

    2004-01-01

    Action learning in a workplace context, focused on projects relating to real business needs, is the basis of the management seminars offered by the BOSNO (in Dutch, BedrijfsOpleiding voor Samenwerkende Nederlandse Ondernemingen Company training for Dutch companies working in cooperation with each other) consortium in The Netherlands. In the…

  12. Collaborative Action Team Process: Bringing Home, School, Community, and Students Together To Improve Results for Children and Families. Final Research Report.

    ERIC Educational Resources Information Center

    Rudo, Zena H.; Achacoso, Michelle; Perez, Delia

    This report details a study designed to test the sustainability of a school-based Collaborative Action Team (CAT) process, which attempted to address the need to enhance family and community involvement in education and to be self-sustaining over time. Based in communities across five Southwestern states, the intervention tested the sustainability…

  13. Virtual Team Learning: An Introductory Study Team Exercise

    ERIC Educational Resources Information Center

    Clark, Delwyn N.; Gibb, Jenny L.

    2006-01-01

    This article outlines the design, implementation, and evaluation of an innovative virtual team exercise. Cognitive, affective, and action-learning outcomes highlight the relevance of this grounded experiential exercise for management education and practice. Details are provided to enable the exercise to be adopted in a wide range of programs.…

  14. Patients’ experiences of a multidisciplinary team-led community case management programme: a qualitative study

    PubMed Central

    Gowing, Alice; Dickinson, Claire; Gorman, Tom; Robinson, Louise; Duncan, Rachel

    2016-01-01

    Objectives To explore the views and experiences of patients on the care they have received while enrolled on the Northumberland High Risk Patient Programme (NHRPP). This programme involved case finding of frail patients using a multidisciplinary team (MDT)-led community case management programme, and support of patients through care planning and regular reviews using primary, community, secondary and social care professionals. Design A qualitative study using semistructured interviews, which were digitally recorded, transcribed and subject to thematic analysis. Setting Community patients receiving primary care in the county of Northumberland, England. Participants 23 participants took part, of which 16 were patients enrolled on the NHRPP, and 7 carers. GP practices were selected purposively by size, deprivation and location, and patients identified and invited by General Practitioners to participate. Results 4 main themes emerged from the data: awareness and understanding of the NHRPP, confidence in the primary healthcare team, limitations of home care and the active role of being a patient. Despite having a low level of awareness of the details of the NHRPP, participants did think that its broad aim made sense. Participants discussed their high level of satisfaction with their care and access to team members. However, some limitations of alternatives to hospital care were identified, including the need to consider psychological as well as medical needs, the importance of overnight care and the needs of those without informal carers. Finally, participants discussed the active nature of being a patient under the NHRPP if they were to contribute fully to planning and managing their own care. Conclusions This study has identified that a programme of MDT-led case management was generally very well received by patients and their families. However, a number of factors were identified that could improve the implementation of the programme and further research needs to be

  15. Defense logistics agency (DLA) supplement for the environmental assesment and management (team) guide. Final report

    SciTech Connect

    Schell, D.J.

    1994-11-01

    In response to the growing number of environmental laws and regulations worldwide, the Defense Logistic Agency (DLA) has adopted an environmental compliance program that identifies compliance problems before they are cited as violations by the U.S. Environmental Protection Agency (USEPA). In 1993, the DLA developed a program to maintain compliance with all Federal, state, and local environmental regulations. The goal is to protect human health/safety and the environment. The resulting system combines Federal environmental regulations, along with good management practices and risk management information, into a series of checklists that show legal requirements and which specific items or operations to review. In fiscal year 1994, the DLA became a participant in the efforts to create a single compliance assessment manual for use by all members of the DOD. The resultant manual is The Environmental Assessment and Management (TEAM) Guide. In order to examine Army Regulations (ARs), DLA Regulations (DLARs), and DLA Manuals (DLAMs), the DLA supplement was developed to use in conjunction with the TEAM Guide.

  16. College crisis intervention: an initiative to develop regional campus Critical Incident Stress Management teams.

    PubMed

    Wiesen, F Elizabeth; Lischer, David K

    2006-01-01

    This article presents a statewide initiative that was undertaken to develop regional Critical Incident Stress Management (CISM) teams among colleges and universities within a northeastern state. In light of the unique needs and culture of institutions of higher education, this initiative was intended to improve each member college or university's capacity to respond comprehensively and effectively to critical incidents that affect its community. A step-by-step description of the implementation of the initiative is presented as well as discussion of what was learned through the process and future directions. PMID:16944791

  17. Novel technique for tracking manpower and work packages: a useful tool for the team and management

    NASA Astrophysics Data System (ADS)

    Gill, R.; Gracia, G.; Lupton, R. H.; O'Mullane, W.

    2014-08-01

    In these times of austerity it is becoming more and more important to justify the need for manpower to management. Additionally, with the fast pace of today's projects the need for tools that facilitate teams to not only plan, but also track their work, are essential. The practice of planning work packages and the associated manpower has been about for a while but little is done to really cross-check that planning against reality. In this paper these elements are brought together through a number of tools that make up the end to end process of planning, tracking and reporting of work package progress and manpower usage.

  18. Promoting infant health through home visiting by a nurse-managed community worker team.

    PubMed

    Barnes-Boyd, C; Fordham Norr, K; Nacion, K W

    2001-01-01

    This article describes the Resources, Education and Care in the Home program (REACH-Futures), an infant mortality reduction initiative in the inner city of Chicago built on the World Health Organization (WHO) primary health care model and over a decade of experience administering programs to reduce infant mortality through home visits. The program uses a nurse-managed team, which includes community residents selected, trained, and integrated as health advocates. Service participants were predominately African American families. All participants were low-income and resided in inner-city neighborhoods with high unemployment, high teen birth rates, violent crime, and deteriorated neighborhoods. Outcomes for the first 666 participants are compared to a previous home-visiting program that used only nurses. Participant retention rates were equivalent overall and significantly higher in the first months of the REACH-Futures program. There were two infant deaths during the course of the study, a lower death rate than the previous program or the city. Infant health problems and developmental levels were equivalent to the prior program and significantly more infants were fully immunized at 12 months. The authors conclude that the use of community workers as a part of the home-visiting team is as effective as the nurse-only team in meeting the needs of families at high risk of poor infant outcomes. This approach is of national interest because of its potential to achieve the desired outcomes in a cost-effective manner.

  19. Achieving Management Skills. Project TEAMS. (Techniques and Education for Achieving Management Skills).

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    Prepared as part of Platte Technical Community College's project to help managers and supervisors develop practical, up-to-date managerial skills in a relatively short time, this instructional workbook provides information and exercises applicable to on-the-job situations. Unit I focuses on time management, the causes and management of stress, and…

  20. DOE handbook: Integrated safety management systems (ISMS) verification team leader`s handbook

    SciTech Connect

    1999-06-01

    The primary purpose of this handbook is to provide guidance to the ISMS verification Team Leader and the verification team in conducting ISMS verifications. The handbook describes methods and approaches for the review of the ISMS documentation (Phase I) and ISMS implementation (Phase II) and provides information useful to the Team Leader in preparing the review plan, selecting and training the team, coordinating the conduct of the verification, and documenting the results. The process and techniques described are based on the results of several pilot ISMS verifications that have been conducted across the DOE complex. A secondary purpose of this handbook is to provide information useful in developing DOE personnel to conduct these reviews. Specifically, this handbook describes methods and approaches to: (1) Develop the scope of the Phase 1 and Phase 2 review processes to be consistent with the history, hazards, and complexity of the site, facility, or activity; (2) Develop procedures for the conduct of the Phase 1 review, validating that the ISMS documentation satisfies the DEAR clause as amplified in DOE Policies 450.4, 450.5, 450.6 and associated guidance and that DOE can effectively execute responsibilities as described in the Functions, Responsibilities, and Authorities Manual (FRAM); (3) Develop procedures for the conduct of the Phase 2 review, validating that the description approved by the Approval Authority, following or concurrent with the Phase 1 review, has been implemented; and (4) Describe a methodology by which the DOE ISMS verification teams will be advised, trained, and/or mentored to conduct subsequent ISMS verifications. The handbook provides proven methods and approaches for verifying that commitments related to the DEAR, the FRAM, and associated amplifying guidance are in place and implemented in nuclear and high risk facilities. This handbook also contains useful guidance to line managers when preparing for a review of ISMS for radiological

  1. Simulation training for emergency teams to manage acute ischemic stroke by telemedicine.

    PubMed

    Richard, Sébastien; Mione, Gioia; Varoqui, Claude; Vezain, Arnaud; Brunner, Arielle; Bracard, Serge; Debouverie, Marc; Braun, Marc

    2016-06-01

    Telemedicine contributes to initiating early intravenous recombinant tissue plasminogen activator (rt-PA) treatment for patients with acute cerebral infarction in areas without a stroke unit. However, the experience and skills of the emergency teams in the spokes to prepare patients and administer rt-PA treatment are ill-defined. Improving these skills could vastly improve management of acute stroke by telemedicine. We developed a medical simulation training model for emergency teams to perform intravenous rt-PA treatment in a telestroke system.From February 2013 to May 2015, 225 learners from 6 emergency teams included in the telestroke system "Virtuall"-in Lorrain (northeastern France)-received a standardized medical simulation training module to perform rt-PA treatment. All learners were assessed with the same pretraining and posttraining test consisting of 52 items. The percentage of right answers was determined for every learner before and after training.Median percentages of right answers were significantly higher in the posttraining test overall (82 ± 10 vs. 59 ± 13% pretraining; P < 0.001), but also in all professional subgroups: physicians (88 ± 8 vs. 67 ± 12%; P < 0.001), paramedical staff (80 ± 9 vs. 54 ± 12%; P < 0.001), nurses (80 ± 8 vs. 54 ± 12%; P < 0.001), and auxiliary nurses (76 ± 17 vs. 37 ± 15%; P = 0.002).We describe for the first time a training model for emergency teams in a telestroke system. We demonstrate significant gain in knowledge for all groups of healthcare professionals. This simulation model could be applied in any medical simulation center and form the basis of a standardized training program of spokes in a telestroke system. PMID:27311003

  2. Simulation training for emergency teams to manage acute ischemic stroke by telemedicine

    PubMed Central

    Richard, Sébastien; Mione, Gioia; Varoqui, Claude; Vezain, Arnaud; Brunner, Arielle; Bracard, Serge; Debouverie, Marc; Braun, Marc

    2016-01-01

    Abstract Telemedicine contributes to initiating early intravenous recombinant tissue plasminogen activator (rt-PA) treatment for patients with acute cerebral infarction in areas without a stroke unit. However, the experience and skills of the emergency teams in the spokes to prepare patients and administer rt-PA treatment are ill-defined. Improving these skills could vastly improve management of acute stroke by telemedicine. We developed a medical simulation training model for emergency teams to perform intravenous rt-PA treatment in a telestroke system. From February 2013 to May 2015, 225 learners from 6 emergency teams included in the telestroke system “Virtuall”—in Lorrain (northeastern France)—received a standardized medical simulation training module to perform rt-PA treatment. All learners were assessed with the same pretraining and posttraining test consisting of 52 items. The percentage of right answers was determined for every learner before and after training. Median percentages of right answers were significantly higher in the posttraining test overall (82 ± 10 vs. 59 ± 13% pretraining; P < 0.001), but also in all professional subgroups: physicians (88 ± 8 vs. 67 ± 12%; P < 0.001), paramedical staff (80 ± 9 vs. 54 ± 12%; P < 0.001), nurses (80 ± 8 vs. 54 ± 12%; P < 0.001), and auxiliary nurses (76 ± 17 vs. 37 ± 15%; P = 0.002). We describe for the first time a training model for emergency teams in a telestroke system. We demonstrate significant gain in knowledge for all groups of healthcare professionals. This simulation model could be applied in any medical simulation center and form the basis of a standardized training program of spokes in a telestroke system. PMID:27311003

  3. Impact of crisis resource management simulation-based training for interprofessional and interdisciplinary teams: A systematic review.

    PubMed

    Fung, Lillia; Boet, Sylvain; Bould, M Dylan; Qosa, Haytham; Perrier, Laure; Tricco, Andrea; Tavares, Walter; Reeves, Scott

    2015-01-01

    Crisis resource management (CRM) abilities are important for different healthcare providers to effectively manage critical clinical events. This study aims to review the effectiveness of simulation-based CRM training for interprofessional and interdisciplinary teams compared to other instructional methods (e.g., didactics). Interprofessional teams are composed of several professions (e.g., nurse, physician, midwife) while interdisciplinary teams are composed of several disciplines from the same profession (e.g., cardiologist, anaesthesiologist, orthopaedist). Medline, EMBASE, CINAHL, Cochrane Central Register of Controlled Trials, and ERIC were searched using terms related to CRM, crisis management, crew resource management, teamwork, and simulation. Trials comparing simulation-based CRM team training versus any other methods of education were included. The educational interventions involved interprofessional or interdisciplinary healthcare teams. The initial search identified 7456 publications; 12 studies were included. Simulation-based CRM team training was associated with significant improvements in CRM skill acquisition in all but two studies when compared to didactic case-based CRM training or simulation without CRM training. Of the 12 included studies, one showed significant improvements in team behaviours in the workplace, while two studies demonstrated sustained reductions in adverse patient outcomes after a single simulation-based CRM team intervention. In conclusion, CRM simulation-based training for interprofessional and interdisciplinary teams show promise in teaching CRM in the simulator when compared to didactic case-based CRM education or simulation without CRM teaching. More research, however, is required to demonstrate transfer of learning to workplaces and potential impact on patient outcomes. PMID:25973615

  4. Managing aging in nuclear power plants: Insights from NRC`s Maintenance Team Inspection reports

    SciTech Connect

    Fresco, A.; Subudhi, M.

    1992-12-31

    A plant`s maintenance program is the principal vehicle through which age-related degradation is managed. From 1988 to 1991, the NRC evaluated the maintenance program of every nuclear power plant in the United States. Forty-four out of a total of sixty-seven of the reports issued on these in-depth team inspections have been reviewed for insights into the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear plant structures, systems, and components (SSCs). Relevant information has been extracted from these inspection reports sorted into several categories; including Specific Aging Insights, Preventive Maintenance, Predictive Maintenance and Condition Monitoring, Post Maintenance Testing, Failure Trending, Root Cause Analysis and Usage of Probabilistic Risk Assessment in the Maintenance Process. Specific examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging have been identified.

  5. Managing aging in nuclear power plants: Insights from NRC's Maintenance Team Inspection reports

    SciTech Connect

    Fresco, A.; Subudhi, M.

    1992-01-01

    A plant's maintenance program is the principal vehicle through which age-related degradation is managed. From 1988 to 1991, the NRC evaluated the maintenance program of every nuclear power plant in the United States. Forty-four out of a total of sixty-seven of the reports issued on these in-depth team inspections have been reviewed for insights into the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear plant structures, systems, and components (SSCs). Relevant information has been extracted from these inspection reports sorted into several categories; including Specific Aging Insights, Preventive Maintenance, Predictive Maintenance and Condition Monitoring, Post Maintenance Testing, Failure Trending, Root Cause Analysis and Usage of Probabilistic Risk Assessment in the Maintenance Process. Specific examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging have been identified.

  6. The Role of the Consequence Management Home Team in the Fukushima Daiichi Response

    SciTech Connect

    Pemberton, Wendy; Mena, RaJah; Beal, William

    2012-05-01

    The Consequence Management Home Team (CMHT) is a U.S. Department of Energy/National Nuclear Security Administration asset and played an important role in the U.S. response effort to the Fukushima Daiichi accident, ranging from the early days of the response to a continued involvement in supporting late phase efforts. Each stage of their work had distinct characteristics in terms of management of incoming data streams and creation of products. The CMHT assisted a variety of response organizations with modeling; radiological operations planning; field monitoring techniques; and the analysis, interpretation, and distribution of radiological data. In the Fukushima Daiichi response, the CMHT grew to include a broader range of support than was historically planned. Through their work, the social and economic impacts of a nuclear or radiological incident were minimized. The CMHT was an integral component of the response in Japan and acted as the central point from which all of the data and products flowed.

  7. “Catching Flies With Honey”: The Management of Conflict in Sexual Assault Response Teams

    PubMed Central

    Moylan, Carrie A.; Lindhorst, Taryn

    2015-01-01

    Sexual Assault Response Teams (SARTs) are models of service delivery characterized by coordination between rape crisis, health care, and criminal justice sectors. Expanding on research documenting the extent and nature of conflict in SARTs, this study qualitatively explores the strategies used to manage conflict and variations in the use of strategies between professions. Analysis of interviews with SART members (n = 24) revealed five types of strategies: (a) preventative strategies sought to prevent conflict and build capacity for resolving conflict, (b) problem-solving strategies identified and responded directly to conflicts, (c) forcing strategies involved one person attempting to force a perspective or solution on others, (d) unobtrusive strategies covertly worked toward change, and (e) resigned strategies limited direct responses to conflict to protect the coordination. Rape crisis advocates talked the most about conflict management strategies and were almost exclusively responsible for unobtrusive and resignation strategies. PMID:25246436

  8. Independent Business Owner/Managers. Project TEAMS. (Techniques and Education for Achieving Management Skills).

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    Prepared as part of Platte Technical Community College's project to help managers and supervisors develop practical, up-to-date managerial skills in a relatively short time, this instructional workbook provides information and exercises applicable to on-the-job situations encountered by independent business owner/managers. Unit I provides…

  9. Team Research at the Biology-Mathematics Interface: Project Management Perspectives

    ERIC Educational Resources Information Center

    Milton, John G.; Radunskaya, Ami E.; Lee, Arthur H.; de Pillis, Lisette G.; Bartlett, Diana F.

    2010-01-01

    The success of interdisciplinary research teams depends largely upon skills related to team performance. We evaluated student and team performance for undergraduate biology and mathematics students who participated in summer research projects conducted in off-campus laboratories. The student teams were composed of a student with a mathematics…

  10. How to Organize an Effective Team Teaching Program. Successful School Management Series.

    ERIC Educational Resources Information Center

    Davis, Harold S.

    This description of how to organize a team teaching program begins with a definition of "team teaching" and distinguishes between hierarchic and synergetic teams. The next two chapters describe 10 team teaching programs in operation in elementary and secondary schools in Ohio, Pennsylvania, California, Florida, Massachusetts, and Illinois. The…

  11. 76 FR 22923 - Wellpoint, Inc. D/B/A/Anthem Blue Cross & Blue Shield Enterprise Provider Data Management Team...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-04-25

    ... was published in the Federal Register on January 26, 2011 (76 FR 4731). The certification was amended... Provider Data Management Team Including On-Site Leased Workers From Kelly Services and Jacobsen Group, et...,895 Wellpoint, Inc., D/B/A/Anthem Blue Cross & Blue Shield, Enterprise Provider Data Management...

  12. The critical role of conflict resolution in teams: a close look at the links between conflict type, conflict management strategies, and team outcomes.

    PubMed

    Behfar, Kristin J; Peterson, Randall S; Mannix, Elizabeth A; Trochim, William M K

    2008-01-01

    This article explores the linkages between strategies for managing different types of conflict and group performance and satisfaction. Results from a qualitative study of 57 autonomous teams suggest that groups that improve or maintain top performance over time share 3 conflict resolution tendencies: (a) focusing on the content of interpersonal interactions rather than delivery style, (b) explicitly discussing reasons behind any decisions reached in accepting and distributing work assignments, and (c) assigning work to members who have the relevant task expertise rather than assigning by other common means such as volunteering, default, or convenience. The authors' results also suggest that teams that are successful over time are likely to be both proactive in anticipating the need for conflict resolution and pluralistic in developing conflict resolution strategies that apply to all group members. PMID:18211143

  13. Improving the communication between teams managing boarded patients on a surgical specialty ward.

    PubMed

    Puvaneswaralingam, Shobitha; Ross, Daniella

    2016-01-01

    Transferring patients from the ward of their specialty or consultant is described as boarding. 1 Boarding patients is becoming increasingly prevalent due to greater pressure on hospital capacity. This practice compromises patient safety through delayed investigations, prolonged hospital stays, and increased risk of hospital-acquired infections. 1 2 We evaluated how regularly boarded patients were reviewed, and how effectively information regarding their management was communicated from their primary specialty to ward staff. We aimed to improve the frequency of patient reviews by ensuring that each patient was reviewed every weekday and increase communication between primary specialty, and medical and nursing teams by 20% from baseline during the data collection period. The project was based in the Otolaryngology ward in Ninewells Hospital, Dundee, where there was a high prevalence of boarded patients. Baseline data showed a clear deficit in communication between the primary specialty and ward staff with only 31% of patient reviews being communicated to ward doctors. We designed and implemented a communication tool, in the form of a sticker, to be inserted into patients' medical notes for use by the primary specialty. Implementation of the sticker improved communication between teams as stickers were completed in 93% of instances. In 88% of patient reviews, the junior doctor was informed of the management plan, showing a large increase from baseline. Through PDSA cycles, we aimed to increase the sustainability and reliability of the sticker; however, we faced challenges with sustainability of sticker insertion. We aim to engage more stakeholders to raise awareness of the problem, brainstorm solutions together, and review the production and implementation of stickers with senior hospital management to discuss the potential use of this tool within practice. There is potentially a large scope for utilisation of this communication tool on a local level, which we hope

  14. Improving the communication between teams managing boarded patients on a surgical specialty ward

    PubMed Central

    Puvaneswaralingam, Shobitha; Ross, Daniella

    2016-01-01

    Transferring patients from the ward of their specialty or consultant is described as boarding. 1 Boarding patients is becoming increasingly prevalent due to greater pressure on hospital capacity. This practice compromises patient safety through delayed investigations, prolonged hospital stays, and increased risk of hospital-acquired infections. 1 2 We evaluated how regularly boarded patients were reviewed, and how effectively information regarding their management was communicated from their primary specialty to ward staff. We aimed to improve the frequency of patient reviews by ensuring that each patient was reviewed every weekday and increase communication between primary specialty, and medical and nursing teams by 20% from baseline during the data collection period. The project was based in the Otolaryngology ward in Ninewells Hospital, Dundee, where there was a high prevalence of boarded patients. Baseline data showed a clear deficit in communication between the primary specialty and ward staff with only 31% of patient reviews being communicated to ward doctors. We designed and implemented a communication tool, in the form of a sticker, to be inserted into patients' medical notes for use by the primary specialty. Implementation of the sticker improved communication between teams as stickers were completed in 93% of instances. In 88% of patient reviews, the junior doctor was informed of the management plan, showing a large increase from baseline. Through PDSA cycles, we aimed to increase the sustainability and reliability of the sticker; however, we faced challenges with sustainability of sticker insertion. We aim to engage more stakeholders to raise awareness of the problem, brainstorm solutions together, and review the production and implementation of stickers with senior hospital management to discuss the potential use of this tool within practice. There is potentially a large scope for utilisation of this communication tool on a local level, which we hope

  15. Multidisciplinary team management is associated with improved outcomes after surgery for esophageal cancer.

    PubMed

    Stephens, M R; Lewis, W G; Brewster, A E; Lord, I; Blackshaw, G R J C; Hodzovic, I; Thomas, G V; Roberts, S A; Crosby, T D L; Gent, C; Allison, M C; Shute, K

    2006-01-01

    We aim to compare the outcomes of patients undergoing R0 esophagectomy by a multidisciplinary team (MDT) with outcomes after surgery alone performed by surgeons working independently in a UK cancer unit. An historical control group of 77 consecutive patients diagnosed with esophageal cancer and undergoing surgery with curative intent by six general surgeons between 1991 and 1997 (54 R0 esophagectomies) were compared with a group of 67 consecutive patients managed by the MDT between 1998 and 2003 (53 R0 esophagectomies, 26 patients received multimodal therapy). The proportion of patients undergoing open and closed laparotomy and thoracotomy decreased from 21% and 5%, respectively, in control patients, to 13% and 0% in MDT patients (chi2 = 11.90, DF = 1, P = 0.001; chi2 = 5.45, DF = 1, P = 0.02 respectively). MDT patients had lower operative mortality (5.7%vs. 26%; chi2 = 8.22, DF = 1, P = 0.004) than control patients, and were more likely to survive 5 years (52%vs. 10%, chi2 = 15.05, P = 0.0001). In a multivariate analysis, MDT management (HR = 0.337, 95% CI = 0.201-0.564, P < 0.001), lymph node metastases (HR = 1.728, 95% CI = 1.070-2.792, P = 0.025), and American Society of Anesthesiologists grade (HR = 2.207, 95% CI = 1.412-3.450, P = 0.001) were independently associated with duration of survival. Multidisciplinary team management and surgical subspecialization improved outcomes after surgery significantly for patients diagnosed with esophageal cancer.

  16. Improving the communication between teams managing boarded patients on a surgical specialty ward.

    PubMed

    Puvaneswaralingam, Shobitha; Ross, Daniella

    2016-01-01

    Transferring patients from the ward of their specialty or consultant is described as boarding. 1 Boarding patients is becoming increasingly prevalent due to greater pressure on hospital capacity. This practice compromises patient safety through delayed investigations, prolonged hospital stays, and increased risk of hospital-acquired infections. 1 2 We evaluated how regularly boarded patients were reviewed, and how effectively information regarding their management was communicated from their primary specialty to ward staff. We aimed to improve the frequency of patient reviews by ensuring that each patient was reviewed every weekday and increase communication between primary specialty, and medical and nursing teams by 20% from baseline during the data collection period. The project was based in the Otolaryngology ward in Ninewells Hospital, Dundee, where there was a high prevalence of boarded patients. Baseline data showed a clear deficit in communication between the primary specialty and ward staff with only 31% of patient reviews being communicated to ward doctors. We designed and implemented a communication tool, in the form of a sticker, to be inserted into patients' medical notes for use by the primary specialty. Implementation of the sticker improved communication between teams as stickers were completed in 93% of instances. In 88% of patient reviews, the junior doctor was informed of the management plan, showing a large increase from baseline. Through PDSA cycles, we aimed to increase the sustainability and reliability of the sticker; however, we faced challenges with sustainability of sticker insertion. We aim to engage more stakeholders to raise awareness of the problem, brainstorm solutions together, and review the production and implementation of stickers with senior hospital management to discuss the potential use of this tool within practice. There is potentially a large scope for utilisation of this communication tool on a local level, which we hope

  17. Return to play management after concussion in football: recommendations for team physicians.

    PubMed

    Feddermann-Demont, Nina; Straumann, Dominik; Dvořák, Jiří

    2014-01-01

    A concussion is a rare but potentially serious injury of football players. Thus, an immediate and valid diagnosis, estimate of severity and therapeutic management is required. To summarise the published information on management of concussion with respect to a safe return to play (RTP), a literature search was conducted. Current guidelines on concussion in sports and significant studies on concussion in football were analysed. After concussion, management and RTP decision should remain in the area of clinical judgement on an individualised basis according to the current international guidelines. If a concussion is suspected, the player should not be allowed to RTP the same day. The RTP programme should follow a gradual step-wise procedure. A concussed player should not RTP unless he/she is asymptomatic and the neurological and neuropsychological examinations are normal. Untimely RTP bears an increased risk of sustaining another more severe brain injury and repetitive brain injury of long-term sequelae. In football, the management of concussion should primarily follow the recommendations proposed by the Concussion in Sports Group. Information and education of players and their medical and coaching team help to protect the players' health. Future studies on concussion should include validated and detailed information on RTP protocols.

  18. A multidisciplinary team case management approach reduces the burden of frequent asthma admissions

    PubMed Central

    Burke, Hannah; Davis, Jenny; Evans, Sian; Flower, Laura; Tan, Andrew

    2016-01-01

    Up to 10% of asthmatics have “difficult asthma”; however, they account for 80% of asthma-related expenditure and run the highest risk of acute severe exacerbations. An estimated 75% of admissions for asthma are avoidable. Guidelines advise that these patients be managed by an experienced specialist multidisciplinary team (MDT). We aimed to assess the impact of a case management strategy delivered via specialist MDTs on acute healthcare utilisation of patients with frequent asthma admissions. An MDT (consultant, specialist nurse, physiotherapist and psychologist) case management strategy was introduced in 2010 at University Hospital Southampton Foundation Trust (Southampton, UK) to support patients with frequent asthma admissions during admission and then in clinic. To assess efficacy, we systematically searched the hospital database for patients acutely admitted for asthma on two or more occasions in 2010, 2011 and 2012. Data were collected retrospectively covering patient demographics, admission details, asthma severity and comorbidity. From 2010 to 2012, 84 patients were admitted on two or more occasions per year (80% female, mean body mass index 31 kg·m−2 and 55% psychological comorbidity). After introducing an MDT approach repeat asthma admissions fell by 33% from 127 in 2010 to 84 in 2012 (p=0.0004). In addition, bed days fell by 52% from 895 in 2010 to 430 in 2010 (p=0.015). An MDT case management approach significantly reduces hospitalisation in difficult asthma patients with prior frequent admission. PMID:27730207

  19. UMTRA Surface Project management action process document: Final. Revision 2

    SciTech Connect

    1996-06-01

    Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designed sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project. Since its inception through March 1996, the Surface Project (hereinafter called the Project) has cleaned up 16 of the 24 designated processing sites and approximately 5,000 VPs, reducing the risk to human health and the environment posed by the uranium mill tailings. Two of the 24 sites, Belfield and Bowman, North Dakota, will not be remediated at the request of the state, reducing the total number of sites to 22. By the start of FY1998, the remaining 6 processing sites and associated VPs will be cleaned up. The remedial action activities to be funded in FY1998 by the FY1998 budget request are remediation of the remaining Grand Junction, Colorado, VPs; closure of the Cheney disposal cell in Grand Junction, Colorado; and preparation of the completion reports for 4 completed sites.

  20. [Establishment of a collaborative work team management for type 1 diabetes mellitus patient].

    PubMed

    Tschiedel, Balduino; Cé, Gislaine Vissoky; Geremia, César; Mondadori, Paula; Speggiorin, Silvana; Puñales, Marcia K C

    2008-03-01

    This article will provide the necessary information to establish a childhood and adolescence management center that would promote the integration and coordination of interdisciplinary members as healthcare teams. It will also show how Instituto da Criança com Diabetes from Rio Grande do Sul (ICD) was built, structured and how it works. The aim of this program is to decrease the frequency of hospitalization in acute cases, to decrease chronic complications and to qualify human resources. So far 1315 outpatients and day-care hospital patients, mostly type 1 diabetes, have been seeing free of charge in Public Health Service (PHS), in a partnership with Grupo Hospitalar Conceição (GHC) and the Ministry of Health. Among other activities an educational program (consisting of 45-minute daily classes) is given to the patient and his family. From 2004 to 2007 it could be seen a decrease from 7,5% to 2,7% in the diabetes related hospitalization concerning these patients. Clinical guidelines followed by the interdisciplinary ICD team will also be presented in this essay.

  1. The Ecological Areawide Management (TEAM) of leafy spurge program of the United States Department of Agriculture-Agricultural Research Service.

    PubMed

    Anderson, Gerald L; Prosser, Chad W; Wendel, Lloyd E; Delfosse, Ernest S; Faust, Robert M

    2003-01-01

    The Ecological Areawide Management (TEAM) of Leafy Spurge program was developed to focus research and control efforts on a single weed, leafy spurge, and demonstrate the effectiveness of a coordinated, biologically based, integrated pest management program (IPM). This was accomplished through partnerships and teamwork that clearly demonstrated the advantages of the biologically based IPM approach. However, the success of regional weed control programs horizontally across several states and provinces also requires a vertical integration of several sectors of society. Awareness and education are the essential elements of vertical integration. Therefore, a substantial effort was made to produce a wide variety of information products specifically designed to educate different segments of society. During its tenure, land managers and agency decision makers have seen the potential of using the TEAM approach to accelerate the regional control of leafy spurge. The example set by the TEAM organization and participants is viewed as a model for future weed-control efforts.

  2. Professional Learning Communities: Concepts in Action in a Principal Preparation Program, an Elementary School Team, a Leadership Team, and a Business Partnership

    ERIC Educational Resources Information Center

    Servais, Kristine; Derrington, Mary Lynne; Sanders, Kellie

    2009-01-01

    The Professional Learning Community (PLC) model has moved to the forefront in the field of education as one of the most effective frameworks to improve student achievement and overall school success. The research conducted for this paper provides evidence for systemic and action based improvement using the PLC model in four diverse venues:…

  3. Multidisciplinary team management in thoracic oncology: more than just a concept?

    PubMed

    Powell, Helen A; Baldwin, David R

    2014-06-01

    Multidisciplinary team (MDT) management in thoracic oncology has been introduced over the past two decades with the aim of improving outcomes for patients. While MDT management has become the standard of care in some countries, not all healthcare systems have adopted this practice. In this article we review the history and implementation of MDT care in thoracic oncology and explore the evidence for, and challenges associated with, this system of working. There are many advantages of an MDT both to the patient, the clinicians and the wider population, but it is difficult to demonstrate a beneficial effect on outcomes such as treatment rates or survival given the substantial number of coexistent changes in the management of thoracic malignancies over the same time period. There are also some disadvantages associated with MDT working, particularly the costs of setting up the service and the time commitment from each of the healthcare professionals involved. Barriers to effective MDT working include poor attendance by some specialists, inadequate preparation and poor quality information about the patient. Variation in quality of MDTs has been reported so it is important that practice is monitored and areas for improvement identified.

  4. Agri-Environmental Resource Management by Large-Scale Collective Action: Determining KEY Success Factors

    ERIC Educational Resources Information Center

    Uetake, Tetsuya

    2015-01-01

    Purpose: Large-scale collective action is necessary when managing agricultural natural resources such as biodiversity and water quality. This paper determines the key factors to the success of such action. Design/Methodology/Approach: This paper analyses four large-scale collective actions used to manage agri-environmental resources in Canada and…

  5. Distributed teaming on JPL projects

    NASA Technical Reports Server (NTRS)

    Baroff, L. E.

    2002-01-01

    This paper addresses structures, actions and technologies that contribute to real team development of a distributed team, and the leadership skills and tools that are used to implement that team development.

  6. Tuning into the Music of Groups: A Metaphor for Team-Based Learning in Management Education.

    ERIC Educational Resources Information Center

    Fairfield, Kent D.; London, Michael B.

    2003-01-01

    Uses the metaphor of music to explore the dynamics of team-based learning. Suggests creative ways to diagnose team problems using melody, harmony, dynamics, tempo, and rhythm. Appendices provide a diagnostic instrument and interventions for various attributes. (SK)

  7. Cross-Cultural Management Learning through Innovative Pedagogy: An Exploratory Study of Globally Distributed Student Teams

    ERIC Educational Resources Information Center

    Bartel-Radic, Anne; Moos, J. Chris; Long, Suzanna K.

    2015-01-01

    This article presents an innovative pedagogy based on student participation in globally distributed project teams. The study questions the link between student learning of intercultural competence and the global teaming experience. Data was collected from 115 students participating in 22 virtual intercultural teams. Results revealed that students…

  8. Managing aging in nuclear power plants: Insights from NRC maintenance team inspection reports

    SciTech Connect

    Fresco, A.; Subudhi, M.; Gunther, W.; Grove, E.; Taylor, J.

    1993-12-01

    A plant`s maintenance program is the principal vehicle through which age-related degradation is managed. From 1988 to 1991, the NRC evaluated the maintenance program of every nuclear power plant in the United States. Forty-four out of a total of 67 of the reports issued on these in-depth team inspections were reviewed for insights into the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear plant systems, structures, and components. Relevant information was extracted from these inspection reports and sorted into several categories, including Specific Aging Insights, Preventive Maintenance, Predictive Maintenance and Condition Monitoring, Post Maintenance Testing, Failure Trending, Root Cause Analysis and Usage of Probabilistic Risk Assessment in the Maintenance Process. Specific examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging have been identified. The information also was sorted according to systems and components, including: Auxiliary Feedwater, Main Feedwater, High Pressure Injection for both BWRs and PWRs, Service Water, Instrument Air, and Emergency Diesel Generator Air Start Systems, and Emergency Diesel Generators Air Start Systems, emergency diesel generators, electrical components such as switchgear, breakers, relays, and motor control centers, motor operated valves and check valves. This information was compared to insights gained from the Nuclear Plant Aging Research (NPAR) Program. Attributes of plant maintenance programs where the NRC inspectors felt that improvement was needed to properly address the aging issue also are discussed.

  9. Advanced Scientific Computing Environment Team new scientific database management task. Progress report

    SciTech Connect

    Church, J.P.; Roberts, J.C.; Sims, R.N.; Smetana, A.O.; Westmoreland, B.W.

    1991-06-01

    The mission of the ASCENT Team is to continually keep pace with, evaluate, and select emerging computing technologies to define and implement prototypic scientific environments that maximize the ability of scientists and engineers to manage scientific data. These environments are to be implemented in a manner consistent with the site computing architecture and standards and NRTSC/SCS strategic plans for scientific computing. The major trends in computing hardware and software technology clearly indicate that the future ``computer`` will be a network environment that comprises supercomputers, graphics boxes, mainframes, clusters, workstations, terminals, and microcomputers. This ``network computer`` will have an architecturally transparent operating system allowing the applications code to run on any box supplying the required computing resources. The environment will include a distributed database and database managing system(s) that permits use of relational, hierarchical, object oriented, GIS, et al, databases. To reach this goal requires a stepwise progression from the present assemblage of monolithic applications codes running on disparate hardware platforms and operating systems. The first steps include converting from the existing JOSHUA system to a new J80 system that complies with modern language standards, development of a new J90 prototype to provide JOSHUA capabilities on Unix platforms, development of portable graphics tools to greatly facilitate preparation of input and interpretation of output; and extension of ``Jvv`` concepts and capabilities to distributed and/or parallel computing environments.

  10. How do primary health care teams learn to integrate intimate partner violence (IPV) management? A realist evaluation protocol

    PubMed Central

    2013-01-01

    Background Despite the existence of ample literature dealing, on the one hand, with the integration of innovations within health systems and team learning, and, on the other hand, with different aspects of the detection and management of intimate partner violence (IPV) within healthcare facilities, research that explores how health innovations that go beyond biomedical issues—such as IPV management—get integrated into health systems, and that focuses on healthcare teams’ learning processes is, to the best of our knowledge, very scarce if not absent. This realist evaluation protocol aims to ascertain: why, how, and under what circumstances primary healthcare teams engage (if at all) in a learning process to integrate IPV management in their practices; and why, how, and under what circumstances team learning processes lead to the development of organizational culture and values regarding IPV management, and the delivery of IPV management services. Methods This study will be conducted in Spain using a multiple-case study design. Data will be collected from selected cases (primary healthcare teams) through different methods: individual and group interviews, routinely collected statistical data, documentary review, and observation. Cases will be purposively selected in order to enable testing the initial middle-range theory (MRT). After in-depth exploration of a limited number of cases, additional cases will be chosen for their ability to contribute to refining the emerging MRT to explain how primary healthcare learn to integrate intimate partner violence management. Discussion Evaluations of health sector responses to IPV are scarce, and even fewer focus on why, how, and when the healthcare services integrate IPV management. There is a consensus that healthcare professionals and healthcare teams play a key role in this integration, and that training is important in order to realize changes. However, little is known about team learning of IPV management, both in

  11. Integrated therapeutic approaches in head and neck cancer: the importance of multidisciplinary team management.

    PubMed

    Perri, Francesco; Muto, Paolo; Aversa, Corrado; Daponte, Antonio; Della Vittoria, Giuseppina; Pepe, Stefano; Caponigro, Francesco

    2013-07-01

    Multidisciplinary team (MDT) is of paramount importance in the approach to patients with head and neck cancer. Its aim is to provide the best diagnostic work-up, tumor staging, and treatment. Furthermore, the prognosis of patients who are managed by MDT is usually better. MDT has a great value in all presentation settings. The role of the pathologist in the team is of utmost importance, in particular with regards to information provided on Human Papilloma Virus (HPV) status, which has a well acknowledged independent prognostic value mainly in oropharyngeal carcinoma. In early stage disease, namely in T1-2 N0 M0 patients, the meetings within the MDT mainly involve surgeons and radiation therapists. Surgery represents the mainstay of treatment, while radiation therapy is a suitable alternative, in particular in patients with advanced age, poor performance status and comorbidities. In locally advanced disease, surgeons, medical oncologists and radiotherapists are the key people, since different approaches have been carried out. In operable patients, adjuvant chemoradiation is indicated when resection margins are involved or close, or in presence of extracapsular nodal spread. Concurrent chemoradiotherapy, preceded or not by induction chemotherapy, is the favourite approach in this setting when surgery is strictly not indicated. In recurrent/metastatic disease chemotherapy and best supportive care are the main options, although local treatments, such as reirradiation and salvage surgery, are also worth considering. The standard chemotherapy treatment has finally evolved after about 30 years, and strong efforts are being pursued to further improve the outcome, mainly with the addition of new drugs.

  12. Managing Student Behavior with Class-Wide Function-Related Intervention Teams: An Observational Study in Early Elementary Classrooms

    ERIC Educational Resources Information Center

    Caldarella, Paul; Williams, Leslie; Hansen, Blake D.; Wills, Howard

    2015-01-01

    Comprehensive evidence-based interventions are needed to help early childhood educators manage challenging student behaviors. One such intervention, class-wide function-related intervention teams (CW-FIT), is a multi-tiered behavioral intervention program based on positive behavior support principles, including four main elements: (a) teaching…

  13. Physician - nurse practitioner teams in chronic disease management: the impact on costs, clinical effectiveness, and patients' perception of care.

    PubMed

    Litaker, David; Mion, Lorraine; Planavsky, Loretta; Kippes, Christopher; Mehta, Neil; Frolkis, Joseph

    2003-08-01

    Increasing demand to deliver and document therapeutic and preventive care sharpens the need for disease management strategies that accomplish these goals efficiently while preserving quality of care. The purpose of this study was to compare selected outcomes for a new chronic disease management program involving a nurse practitioner - physician team with those of an existing model of care. One hundred fifty-seven patients with hypertension and diabetes mellitus were randomly assigned to their primary care physician and a nurse practitioner or their primary care physician alone. Costs for personnel directly involved in patient management, calculated from hourly rates and encounter time with patients, and pre- and post-study glycosylated hemoglobin (HbA(1c)), high-density lipoprotein cholesterol (HDL-c), satisfaction with care and health-related quality of life (HRQoL) were assessed. Although 1-year costs for personnel were higher in the team-treated group, participants experienced significant improvements in mean HbA(1c) ( - 0.7%, p = 0.02) and HDL-c ( + 2.6 mg dL( - 1), p = 0.02). Additionally, satisfaction with care improved significantly for team-treated subjects in several sub-scales whereas the mean change over time in HRQoL did not differ significantly between groups. This study demonstrates the value of a complementary team approach to chronic disease management in improving patient-derived and clinical outcomes at modest incremental costs.

  14. Speeding Up Team Learning.

    ERIC Educational Resources Information Center

    Edmondson, Amy; Bohmer, Richard; Pisano, Gary

    2001-01-01

    A study of 16 cardiac surgery teams looked at how the teams adapted to new ways of working. The challenge of team management is to implement new processes as quickly as possible. Steps for creating a learning team include selecting a mix of skills and expertise, framing the challenge, and creating an environment of psychological safety. (JOW)

  15. Educational Excellence: Taking Action. Actions Taken by the South Carolina Department of Education Based on the Educational Excellence Team's Recommendations for Improving South Carolina Schools.

    ERIC Educational Resources Information Center

    South Carolina State Dept. of Education, Columbia.

    In 1991, 58 Educational Excellence Teams made over 1,000 recommendations for improving South Carolina public schools. This publication briefly examines the accomplishments of the South Carolina educational system. A partial list of topics reviewed includes: accountability, accreditation and assessment, adult education/literacy, at-risk youth,…

  16. Effectiveness of multidisciplinary team case management: difference-in-differences analysis

    PubMed Central

    Kristensen, Søren Rud; Checkland, Kath; Bower, Peter

    2016-01-01

    Objectives To evaluate a multidisciplinary team (MDT) case management intervention, at the individual (direct effects of intervention) and practice levels (potential spillover effects). Design Difference-in-differences design with multiple intervention start dates, analysing hospital admissions data. In secondary analyses, we stratified individual-level results by risk score. Setting Single clinical commissioning group (CCG) in the UK's National Health Service (NHS). Participants At the individual level, we matched 2049 intervention patients using propensity scoring one-to-one with control patients. At the practice level, 30 practices were compared using a natural experiment through staged implementation. Intervention Practice Integrated Care Teams (PICTs), using MDT case management of high-risk patients together with a summary record of care versus usual care. Direct and indirect outcome measures Primary measures of intervention effects were accident and emergency (A&E) visits; inpatient non-elective stays, 30-day re-admissions; inpatient elective stays; outpatient visits; and admissions for ambulatory care sensitive conditions. Secondary measures included inpatient length of stay; total cost of secondary care services; and patient satisfaction (at the practice level only). Results At the individual level, we found slight, clinically trivial increases in inpatient non-elective admissions (+0.01 admissions per patient per month; 95% CI 0.00 to 0.01. Effect size (ES): 0.02) and 30-day re-admissions (+0.00; 0.00 to 0.01. ES: 0.03). We found no indication that highest risk patients benefitted more from the intervention. At the practice level, we found a small decrease in inpatient non-elective admissions (−0.63 admissions per 1000 patients per month; −1.17 to −0.09. ES: −0.24). However, this result did not withstand a robustness check; the estimate may have absorbed some differences in underlying practice trends. Conclusions The intervention does not meet its

  17. Enabling Team Learning in Healthcare

    ERIC Educational Resources Information Center

    Boak, George

    2016-01-01

    This paper is based on a study of learning processes within 35 healthcare therapy teams that took action to improve their services. The published research on team learning is introduced, and the paper suggests it is an activity that has similarities with action research and with those forms of action learning where teams address collective…

  18. Development and Implementation of Team-Based Panel Management Tools: Filling the Gap between Patient and Population Information Systems.

    PubMed

    Watts, Brook; Lawrence, Renée H; Drawz, Paul; Carter, Cameron; Shumaker, Amy Hirsch; Kern, Elizabeth F

    2016-08-01

    Effective team-based models of care, such as the Patient-Centered Medical Home, require electronic tools to support proactive population management strategies that emphasize care coordination and quality improvement. Despite the spread of electronic health records (EHRs) and vendors marketing population health tools, clinical practices still may lack the ability to have: (1) local control over types of data collected/reports generated, (2) timely data (eg, up-to-date data, not several months old), and accordingly (3) the ability to efficiently monitor and improve patient outcomes. This article describes a quality improvement project at the hospital system level to develop and implement a flexible panel management (PM) tool to improve care of subpopulations of patients (eg, panels of patients with diabetes) by clinical teams. An in-depth case analysis approach is used to explore barriers and facilitators in building a PM registry tool for team-based management needs using standard data elements (eg, laboratory values, pharmacy records) found in EHRs. Also described are factors that may contribute to sustainability; to date the tool has been adapted to 6 disease-focused subpopulations encompassing more than 200,000 patients. Two key lessons emerged from this initiative: (1) though challenging, team-based clinical end users and information technology needed to work together consistently to refine the product, and (2) locally developed population management tools can provide efficient data tracking for frontline clinical teams and leadership. The preliminary work identified critical gaps that were successfully addressed by building local PM registry tools from EHR-derived data and offers lessons learned for others engaged in similar work. (Population Health Management 2016;19:232-239). PMID:26440062

  19. Development and Implementation of Team-Based Panel Management Tools: Filling the Gap between Patient and Population Information Systems.

    PubMed

    Watts, Brook; Lawrence, Renée H; Drawz, Paul; Carter, Cameron; Shumaker, Amy Hirsch; Kern, Elizabeth F

    2016-08-01

    Effective team-based models of care, such as the Patient-Centered Medical Home, require electronic tools to support proactive population management strategies that emphasize care coordination and quality improvement. Despite the spread of electronic health records (EHRs) and vendors marketing population health tools, clinical practices still may lack the ability to have: (1) local control over types of data collected/reports generated, (2) timely data (eg, up-to-date data, not several months old), and accordingly (3) the ability to efficiently monitor and improve patient outcomes. This article describes a quality improvement project at the hospital system level to develop and implement a flexible panel management (PM) tool to improve care of subpopulations of patients (eg, panels of patients with diabetes) by clinical teams. An in-depth case analysis approach is used to explore barriers and facilitators in building a PM registry tool for team-based management needs using standard data elements (eg, laboratory values, pharmacy records) found in EHRs. Also described are factors that may contribute to sustainability; to date the tool has been adapted to 6 disease-focused subpopulations encompassing more than 200,000 patients. Two key lessons emerged from this initiative: (1) though challenging, team-based clinical end users and information technology needed to work together consistently to refine the product, and (2) locally developed population management tools can provide efficient data tracking for frontline clinical teams and leadership. The preliminary work identified critical gaps that were successfully addressed by building local PM registry tools from EHR-derived data and offers lessons learned for others engaged in similar work. (Population Health Management 2016;19:232-239).

  20. ORD Strategic Action Plan for Information Management / Information Technology 2011

    EPA Science Inventory

    ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.

  1. Managing diversity and enhancing team outcomes: the promise of transformational leadership.

    PubMed

    Kearney, Eric; Gebert, Diether

    2009-01-01

    In a sample of 62 research and development (R&D) teams, the authors examined transformational leadership as a moderator of the relationship of age, nationality, and educational background diversity with team outcomes. When levels of transformational leadership were high, nationality and educational diversity were positively related to team leaders' longitudinal ratings of team performance. These relationships were nonsignificant when transformational leadership was low. Age diversity was not related to team performance when transformational leadership was high, and it was negatively related to team performance when transformational leadership was low. Two mediated moderation effects help explain these findings. Transformational leadership moderated the relationship of the 3 examined diversity dimensions with the elaboration of task-relevant information, which in turn was positively associated with team performance. Moreover, transformational leadership moderated the relationship of the 3 diversity types with collective team identification, which in turn was positively related to the elaboration of task-relevant information. The authors discuss the theoretical and practical implications of these results. Overall, this study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

  2. Connecting Caring and Action through Responsive Teaching: How One Team Accomplished Success in a Struggling Middle School

    ERIC Educational Resources Information Center

    Strahan, David B.; Layell, Krystal

    2006-01-01

    In "Turning Points 2000," Jackson and Davis noted that "changes in middle grades practices have least often occurred where they are needed most: in high-poverty urban and rural communities where unacceptably poor student achievement is rampant". Even so, in many struggling schools, some teams have achieved success. Their classrooms have been safe…

  3. How Configuration Management (CM) Can Help Project Teams To Innovate and Communicate

    NASA Technical Reports Server (NTRS)

    Cioletti, Louis

    2009-01-01

    Traditionally, CM is relegated to a support role in project management activities. CM s traditional functions of identification, change control, status accounting, and audits/verification are still necessary and play a vital role. However, this presentation proposes CM s role in a new and innovative manner that will significantly improve communication throughout the organization and, in turn, augment the project s success. CM s new role is elevated to the project management level, above the engineering or sub-project level in the Work Breakdown Structure (WBS), where it can more effectively accommodate changes, reduce corrective actions, and ensure that requirements are clear, concise, and valid, and that results conform to the requirements. By elevating CM s role in project management and orchestrating new measures, a new communication will emerge that will improve information integrity, structured baselines, interchangeability/traceability, metrics, conformance to standards, and standardize the best practices in the organization. Overall project performance (schedule, quality, and cost) can be no better than the ability to communicate requirements which, in turn, is no better than the CM process to communicate project decisions and the correct requirements.

  4. Empowerment through Development: The Role of Affirmative Action and Management Development in the Demise of Apartheid.

    ERIC Educational Resources Information Center

    Human, Linda

    1990-01-01

    Factors that hinder management development among Blacks in South Africa include educational disadvantage, cultural differences, discrimination, and marginality. Affirmative action and management development as a strategic policy will have to be practiced to redress the imbalances of apartheid. (SK)

  5. Unintended Consequences of Conservation Actions: Managing Disease in Complex Ecosystems

    PubMed Central

    Chauvenet, Aliénor L. M.; Durant, Sarah M.; Hilborn, Ray; Pettorelli, Nathalie

    2011-01-01

    Infectious diseases are increasingly recognised to be a major threat to biodiversity. Disease management tools such as control of animal movements and vaccination can be used to mitigate the impact and spread of diseases in targeted species. They can reduce the risk of epidemics and in turn the risks of population decline and extinction. However, all species are embedded in communities and interactions between species can be complex, hence increasing the chance of survival of one species can have repercussions on the whole community structure. In this study, we use an example from the Serengeti ecosystem in Tanzania to explore how a vaccination campaign against Canine Distemper Virus (CDV) targeted at conserving the African lion (Panthera leo), could affect the viability of a coexisting threatened species, the cheetah (Acinonyx jubatus). Assuming that CDV plays a role in lion regulation, our results suggest that a vaccination programme, if successful, risks destabilising the simple two-species system considered, as simulations show that vaccination interventions could almost double the probability of extinction of an isolated cheetah population over the next 60 years. This work uses a simple example to illustrate how predictive modelling can be a useful tool in examining the consequence of vaccination interventions on non-target species. It also highlights the importance of carefully considering linkages between human-intervention, species viability and community structure when planning species-based conservation actions. PMID:22163323

  6. Unintended consequences of conservation actions: managing disease in complex ecosystems.

    PubMed

    Chauvenet, Aliénor L M; Durant, Sarah M; Hilborn, Ray; Pettorelli, Nathalie

    2011-01-01

    Infectious diseases are increasingly recognised to be a major threat to biodiversity. Disease management tools such as control of animal movements and vaccination can be used to mitigate the impact and spread of diseases in targeted species. They can reduce the risk of epidemics and in turn the risks of population decline and extinction. However, all species are embedded in communities and interactions between species can be complex, hence increasing the chance of survival of one species can have repercussions on the whole community structure. In this study, we use an example from the Serengeti ecosystem in Tanzania to explore how a vaccination campaign against Canine Distemper Virus (CDV) targeted at conserving the African lion (Panthera leo), could affect the viability of a coexisting threatened species, the cheetah (Acinonyx jubatus). Assuming that CDV plays a role in lion regulation, our results suggest that a vaccination programme, if successful, risks destabilising the simple two-species system considered, as simulations show that vaccination interventions could almost double the probability of extinction of an isolated cheetah population over the next 60 years. This work uses a simple example to illustrate how predictive modelling can be a useful tool in examining the consequence of vaccination interventions on non-target species. It also highlights the importance of carefully considering linkages between human-intervention, species viability and community structure when planning species-based conservation actions.

  7. Managing diabetes with integrated teams: maximizing your efforts with limited time.

    PubMed

    Kruger, Davida F; Lorenzi, Gayle M; Dokken, Betsy B; Sadler, Christopher E; Mann, Kelly; Valentine, Virginia

    2012-03-01

    The importance of glycemic control has been well established. In response, the American Diabetes Association has established goals for glycemic control and other cardiovascular parameters, including blood pressure and low-density and high-density lipoprotein cholesterol. However, the National Health and Nutrition Examination Survey has shown that only about half (57%) of patients with diabetes meet a glycated hemoglobin A(1c) (HbA(1c)) goal of < 7%, approximately 45% meet blood pressure and total cholesterol goals, and only 12% achieve all 3 treatment goals. While treating hyperglycemia remains the primary treatment goal, careful selection of pharmacotherapies that do not adversely affect cardiovascular risk factors or long-term glycemic control is an important consideration for patients with type 2 diabetes mellitus. During the past 5 years, the number of treatment options and the complexity of treatment guidelines for diabetes have increased markedly, which makes treatment decisions more complicated and time-consuming, and greatly impacts the workload of the primary care physicians who deliver care to the majority of this population. To provide optimal diabetes care when time and resources are limited, primary care physicians may want to enlist the support of other providers, such as nurse practitioners, physician assistants, diabetes educators, dietitians, and social and case workers. The use of team care, coupled with appropriately chosen pharmacologic therapy and patient education that fosters the development of critical thinking skills and the ability to make self-management decisions, have been shown to improve glycemic control and cardiovascular outcomes.

  8. Building the multidisciplinary team for management of patients with hepatocellular carcinoma.

    PubMed

    Naugler, Willscott E; Alsina, Angel E; Frenette, Catherine T; Rossaro, Lorenzo; Sellers, Marty T

    2015-05-01

    Optimal care of the patient with hepatocellular carcinoma (HCC) necessitates the involvement of multiple providers. Because the patient with HCC often carries 2 conditions with competing mortality risks (cancer and underlying cirrhosis), no single provider is equipped to deal with all of these patients' needs adequately. Multidisciplinary teams (MDTs) have evolved to facilitate care coordination, reassessments of clinical course, and nimble changes in treatment plans required for this complex group of patients. Providers or sites that elect to manage patients with HCC thus are increasingly aware of the need to build their own MDT or communicate with an established one. The availability of new communication technologies, such as teleconferencing or teleconsultation, offers the possibility of MDT expansion into underserved or rural areas, as well as areas such as correctional facilities. Although the availability of resources for HCC patient care varies from site to site, construction of an MDT is possible in a wide spectrum of clinical practices, and this article suggests a blueprint for assembly of such collaboration. Research strategies are needed to explain how MDTs improve clinical outcomes so that MDTs themselves can be improved.

  9. Team Building: Electronic Management-Clinical Translational Research (eM-CTR) Systems

    PubMed Central

    Cecchetti, Alfred A.; Parmanto, Bambang; Vecchio, Marcella L.; Ahmad, Sjarif; Buch, Shama; Zgheib, Nathalie K; Groark, Stephen J.; Vemuganti, Anupama; Romkes, Marjorie; Sciurba, Frank; Donahoe, Michael P.; Branch, Robert A.

    2013-01-01

    Classical drug exposure: response studies in clinical pharmacology represent the quintessential prototype for Bench to Bedside-Clinical Translational Research. A fundamental premise of this approach is for a multidisciplinary team of researchers to design and execute complex, in-depth mechanistic studies conducted in relatively small groups of subjects. The infrastructure support for this genre of clinical research is not well-handled by scaling down of infrastructure used for large Phase III clinical trials. We describe a novel, integrated strategy, whose focus is to support and manage a study using an Information Hub, Communication Hub, and Data Hub design. This design is illustrated by an application to a series of varied projects sponsored by Special Clinical Centers of Research in chronic obstructive pulmonary disease at the University of Pittsburgh. In contrast to classical informatics support, it is readily scalable to large studies. Our experience suggests the culture consequences of research group self-empowerment is not only economically efficient but transformative to the research process. PMID:20443940

  10. Antibiotic management teams in Belgian hospitals: continued improvement in the period from 2007 to 2011.

    PubMed

    Van Gastel, E; Balligand, E; Costers, M; Magerman, K

    2015-04-01

    Since 2002, the Belgian Antibiotic Policy Coordination Committee (BAPCOC) has supported the development of antibiotic management teams (AMTs) in Belgian hospitals with policy guidance and federal funding for antibiotic managers. We report on the analysis of the activity reports for the year 2011 and compare the results with those for 2007. A structured questionnaire survey was performed on the composition, organisation and service activities of the AMT in all acute care and larger chronic care hospitals in the country in 2011. Descriptive statistics were stratified by duration of AMT funding. Completed questionnaires were provided by 105 of 109 hospitals (response rate 96.3%). The AMTs have further formalised their working method over the previous years. Significantly higher implementation rates were achieved in 2011 for concurrent review for antibiotic therapies (92.0% in 2011 vs. 64.2% in 2007), for the de-escalation of therapy after a few days (93.0% in 2011 vs. 63.9% in 2007) and for sequential i.v.-oral therapy for antibiotics with equivalent bioavailability (86.0% in 2011 vs. 78.7% in 2007). The AMTs who first joined the project were able to maintain their activities at a high level, while those who last joined the national project in 2007 made considerable progress 4 years later. This has also resulted in significantly higher implementation rates for the totality of the acute care hospitals. The presence of AMTs in all hospitals also proves to be a great boon when setting up projects, surveys and studies on a(n) (inter)national level. PMID:25407373

  11. [Team and team work].

    PubMed

    Richer, E

    1990-01-01

    The coordinator draws conclusions on the symposium day devoted to the teams. After defining "team" he gives several thoughts on the team's work its advantages and its difficulties. During this day the teams talked about their questions and their certainties in the various fields of their work. They also discussed their hard ships and their need of psychological support which the hospital departments do not have the means to satisfy.

  12. Team Building

    ERIC Educational Resources Information Center

    Begg, Roddy

    2005-01-01

    A personal reminiscence of the events surrounding the establishment of Tertiary Education and Management (TEAM), the journal of the European Association for Institutional Research EAIR, the European Higher Education Society--and its development over its first decade, by the founding Editor, at the time of his retirement from the post.

  13. Results of the Lunar Exploration Analysis Group (LEAG) Gap Review: Specific Action Team (SAT), Examination of Strategic Knowledge Gaps (SKGs) for Human Exploration of the Moon

    NASA Technical Reports Server (NTRS)

    Shearer, C. K.; Eppler, D.; Farrell, W.; Gruener, J.; Lawrence, S.; Pellis, N.; Spudis, P. D.; Stopar, J.; Zeigler, R.; Neal, C; Bussey, B.

    2016-01-01

    The Lunar Exploration Analysis Group (LEAG) was tasked by the Human Exploration Operations Mission Directorate (HEOMD) to establish a Specific Action Team (SAT) to review lunar Strategic Knowledge Gaps (SKGs) within the context of new lunar data and some specific human mission scenarios. Within this review, the SAT was to identify the SKGs that have been fully or partially retired, identify new SKGs resulting from new data and observations, and review quantitative descriptions of measurements that are required to fill knowledge gaps, the fidelity of the measurements needed, and if relevant, provide examples of existing instruments or potential missions capable of filling the SKGs.

  14. Using Collaborative Action Learning Projects to Increase the Impact of Management Development

    ERIC Educational Resources Information Center

    Lyso, Ingunn Hybertsen; Mjoen, Kristian; Levin, Morten

    2011-01-01

    This article aims to contribute to the field of human resource development by exploring the conditions that influence the organizational impact of action learning projects. Many organizations use such projects as an integral part of their management development programs. Past research on action learning projects has shown how balancing action and…

  15. Psychological Climates in Action Learning Sets: A Manager's Perspective

    ERIC Educational Resources Information Center

    Yeadon-Lee, Annie

    2015-01-01

    Action learning (AL) is often viewed as a process that facilitates professional learning through the creation of a positive psychological climate [Marquardt, M. J. 2000. "Action Learning and Leadership." "The Learning Organisation" 7 (5): 233-240; Schein, E. H. 1979. "Personal Change Through Interpersonal…

  16. The Management Dilemma: Shared Authority. The Management Challenge: Now and Tomorrow. Putting It All Together: The Management Team.

    ERIC Educational Resources Information Center

    Lisensky, Robert P.

    1971-01-01

    The style of management in higher education has changed significantly in recent decades. The groups that have demanded, and in most cases been given, a share in the governance of the institution are the administration, the faculty, the students, and the non-faculty staff. The problem arises in implementing the claims for a share of authority. Some…

  17. Leading Teams of Leaders: What Helps Team Member Learning?

    ERIC Educational Resources Information Center

    Higgins, Monica; Young, Lissa; Weiner, Jennie; Wlodarczyk, Steven

    2010-01-01

    School districts are moving toward a new form of management in which superintendents need to form and nurture leadership teams. A study of 25 such teams in Connecticut suggests that a team's effectiveness is maximized when the team members are coached by other team members, not the superintendent, and when they are coached on task-related…

  18. Primary care team working in Ireland: a qualitative exploration of team members' experiences in a new primary care service.

    PubMed

    Kennedy, Norelee; Armstrong, Claire; Woodward, Oonagh; Cullen, Walter

    2015-07-01

    Team working is an integral aspect of primary care, but barriers to effective team working can limit the effectiveness of a primary care team (PCT). The establishment of new PCTs in Ireland provides an excellent opportunity to explore team working in action. The aim of this qualitative study was to explore the experiences of team members working in a PCT. Team members (n = 19) from two PCTs were interviewed from May to June 2010 using a semi-structured interview guide. All interviews were audio-recorded and transcribed. Data were analysed using NVivo (version 8). Thematic analysis was used to explore the data. We identified five main themes that described the experiences of the team members. The themes were support for primary care, managing change, communication, evolution of roles and benefits of team working. Team members were generally supportive of primary care and had experienced benefits to their practice and to the care of their patients from participation in the team. Regular team meetings enabled communication and discussion of complex cases. Despite the significant scope for role conflict due to the varied employment arrangements of the team members, neither role nor interpersonal conflict was evident in the teams studied. In addition, despite the unusual team structure in Irish PCTs - where there is no formally appointed team leader or manager - general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful PCT functioning as previously thought. Nonetheless, team leadership was identified as an important issue in the further development of the teams. PMID:25429985

  19. Primary care team working in Ireland: a qualitative exploration of team members' experiences in a new primary care service.

    PubMed

    Kennedy, Norelee; Armstrong, Claire; Woodward, Oonagh; Cullen, Walter

    2015-07-01

    Team working is an integral aspect of primary care, but barriers to effective team working can limit the effectiveness of a primary care team (PCT). The establishment of new PCTs in Ireland provides an excellent opportunity to explore team working in action. The aim of this qualitative study was to explore the experiences of team members working in a PCT. Team members (n = 19) from two PCTs were interviewed from May to June 2010 using a semi-structured interview guide. All interviews were audio-recorded and transcribed. Data were analysed using NVivo (version 8). Thematic analysis was used to explore the data. We identified five main themes that described the experiences of the team members. The themes were support for primary care, managing change, communication, evolution of roles and benefits of team working. Team members were generally supportive of primary care and had experienced benefits to their practice and to the care of their patients from participation in the team. Regular team meetings enabled communication and discussion of complex cases. Despite the significant scope for role conflict due to the varied employment arrangements of the team members, neither role nor interpersonal conflict was evident in the teams studied. In addition, despite the unusual team structure in Irish PCTs - where there is no formally appointed team leader or manager - general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful PCT functioning as previously thought. Nonetheless, team leadership was identified as an important issue in the further development of the teams.

  20. The [Un]Spoken Challenges of Administrator Collaboration: An Exploration of One District Leadership Team's Use of Protocols to Promote Reflection and Shared Theories of Action

    ERIC Educational Resources Information Center

    Szczesiul, Stacy Agee

    2014-01-01

    This article explores the use of protocol-structured dialogue in promoting reflective practices and shared theories of action within a district leadership team. Protocols have been used to make individuals' theories of action visible and subject to evaluation. This is important for leaders trying to establish coherence across a system; in…

  1. Fiscal Year 2013 Trails Management Program Mitigation Action Plan Annual Report, October 2013

    SciTech Connect

    Pava, Daniel S.

    2015-03-25

    This Trails Management Program Mitigation Action Plan Annual Report (Trails MAPAR) has been prepared for the Department of Energy (DOE)/National Nuclear Security Administration (NNSA) as part of implementing the 2003 Final Environmental Assessment for the Proposed Los Alamos National Laboratory Trails Management Program (DOE 2003). The Trails Mitigation Action Plan (MAP) is now a part of the Site-Wide Environmental Impact Statement for the Continued Operation of Los Alamos National Laboratory (DOE/EIS 0380) Mitigation Action Plan (2008 SWEIS MAP) (DOE 2008). The MAP provides guidance for the continued implementation of the Trails Management Program at Los Alamos National Laboratory (LANL) and integration of future mitigation actions into the 2008 SWEIS MAP to decrease impacts associated with recreational trails use at LANL. This eighth MAPAR includes a summary of Trails Management Program activities and actions during Fiscal Year (FY) 2013, from October 2012 through September 2013.

  2. Drugs for some but not all: inequity within community health worker teams during introduction of integrated community case management

    PubMed Central

    2014-01-01

    Background The Ugandan health system now supports integrated community case management (iCCM) by community health workers (CHWs) to treat young children ill with fever, presumed pneumonia, and diarrhea. During an iCCM pilot intervention study in southwest Uganda, two CHWs were selected from existing village teams of two to seven CHWs, to be trained in iCCM. Therefore, some villages had both ‘basic CHWs’ who were trained in standard health promotion and ‘iCCM CHWs’ who were trained in the iCCM intervention. A qualitative study was conducted to investigate how providing training, materials, and support for iCCM to some CHWs and not others in a CHW team impacts team functioning and CHW motivation. Methods In 2012, iCCM was implemented in Kyabugimbi sub-county of Bushenyi District in Uganda. Following seven months of iCCM intervention, focus group discussions and key informant interviews were conducted alongside other end line tools as part of a post-iCCM intervention study. Study participants were community leaders, caregivers of young children, and the CHWs themselves (‘basic’ and ‘iCCM’). Qualitative content analysis was used to identify prominent themes from the transcribed data. Results The five main themes observed were: motivation and self-esteem; selection, training, and tools; community perceptions and rumours; social status and equity; and cooperation and team dynamics. ‘Basic CHWs’ reported feeling hurt and overshadowed by ‘iCCM CHWs’ and reported reduced self-esteem and motivation. iCCM training and tools were perceived to be a significant advantage, which fueled feelings of segregation. CHW cooperation and team dynamics varied from area to area, although there was an overall discord amongst CHWs regarding inequity in iCCM participation. Despite this discord, reasonable personal and working relationships within teams were retained. Conclusions Training and supporting only some CHWs within village teams unexpectedly and negatively

  3. Longitudinal evaluation of physician payment reform and team-based care for chronic disease management and prevention

    PubMed Central

    Kiran, Tara; Kopp, Alexander; Moineddin, Rahim; Glazier, Richard H.

    2015-01-01

    Background: We evaluated a large-scale transition of primary care physicians to blended capitation models and team-based care in Ontario, Canada, to understand the effect of each type of reform on the management and prevention of chronic disease. Methods: We used population-based administrative data to assess monitoring of diabetes mellitus and screening for cervical, breast and colorectal cancer among patients belonging to team-based capitation, non–team-based capitation or enhanced fee-for-service medical homes as of Mar. 31, 2011 (n = 10 675 480). We used Poisson regression models to examine these associations for 2011. We then used a fitted nonlinear model to compare changes in outcomes between 2001 and 2011 by type of medical home. Results: In 2011, patients in a team-based capitation setting were more likely than those in an enhanced fee-for-service setting to receive diabetes monitoring (39.7% v. 31.6%, adjusted relative risk [RR] 1.22, 95% confidence interval [CI] 1.18 to 1.25), mammography (76.6% v. 71.5%, adjusted RR 1.06, 95% CI 1.06 to 1.07) and colorectal cancer screening (63.0% v. 60.9%, adjusted RR 1.03, 95% CI 1.02 to 1.04). Over time, patients in medical homes with team-based capitation experienced the greatest improvement in diabetes monitoring (absolute difference in improvement 10.6% [95% CI 7.9% to 13.2%] compared with enhanced fee for service; 6.4% [95% CI 3.8% to 9.1%] compared with non–team-based capitation) and cervical cancer screening (absolute difference in improvement 7.0% [95% CI 5.5% to 8.5%] compared with enhanced fee for service; 5.3% [95% CI 3.8% to 6.8%] compared with non–team-based capitation). For breast and colorectal cancer screening, there were no significant differences in change over time between different types of medical homes. Interpretation: The shift to capitation payment and the addition of team-based care in Ontario were associated with moderate improvements in processes related to diabetes care, but the

  4. A Fair Go for All? The Impact of Intragroup Diversity and Diversity-Management Skills on Student Experiences and Outcomes in Team-Based Class Projects

    ERIC Educational Resources Information Center

    Shaw, James B.

    2004-01-01

    A longitudinal study of 390 students in 64 Practical Organizational Behavior Education (PROBE) project teams was conducted on the effects of intragroup diversity and student diversity-management skills. The impact of gender, age, and nationality variables on student grades, cognitive processes, perceptions of team effectiveness, and satisfaction…

  5. The implementation of an elementary STEM learning team and the effect on teacher self-efficacy: An action research study

    NASA Astrophysics Data System (ADS)

    Hernandez, Jennifer F.

    Science, technology, engineering, and math (STEM) education is part of a national movement to prepare students for the demands of a 21st century workforce. STEM uses an integrated, real-world problem solving approach to increase the levels of collaboration, communication, critical, and creative thinking in students. If expectations for students have increased to stay competitive in a global market, teachers must be equipped to meet the needs of the new 21st century learners in their classrooms. To that end, professional learning for educators is essential to ensure they are equipped with the tools necessary for success. While there are many approaches to teacher development, professional learning teams, based on the work of Garmston and Wellman, focus on teachers' instructional delivery, targeted student learning needs, planning, implementing new strategies, collaboration, and reflective dialogue. The purpose of the study is to improve instructional practice providing quality STEM instruction to students and increase teacher self-efficacy---a teachers' perception of his or her ability to instruct students in the STEM disciplines. Theoretical implications of a study on an elementary STEM learning team could affect the way schools deliver STEM professional learning opportunities to teachers and the way students are delivered a quality STEM education. Research has shown that Model I behavior would limit the change process of professional learning through a surface inspection of the issues; however model II behaviors would benefit the teachers, students and organization because teachers would be collaborating on specific objectives to develop a knowledge base and skill set to meet students' needs. Extending professional development by engaging stakeholders in a collaborative process to build model II behaviors will create an organizational structure that facilitates learning.

  6. Multi-action planning for threat management: a novel approach for the spatial prioritization of conservation actions.

    PubMed

    Cattarino, Lorenzo; Hermoso, Virgilio; Carwardine, Josie; Kennard, Mark J; Linke, Simon

    2015-01-01

    Planning for the remediation of multiple threats is crucial to ensure the long term persistence of biodiversity. Limited conservation budgets require prioritizing which management actions to implement and where. Systematic conservation planning traditionally assumes that all the threats in priority sites are abated (fixed prioritization approach). However, abating only the threats affecting the species of conservation concerns may be more cost-effective. This requires prioritizing individual actions independently within the same site (independent prioritization approach), which has received limited attention so far. We developed an action prioritization algorithm that prioritizes multiple alternative actions within the same site. We used simulated annealing to find the combination of actions that remediate threats to species at the minimum cost. Our algorithm also accounts for the importance of selecting actions in sites connected through the river network (i.e., connectivity). We applied our algorithm to prioritize actions to address threats to freshwater fish species in the Mitchell River catchment, northern Australia. We compared how the efficiency of the independent and fixed prioritization approach varied as the importance of connectivity increased. Our independent prioritization approach delivered more efficient solutions than the fixed prioritization approach, particularly when the importance of achieving connectivity was high. By spatially prioritizing the specific actions necessary to remediate the threats affecting the target species, our approach can aid cost-effective habitat restoration and land-use planning. It is also particularly suited to solving resource allocation problems, where consideration of spatial design is important, such as prioritizing conservation efforts for highly mobile species, species facing climate change-driven range shifts, or minimizing the risk of threats spreading across different realms.

  7. Multi-action planning for threat management: a novel approach for the spatial prioritization of conservation actions.

    PubMed

    Cattarino, Lorenzo; Hermoso, Virgilio; Carwardine, Josie; Kennard, Mark J; Linke, Simon

    2015-01-01

    Planning for the remediation of multiple threats is crucial to ensure the long term persistence of biodiversity. Limited conservation budgets require prioritizing which management actions to implement and where. Systematic conservation planning traditionally assumes that all the threats in priority sites are abated (fixed prioritization approach). However, abating only the threats affecting the species of conservation concerns may be more cost-effective. This requires prioritizing individual actions independently within the same site (independent prioritization approach), which has received limited attention so far. We developed an action prioritization algorithm that prioritizes multiple alternative actions within the same site. We used simulated annealing to find the combination of actions that remediate threats to species at the minimum cost. Our algorithm also accounts for the importance of selecting actions in sites connected through the river network (i.e., connectivity). We applied our algorithm to prioritize actions to address threats to freshwater fish species in the Mitchell River catchment, northern Australia. We compared how the efficiency of the independent and fixed prioritization approach varied as the importance of connectivity increased. Our independent prioritization approach delivered more efficient solutions than the fixed prioritization approach, particularly when the importance of achieving connectivity was high. By spatially prioritizing the specific actions necessary to remediate the threats affecting the target species, our approach can aid cost-effective habitat restoration and land-use planning. It is also particularly suited to solving resource allocation problems, where consideration of spatial design is important, such as prioritizing conservation efforts for highly mobile species, species facing climate change-driven range shifts, or minimizing the risk of threats spreading across different realms. PMID:26020794

  8. Multi-Action Planning for Threat Management: A Novel Approach for the Spatial Prioritization of Conservation Actions

    PubMed Central

    Cattarino, Lorenzo; Hermoso, Virgilio; Carwardine, Josie; Kennard, Mark J.; Linke, Simon

    2015-01-01

    Planning for the remediation of multiple threats is crucial to ensure the long term persistence of biodiversity. Limited conservation budgets require prioritizing which management actions to implement and where. Systematic conservation planning traditionally assumes that all the threats in priority sites are abated (fixed prioritization approach). However, abating only the threats affecting the species of conservation concerns may be more cost-effective. This requires prioritizing individual actions independently within the same site (independent prioritization approach), which has received limited attention so far. We developed an action prioritization algorithm that prioritizes multiple alternative actions within the same site. We used simulated annealing to find the combination of actions that remediate threats to species at the minimum cost. Our algorithm also accounts for the importance of selecting actions in sites connected through the river network (i.e., connectivity). We applied our algorithm to prioritize actions to address threats to freshwater fish species in the Mitchell River catchment, northern Australia. We compared how the efficiency of the independent and fixed prioritization approach varied as the importance of connectivity increased. Our independent prioritization approach delivered more efficient solutions than the fixed prioritization approach, particularly when the importance of achieving connectivity was high. By spatially prioritizing the specific actions necessary to remediate the threats affecting the target species, our approach can aid cost-effective habitat restoration and land-use planning. It is also particularly suited to solving resource allocation problems, where consideration of spatial design is important, such as prioritizing conservation efforts for highly mobile species, species facing climate change-driven range shifts, or minimizing the risk of threats spreading across different realms. PMID:26020794

  9. Making Teamwork Work: Team Knowledge for Team Effectiveness.

    PubMed

    Guchait, Priyanko; Lei, Puiwa; Tews, Michael J

    2016-01-01

    This study examined the impact of two types of team knowledge on team effectiveness. The study assessed the impact of taskwork knowledge and teamwork knowledge on team satisfaction and performance. A longitudinal study was conducted with 27 service-management teams involving 178 students in a real-life restaurant setting. Teamwork knowledge was found to impact both team outcomes. Furthermore, team learning behavior was found to mediate the relationships between teamwork knowledge and team outcomes. Educators and managers should therefore ensure these types of knowledge are developed in teams along with learning behavior for maximum effectiveness.

  10. Tracking federal land management: Report No. 3 on federal land management actions impacting geothermal commecialization at selected target prospects in the five Pacific Rim states

    SciTech Connect

    Not Available

    1980-05-20

    Generic land management actions affecting geothermal commerializtion in Pacific River states are reviewed. Specific federal land management actions affecting geothermal prospects in California and the Pacific Northwest are described. (MHR)

  11. Population Care Management and Team-Based Approach to Reduce Racial Disparities among African Americans/Blacks with Hypertension

    PubMed Central

    Bartolome, Rowena E; Chen, Agnes; Handler, Joel; Platt, Sharon Takeda; Gould, Bernice

    2016-01-01

    Objectives: At Kaiser Permanente, national Equitable Care Health Outcomes (ECHO) Reports with a baseline measurement of 16 Healthcare Effectiveness Data and Information Set measures stratified by race and ethnicity showed a disparity of 8.1 percentage points in blood pressure (BP) control rates between African- American/black (black) and white members. The aims of this study were to describe a population care management team-based approach to improve BP control for large populations and to explain how a culturally tailored, patient-centered approach can address this racial disparity. Methods: These strategies were implemented through: 1) physician-led educational programs on treatment intensification, medication adherence, and consistent use of clinical practice guidelines; 2) building strong care teams by defining individual roles and responsibilities in hypertension management; 3) redesign of the care delivery system to expand access; and 4) programs on culturally tailored communication tools and self-management. Results: At a physician practice level where 65% of patients with hypertension were black, BP control rates (< 140/90 mmHg) for blacks improved from 76.6% to 81.4%, and control rates for whites increased from 82.9% to 84.2%. The racial gap narrowed from 6.3% to 2.8%. As these successful practices continue to spread throughout the program, the health disparity gap in BP control has decreased by 50%, from 8.1% to 3.9%. Conclusion: A sustainable program to collect self-reported race, ethnicity, and language preference data integrated with successful population care management programs provided the foundation for addressing health disparities. Cultural tailoring of a multilevel team-based approach closed the gap for blacks with hypertension. PMID:26824963

  12. Empowering Communities in Educational Management: Participatory Action Research

    ERIC Educational Resources Information Center

    Ruechakul, Prayad; Erawan, Prawit; Siwarom, Manoon

    2015-01-01

    The participatory learning and action: PLA was the process used for empowering in this program. This process has four steps: 1) create awareness, 2) specify problems or needs, 3) act and 4) present and reflect or monitor. The purposes of this study were: 1) to investigate the conditions of communities in terms of context and problems or needs in…

  13. An Examination of the Relationship among Structure, Trust, and Conflict Management Styles in Virtual Teams

    ERIC Educational Resources Information Center

    Liu, Xiaojing; Magjuka, Richard J.; Lee, Seung-hee

    2008-01-01

    The emergence of new technologies has made it increasingly easy for distributed collaboration in both educational and noneducational settings. Although the effectiveness in traditional settings of the dynamics of small group work has been widely researched, there is limited research that offers evidence on how teams can work effectively in a…

  14. A Model of Values and Actions for Personal Knowledge Management

    ERIC Educational Resources Information Center

    Zuber-Skerritt, Ortrun

    2005-01-01

    Purpose: The purpose of this paper is to present a "soft methodology" model in knowledge management that addresses the problem of accessing and managing one particular type of knowledge: personal (implicit/tacit) knowledge. Design/methodology/approach: The model is based on the theories and methodologies of grounded theory, adult learning,…

  15. Elucidating the Power in Empowerment and the Participation in Participatory Action Research: A Story About Research Team and Elementary School Change

    PubMed Central

    Dworski-Riggs, Deanne

    2010-01-01

    Community psychologists are increasingly using Participatory Action Research (PAR) as a way to promote social justice by creating conditions that foster empowerment. Yet, little attention has been paid to the differences between the power structure that PAR advocates and the local community power structures. This paper seeks to evaluate the level of participation in a PAR project for multiple stakeholder groups, determine how PAR was adjusted to better fit community norms, and whether our research team was able to facilitate the emergence of PAR by adopting an approach that was relevant to the existing power relations. We conclude that power differences should not be seen as roadblocks to participation, but rather as moments of opportunity for the researchers to refine their methods and for the community and the community psychologist to challenge existing power structures. PMID:20232244

  16. Book Review: Radiological Conditions in the Dnieper River Basin: Assessment by an International Expert Team and Recommendations for an Action Plan

    SciTech Connect

    Napier, Bruce A.

    2007-12-31

    This article is a book review of a report from the International Atomic Energy Agency that was prepared by a team of scientists from Belarus, the Russian Federation, and Ukraine as an assessment of radiological contamination of the Dnieper River, which flows through these three countries. The topics covered begin with radioactive sources (actual and potential) including areas affected by the Chernobyl nuclear accident, nuclear power plants along the river and its tributaries, uranium mining and ore processing, radioactive waste storage and disposal sites, and non-power sources, such as medicine, industry, and research. The report continues with an assessment of human exposures to radiation from these sources. An additional area of consideration is radiological “hot spots” in the region. The report finishes with conclusions and recommendations to the regional governments for a strategic action plan and individual government national plans.

  17. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 40 Protection of Environment 26 2011-07-01 2011-07-01 false Corrective action for solid waste... (CONTINUED) SOLID WASTES (CONTINUED) STANDARDS FOR OWNERS AND OPERATORS OF HAZARDOUS WASTE TREATMENT, STORAGE, AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action...

  18. Organising Collective Action for Effective Environmental Management and Social Learning in Wales

    ERIC Educational Resources Information Center

    Mills, Jane; Gibbon, David; Ingram, Julie; Reed, Matt; Short, Christopher; Dwyer, Janet

    2011-01-01

    The paper explored key factors that might lead to successful agri-environmental social learning and collective action in order to deliver landscape-scale resource management within agri-environment schemes. Using the theory of collective action as an analytical framework the paper examined findings from in-depth interviews with 20 members of two…

  19. Biodiversity in School Grounds: Auditing, Monitoring and Managing an Action Plan

    ERIC Educational Resources Information Center

    Mansell, Michelle

    2010-01-01

    The idea of using site biodiversity action plans to introduce biodiversity management initiatives into school grounds is outlined. Selected parts of a case study, involving the use of such an action plan to record, monitor and plan for biodiversity on a university campus, are described and ideas for applying a similar plan to a school setting are…

  20. Animating Critical Action Learning: Process-Based Leadership and Management Development

    ERIC Educational Resources Information Center

    Trehan, Kiran; Pedler, Mike

    2009-01-01

    Increasing attention is focusing on the value of critical approaches to enhancing leadership and management development processes. This paper examines how a critical action learning perspectives can be harnessed to produce valuable learning and development through critically reflective practise. Critical action learning approaches not only explore…

  1. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 40 Protection of Environment 25 2010-07-01 2010-07-01 false Corrective action for solid waste... (CONTINUED) SOLID WASTES (CONTINUED) STANDARDS FOR OWNERS AND OPERATORS OF HAZARDOUS WASTE TREATMENT, STORAGE, AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action...

  2. Learning from Action Evaluation of the Use of Multimedia Case Studies in Management Information Systems Courses

    ERIC Educational Resources Information Center

    Kawulich, Barbara B.

    2011-01-01

    This manuscript shares lessons learned from conducting an action evaluation of the use of multimedia case studies in Management Information Systems (MIS) courses. Three undergraduate MIS classes took part in the study. The purpose for using case studies in these classes was to teach students about the role of MIS in business. An action evaluation…

  3. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... 40 Protection of Environment 27 2013-07-01 2013-07-01 false Corrective action for solid waste... (CONTINUED) SOLID WASTES (CONTINUED) STANDARDS FOR OWNERS AND OPERATORS OF HAZARDOUS WASTE TREATMENT, STORAGE, AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action...

  4. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 40 Protection of Environment 26 2014-07-01 2014-07-01 false Corrective action for solid waste... (CONTINUED) SOLID WASTES (CONTINUED) STANDARDS FOR OWNERS AND OPERATORS OF HAZARDOUS WASTE TREATMENT, STORAGE, AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action...

  5. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... 40 Protection of Environment 27 2012-07-01 2012-07-01 false Corrective action for solid waste... (CONTINUED) SOLID WASTES (CONTINUED) STANDARDS FOR OWNERS AND OPERATORS OF HAZARDOUS WASTE TREATMENT, STORAGE, AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action...

  6. A Pilot Action Learning Set for NHS R&D Managers

    ERIC Educational Resources Information Center

    Boaden, Margaret

    2004-01-01

    A pilot action learning set was established in late September 2002, with the objective to develop a model of action learning appropriate for R&D managers. This initiative was one of a number of responses to a request for training and support by a small group of R&D managers who were based in non-teaching acute and primary care NHS trusts. The…

  7. Uranium mill tailings remedial action project real estate management plan

    SciTech Connect

    Not Available

    1994-09-01

    This plan summarizes the real estate requirements of the US Department of Energy`s (DOE) Uranium Mill Tailings Action (UMTRA) Project, identifies the roles and responsibilities of project participants involved in real estate activities, and describes the approaches used for completing these requirements. This document is intended to serve as a practical guide for all project participants. It is intended to be consistent with all formal agreements, but if a conflict is identified, the formal agreements will take precedence.

  8. Adaptive management: from more talk to real action.

    PubMed

    Williams, Byron K; Brown, Eleanor D

    2014-02-01

    The challenges currently facing resource managers are large-scale and complex, and demand new approaches to balance development and conservation goals. One approach that shows considerable promise for addressing these challenges is adaptive management, which by now is broadly seen as a natural, intuitive, and potentially effective way to address decision-making in the face of uncertainties. Yet the concept of adaptive management continues to evolve, and its record of success remains limited. In this article, we present an operational framework for adaptive decision-making, and describe the challenges and opportunities in applying it to real-world problems. We discuss the key elements required for adaptive decision-making, and their integration into an iterative process that highlights and distinguishes technical and social learning. We illustrate the elements and processes of the framework with some successful on-the-ground examples of natural resource management. Finally, we address some of the difficulties in applying learning-based management, and finish with a discussion of future directions and strategic challenges. PMID:24271618

  9. Action errors, error management, and learning in organizations.

    PubMed

    Frese, Michael; Keith, Nina

    2015-01-01

    Every organization is confronted with errors. Most errors are corrected easily, but some may lead to negative consequences. Organizations often focus on error prevention as a single strategy for dealing with errors. Our review suggests that error prevention needs to be supplemented by error management--an approach directed at effectively dealing with errors after they have occurred, with the goal of minimizing negative and maximizing positive error consequences (examples of the latter are learning and innovations). After defining errors and related concepts, we review research on error-related processes affected by error management (error detection, damage control). Empirical evidence on positive effects of error management in individuals and organizations is then discussed, along with emotional, motivational, cognitive, and behavioral pathways of these effects. Learning from errors is central, but like other positive consequences, learning occurs under certain circumstances--one being the development of a mind-set of acceptance of human error.

  10. Consumers versus managed care: the new class actions.

    PubMed

    Havighurst, C C

    2001-01-01

    The plaintiffs in pending consumer class-action lawsuits against health maintenance organizations (HMOs) should fail in their claims for damages for fraud under federal anti-racketeering legislation. Although HMOs have regularly failed to disclose their business methods and have not strictly honored their contractual coverage promises, the circumstances in which they introduced cost controls into a market sadly lacking them suggest motives not deserving punitive sanctions. Courts could easily find that HMOs violated the Employee Retirement Income Security Act (ERISA), however. Injunctive relief compelling more extensive disclosures and clearer contracts might well legitimize HMOs' methods and generally improve the performance of the health care marketplace.

  11. Conversations outside the Comfort Zone: Identity Formation in SME Manager Action Learning

    ERIC Educational Resources Information Center

    Anderson, Lisa; Gold, Jeff

    2009-01-01

    In this paper we consider the construction of narrative identity and particularly how managers of small businesses may construct new narrative identities within the activity of the action learning situation. We build on recent work to suggest that the "world" of managers can be explored through a consideration of Vygotsky's socio-cultural theory…

  12. Tracking dynamic team activity

    SciTech Connect

    Tambe, M.

    1996-12-31

    AI researchers are striving to build complex multi-agent worlds with intended applications ranging from the RoboCup robotic soccer tournaments, to interactive virtual theatre, to large-scale real-world battlefield simulations. Agent tracking - monitoring other agent`s actions and inferring their higher-level goals and intentions - is a central requirement in such worlds. While previous work has mostly focused on tracking individual agents, this paper goes beyond by focusing on agent teams. Team tracking poses the challenge of tracking a team`s joint goals and plans. Dynamic, real-time environments add to the challenge, as ambiguities have to be resolved in real-time. The central hypothesis underlying the present work is that an explicit team-oriented perspective enables effective team tracking. This hypothesis is instantiated using the model tracing technology employed in tracking individual agents. Thus, to track team activities, team models are put to service. Team models are a concrete application of the joint intentions framework and enable an agent to track team activities, regardless of the agent`s being a collaborative participant or a non-participant in the team. To facilitate real-time ambiguity resolution with team models: (i) aspects of tracking are cast as constraint satisfaction problems to exploit constraint propagation techniques; and (ii) a cost minimality criterion is applied to constrain tracking search. Empirical results from two separate tasks in real-world, dynamic environments one collaborative and one competitive - are provided.

  13. An Illustration of the Corrective Action Process, The Corrective Action Management Unit at Sandia National Laboratories/New Mexico

    SciTech Connect

    Irwin, M.; Kwiecinski, D.

    2002-02-26

    Corrective Action Management Units (CAMUs) were established by the Environmental Protection Agency (EPA) to streamline the remediation of hazardous waste sites. Streamlining involved providing cost saving measures for the treatment, storage, and safe containment of the wastes. To expedite cleanup and remove disincentives, EPA designed 40 CFR 264 Subpart S to be flexible. At the heart of this flexibility are the provisions for CAMUs and Temporary Units (TUs). CAMUs and TUs were created to remove cleanup disincentives resulting from other Resource Conservation Recovery Act (RCRA) hazardous waste provisions--specifically, RCRA land disposal restrictions (LDRs) and minimum technology requirements (MTRs). Although LDR and MTR provisions were not intended for remediation activities, LDRs and MTRs apply to corrective actions because hazardous wastes are generated. However, management of RCRA hazardous remediation wastes in a CAMU or TU is not subject to these stringent requirements. The CAMU at Sandia National Laboratories in Albuquerque, New Mexico (SNL/NM) was proposed through an interactive process involving the regulators (EPA and the New Mexico Environment Department), DOE, SNL/NM, and stakeholders. The CAMU at SNL/NM has been accepting waste from the nearby Chemical Waste Landfill remediation since January of 1999. During this time, a number of unique techniques have been implemented to save costs, improve health and safety, and provide the best value and management practices. This presentation will take the audience through the corrective action process implemented at the CAMU facility, from the selection of the CAMU site to permitting and construction, waste management, waste treatment, and final waste placement. The presentation will highlight the key advantages that CAMUs and TUs offer in the corrective action process. These advantages include yielding a practical approach to regulatory compliance, expediting efficient remediation and site closure, and realizing

  14. Exploring Criticality in Management Education through Action Learning

    ERIC Educational Resources Information Center

    Breen, Judith

    2014-01-01

    The field of management education has been the focus of much debate in recent times. Issues relating to the real world and a lack of relevancy in business schools have caused much of this debate. In particular, questions have been raised regarding why business schools should endeavour to bridge this relevancy gap? However, it is important to…

  15. Performance improvement through best practice team management: human factors in complex trauma.

    PubMed

    Mercer, Simon; Arul, G S; Pugh, H E J

    2014-06-01

    Human factors or non-technical skills are now commonplace in the medical literature, having taken the lead from the airline and nuclear industries and more recently Formula One motor racing. They have been suggested as playing a vital role in the success of the trauma teams in recent conflicts. This article outlines the background to human factors, referring to early papers and reports and also outlines high profile cases that highlight their importance. We then describe the importance of human factors in the deployed setting and some of the lessons that have been learnt from current conflicts.

  16. An interdisciplinary-interuniversity health care team management decision-making case study course.

    PubMed

    DeSalvo, R J; Arlinghaus, E J; Rowe, K W

    1985-01-01

    An elective case study course involving graduate students from various health profession disciplines from two universities was developed in order to provide a forum for health care teams to discuss the philosophical and functional impact of situations and their alternative solutions. The case studies stressed various aspects of the decision-making process and were nonclinical/technical but health care administratively oriented in nature. Course evaluations manifest that participants from each discipline improved their problem-solving and leadership abilities, and created a cross-fertilization of knowledge and understanding of the various health care disciplines and their perspectives that each brings to the health care system.

  17. [Board on Radioactive Waste Managements action on progress toward objectives

    SciTech Connect

    Not Available

    1994-11-28

    This report is a progress report to the US DOE from the Board on Radioactive Waste Management (BRWM), which summarizes the activities of the board during the period December 1, 1993 to May 2, 1994. The report summarizes the meetings of the board as a whole, of various of its subcommittees, and of activities it has undertaken to further its original mission. This board is associated with the National Research Council to give advice to US DOE.

  18. Action research: a way of researching or a way of managing?

    PubMed

    Lilford, Richard; Warren, Rachel; Braunholtz, David

    2003-04-01

    Scrutinising recent systematic reviews both on action research and on the management of change in organisations, we have made two observations which, we believe, clarify a rather amorphous literature. First, by comparing formal descriptions of each, action research cannot be clearly distinguished from many other change methodologies. This applies particularly to total quality management (TQM). Both action research and TQM are cyclical activities involving examination of existing processes, change, monitoring the apparent effects of the change and further change. Both emphasise active participation of stakeholders. The examples used to illustrate action research would serve equally well as examples of TQM and vice versa. Second, the methods used in action research are neither specific to action research nor are they of any particular kind. It therefore follows that action research, in so far as it purports to describe a unique or discrete form of research rather than a change process, is a misnomer. Based on these observations, we make two suggestions. Organisational change should be described in terms of the steps actually taken to effect change rather than in 'terms of art' which, like the various brands of post-Freudian psychotherapy, obscure what they have in common rather than illuminate substantive differences. And the research embedded in any cyclical managerial process can have two broad (non-exclusive) aims: to help local service managers to take the next step or to assist managers in other places and in future years to make decisions. These can be described as limited (formative) and general (summative) aims. Whether, or to what extent, a research finding is generalisable across place and time is a matter of judgement and turns on the form of the research and on its context; it is completely independent of whether or not the research was carried out within a cycle of managerial action currently described by terms such as action research or TQM.

  19. Improving our legacy: Incorporation of adaptive management into state wildlife action plans

    USGS Publications Warehouse

    Fontaine, J.J.

    2011-01-01

    The loss of biodiversity is a mounting concern, but despite numerous attempts there are few large scale conservation efforts that have proven successful in reversing current declines. Given the challenge of biodiversity conservation, there is a need to develop strategic conservation plans that address species declines even with the inherent uncertainty in managing multiple species in complex environments. In 2002, the State Wildlife Grant program was initiated to fulfill this need, and while not explicitly outlined by Congress follows the fundamental premise of adaptive management, 'Learning by doing'. When action is necessary, but basic biological information and an understanding of appropriate management strategies are lacking, adaptive management enables managers to be proactive in spite of uncertainty. However, regardless of the strengths of adaptive management, the development of an effective adaptive management framework is challenging. In a review of 53 State Wildlife Action Plans, I found a keen awareness by planners that adaptive management was an effective method for addressing biodiversity conservation, but the development and incorporation of explicit adaptive management approaches within each plan remained elusive. Only ???25% of the plans included a framework for how adaptive management would be implemented at the project level within their state. There was, however, considerable support across plans for further development and implementation of adaptive management. By furthering the incorporation of adaptive management principles in conservation plans and explicitly outlining the decision making process, states will be poised to meet the pending challenges to biodiversity conservation. ?? 2010 .

  20. Management of Sport Injuries with Korean Medicine: A Survey of Korean National Volleyball Team

    PubMed Central

    Hwang, Eui-Hyoung; Kwon, Ojin

    2016-01-01

    The purpose of this study was to report the current state of Korean medicine (KM) treatment on sports injury by implementing survey with volleyball team medical doctors participating in 2013-2014 season. Six KM doctors completed a questionnaire that includes injury parameters: type, location, situation, and pain scores. We collected 166 injury cases from 94 Korean male and female national volleyball players. Knee (25.9%), low back (13.3%), elbow, and ankle (8.4%) injuries were most common. Joint (41.6%) and muscle (30.7%) were major injured tissues. KM team medical doctors utilized acupuncture (40.4%), chuna manual therapy (16.0%), physical therapy (15.2%), taping (9.0%), and cupping (7.8%) to treat volleyball injuries. Any types of medications were used infrequently. Additional physical and exercise therapy were preferred after receiving acupuncture (both 46.9%). This study presented the preliminary injury profile of Korean elite volleyball players. Injury and treatment parameters could be useful to build advanced KM model in sport medicine.

  1. Management of Sport Injuries with Korean Medicine: A Survey of Korean National Volleyball Team

    PubMed Central

    Hwang, Eui-Hyoung; Kwon, Ojin

    2016-01-01

    The purpose of this study was to report the current state of Korean medicine (KM) treatment on sports injury by implementing survey with volleyball team medical doctors participating in 2013-2014 season. Six KM doctors completed a questionnaire that includes injury parameters: type, location, situation, and pain scores. We collected 166 injury cases from 94 Korean male and female national volleyball players. Knee (25.9%), low back (13.3%), elbow, and ankle (8.4%) injuries were most common. Joint (41.6%) and muscle (30.7%) were major injured tissues. KM team medical doctors utilized acupuncture (40.4%), chuna manual therapy (16.0%), physical therapy (15.2%), taping (9.0%), and cupping (7.8%) to treat volleyball injuries. Any types of medications were used infrequently. Additional physical and exercise therapy were preferred after receiving acupuncture (both 46.9%). This study presented the preliminary injury profile of Korean elite volleyball players. Injury and treatment parameters could be useful to build advanced KM model in sport medicine. PMID:27651819

  2. Management of Sport Injuries with Korean Medicine: A Survey of Korean National Volleyball Team.

    PubMed

    Yang, Changsop; Lee, Eunyoung; Hwang, Eui-Hyoung; Kwon, Ojin; Lee, Jun-Hwan

    2016-01-01

    The purpose of this study was to report the current state of Korean medicine (KM) treatment on sports injury by implementing survey with volleyball team medical doctors participating in 2013-2014 season. Six KM doctors completed a questionnaire that includes injury parameters: type, location, situation, and pain scores. We collected 166 injury cases from 94 Korean male and female national volleyball players. Knee (25.9%), low back (13.3%), elbow, and ankle (8.4%) injuries were most common. Joint (41.6%) and muscle (30.7%) were major injured tissues. KM team medical doctors utilized acupuncture (40.4%), chuna manual therapy (16.0%), physical therapy (15.2%), taping (9.0%), and cupping (7.8%) to treat volleyball injuries. Any types of medications were used infrequently. Additional physical and exercise therapy were preferred after receiving acupuncture (both 46.9%). This study presented the preliminary injury profile of Korean elite volleyball players. Injury and treatment parameters could be useful to build advanced KM model in sport medicine. PMID:27651819

  3. "Actionable" Climate Scenarios for Natural Resource Managers in Southwestern Colorado

    NASA Astrophysics Data System (ADS)

    Rangwala, I.; Rondeau, R.; Wyborn, C.

    2014-12-01

    Locally relevant projections of climate change provide critical insights for natural resource managers seeking to adapt their management activities to climate change. To provide such information, we developed narrative scenarios of future climate change and its impacts on different ecosystems in southwestern Colorado. This multi-institution and trans-disciplinary project seeks to provide useful and useable knowledge to facilitate climate change adaptation in the context of uncertainty. The narratives are intended to provide detailed insights into the range of changes that natural resource managers may face in the future. These scenarios were developed in an iterative process through interactions between ecologists, social and climate scientists. In our scenario development process, climate uncertainty is acknowledged by having multiple scenarios, where each scenario is regarded as a storyline with equal probability as another scenario. Rather than a qualitative narration of the general direction of change and range in responses, we quantified changes in several decision relevant climate and ecological responses based on our best available understanding and provided a tight storyline for each scenario to facilitate (a) a more augmented use of scientific information in a decision-making process, (b) differential responses from stakeholders across the different scenarios, and (c) identification of strategies that could work across these multiple scenarios. This presentation will discuss the process of selecting the scenarios, quantifying climate and ecological responses, and the criteria for building the narrative for each scenario. We will also cover the process by which these scenarios get used, and how the user feedbacks are integrated in further developing the tools and processes.

  4. Reflecting the scope and work of palliative care teams today: an action research project to modernise a national minimum data set.

    PubMed

    Jack, B A; Littlewood, C; Eve, A; Murphy, D; Khatri, A; Ellershaw, J E

    2009-01-01

    The Minimum Data Set (MDS) for UK specialist palliative care services was developed in 1995 to provide annual data on palliative care services. Data collected is used for local and national purposes including service management, monitoring and audit, the commissioning of services and the development of national policy. The emergence of Payment by Results and HealthCare Resource Groups, which will have an impact on the funding processes, together with identified limitations of the current MDS resulted in a project to revise the MDS. An action research approach was used for the project and had distinctive phases including modifying the MDS, a pilot phase and an expert panel consultation. Modifications to all the sections of the MDS and changes to terminology were made. The action research approach enabled revisions made based upon a national consensus and met the changing provision of specialist palliative care services for the UK.

  5. Management of health sector actions in drought situations.

    PubMed

    Grigoletto, Jamyle Calencio; Cabral, Adriana Rodrigues; Bonfim, Camila Vicente; Rohlfs, Daniela Buosi; Silva, Eliane Lima E; de Queiroz, Fernanda Barbosa; Francischetti, Jaqueline; Daniel, Mariely Helena Barbosa; Resende, Rodrigo Matias de Sousa; de Andrade, Rosane Cristina; Magalhães, Tiago de Brito

    2016-03-01

    Water is essential for the socio-economic development of a region and also for the survival of human beings. Water scarcity has direct and indirect impacts on the environment, the economy and human health. It can change the profile of morbidity and mortality of diseases, as well as having an impact on the supply of services that are essential public to the quality of life. This study aims to contextualize the occurrence of drought in Brazil, its effects on human health, as well as actions to be developed by the health sector to reduce the risk to those living in affected areas, with an emphasis on the monitoring of the quality of drinking water. This is a descriptive, qualitative study with a documental basis. The documents that were researched were related to initiatives by the Health Surveillance Secretariat of the Ministry of Health up until 2014. It is necessary to strengthen the performance capacity of the Unified Health System (SUS) in order to develop timely responses to reduce the risk to public health. PMID:26960084

  6. Team Performance and Error Management in Chinese and American Simulated Flight Crews: The Role of Cultural and Individual Differences

    NASA Technical Reports Server (NTRS)

    Davis, Donald D.; Bryant, Janet L.; Tedrow, Lara; Liu, Ying; Selgrade, Katherine A.; Downey, Heather J.

    2005-01-01

    This report describes results of a study conducted for NASA-Langley Research Center. This study is part of a program of research conducted for NASA-LARC that has focused on identifying the influence of national culture on the performance of flight crews. We first reviewed the literature devoted to models of teamwork and team performance, crew resource management, error management, and cross-cultural psychology. Davis (1999) reported the results of this review and presented a model that depicted how national culture could influence teamwork and performance in flight crews. The second study in this research program examined accident investigations of foreign airlines in the United States conducted by the National Transportation Safety Board (NTSB). The ability of cross-cultural values to explain national differences in flight outcomes was examined. Cultural values were found to covary in a predicted way with national differences, but the absence of necessary data in the NTSB reports and limitations in the research method that was used prevented a clear understanding of the causal impact of cultural values. Moreover, individual differences such as personality traits were not examined in this study. Davis and Kuang (2001) report results of this second study. The research summarized in the current report extends this previous research by directly assessing cultural and individual differences among students from the United States and China who were trained to fly in a flight simulator using desktop computer workstations. The research design used in this study allowed delineation of the impact of national origin, cultural values, personality traits, cognitive style, shared mental model, and task workload on teamwork, error management and flight outcomes. We briefly review the literature that documents the importance of teamwork and error management and its impact on flight crew performance. We next examine teamwork and crew resource management training designed to improve

  7. ES H action plan

    SciTech Connect

    Not Available

    1991-01-01

    This document contains planned actions to correct the deficiencies identified in the Pre-Tiger Team Self-Assessment (PTTSA), January 1991, of Sandia National Laboratories (SNL -- Albuquerque, New Mexico; Tonopah, Nevada; and Kauai, Hawaii). The Self-Assessment was conducted by a Self-Assessment Working Group consisting of 19 department managers, with support from Environment, Safety, and Health (ES H) professionals, from October through December 1990. Findings from other past audits, dating back to 1985, were reviewed and compared with the PTTSA findings to determine if additional findings, key findings, or root causes were warranted. The resulting ES H Action Plan and individual planned actions were prepared by the ES H Action Plan Project Group with assistance from the Program owners/authors during February and March 1991. The plan was reviewed by SNL Management in April 1991. This document serves as a planning instrument for the Laboratories to aid in the scoping and sizing of activities related to ES H compliance for the coming five years. It will be modified as required to ensure a workload/funding balance and to address the findings resulting from the Tiger Team assessment at SNL, Albuquerque. The process of producing this document has served well to prepare SNL, Albuquerque, for the coming task of producing the required post-Tiger Team action plan document. 8 tabs.

  8. Using Rituals to Strengthen Your Medical Practice Team.

    PubMed

    Hills, Laura

    2015-01-01

    Rituals can cement the identity of and strengthen the bonds between any people, including the members of the medical practice team. This article presents the idea that the medical practice manager is in the ideal position to create and use rituals for team building. It defines the term ritual, and explores how rituals differ from customs or traditions. As well, it describes six benefits of rituals and the hallmarks of the most effective team rituals; describes seven creative and interesting corporate rituals that medical practice managers can study for inspiration; suggests 20 excellent opportunities within the medical practice calendar year for medical practice team rituals; and identifies six kinds of rituals that are used in organizations. Finally, this article provides a four-step action plan for ritualizing your medical practice team's morning huddles.

  9. Using Rituals to Strengthen Your Medical Practice Team.

    PubMed

    Hills, Laura

    2015-01-01

    Rituals can cement the identity of and strengthen the bonds between any people, including the members of the medical practice team. This article presents the idea that the medical practice manager is in the ideal position to create and use rituals for team building. It defines the term ritual, and explores how rituals differ from customs or traditions. As well, it describes six benefits of rituals and the hallmarks of the most effective team rituals; describes seven creative and interesting corporate rituals that medical practice managers can study for inspiration; suggests 20 excellent opportunities within the medical practice calendar year for medical practice team rituals; and identifies six kinds of rituals that are used in organizations. Finally, this article provides a four-step action plan for ritualizing your medical practice team's morning huddles. PMID:26665484

  10. Wildlife management by habitat units: A preliminary plan of action

    NASA Technical Reports Server (NTRS)

    Frentress, C. D.; Frye, R. G.

    1975-01-01

    Procedures for yielding vegetation type maps were developed using LANDSAT data and a computer assisted classification analysis (LARSYS) to assist in managing populations of wildlife species by defined area units. Ground cover in Travis County, Texas was classified on two occasions using a modified version of the unsupervised approach to classification. The first classification produced a total of 17 classes. Examination revealed that further grouping was justified. A second analysis produced 10 classes which were displayed on printouts which were later color-coded. The final classification was 82 percent accurate. While the classification map appeared to satisfactorily depict the existing vegetation, two classes were determined to contain significant error. The major sources of error could have been eliminated by stratifying cluster sites more closely among previously mapped soil associations that are identified with particular plant associations and by precisely defining class nomenclature using established criteria early in the analysis.

  11. Value-based leadership. Is your hospital management team prepared for the future?

    PubMed

    Stempniak, Marty

    2013-05-01

    This foldout section looks at the seven steps to a value-structured hospital, 10 must-do strategies for thriving in the new health care era, and what new skills management, physicians and trustees should have.

  12. Improving maternity care in the Dominican Republic: a pilot study of a community-based participatory research action plan by an international healthcare team.

    PubMed

    Foster, Jennifer; Gossett, Sarah; Burgos, Rosa; Cáceres, Ramona; Tejada, Carmen; Dominguez García, Luis; Ambrosio Rosario, Angel; Almonte, Asela; Perez, Lydia J

    2015-05-01

    This article is a report of the process and results of a feasibility pilot study to improve the quality of maternity care in a sample of 31 women and their newborns delivering in a public, tertiary hospital in the Dominican Republic. The pilot study was the first "action step" taken as a result of a formative, community-based participatory research (CBPR) study conducted between 2008 and 2010 by an interdisciplinary, international partnership of U.S. academic researchers, Dominican medical/nursing personnel, and Dominican community health workers. Health personnel and community health workers separately identified indicators most important to measure quality of antepartum maternity care: laboratory and diagnostic studies and respectful, interpersonal communication. At the midpoint and the completion of data collection, the CBPR team evaluated the change in quality indicators to assess improvement in care. The pilot study supports the idea that joint engagement of community health workers, health personnel, and academic researchers with data creation and patient monitoring is motivating for all to continue to improve services in the cultural context of the Dominican Republic.

  13. Uranium Mill Tailings Remedial Action Project, Surface Project Management Plan. Revision 1

    SciTech Connect

    Not Available

    1994-12-01

    Title I of the Uranium Mill Tailings Radiation Control Act (UMTRCA) authorizes the US Department of Energy (DOE) to undertake remedial action at 24 designated inactive uranium processing sites and associated vicinity properties (VP) containing uranium mill tailings and related residual radioactive materials. The purpose of the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project is to minimize or eliminate radiation health hazards to the public and the environment at the 24 sites and related VPs. This document describes the management organization, system, and methods used to manage the design, construction, and other activities required to clean up the designated sites and associated VPs, in accordance with the UMTRCA.

  14. Stromboli (2002-2003) crisis management and risk mitigation actions

    NASA Astrophysics Data System (ADS)

    Bertolaso, Guido; De Bernardinis, Bernardo; Cardaci, Chiara; Scalzo, Antonella; Rosi, Mauro

    The 2002-2003 eruptive emergency of Stromboli was the most dangerous to have occurred on the island in the past three centuries. Starting from 30 December, the national Department of Civil Protection (DCP), operating under the direct authority of the prime minister, took responsibility for the emergency management. One of the most relevant achievements was the setting up, on the island, of Centro Operativo Avanzato, a permanent scientific/civil protection structure where signals of volcano monitoring are visualized in real time and eventually used by the personnel of the DCP for immediate reactions. Volcanic risk was also structurally reduced by the construction of a new pier to facilitate rapid evacuation of Ginostra village and the planning and implementation of new walking trails and shelters at the top of the mountain. The shelters, six in total, of moderate size, were designed to resist the impact of heavy materials launched by the volcano. The risk mitigation initiatives were completed with the installation of alarm sirens in the two villages, the production and distribution of leaflets, and also by the installation of signs indicating the fastest routes to reach safe waiting areas in case of tsunami. Besides the substantial improvements in the preparedness of the Civil Protection and Stromboli's community to respond effectively to possible future emergencies of the volcano, one of the most important heritages was the elaboration and testing of new protocols and procedures concerning the handling of volcanic emergencies. Although the issues raised during the crisis showed similarities with other volcanic crisis around the world, the role played by the Civil Protection with personnel specifically trained in volcanic problems showed comparatively considerable advantages.

  15. Managing Large Scale Project Analysis Teams through a Web Accessible Database

    NASA Technical Reports Server (NTRS)

    O'Neil, Daniel A.

    2008-01-01

    Large scale space programs analyze thousands of requirements while mitigating safety, performance, schedule, and cost risks. These efforts involve a variety of roles with interdependent use cases and goals. For example, study managers and facilitators identify ground-rules and assumptions for a collection of studies required for a program or project milestone. Task leaders derive product requirements from the ground rules and assumptions and describe activities to produce needed analytical products. Disciplined specialists produce the specified products and load results into a file management system. Organizational and project managers provide the personnel and funds to conduct the tasks. Each role has responsibilities to establish information linkages and provide status reports to management. Projects conduct design and analysis cycles to refine designs to meet the requirements and implement risk mitigation plans. At the program level, integrated design and analysis cycles studies are conducted to eliminate every 'to-be-determined' and develop plans to mitigate every risk. At the agency level, strategic studies analyze different approaches to exploration architectures and campaigns. This paper describes a web-accessible database developed by NASA to coordinate and manage tasks at three organizational levels. Other topics in this paper cover integration technologies and techniques for process modeling and enterprise architectures.

  16. Prevention, early detection and team management of skin cancer in primary care: contribution to The health of the nation objectives.

    PubMed

    Jackson, A

    1995-02-01

    The incidence of all skin cancers is increasing. If The health of the nation targets are to be addressed, incidence figures need to be more accurate. Solar damage is the major causal factor in all skin cancers. Certain individual risk factors also play an important part, especially in the development of malignant melanoma. Prevention and early detection are crucial in reducing morbidity and mortality from skin cancer. This paper considers the role of primary care skin screening clinics and cutaneous surgery facilities in the early detection and management of skin cancer. It also illustrates the value of a team approach in primary care in the prevention and early detection of skin cancer and in the more accurate recording of incidence rates.

  17. Exercise physiologists: essential players in interdisciplinary teams for noncommunicable chronic disease management.

    PubMed

    Soan, Esme J; Street, Steven J; Brownie, Sharon M; Hills, Andrew P

    2014-01-01

    Noncommunicable diseases (NCDs), such as obesity and type 2 diabetes mellitus, are a growing public health challenge in Australia, accounting for a significant and increasing cost to the health care system. Management of these chronic conditions is aided by interprofessional practice, but models of care require updating to incorporate the latest evidence-based practice. Increasing research evidence reports the benefits of physical activity and exercise on health status and the risk of inactivity to chronic disease development, yet physical activity advice is often the least comprehensive component of care. An essential but as yet underutilized player in NCD prevention and management is the "accredited exercise physiologist," a specialist in the delivery of clinical exercise prescriptions for the prevention or management of chronic and complex conditions. In this article, the existing role of accredited exercise physiologists in interprofessional practice is examined, and an extension of their role proposed in primary health care settings.

  18. Implementation of consumer providers into mental health intensive case management teams.

    PubMed

    Hamilton, Alison B; Chinman, Matthew; Cohen, Amy N; Oberman, Rebecca Shoai; Young, Alexander S

    2015-01-01

    In mental health care, consumer providers (CPs) are individuals with serious mental illness (SMI) who draw upon their lived experiences while providing services to others with SMI. Implementation of CPs has proven to be challenging in a variety of settings. The PEER project (Peers Enhancing Recovery) involved rolling out CPs using an implementation science model and evaluating implementation and impact in mental health treatment settings (three intervention, three control). In qualitative interviews, facilitators and challenges to implementation were described by the CPs, their team members, clients, and study researchers. Site preparation, external facilitation, and positive, reinforcing experiences with CPs facilitated implementation. Role definitions and deficiencies in CPs' technical knowledge posed challenges to implementation. Sustainability was not realized due to insufficient resources. However, implementation was positive overall, characterized by diffusion of innovation concepts of high relative advantage, strong trialability, compatibility with prevailing norms, compelling observability, and relatively low complexity. By preparing and working systematically with intervention sites to incorporate new services, implementation was strengthened and challenges were minimized.

  19. 5As Team obesity intervention in primary care: development and evaluation of shared decision-making weight management tools.

    PubMed

    Osunlana, A M; Asselin, J; Anderson, R; Ogunleye, A A; Cave, A; Sharma, A M; Campbell-Scherer, D L

    2015-08-01

    Despite several clinical practice guidelines, there remains a considerable gap in prevention and management of obesity in primary care. To address the need for changing provider behaviour, a randomized controlled trial with convergent mixed method evaluation, the 5As Team (5AsT) study, was conducted. As part of the 5AsT intervention, the 5AsT tool kit was developed. This paper describes the development process and evaluation of these tools. Tools were co-developed by the multidisciplinary research team and the 5AsT, which included registered nurses/nurse practitioners (n = 15), mental health workers (n = 7) and registered dieticians (n = 7), who were previously randomized to the 5AsT intervention group at a primary care network in Edmonton, Alberta, Canada. The 5AsT tool development occurred through a practice/implementation-oriented, need-based, iterative process during learning collaborative sessions of the 5AsT intervention. Feedback during tool development was received through field notes and final provider evaluation was carried out through anonymous questionnaires. Twelve tools were co-developed with 5AsT. All tools were evaluated as either 'most useful' or 'moderately useful' in primary care practice by the 5AsT. Four key findings during 5AsT tool development were the need for: tools that were adaptive, tools to facilitate interdisciplinary practice, tools to help patients understand realistic expectations for weight loss and shared decision-making tools for goal setting and relapse prevention. The 5AsT tools are primary care tools which extend the utility of the 5As of obesity management framework in clinical practice.

  20. 5As Team obesity intervention in primary care: development and evaluation of shared decision‐making weight management tools

    PubMed Central

    Asselin, J.; Anderson, R.; Ogunleye, A. A.; Cave, A.; Sharma, A. M.; Campbell‐Scherer, D. L.

    2015-01-01

    Summary Despite several clinical practice guidelines, there remains a considerable gap in prevention and management of obesity in primary care. To address the need for changing provider behaviour, a randomized controlled trial with convergent mixed method evaluation, the 5As Team (5AsT) study, was conducted. As part of the 5AsT intervention, the 5AsT tool kit was developed. This paper describes the development process and evaluation of these tools. Tools were co‐developed by the multidisciplinary research team and the 5AsT, which included registered nurses/nurse practitioners (n = 15), mental health workers (n = 7) and registered dieticians (n = 7), who were previously randomized to the 5AsT intervention group at a primary care network in Edmonton, Alberta, Canada. The 5AsT tool development occurred through a practice/implementation‐oriented, need‐based, iterative process during learning collaborative sessions of the 5AsT intervention. Feedback during tool development was received through field notes and final provider evaluation was carried out through anonymous questionnaires. Twelve tools were co‐developed with 5AsT. All tools were evaluated as either ‘most useful’ or ‘moderately useful’ in primary care practice by the 5AsT. Four key findings during 5AsT tool development were the need for: tools that were adaptive, tools to facilitate interdisciplinary practice, tools to help patients understand realistic expectations for weight loss and shared decision‐making tools for goal setting and relapse prevention. The 5AsT tools are primary care tools which extend the utility of the 5As of obesity management framework in clinical practice. PMID:26129630

  1. Leading Teams of Higher Education Administrators: Integrating Goal Setting, Team Role, and Team Life Cycle Theories

    ERIC Educational Resources Information Center

    Posthuma, Richard; Al-Riyami, Said

    2012-01-01

    Leaders of higher education institutions can create top management teams of academic administrators to guide and improve their organizations. This study illustrates how the leadership of top management teams can be accomplished successfully through a combination of goal setting (Doran, 1981; Locke & Latham, 1990), understanding of team roles…

  2. Can smallpox response teams use the experience of disease management programs?

    PubMed

    Kozma, Chris M

    2003-02-01

    Any attempt to widely disperse smallpox vaccinations will necessitate educating people about the risks and benefits of vaccination. Most disease management programs have extensive experience in distributing educational materials and programs to health care workers and patients as well as in tracking response to interventions. Can this experience lend a hand in the event of widespread vaccination?

  3. A Phenomenological Study: Understanding the Management of Social Categorization Diversity Issues Associated with College Athletic Teams

    ERIC Educational Resources Information Center

    Dickelman, Eric

    2009-01-01

    This qualitative phenomenological research study explored the social categorization diversity management experiences of NCAA Division I, II and III athletic coaches. The research study used a combination of questionnaire, observation and coaching interviews to obtain an understanding of the skills, tools and techniques that these coaches used to…

  4. Multidisciplinary Teaming To Promote Effective Management of Type 1 Diabetes for Adolescents.

    ERIC Educational Resources Information Center

    Strawhacker, MaryAnn Tapper

    2001-01-01

    By facilitating active participation in treatment, coordinating services, and maximizing community resources, schools can help adolescents build a strong foundation for lifelong diabetes management. This paper presents an overview of intensive diabetes therapy, psychosocial implications of chronic illness in adolescence, the effects of chronic…

  5. A Guide to Care and Management of Very Low Birth Weight Infants. A Team Approach.

    ERIC Educational Resources Information Center

    Semmler, Caryl J., Ed.

    The 14 articles, which make up the bulk of this book provide an interdisciplinary guide to the management of very low birth weight infants. Following an introduction, the first section, titled "Family Considerations," presents three papers discussing, respectively, parent-infant interaction, cultural variables in pediatric care, and parents'…

  6. Business and Industrial Supervisors. Project TEAMS. (Techniques and Education for Achieving Management Skills).

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    The result of a project to develop short courses to help business and industrial supervisors in developing practical, up-to-date managerial skills, this instructional workbook provides information and exercises applicable to on-the-job situations. Unit I covers the following aspects of management: leadership techniques, problem solving, decision…

  7. Evolution of Sports-medical Team Management in the Program of Posture Correction in Children

    PubMed Central

    Torlakovic, Aldvin; Muftic, Mirsad; Radjo, Izet; Talovic, Munir; Mahmutovic, Ifet

    2014-01-01

    Goals: The goal of this study was to determine the effectiveness of the organization and coordination of multidisciplinary team consisted of health and kinesiology professionals at the correction of posture among girls in the period of the second phase of intense growth and development. Material and methods: Testing was conducted on a sample of 70 girls, aged 11.9±2.3 years, in which by the expert evaluation is recorded weakness of individual muscle groups, but also of the whole musculature. For the assessment of posture we applied the method of Napoleon Wolanski. Used are 9 variables that included the observed region of the body and an overall assessment of posture. The subjects were included in the program of kinesiology treatment with duration of 28 weeks. For all the parameters have been applied statistical procedures at univariate and multivariate level. Results: Data on subjects were obtained by measuring the same variables at two time points, i.e. before and after the application of kinesiology treatments. Analyses of differences arithmetic mean and mean values were done with the t-test for paired samples. In order to determine global quantitative differences of tested variables tested discriminant analysis was applied. The results showed that the models which complement the experience and practical application of expert health professionals and kinesiology knowledge is a very effective tool for improving posture of girls in the second phase of intensive growth and development. In this way can be prevented health problems that might arise later in life. PMID:24944533

  8. Issues management made easier

    SciTech Connect

    Brownson, L.

    1993-10-01

    Increases in ES&H compliance issues within the past few years have necessitated a formal process by which DOE facilities address these issues. In May 1991, ANL-W implemented the ANL-W Issues Management System (IMS) to facilitate the management of compliance issues and scheduling of corrective action plans with limited resources. The central focus of this process is a computer database, Integrated Resource Management System (IRMS), which allows quick retrieval of compliance information, organization of compliance issues based on a risk-based prioritization methodology, and tracking of corrective action plans. Without the IRMS, the ANL-W Issues Management System would have been difficult to administer and manage. ANL-W has used the IRMS for both audit preparation and audit response, most noticeably the preparation and subsequent response to the 1991 Tiger Team audit. The IRMS was used to track ANL-W Self-Assessment corrective action plans, provide instant information to Tiger Team members regarding Self-Assessment findings, produce prioritized lists of Tiger Team concerns for developing corrective action plans, and track Tiger Team corrective action plans. Status reports to senior, laboratory management regarding the Tiger Team corrective action plan are produced based on information provided by the IRMS. This paper discusses the criteria used for selecting the IRMS, implementation of the Issues Management System using the IRMS, lessons learned, and the future evolution of the IRMS.

  9. Autonomous staff selection teams.

    PubMed

    Mills, J; Oie, M

    1992-12-01

    Although some other organizations encourage staff input into employee selection, the advanced care department at Bellin Hospital in Green Bay, Wisconsin has taken this concept to a new level by implementing an autonomous interview team. This team is empowered to make hiring decisions for all positions within the department without management influence or interference.

  10. "Scaffolding" of Action Learning within a Part-Time Management Development Module

    ERIC Educational Resources Information Center

    Joesbury, Mark

    2015-01-01

    This Account of Practice describes the introduction and development of action learning within a level 5 module of "Communications at Work" delivered as part of a Business & Technology Education Council (BTEC) Professional Certificate in Management (CMS) between 2005/2006 and 2009/2010. This will commence with a personal narrative and…

  11. Business Simulation Exercises in Small Business Management Education: Using Principles and Ideas from Action Learning

    ERIC Educational Resources Information Center

    Gabrielsson, Jonas; Tell, Joakim; Politis, Diamanto

    2010-01-01

    Recent calls to close the rigour-relevance gap in business school education have suggested incorporating principles and ideas from action learning in small business management education. In this paper we discuss how business simulation exercises can be used as a platform to trigger students' learning by providing them with a platform where they…

  12. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 3 2010-01-01 2010-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  13. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 3 2012-01-01 2012-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  14. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 3 2013-01-01 2013-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  15. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 3 2011-01-01 2011-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  16. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 3 2014-01-01 2014-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  17. Implementing Experiential Action Learning in International Management Education: The Global Business Strategic (GLOBUSTRAT) Consulting Program

    ERIC Educational Resources Information Center

    Kamath, Shyam; Agrawal, Jagdish; Krickx, Guido

    2008-01-01

    This paper discusses the theoretical foundations and implementation challenges and outcomes of a unique "hands-on" global consulting program that is integrated into an international EMBA program for mid-career and senior American and European managers. It details the challenges for the integration of experiential action learning, double-loop…

  18. Study of a Self-Managed Action Learning Set: What Makes It Last 14 Years?

    ERIC Educational Resources Information Center

    Yates, Christopher

    2012-01-01

    What contributes to longevity in an action learning (AL) set? What holds it together over a long period? The article relates the chronology and reasons why a self-managed set has flourished when so many sets of voluntary membership peter out. Major attributes of successful longevity are the adherence to strong ground rules and disciplined…

  19. On Management Matters: Why We Must Improve Public Health Management Through Action: Comment on "Management Matters: A Leverage Point for Health Systems Strengthening in Global Health".

    PubMed

    Willacy, Erika; Bratton, Shelly

    2016-01-01

    Public health management is a pillar of public health practice. Only through effective management can research, theory, and scientific innovation be translated into successful public health action. With this in mind, the U.S. Centers for Disease Control and Prevention (CDC) has developed an innovative program called Improving Public Health Management for Action (IMPACT) which aims to address this critical need by building an effective cadre of public health managers to work alongside scientists to prepare for and respond to disease threats and to effectively implement public health programs. IMPACT is a 2-year, experiential learning program that provides fellows with the management tools and opportunities to apply their new knowledge in the field, all while continuing to serve the Ministry of Health (MoH). IMPACT will launch in 2016 in 2 countries with the intent of expanding to additional countries in future years resulting in a well-trained cadre of public health managers around the world. PMID:26673653

  20. On Management Matters: Why We Must Improve Public Health Management Through Action: Comment on "Management Matters: A Leverage Point for Health Systems Strengthening in Global Health".

    PubMed

    Willacy, Erika; Bratton, Shelly

    2015-09-30

    Public health management is a pillar of public health practice. Only through effective management can research, theory, and scientific innovation be translated into successful public health action. With this in mind, the U.S. Centers for Disease Control and Prevention (CDC) has developed an innovative program called Improving Public Health Management for Action (IMPACT) which aims to address this critical need by building an effective cadre of public health managers to work alongside scientists to prepare for and respond to disease threats and to effectively implement public health programs. IMPACT is a 2-year, experiential learning program that provides fellows with the management tools and opportunities to apply their new knowledge in the field, all while continuing to serve the Ministry of Health (MoH). IMPACT will launch in 2016 in 2 countries with the intent of expanding to additional countries in future years resulting in a well-trained cadre of public health managers around the world.

  1. Calming the campus: training school staff and crisis teams to manage student behavior during emergencies.

    PubMed

    Johnson, Kendall

    2007-01-01

    Conversations with school and crisis personnel following large scale emergencies in and around schools, such as shootings, wildfires, and the attack on the World Trade Center on September 11, 2001, indicated a need for pre-incident training in managing student behavior during emergencies. This article outlines a training program of this kind and offers suggestions regarding both content and process of this training. The suggestions follow discussion of the unique context and needs of the school setting. PMID:18372664

  2. Asteroid team

    NASA Technical Reports Server (NTRS)

    Matson, D. L.

    1988-01-01

    The purpose of this task is to support asteroid research and the operation of an Asteroid Team within the Earth and Space Sciences Division at the Jet Propulsion Laboratory (JPL). The Asteroid Team carries out original research on asteroids in order to discover, better characterize and define asteroid properties. This information is needed for the planning and design of NASA asteroid flyby and rendezvous missions. The asteroid Team also provides scientific and technical advice to NASA and JPL on asteroid related programs. Work on asteroid classification continued and the discovery of two Earth-approaching M asteroids was published. In the asteroid photometry program researchers obtained N or Q photometry for more than 50 asteroids, including the two M-earth-crossers. Compositional analysis of infrared spectra (0.8 to 2.6 micrometer) of asteroids is continuing. Over the next year the work on asteroid classification and composition will continue with the analysis of the 60 reduced infrared spectra which we now have at hand. The radiometry program will continue with the reduction of the N and Q bandpass data for the 57 asteroids in order to obtain albedos and diameters. This year the emphasis will shift to IRAS follow-up observations; which includes objects not observed by IRAS and objects with poor or peculiar IRAS data. As in previous year, we plan to give top priority to any opportunities for observing near-Earth asteroids and the support (through radiometric lightcurve observations from the IRTF) of any stellar occultations by asteroids for which occultation observation expeditions are fielded. Support of preparing of IRAS data for publication and of D. Matson for his participation in the NASA Planetary Astronomy Management and Operations Working Group will continue.

  3. Office of River Protection Integrated Safety Management System Phase 1 Verification Corrective Action Plan

    SciTech Connect

    CLARK, D.L.

    1999-08-09

    The purpose of this Corrective Action Plan is to demonstrate the OW planned and/or completed actions to implement ISMS as well as prepare for the RPP ISMS Phase II Verification scheduled for August, 1999. This Plan collates implied or explicit ORP actions identified in several key ISMS documents and aligns those actions and responsibilities perceived necessary to appropriately disposition all ISM Phase II preparation activities specific to the ORP. The objective will be to complete or disposition the corrective actions prior to the commencement of the ISMS Phase II Verification. Improvement products/tasks not slated for completion prior to the RPP Phase II verification will be incorporated as corrective actions into the Strategic System Execution Plan (SSEP) Gap Analysis. Many of the business and management systems that were reviewed in the ISMS Phase I verification are being modified to support the ORP transition and are being assessed through the SSEP. The actions and processes identified in the SSEP will support the development of the ORP and continued ISMS implementation as committed to be complete by end of FY-2000.

  4. The Perceptions and Experiences of School Management Teams and Teachers of the Management of Physical Resources in Public Schools

    ERIC Educational Resources Information Center

    Mestry, Raj; Bodalina, Kishan

    2015-01-01

    The effective management of physical resources significantly impacts on the quality of teaching and learning in schools. The procurement, utilization and maintenance of physical resources through organized structures, well-designed policies and rigid processes are critical for quality education. According to the South African Schools Act 1996, a…

  5. Ambulatory Diagnosis and Management of Obstructive Sleep Apnea: Screening Questionnaires, Diagnostic Tests, and the Care Team.

    PubMed

    McEvoy, R Doug; Chai-Coetzer, Ching Li; Antic, Nick A

    2016-09-01

    Obstructive sleep apnea has increased in prevalence in recent years and despite the expansion in sleep medicine services there is a significant unmet burden of disease. This burden presents a challenge to specialists and requires a reappraisal of service delivery, including a move toward lower-cost, simplified methods of diagnosis and treatment, an expansion of the sleep apnea workforce to include suitably trained and equipped primary care physicians and nurses, and the incorporation of chronic disease management principles that link patients to relevant community resources and empower them through new technologies to engage more fully in their own care. PMID:27542873

  6. Jet lag and travel fatigue: a comprehensive management plan for sport medicine physicians and high-performance support teams.

    PubMed

    Samuels, Charles H

    2012-05-01

    The impact of transcontinental travel and high-volume travel on athletes can result in physiologic disturbances and a complicated set of physical symptoms. Jet lag and travel fatigue have been identified by athletes, athletic trainers, coaches, and physicians as important but challenging problems that could benefit from practical solutions. Currently, there is a culture of disregard and lack of knowledge regarding the negative effects of jet lag and travel fatigue on the athlete's well-being and performance. In addition, the key physiologic metric (determination of the human circadian phase) that guides jet lag treatment interventions is elusive and thus limits evidence-based therapeutic advice. A better understanding of preflight, in-flight, and postflight management options, such as use of melatonin or the judicious application of sedatives, is important for the sports clinician to help athletes limit fatigue symptoms and maintain optimal performance. The purpose of this article was to provide a practical applied method of implementing a travel management program for athletic teams.

  7. The multidisciplinary health care team in the management of stenosis in Crohn’s disease

    PubMed Central

    Gasparetto, Marco; Angriman, Imerio; Guariso, Graziella

    2015-01-01

    Background Stricture formation is a common complication of Crohn’s disease (CD), occurring in approximately one-third of all patients with this condition. Our aim was to summarize the available epidemiology data on strictures in patients with CD, to outline the principal evidence on diagnostic imaging, and to provide an overview of the current knowledge on treatment strategies, including surgical and endoscopic options. Overall, the unifying theme of this narrative review is the multidisciplinary approach in the clinical management of patients with stricturing CD. Methods A Medline search was performed, using “Inflammatory Bowel Disease”, “stricture”, “Crohn’s Disease”, “Ulcerative Colitis”, “endoscopic balloon dilatation” and “strictureplasty” as keywords. A selection of clinical cohort studies and systematic reviews were reviewed. Results Strictures in CD are described as either inflammatory or fibrotic. They can occur de novo, at sites of bowel anastomosis or in the ileal pouch. CD-related strictures generally show a poor response to medical therapies, and surgical bowel resection or surgical strictureplasty are often required. Over the last three decades, the potential role of endoscopic balloon dilatation has grown in importance, and nowadays this technique is a valid option, complementary to surgery. Conclusion Patients with stricturing CD require complex clinical management, which benefits from a multidisciplinary approach: gastroenterologists, pediatricians, radiologists, surgeons, specialist nurses, and dieticians are among the health care providers involved in supporting these patients throughout diagnosis, prevention of complications, and treatment. PMID:25878504

  8. Management of patients with infective endocarditis by a multidisciplinary team approach: an operative protocol.

    PubMed

    Chirillo, Fabio; Scotton, Piergiorgio; Rocco, Francesco; Rigoli, Roberto; Polesel, Elvio; Olivari, Zoran

    2013-09-01

    Even in the modern era of advanced diagnostic imaging, improved antibiotic therapy and potentially curative surgery, infective endocarditis remains a serious disease with high rates of morbidity and mortality. Reasons for such a persistently poor outcome may be represented by the changing epidemiology and microbiology, with new groups of patients at risk and new and more aggressive microorganisms. However, the inadequate use of both diagnostic (blood cultures and echocardiography) and therapeutic (antibiotics and surgery) means can influence the generally delayed diagnosis and poor prognosis seen in patients with infective endocarditis. We tried to identify the critical points in the management of patients with infective endocarditis and to elaborate a formal multidisciplinary approach based on the strict collaboration of specialists in infectious diseases, microbiology, cardiology and cardiac surgery. We hypothesized that this approach could increase the adherence to the published guidelines, and could represent a means to improve the outcome of patients with infective endocarditis.

  9. A Comparative Analysis of SMTs (School Management Teams) and Teachers Perceived Preferred Leadership Style: A Case of Selected Primary Schools in Botswana

    ERIC Educational Resources Information Center

    Tsayang, Gabatshwane

    2011-01-01

    The study compared the SMTs (School Management Teams) and teachers' perceptions of preferred leadership styles in some selected schools in Botswana. SMTs and teachers completed a questionnaire adopted from the leadership styles questionnaires. The findings of the study pointed to an overwhelming view that the preferred style of leadership is the…

  10. Leading a Successful International Sports Tour. Handbook for Leaders, Coaches and Managers of American Sports Groups and Teams Participating in International Athletic Exchanges.

    ERIC Educational Resources Information Center

    Department of State, Washington, DC.

    This is a handbook for leaders, coaches, and managers of American sports groups and teams participating in international athletic exchanges. Chapter one presents information on financing international sports tours. Chapter two covers the basic preparations necessary prior to going abroad. It includes information on tickets, passports, visas,…

  11. Social Intelligence and Top Management Team: An Exploratory Study of External Knowledge Acquisition for Strategic Change in Global IT Service Providers in India

    ERIC Educational Resources Information Center

    Kong, Eric; Chadee, Doren; Raman, Revti

    2012-01-01

    This paper focuses on the processes by which firms, particularly knowledge intensive firms, can augment their overall knowledge stock by tapping into external sources of knowledge. It is argued that Top Management Teams' (TMTs') social intelligence is a critical learning capability in acquiring external knowledge that leads to strategic change.…

  12. Team Work.

    ERIC Educational Resources Information Center

    Frank, David

    1999-01-01

    Explains how a team cleaning approach can be cost-effective and efficient means of school maintenance. Assigning staffing responsibilities and work schedules are addressed and the advantages of using a team system are explained. (GR)

  13. Data base management for the Remedial Action Program at Oak Ridge National Laboratory

    SciTech Connect

    Voorhees, L.D.; Cushman, R.M.; Faulkner, M.A.; Horwedel, B.M.

    1986-08-01

    The Oak Ridge National Laboratory's (ORNL's) Remedial Action Program was established to provide appropriate corrective measures at over 140 sites that were contaminated with radioactive and/or hazardous chemical wastes. To achieve this goal, numerous and varied studies are being conducted which will result in the collection of an unprecedented amount of data for the ORNL site. To manage such data effectively and efficiently, a computerized data base is being developed. The data base provides a unified repository for all data generated within the Remedial Action Program, to allow for necessary storage, manipulation, analyses, assessment, display, and report generation. Data base management for the Remedial Action Program is documented in this report by: (1) defining the organization of the data management staff and the services provided; (2) describing the design of the data base, including its management system, organization, and applications; (3) providing examples of the current and anticipated tasks; and (4) discussing quality assurance measures implemented to control the accuracy of the data entries and the security of the data.

  14. Exploring the importance of team psychological safety in the development of two interprofessional teams.

    PubMed

    O'Leary, Denise Fiona

    2016-01-01

    It has been previously demonstrated that interactions within interprofessional teams are characterised by effective communication, shared decision-making, and knowledge sharing. This article outlines aspects of an action research study examining the emergence of these characteristics within change management teams made up of nurses, general practitioners, physiotherapists, care assistants, a health and safety officer, and a client at two residential care facilities for older people in Ireland. The theoretical concept of team psychological safety (TPS) is utilised in presenting these characteristics. TPS has been defined as an atmosphere within a team where individuals feel comfortable engaging in discussion and reflection without fear of censure. Study results suggest that TPS was an important catalyst in enhancing understanding and power sharing across professional boundaries and thus in the development of interprofessional teamwork. There were differences between the teams. In one facility, the team developed many characteristics of interprofessional teamwork while at the other there was only a limited shift. Stability in team membership and organisational norms relating to shared decision-making emerged as particularly important in accounting for differences in the development of TPS and interprofessional teamwork. PMID:26833105

  15. Exploring the importance of team psychological safety in the development of two interprofessional teams.

    PubMed

    O'Leary, Denise Fiona

    2016-01-01

    It has been previously demonstrated that interactions within interprofessional teams are characterised by effective communication, shared decision-making, and knowledge sharing. This article outlines aspects of an action research study examining the emergence of these characteristics within change management teams made up of nurses, general practitioners, physiotherapists, care assistants, a health and safety officer, and a client at two residential care facilities for older people in Ireland. The theoretical concept of team psychological safety (TPS) is utilised in presenting these characteristics. TPS has been defined as an atmosphere within a team where individuals feel comfortable engaging in discussion and reflection without fear of censure. Study results suggest that TPS was an important catalyst in enhancing understanding and power sharing across professional boundaries and thus in the development of interprofessional teamwork. There were differences between the teams. In one facility, the team developed many characteristics of interprofessional teamwork while at the other there was only a limited shift. Stability in team membership and organisational norms relating to shared decision-making emerged as particularly important in accounting for differences in the development of TPS and interprofessional teamwork.

  16. Best Practices for Interdisciplinary Care Management by Hospital Glycemic Teams: Results of a Society of Hospital Medicine Survey Among 19 U.S. Hospitals.

    PubMed

    Rodriguez, Annabelle; Magee, Michelle; Ramos, Pedro; Seley, Jane Jeffrie; Nolan, Ann; Kulasa, Kristen; Caudell, Kathryn Ann; Lamb, Aimee; MacIndoe, John; Maynard, Greg

    2014-08-01

    Objective. The Society for Hospital Medicine (SHM) conducted a survey of U.S. hospital systems to determine how nonphysician providers (NPPs) are utilized in interdisciplinary glucose management teams. Methods. An online survey grouped 50 questions into broad categories related to team functions. Queries addressed strategies that had proven successful, as well as challenges encountered. Fifty surveys were electronically distributed with an invitation to respond. A subset of seven respondents identified as having active glycemic committees that met at least every other month also participated in an in-depth telephone interview conducted by an SHM Glycemic Advisory Panel physician and NPP to obtain further details. The survey and interviews were conducted from May to July 2012. Results. Nineteen hospital/hospital system teams completed the survey (38% response rate). Most of the teams (52%) had existed for 1-5 years and served 90-100% of noncritical care, medical critical care, and surgical units. All of the glycemic control teams were supported by the use of protocols for insulin infusion, basal-bolus subcutaneous insulin orders, and hypoglycemia management. However, > 20% did not have protocols for discontinuation of oral hypoglycemic agents on admission or for transition from intravenous to subcutaneous insulin infusion. About 30% lacked protocols assessing A1C during the admission or providing guidance for insulin pump management. One-third reported that glycemic triggers led to preauthorized consultation or assumption of care for hyperglycemia. Institutional knowledge assessment programs were common for nurses (85%); intermediate for pharmacists, nutritionists, residents, and students (40-45%); and uncommon for fellows (25%) and attending physicians (20%). Many institutions were not monitoring appropriate use of insulin, oral agents, or insulin protocol utilization. Although the majority of teams had a process in place for post-discharge referrals and specific

  17. Best Practices for Interdisciplinary Care Management by Hospital Glycemic Teams: Results of a Society of Hospital Medicine Survey Among 19 U.S. Hospitals

    PubMed Central

    Magee, Michelle; Ramos, Pedro; Seley, Jane Jeffrie; Nolan, Ann; Kulasa, Kristen; Caudell, Kathryn Ann; Lamb, Aimee; MacIndoe, John; Maynard, Greg

    2014-01-01

    Abstract Objective. The Society for Hospital Medicine (SHM) conducted a survey of U.S. hospital systems to determine how nonphysician providers (NPPs) are utilized in interdisciplinary glucose management teams. Methods. An online survey grouped 50 questions into broad categories related to team functions. Queries addressed strategies that had proven successful, as well as challenges encountered. Fifty surveys were electronically distributed with an invitation to respond. A subset of seven respondents identified as having active glycemic committees that met at least every other month also participated in an in-depth telephone interview conducted by an SHM Glycemic Advisory Panel physician and NPP to obtain further details. The survey and interviews were conducted from May to July 2012. Results. Nineteen hospital/hospital system teams completed the survey (38% response rate). Most of the teams (52%) had existed for 1–5 years and served 90–100% of noncritical care, medical critical care, and surgical units. All of the glycemic control teams were supported by the use of protocols for insulin infusion, basal-bolus subcutaneous insulin orders, and hypoglycemia management. However, > 20% did not have protocols for discontinuation of oral hypoglycemic agents on admission or for transition from intravenous to subcutaneous insulin infusion. About 30% lacked protocols assessing A1C during the admission or providing guidance for insulin pump management. One-third reported that glycemic triggers led to preauthorized consultation or assumption of care for hyperglycemia. Institutional knowledge assessment programs were common for nurses (85%); intermediate for pharmacists, nutritionists, residents, and students (40–45%); and uncommon for fellows (25%) and attending physicians (20%). Many institutions were not monitoring appropriate use of insulin, oral agents, or insulin protocol utilization. Although the majority of teams had a process in place for post-discharge referrals

  18. Reflexivity in Teams: A Review and New Perspectives.

    PubMed

    Konradt, Udo; Otte, Kai-Philip; Schippers, Michaéla C; Steenfatt, Corinna

    2016-01-01

    Team reflexivity posits that the extent to which teams reflect upon and adapt their functioning is positively related to team performance. While remarkable progress has been made to provide evidence of this relationship, the underlying framework is missing elements of current theoretical streams for analyzing and describing teamwork, leaving the diversity of effects of team reflexivity often untouched. In this article, we present an update for this framework, by reviewing previous research on reflexivity, addressing gaps in the literature, and revising the original model by integrating feedback and dynamic team effectiveness frameworks for describing temporal developments of reflexivity. We furthermore propose a new dimensional structure for reflexivity, relying on prior work conceptualizing teams as information-processing systems that learn and advance through social-cognitive elements. Our model is therefore not only suitable for explaining the diverse set of relationships between team reflexivity on outcomes, but also provides valuable directions for viewing reflexivity as process that takes place during both transition and action phases of teamwork. We conclude with implications for managers, identify limitations, and propose an agenda for further research into this area. This article contributes an extended perspective relevant for further theory development and for effectively managing reflexivity in teams. PMID:26457836

  19. Reflexivity in Teams: A Review and New Perspectives.

    PubMed

    Konradt, Udo; Otte, Kai-Philip; Schippers, Michaéla C; Steenfatt, Corinna

    2016-01-01

    Team reflexivity posits that the extent to which teams reflect upon and adapt their functioning is positively related to team performance. While remarkable progress has been made to provide evidence of this relationship, the underlying framework is missing elements of current theoretical streams for analyzing and describing teamwork, leaving the diversity of effects of team reflexivity often untouched. In this article, we present an update for this framework, by reviewing previous research on reflexivity, addressing gaps in the literature, and revising the original model by integrating feedback and dynamic team effectiveness frameworks for describing temporal developments of reflexivity. We furthermore propose a new dimensional structure for reflexivity, relying on prior work conceptualizing teams as information-processing systems that learn and advance through social-cognitive elements. Our model is therefore not only suitable for explaining the diverse set of relationships between team reflexivity on outcomes, but also provides valuable directions for viewing reflexivity as process that takes place during both transition and action phases of teamwork. We conclude with implications for managers, identify limitations, and propose an agenda for further research into this area. This article contributes an extended perspective relevant for further theory development and for effectively managing reflexivity in teams.

  20. Management Education for Practicing Managers: Combining Academic Rigor with Personal Change and Organizational Action

    ERIC Educational Resources Information Center

    Berggren, Christian; Soderlund, Jonas

    2011-01-01

    For several decades, management educators have discussed the difficulty of accommodating the competing values of academic rigor and organizational relevance. Only a few articles, however, consider approaches for integrating theory and practice in educational programs for working managers. Building on 15 years of experience in executive education,…

  1. A decision framework for prioritizing multiple management actions for threatened marine megafauna.

    PubMed

    Fuentes, M M P B; Blackwood, J; Jones, B; Kim, M; Leis, B; Limpus, C J; Marsh, H; Mitchell, J; Pouzols, F M; Pressey, R L; Visconti, P

    2015-01-01

    Resources for conserving biodiversity are invariably insufficient. This situation creates the need for transparent, systematic frameworks to help stakeholders prioritize the allocation of resources across multiple management actions. We developed a novel framework that explicitly prioritizes actions to minimize the impacts of several threats across a species' range. The framework uses a budget constraint and maximizes conservation outcomes from a set of management actions, accounting for the likelihood of the action being successfully applied and accepted by local and Indigenous communities. This approach is novel in that it integrates local knowledge and expert opinion with optimization software, thereby minimizing assumptions about likelihood of success of actions and their effectiveness. To test the framework, we used the eastern Gulf of Carpentaria and Torres Strait population of the flatback turtle, Natator depressus, as a case study. This approach allowed the framework to be applied in a data-poor context, a situation common in conservation planning. The framework identified the best set of actions to maximize the conservation of flatback eggs for scenarios with different budgets and management parameters and allowed comparisons between optimized and preselected scenarios. Optimized scenarios considered all implementable actions to explore how to best allocate resources with a specified budget and focus. Preselected scenarios were used to evaluate current allocations of funds and/or potential budget allocations suggested by different stakeholders. Scenarios that used a combination of aerial and ground strategies to reduce predation of eggs performed better than scenarios that focused only on reducing harvest of eggs. The performances of optimized and preselected scenarios were generally similar among scenarios that targeted similar threats. However, the cost-effectiveness of optimized scenarios was usually higher than that of preselected scenarios

  2. Understanding medical practice team roles.

    PubMed

    Hills, Laura

    2015-01-01

    Do you believe that the roles your employees play on your medical practice team are identical to their job titles or job descriptions? Do you believe that team roles are determined by personality type? This article suggests that a more effective way to build and manage your medical practice team is to define team roles through employee behaviors. It provides 10 rules of behavioral team roles that can help practice managers to select and build high-performing teams, build more productive team relationships, improve the employee recruitment process, build greater team trust and understanding; and increase their own effectiveness. This article describes in detail Belbin's highly regarded and widely used team role theory and summarizes four additional behavioral team role theories and systems. It offers lessons learned when applying team role theory to practice. Finally, this article offers an easy-to-implement method for assessing current team roles. It provides a simple four-question checklist that will help practice managers balance an imbalanced medical practice team. PMID:26062328

  3. How teams use indicators for quality improvement - a multiple-case study on the use of multiple indicators in multidisciplinary breast cancer teams.

    PubMed

    Gort, Marjan; Broekhuis, Manda; Regts, Gerdien

    2013-11-01

    A crucial issue in healthcare is how multidisciplinary teams can use indicators for quality improvement. Such teams have increasingly become the core component in both care delivery and in many quality improvement methods. This study aims to investigate the relationships between (1) team factors and the way multidisciplinary teams use indicators for quality improvement, and (2) both team and process factors and the intended results. An in-depth, multiple-case study was conducted in the Netherlands in 2008 involving four breast cancer teams using six structure, process and outcome indicators. The results indicated that the process of using indicators involves several stages and activities. Two teams applied a more intensive, active and interactive approach as they passed through these stages. These teams were perceived to have achieved good results through indicator use compared to the other two teams who applied a simple control approach. All teams experienced some difficulty in integrating the new formal control structure, i.e. measuring and managing performance, in their operational task, and in using their 'new' managerial task to decide as a team what and how to improve. Our findings indicate the presence of a network of relationships between team factors, the controllability and actionability of indicators, the indicator-use process, and the intended results.

  4. Unintended Consequences of Management Actions in Salt Pond Restoration: Cascading Effects in Trophic Interactions

    PubMed Central

    Takekawa, John Y.; Ackerman, Joshua T.; Brand, L. Arriana; Graham, Tanya R.; Eagles-Smith, Collin A.; Herzog, Mark P.; Topping, Brent R.; Shellenbarger, Gregory G.; Kuwabara, James S.; Mruz, Eric; Piotter, Sara L.; Athearn, Nicole D.

    2015-01-01

    Salt evaporation ponds have played an important role as habitat for migratory waterbirds across the world, however, efforts to restore and manage these habitats to maximize their conservation value has proven to be challenging. For example, salinity reduction has been a goal for restoring and managing former salt evaporation ponds to support waterbirds in the South Bay Salt Pond Restoration Project in San Francisco Bay, California, USA. Here, we describe a case study of unexpected consequences of a low-dissolved oxygen (DO) event on trophic interactions in a salt pond system following management actions to reduce salinity concentrations. We document the ramifications of an anoxic event in water quality including salinity, DO, and temperature, and in the response of the biota including prey fish biomass, numerical response by California Gulls (Larus californicus), and chick survival of Forster's Tern (Sterna forsteri). Management actions intended to protect receiving waters resulted in decreased DO concentrations that collapsed to zero for ≥ 4 consecutive days, resulting in an extensive fish kill. DO depletion likely resulted from an algal bloom that arose following transition of the pond system from high to low salinity as respiration and decomposition outpaced photosynthetic production. We measured a ≥ 6-fold increase in biomass of fish dropped on the levee by foraging avian predators compared with weeks prior to and following the low-DO event. California Gulls rapidly responded to the availability of aerobically-stressed and vulnerable fish and increased in abundance by two orders of magnitude. Mark-recapture analysis of 254 Forster's Tern chicks indicated that their survival declined substantially following the increase in gull abundance. Thus, management actions to reduce salinity concentrations resulted in cascading effects in trophic interactions that serves as a cautionary tale illustrating the importance of understanding the interaction of water quality

  5. Unintended consequences of management actions in salt pond restoration: cascading effects in trophic interactions.

    PubMed

    Takekawa, John Y; Ackerman, Joshua T; Brand, L Arriana; Graham, Tanya R; Eagles-Smith, Collin A; Herzog, Mark P; Topping, Brent R; Shellenbarger, Gregory G; Kuwabara, James S; Mruz, Eric; Piotter, Sara L; Athearn, Nicole D

    2015-01-01

    Salt evaporation ponds have played an important role as habitat for migratory waterbirds across the world, however, efforts to restore and manage these habitats to maximize their conservation value has proven to be challenging. For example, salinity reduction has been a goal for restoring and managing former salt evaporation ponds to support waterbirds in the South Bay Salt Pond Restoration Project in San Francisco Bay, California, USA. Here, we describe a case study of unexpected consequences of a low-dissolved oxygen (DO) event on trophic interactions in a salt pond system following management actions to reduce salinity concentrations. We document the ramifications of an anoxic event in water quality including salinity, DO, and temperature, and in the response of the biota including prey fish biomass, numerical response by California Gulls (Larus californicus), and chick survival of Forster's Tern (Sterna forsteri). Management actions intended to protect receiving waters resulted in decreased DO concentrations that collapsed to zero for ≥ 4 consecutive days, resulting in an extensive fish kill. DO depletion likely resulted from an algal bloom that arose following transition of the pond system from high to low salinity as respiration and decomposition outpaced photosynthetic production. We measured a ≥ 6-fold increase in biomass of fish dropped on the levee by foraging avian predators compared with weeks prior to and following the low-DO event. California Gulls rapidly responded to the availability of aerobically-stressed and vulnerable fish and increased in abundance by two orders of magnitude. Mark-recapture analysis of 254 Forster's Tern chicks indicated that their survival declined substantially following the increase in gull abundance. Thus, management actions to reduce salinity concentrations resulted in cascading effects in trophic interactions that serves as a cautionary tale illustrating the importance of understanding the interaction of water quality

  6. Unintended consequences of management actions in salt pond restoration: cascading effects in trophic interactions

    USGS Publications Warehouse

    Takekawa, John Y.; Ackerman, Joshua T.; Brand, Arriana; Graham, Tanya R.; Eagles-Smith, Collin A.; Herzog, Mark; Topping, Brent R.; Shellenbarger, Gregory; Kuwabara, James S.; Mruz, Eric; Piotter, Sara L.; Athearn, Nicole D.

    2015-01-01

    Salt evaporation ponds have played an important role as habitat for migratory waterbirds across the world, however, efforts to restore and manage these habitats to maximize their conservation value has proven to be challenging. For example, salinity reduction has been a goal for restoring and managing former salt evaporation ponds to support waterbirds in the South Bay Salt Pond Restoration Project in San Francisco Bay, California, USA. Here, we describe a case study of unexpected consequences of a low-dissolved oxygen (DO) event on trophic interactions in a salt pond system following management actions to reduce salinity concentrations. We document the ramifications of an anoxic event in water quality including salinity, DO, and temperature, and in the response of the biota including prey fish biomass, numerical response by California Gulls (Larus californicus), and chick survival of Forster's Tern (Sterna forsteri). Management actions intended to protect receiving waters resulted in decreased DO concentrations that collapsed to zero for ≥ 4 consecutive days, resulting in an extensive fish kill. DO depletion likely resulted from an algal bloom that arose following transition of the pond system from high to low salinity as respiration and decomposition outpaced photosynthetic production. We measured a ≥ 6-fold increase in biomass of fish dropped on the levee by foraging avian predators compared with weeks prior to and following the low-DO event. California Gulls rapidly responded to the availability of aerobically-stressed and vulnerable fish and increased in abundance by two orders of magnitude. Mark-recapture analysis of 254 Forster's Tern chicks indicated that their survival declined substantially following the increase in gull abundance. Thus, management actions to reduce salinity concentrations resulted in cascading effects in trophic interactions that serves as a cautionary tale illustrating the importance of understanding the interaction of water quality

  7. Unintended consequences of management actions in salt pond restoration: cascading effects in trophic interactions.

    PubMed

    Takekawa, John Y; Ackerman, Joshua T; Brand, L Arriana; Graham, Tanya R; Eagles-Smith, Collin A; Herzog, Mark P; Topping, Brent R; Shellenbarger, Gregory G; Kuwabara, James S; Mruz, Eric; Piotter, Sara L; Athearn, Nicole D

    2015-01-01

    Salt evaporation ponds have played an important role as habitat for migratory waterbirds across the world, however, efforts to restore and manage these habitats to maximize their conservation value has proven to be challenging. For example, salinity reduction has been a goal for restoring and managing former salt evaporation ponds to support waterbirds in the South Bay Salt Pond Restoration Project in San Francisco Bay, California, USA. Here, we describe a case study of unexpected consequences of a low-dissolved oxygen (DO) event on trophic interactions in a salt pond system following management actions to reduce salinity concentrations. We document the ramifications of an anoxic event in water quality including salinity, DO, and temperature, and in the response of the biota including prey fish biomass, numerical response by California Gulls (Larus californicus), and chick survival of Forster's Tern (Sterna forsteri). Management actions intended to protect receiving waters resulted in decreased DO concentrations that collapsed to zero for ≥ 4 consecutive days, resulting in an extensive fish kill. DO depletion likely resulted from an algal bloom that arose following transition of the pond system from high to low salinity as respiration and decomposition outpaced photosynthetic production. We measured a ≥ 6-fold increase in biomass of fish dropped on the levee by foraging avian predators compared with weeks prior to and following the low-DO event. California Gulls rapidly responded to the availability of aerobically-stressed and vulnerable fish and increased in abundance by two orders of magnitude. Mark-recapture analysis of 254 Forster's Tern chicks indicated that their survival declined substantially following the increase in gull abundance. Thus, management actions to reduce salinity concentrations resulted in cascading effects in trophic interactions that serves as a cautionary tale illustrating the importance of understanding the interaction of water quality

  8. Team Projects and Peer Evaluations

    ERIC Educational Resources Information Center

    Doyle, John Kevin; Meeker, Ralph D.

    2008-01-01

    The authors assign semester- or quarter-long team-based projects in several Computer Science and Finance courses. This paper reports on our experience in designing, managing, and evaluating such projects. In particular, we discuss the effects of team size and of various peer evaluation schemes on team performance and student learning. We report…

  9. Action plans for COPD: strategies to manage exacerbations and improve outcomes

    PubMed Central

    Jalota, Leena; Jain, Vipul V

    2016-01-01

    COPD is the third-largest killer in the world, and certainly takes a toll on the health care system. Recurrent COPD exacerbations accelerate lung-function decline, worsen mortality, and consume over US$50 billion in health care spending annually. This has led to a tide of payment reforms eliciting interest in strategies reducing preventable COPD exacerbations. In this review, we analyze and discuss the evidence for COPD action plan-based self-management strategies. Although action plans may provide stabilization of acute symptomatology, there are several limitations. These include patient-centered attributes, such as comprehension and adherence, and nonadherence of health care providers to established guidelines. While no single intervention can be expected independently to translate into improved outcomes, structured together within a comprehensive integrated disease-management program, they may provide a robust paradigm. PMID:27330286

  10. [Policy, management and participation in health: a reflection based on Habermas' theory of communicative action].

    PubMed

    Müller Neto, Júlio Strubing; Artmann, Elizabeth

    2012-12-01

    The article discusses the appropriation of the theory developed by Habermas to analyze health policies and management. The fundamental concepts of the discursive theory of democracy as a deliberative policy, procedural democracy, the public sphere and civil society are analyzed. An attempt is made to demonstrate that the concepts of deliberative policies are grounded on basic theoretical categories of Habermas's conception of language, namely the theory of communicative action (TCA): lifeworld and system; communicative action and discourse; the ideal speech situation. The possibility of translating the categories presented in analytical categories, such as the experiences of social participation in deliberative forums and the results for the formulation and implementation of policies and health management is discussed. The conclusion drawn is that the theoretical categories reveal great explanatory potential and analytical categories are important provided that they are mediated and contextualized.

  11. Action plans for COPD: strategies to manage exacerbations and improve outcomes.

    PubMed

    Jalota, Leena; Jain, Vipul V

    2016-01-01

    COPD is the third-largest killer in the world, and certainly takes a toll on the health care system. Recurrent COPD exacerbations accelerate lung-function decline, worsen mortality, and consume over US$50 billion in health care spending annually. This has led to a tide of payment reforms eliciting interest in strategies reducing preventable COPD exacerbations. In this review, we analyze and discuss the evidence for COPD action plan-based self-management strategies. Although action plans may provide stabilization of acute symptomatology, there are several limitations. These include patient-centered attributes, such as comprehension and adherence, and nonadherence of health care providers to established guidelines. While no single intervention can be expected independently to translate into improved outcomes, structured together within a comprehensive integrated disease-management program, they may provide a robust paradigm. PMID:27330286

  12. Making Audit Actionable: An Example Algorithm for Blood Pressure Management in Chronic Kidney Disease

    PubMed Central

    Brown, Benjamin; Williams, Richard; Sperrin, Matthew; Frank, Timothy; Ainsworth, John; Buchan, Iain

    2014-01-01

    Despite widespread use of clinical guidelines, actual care often falls short of ideal standards. Electronic health records (EHR) can be analyzed to provide information on how to improve care, but this is seldom done in sufficient detail to guide specific action. We developed an algorithm to provide practical, actionable information for care quality improvement using blood pressure (BP) management in chronic kidney disease (CKD) as an exemplar. We used UK clinical guidelines and EHR data from 440 patients in Salford (UK) to develop the algorithm. We then applied it to 532,409 individual patient records, identifying 11,097 CKD patients, 3,766 (34%) of which showed room for improvement in their care: either through medication optimization or better BP monitoring. Manual record reviews to evaluate accuracy indicated a positive-predictive value of 90%. Such algorithms could help improve the management of chronic conditions by providing the missing link between clinical audit and decision support. PMID:25954337

  13. Making audit actionable: an example algorithm for blood pressure management in chronic kidney disease.

    PubMed

    Brown, Benjamin; Williams, Richard; Sperrin, Matthew; Frank, Timothy; Ainsworth, John; Buchan, Iain

    2014-01-01

    Despite widespread use of clinical guidelines, actual care often falls short of ideal standards. Electronic health records (EHR) can be analyzed to provide information on how to improve care, but this is seldom done in sufficient detail to guide specific action. We developed an algorithm to provide practical, actionable information for care quality improvement using blood pressure (BP) management in chronic kidney disease (CKD) as an exemplar. We used UK clinical guidelines and EHR data from 440 patients in Salford (UK) to develop the algorithm. We then applied it to 532,409 individual patient records, identifying 11,097 CKD patients, 3,766 (34%) of which showed room for improvement in their care: either through medication optimization or better BP monitoring. Manual record reviews to evaluate accuracy indicated a positive-predictive value of 90%. Such algorithms could help improve the management of chronic conditions by providing the missing link between clinical audit and decision support.

  14. Factors affecting collective action for forest fire management: a comparative study of community forest user groups in central Siwalik, Nepal.

    PubMed

    Sapkota, Lok Mani; Shrestha, Rajendra Prasad; Jourdain, Damien; Shivakoti, Ganesh P

    2015-01-01

    The attributes of social ecological systems affect the management of commons. Strengthening and enhancing social capital and the enforcement of rules and sanctions aid in the collective action of communities in forest fire management. Using a set of variables drawn from previous studies on the management of commons, we conducted a study across 20 community forest user groups in Central Siwalik, Nepal, by dividing the groups into two categories based on the type and level of their forest fire management response. Our study shows that the collective action in forest fire management is consistent with the collective actions in other community development activities. However, the effectiveness of collective action is primarily dependent on the complex interaction of various variables. We found that strong social capital, strong enforcement of rules and sanctions, and users' participation in crafting the rules were the major variables that strengthen collective action in forest fire management. Conversely, users' dependency on a daily wage and a lack of transparency were the variables that weaken collective action. In fire-prone forests such as the Siwalik, our results indicate that strengthening social capital and forming and enforcing forest fire management rules are important variables that encourage people to engage in collective action in fire management.

  15. Factors Affecting Collective Action for Forest Fire Management: A Comparative Study of Community Forest User Groups in Central Siwalik, Nepal

    NASA Astrophysics Data System (ADS)

    Sapkota, Lok Mani; Shrestha, Rajendra Prasad; Jourdain, Damien; Shivakoti, Ganesh P.

    2015-01-01

    The attributes of social ecological systems affect the management of commons. Strengthening and enhancing social capital and the enforcement of rules and sanctions aid in the collective action of communities in forest fire management. Using a set of variables drawn from previous studies on the management of commons, we conducted a study across 20 community forest user groups in Central Siwalik, Nepal, by dividing the groups into two categories based on the type and level of their forest fire management response. Our study shows that the collective action in forest fire management is consistent with the collective actions in other community development activities. However, the effectiveness of collective action is primarily dependent on the complex interaction of various variables. We found that strong social capital, strong enforcement of rules and sanctions, and users' participation in crafting the rules were the major variables that strengthen collective action in forest fire management. Conversely, users' dependency on a daily wage and a lack of transparency were the variables that weaken collective action. In fire-prone forests such as the Siwalik, our results indicate that strengthening social capital and forming and enforcing forest fire management rules are important variables that encourage people to engage in collective action in fire management.

  16. Implementing Role-Changing Versus Time-Changing Innovations in Health Care: Differences in Helpfulness of Staff Improvement Teams, Management, and Network for Learning.

    PubMed

    Nembhard, Ingrid M; Morrow, Christopher T; Bradley, Elizabeth H

    2015-12-01

    Health care organizations often fail in their effort to implement care-improving innovations. This article differentiates role-changing innovations, altering what workers do, from time-changing innovations, altering when tasks are performed or for how long. We examine our hypothesis that the degree to which access to groups that can alter organizational learning--staff, management, and external network--facilitates implementation depends on innovation type. Our longitudinal study using ordinal logistic regression and survey data on 517 hospitals' implementation of evidence-based practices for treating heart attack confirmed our thesis for factors granting access to each group: improvement team's representativeness (of affected staff), senior management engagement, and network membership. Although team representativeness and network membership were positively associated with implementing role-changing practices, senior management engagement was not. In contrast, senior management engagement was positively associated with implementing time-changing practices, whereas team representativeness was not, and network membership was not unless there was limited management engagement. These findings advance implementation science by explaining mixed results across past studies: Nature of change for workers alters potential facilitators' effects on implementation.

  17. Implementing Role-Changing Versus Time-Changing Innovations in Health Care: Differences in Helpfulness of Staff Improvement Teams, Management, and Network for Learning.

    PubMed

    Nembhard, Ingrid M; Morrow, Christopher T; Bradley, Elizabeth H

    2015-12-01

    Health care organizations often fail in their effort to implement care-improving innovations. This article differentiates role-changing innovations, altering what workers do, from time-changing innovations, altering when tasks are performed or for how long. We examine our hypothesis that the degree to which access to groups that can alter organizational learning--staff, management, and external network--facilitates implementation depends on innovation type. Our longitudinal study using ordinal logistic regression and survey data on 517 hospitals' implementation of evidence-based practices for treating heart attack confirmed our thesis for factors granting access to each group: improvement team's representativeness (of affected staff), senior management engagement, and network membership. Although team representativeness and network membership were positively associated with implementing role-changing practices, senior management engagement was not. In contrast, senior management engagement was positively associated with implementing time-changing practices, whereas team representativeness was not, and network membership was not unless there was limited management engagement. These findings advance implementation science by explaining mixed results across past studies: Nature of change for workers alters potential facilitators' effects on implementation. PMID:26116611

  18. 77 FR 22286 - Western Pacific Fishery Management Council; Public Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-04-13

    ... Management Council (Council) will hold a meeting of its Pelagics Plan Team (PPT) in Honolulu, HI to discuss... Central Pacific Fishery Commission 8. Other business 9. Public comment 10. Pelagic Plan Team... meetings. Plan Team action will be restricted to those issues specifically listed in this document and...

  19. Assessing receptivity for change in urban stormwater management and contexts for action.

    PubMed

    Cettner, Annicka; Ashley, Richard; Hedström, Annelie; Viklander, Maria

    2014-12-15

    Individual and organisational receptivity for change towards the use of sustainable stormwater management systems has been previously examined, but the significance of the different contexts for achieving this has been largely unexplored. This paper examines the significance of contexts associated to the actions to bring this about by proposing and evaluating an emerging framework based on two related receptivity theories: the individual or organisational approach and the contextual approach. Results from a Swedish national questionnaire with professionals in stormwater management have been used, together with a limited number of interviews to develop and understand the validity of the framework. The analysis has indicated that the respondents were professionally prepared for change (action) but not practically prepared due to inadequate supportive contexts. In response, a number of potential contexts associated to the necessary actions were identified. The framework was found to provide new insights into the influence of receptive contexts for a change in water management practice. These insights can be used by policy makers and others to better support the realization of professional openness for change and thus accelerate the process of change to sustainable stormwater practice. PMID:25156263

  20. Assessing receptivity for change in urban stormwater management and contexts for action.

    PubMed

    Cettner, Annicka; Ashley, Richard; Hedström, Annelie; Viklander, Maria

    2014-12-15

    Individual and organisational receptivity for change towards the use of sustainable stormwater management systems has been previously examined, but the significance of the different contexts for achieving this has been largely unexplored. This paper examines the significance of contexts associated to the actions to bring this about by proposing and evaluating an emerging framework based on two related receptivity theories: the individual or organisational approach and the contextual approach. Results from a Swedish national questionnaire with professionals in stormwater management have been used, together with a limited number of interviews to develop and understand the validity of the framework. The analysis has indicated that the respondents were professionally prepared for change (action) but not practically prepared due to inadequate supportive contexts. In response, a number of potential contexts associated to the necessary actions were identified. The framework was found to provide new insights into the influence of receptive contexts for a change in water management practice. These insights can be used by policy makers and others to better support the realization of professional openness for change and thus accelerate the process of change to sustainable stormwater practice.

  1. Team Development of Virtual Teams

    ERIC Educational Resources Information Center

    Kim, Sooyoung

    2004-01-01

    Advanced technologies, globalization, the competitiveness of business, flexible working practices, and other rapid changes in the nature of work have all led to the booming of "virtual teams." This paper will provide an overview of virtual teams, including a description of their emergence, a definition and typology of the term "virtual team," an…

  2. S.T.A.R.T.T. plus: addition of prehospital personnel to a national multidisciplinary crisis resource management trauma team training course

    PubMed Central

    Gillman, Lawrence M.; Martin, Doug; Engels, Paul T.; Brindley, Peter; Widder, Sandy; French, Cheryl

    2016-01-01

    Summary The Simulated Trauma and Resuscitation Team Training (S.T.A.R.T.T.) course is a unique multidisciplinary trauma team training course deliberately designed to address the common crisis resource management (CRM) skills of trauma team members. Moreover, the curriculum has been updated to also target the specific learning needs of individual participating professionals: physicians, nurses and respiratory therapists. This commentary outlines further modifications to the course curriculum in order to address the needs of a relatively undertargeted group: prehospital personnel (i.e., emergency medical services). Maintenance of high participant satisfaction, regardless of profession, suggests that the S.T.A.R.T.T. course can be readily modified to incorporate prehospital personnel without losing its utility or popularity. PMID:26574706

  3. Systems Engineering Knowledge Asset (SEKA) Management for Higher Performing Engineering Teams: People, Process and Technology toward Effective Knowledge-Workers

    ERIC Educational Resources Information Center

    Shelby, Kenneth R., Jr.

    2013-01-01

    Systems engineering teams' value-creation for enterprises is slower than possible due to inefficiencies in communication, learning, common knowledge collaboration and leadership conduct. This dissertation outlines the surrounding people, process and technology dimensions for higher performing engineering teams. It describes a true experiment…

  4. Northampton homebirth team.

    PubMed

    O'Connell, Sally; Richley, Anne; Williams, Babita

    2012-11-01

    Northampton Homebirth Team commenced in April 2010, with a group of midwives dedicated to supporting women choosing to birth at home. Twenty seven months since the team commenced, the home birth rate has continued to rise at a steady sustainable rate, at the time of writing this feature reaching a monthly all time high of 9.6 per cent. The team believe that the key to their success is promoting normality, management support, maternity incident review forums and a multi professional team approach for women choosing to birth at home against medical advice. Whilst the number of women cared for is somewhat smaller that the recent Birthplace study, our statistics continually support the theory that a dedicated home birth team is more likely to limit adverse outcomes in relation to planned home births. PMID:23243828

  5. Visitor evaluations of management actions at a highly impacted Appalachian Trail camping area

    USGS Publications Warehouse

    Daniels, M.L.; Marion, J.L.

    2006-01-01

    Protected area management involves balancing environmental and social objectives. This is particularly difficult at high-use/high-impact recreation sites, because resource protection objectives may require substantial site management or visitor regulation. This study examined visitors? reactions to both of these types of actions at Annapolis Rocks, Maryland, a popular Appalachian Trail camping area. We surveyed visitors before and after implementation of camping policies that included shifting camping to designated newly constructed campsites and prohibiting campfires. Survey results reveal that visitors were more satisfied with all social and environmental indicators after the changes were enacted. An Importance-Performance analysis also determined that management actions improved conditions for factors of greatest concern to campers prior to the changes. Posttreatment visitors were least satisfied with factors related to reduced freedom and to some characteristics of the constructed campsites. Although there was evidence of visitor displacement, the camping changes met management goals by protecting the camping area?s natural resources and improving social conditions.

  6. Taking action against ocean acidification: a review of management and policy options.

    PubMed

    Billé, Raphaël; Kelly, Ryan; Biastoch, Arne; Harrould-Kolieb, Ellycia; Herr, Dorothée; Joos, Fortunat; Kroeker, Kristy; Laffoley, Dan; Oschlies, Andreas; Gattuso, Jean-Pierre

    2013-10-01

    Ocean acidification has emerged over the last two decades as one of the largest threats to marine organisms and ecosystems. However, most research efforts on ocean acidification have so far neglected management and related policy issues to focus instead on understanding its ecological and biogeochemical implications. This shortfall is addressed here with a systematic, international and critical review of management and policy options. In particular, we investigate the assumption that fighting acidification is mainly, but not only, about reducing CO2 emissions, and explore the leeway that this emerging problem may open in old environmental issues. We review nine types of management responses, initially grouped under four categories: preventing ocean acidification; strengthening ecosystem resilience; adapting human activities; and repairing damages. Connecting and comparing options leads to classifying them, in a qualitative way, according to their potential and feasibility. While reducing CO2 emissions is confirmed as the key action that must be taken against acidification, some of the other options appear to have the potential to buy time, e.g. by relieving the pressure of other stressors, and help marine life face unavoidable acidification. Although the existing legal basis to take action shows few gaps, policy challenges are significant: tackling them will mean succeeding in various areas of environmental management where we failed to a large extent so far.

  7. Breakdowns in coordinated decision making at and above the incident management team level: an analysis of three large scale Australian wildfires.

    PubMed

    Bearman, Chris; Grunwald, Jared A; Brooks, Benjamin P; Owen, Christine

    2015-03-01

    Emergency situations are by their nature difficult to manage and success in such situations is often highly dependent on effective team coordination. Breakdowns in team coordination can lead to significant disruption to an operational response. Breakdowns in coordination were explored in three large-scale bushfires in Australia: the Kilmore East fire, the Wangary fire, and the Canberra Firestorm. Data from these fires were analysed using a top-down and bottom-up qualitative analysis technique. Forty-four breakdowns in coordinated decision making were identified, which yielded 83 disconnects grouped into three main categories: operational, informational and evaluative. Disconnects were specific instances where differences in understanding existed between team members. The reasons why disconnects occurred were largely consistent across the three sets of data. In some cases multiple disconnects occurred in a temporal manner, which suggested some evidence of disconnects creating states that were conducive to the occurrence of further disconnects. In terms of resolution, evaluative disconnects were nearly always resolved however operational and informational disconnects were rarely resolved effectively. The exploratory data analysis and discussion presented here represents the first systematic research to provide information about the reasons why breakdowns occur in emergency management and presents an account of how team processes can act to disrupt coordination and the operational response.

  8. Training and qualification of waste management and remedial action personnel at the Oak Ridge National Laboratory

    SciTech Connect

    Frederick, A.F.

    1993-06-01

    A document, Waste Management and Remedial Action Division Training Plan, has been developed by the WMRAD Training Department at Oak Ridge National Laboratory. This plan identifies and defines training requirements for different waste operations and support groups within the division and, in addition, identifies individual training requirements within each group based on job-specific tasks. This training consists of three independent areas: environmental, safety, and health (ES&H) training; performance-based training on standard operating procedures; and division training requirements. To ensure that personnel have completed all training and retraining requirements, the WMRAD Training Department has also developed, and currently maintains, several data base systems. A data base systems manager generates daily, weekly, and monthly reports for review by operations supervision to ensure that only qualified personnel operate and maintain the waste management facilities.

  9. Assurance Program for Remedial Action (APRA) microcomputer-operated bibliography management system

    SciTech Connect

    Stenner, R.D.; Washburn, D.K.; Denham, D.H.

    1985-06-01

    Pacific Northwest Laboratory (PNL) provided technical assistance to the Office of Operational Safety (OOS) in developing their Assurance Program for Remedial Action (APRA). The APRA Bibliography Management System (BMS), a microcomputer-operated system designed to file, locate and retrieve project-specific bibliographic data, was developed to manage the documentation associated with APRA. The BMS uses APRABASE, a PNL-developed computer program written in dBASE II language, which is designed to operate using the commercially available dBASE II database software. This document describes the APRABASE computer program, its associated subprograms, and the dBASE II APRA file. A User's Manual is also provided in the document. Although the BMS was designed to manage APRA-associated documents, it could be easily adapted for use in handling bibliographic data associated with any project.

  10. Fluid Management Plan Central Nevada Test Area Corrective Action Unit 443

    SciTech Connect

    2009-01-01

    The U.S. Department of Energy (DOE), National Nuclear Security Administration Nevada Site Office initiated the Offsites Project to characterize the risk posed to human health and the environment as a result of underground nuclear testing at sites in Alaska, Colorado, Mississippi, Nevada, and New Mexico. Responsibility for environmental restoration of the sites that constitute the Offsites Project was transferred from the DOE Office of Environmental Management to the DOE Office of Legacy Management (LM) on October 1, 2006. The scope of this Fluid Management Plan (FMP) is to support subsurface investigations at the Central Nevada Test Area (CNTA) Corrective Action Unit (CAU) 443, in accordance with the Federal Facility Agreement and Consent Order (FFACO) (1996). The subsurface CAU 443 is associated with the underground nuclear testing conducted at UC-1 and is located approximately 30 miles north of Warm Springs in Nye County, Nevada.

  11. Managing Conflict with Direct Reports. For the Practicing Manager. An Ideas into Action Guidebook.

    ERIC Educational Resources Information Center

    Popejoy, Barbara; McManigle, Brenda J.

    Conflict is inevitable when people work together because they have different points of view, values, and ways of working. Resolving conflicts can be extremely difficult because of these differences. This short guidebook addresses ways successful leaders can work to manage conflict in the workplace, in particular conflict with people who report to…

  12. Multi-species occurrence models to evaluate the effects of conservation and management actions

    USGS Publications Warehouse

    Zipkin, E.F.; Andrew, Royle J.; Dawson, D.K.; Bates, S.

    2010-01-01

    Conservation and management actions often have direct and indirect effects on a wide range of species. As such, it is important to evaluate the impacts that such actions may have on both target and non-target species within a region. Understanding how species richness and composition differ as a result of management treatments can help determine potential ecological consequences. Yet it is difficult to estimate richness because traditional sampling approaches detect species at variable rates and some species are never observed. We present a framework for assessing management actions on biodiversity using a multi-species hierarchical model that estimates individual species occurrences, while accounting for imperfect detection of species. Our model incorporates species-specific responses to management treatments and local vegetation characteristics and a hierarchical component that links species at a community-level. This allows for comprehensive inferences on the whole community or on assemblages of interest. Compared to traditional species models, occurrence estimates are improved for all species, even for those that are rarely observed, resulting in more precise estimates of species richness (including species that were unobserved during sampling). We demonstrate the utility of this approach for conservation through an analysis comparing bird communities in two geographically similar study areas: one in which white-tailed deer (Odocoileus virginianus) densities have been regulated through hunting and one in which deer densities have gone unregulated. Although our results indicate that species and assemblage richness were similar in the two study areas, point-level richness was significantly influenced by local vegetation characteristics, a result that would have been underestimated had we not accounted for variability in species detection.

  13. Waste Management Plan for the Lower East Fork Poplar Creek Remedial Action Project Oak Ridge, Tennessee

    SciTech Connect

    1996-08-01

    The Lower East Fork Poplar Creek (LEFPC) Remedial Action project will remove mercury-contaminated soils from the floodplain of LEFPC, dispose of these soils at the Y-12 Landfill V, and restore the affected floodplain upon completion of remediation activities. This effort will be conducted in accordance with the Record of Decision (ROD) for LEFPC as a Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) action. The Waste Management Plan addresses management and disposition of all wastes generated during the remedial action for the LEFPC Project Most of the solid wastes will be considered to be sanitary or construction/demolition wastes and will be disposed of at existing Y-12 facilities for those types of waste. Some small amounts of hazardous waste are anticipated, and the possibility of low- level or mixed waste exists (greater than 35 pCi/g), although these are not expected. Liquid wastes will be generated which will be sanitary in nature and which will be capable of being disposed 0214 of at the Oak Ridge Sewage Treatment Plant.

  14. A New Approach for Assessing Aquifer Sustainability and the Impact of Proposed Management Actions

    NASA Astrophysics Data System (ADS)

    Butler, J. J., Jr.; Whittemore, D. O.; Wilson, B. B.

    2015-12-01

    Aquifers are under stress worldwide as a result of large imbalances between inflows and outflows. These imbalances are particularly severe in aquifers in semi-arid regions that are heavily pumped for irrigation, such as the High Plains aquifer (HPA) in the United States. The water resources community has responded by placing an increasing emphasis on more sustainable management plans. To aid in the formulation of such plans, we have developed a simple, water-balance-based approach for rapid assessment of the impact of proposed management actions and the prospects for aquifer sustainability. This theoretically sound approach is particularly well suited for assessing the short- to medium-term (years to a few decades) response to management actions in seasonably pumped aquifers. The net inflow (capture) term of the aquifer water balance can also be directly calculated from water-level and water-use data with this approach. Application to the data-rich portion of the HPA in the state of Kansas reveals that practically achievable reductions in annual pumping would have a large impact. For example, a 22% reduction in average annual water use would have stabilized areally averaged water levels across northwest Kansas from 1996 to 2013 because of larger-than-expected and near-constant net inflows. Whether this is a short-term phenomenon or a path to long-term sustainability, however, has yet to be determined. Water resources managers are often in a quandary about the most effective use of scarce funds for data collection in support of aquifer assessment and management activities. This work demonstrates that a strong emphasis should be placed on collection of reliable water-use data; greater resources devoted to direct measurement of pumping will yield deeper insights into an aquifer's future. The Kansas HPA is similar to many other regional aquifers supporting critically needed agricultural production, so this approach should prove of value far beyond the borders of Kansas.

  15. Yea, Team.

    ERIC Educational Resources Information Center

    Rinn, Fauneil J.; Weir, Sybil B.

    1984-01-01

    Four problems in higher education are identified: hardening curriculum, graying faculty, shrinking budget, and disappearing students. Team teaching is suggested as one solution. A conceptual framework for types of team teaching is presented and practical suggestions to those who want to work within that framework are provided. (Author/MLW)

  16. M-Area Hazardous Waste Management Facility groundwater monitoring and corrective-action report. Second quarter 1995, Volume 1

    SciTech Connect

    1995-08-01

    This report describes the corrective-action program at the M-Area Hazardous Waste Management Facility (HWMF) at the Savannah River Site during second quarter 1995. Topics include: changes in sampling, analysis, and reporting; water levels; remedial action of groundwater; and hydrology of the affected aquifer zones.

  17. Equipment Management for Sensor Networks: Linking Physical Infrastructure and Actions to Observational Data

    NASA Astrophysics Data System (ADS)

    Jones, A. S.; Horsburgh, J. S.; Matos, M.; Caraballo, J.

    2015-12-01

    Networks conducting long term monitoring using in situ sensors need the functionality to track physical equipment as well as deployments, calibrations, and other actions related to site and equipment maintenance. The observational data being generated by sensors are enhanced if direct linkages to equipment details and actions can be made. This type of information is typically recorded in field notebooks or in static files, which are rarely linked to observations in a way that could be used to interpret results. However, the record of field activities is often relevant to analysis or post-processing of the observational data. We have developed an underlying database schema and deployed a web interface for recording and retrieving information on physical infrastructure and related actions for observational networks. The database schema for equipment was designed as an extension to the Observations Data Model 2 (ODM2), a community-developed information model for spatially discrete, feature based earth observations. The core entities of ODM2 describe location, observed variable, and timing of observations, and the equipment extension contains entities to provide additional metadata specific to the inventory of physical infrastructure and associated actions. The schema is implemented in a relational database system for storage and management with an associated web interface. We designed the web-based tools for technicians to enter and query information on the physical equipment and actions such as site visits, equipment deployments, maintenance, and calibrations. These tools were implemented for the iUTAH (innovative Urban Transitions and Aridregion Hydrosustainability) ecohydrologic observatory, and we anticipate that they will be useful for similar large-scale monitoring networks desiring to link observing infrastructure to observational data to increase the quality of sensor-based data products.

  18. An overview of the corrective action management unit and temporary unit regulations

    SciTech Connect

    Green, D.R.; Corathers, L.; Coalgate, J.

    1995-03-01

    In February 1993, the US Environmental Protection Agency (EPA) promulgated the corrective action management unit (CAMU) and temporary unit (TU) regulations as 40 CFR Part 264, Subpart S. These regulations are intended to foster the selection of protective and cost-effective remedies for the restoration of sites contaminated by hazardous substances, hazardous wastes, and hazardous waste constituents by removing certain regulatory impediments to implementing those remedies, most notably those of the land disposal restrictions (LDRs). This paper provides a brief overview of the CAMU and TU regulations.

  19. To shatter the glass ceiling in healthcare management: who supports affirmative action and why?

    PubMed

    Weil, Peter A; Mattis, Mary C

    2003-11-01

    We examined the findings of a recent national survey of healthcare executives that showed 90% of women but only 53% of men favoured efforts to increase the proportion of women in senior healthcare management positions. Using the theories of relative deprivation and social identity, we tested hypotheses to suggest the background, work characteristics and attitudes about existing discriminatory practices in their own organizations that correlate with respondents' views about affirmative action for women. Some support is evidenced for the two theories and explanations are suggested to account for apparent anomalies. PMID:14613620

  20. To shatter the glass ceiling in healthcare management: who supports affirmative action and why?

    PubMed

    Weil, Peter A; Mattis, Mary C

    2003-11-01

    We examined the findings of a recent national survey of healthcare executives that showed 90% of women but only 53% of men favoured efforts to increase the proportion of women in senior healthcare management positions. Using the theories of relative deprivation and social identity, we tested hypotheses to suggest the background, work characteristics and attitudes about existing discriminatory practices in their own organizations that correlate with respondents' views about affirmative action for women. Some support is evidenced for the two theories and explanations are suggested to account for apparent anomalies.

  1. Managing chronic pain in adults with haemophilia: current status and call to action.

    PubMed

    Humphries, T J; Kessler, C M

    2015-01-01

    Haemophilic arthroses are associated with acute pain during bleeding episodes and with chronic pain caused by arthritic complications of repeated bleeding into joints. Unlike other conditions (e.g. osteoarthritis, rheumatoid arthritis, sickle cell disease), there are limited data on pain management in haemophilia. Management of arthritic individuals and those with sickle cell disease relies heavily on administration of acetaminophen, non-steroidal anti-inflammatory drugs (NSAIDs) and opioid analgesics. In haemophilia, acetaminophen often has limited efficacy at therapeutic doses, offering a narrow dosing range in those with liver disease due to chronic hepatitis C. NSAIDs can effectively manage pain in patients with haemophilia, but these agents are potentially associated with a significant risk of precipitating or exacerbating bleeding complications in an already coagulopathic population. Opioids have proven effective in osteoarthritis and sickle cell disease, but outcomes data in those with haemophilia are virtually non-existent. Patients with haemophilia are at least as vulnerable as other chronic pain populations to opioid-related adverse events and to developing abusive behaviours and addiction. Despite pain management strategies for patients with haemophilia being far from optimal, the predominant precept of haemophilia management still applies. As such, it is critically important to aggressively reverse or prevent acute symptomatic bleeding in a timely and effective manner to at least minimize pain and progressive joint damage. This review should serve as a call to action to prioritize pain management in haemophilia care and spur interest in the development, improvement and standardization of tools to assess and manage acute and chronic pain in haemophilia.

  2. Fluid Management Plan for Corrective Action Unit 447: Project Shoal Area, Subsurface, Nevada, Rev. No.: 1

    SciTech Connect

    Findlay, Rick

    2006-01-01

    The U.S. Department of Energy (DOE), National Nuclear Security Administration Nevada Site Office (NNSA/NSO) initiated the Offsites Project to characterize the risk posed to human health and the environment as a result of testing at formerly used nuclear sites in Alaska, Colorado, Mississippi, Nevada, and New Mexico. The scope of this Fluid Management Plan (FMP) is to support the subsurface investigation at the Project Shoal Area (PSA) Corrective Action Unit (CAU) 447, Shoal - Subsurface, Nevada, in accordance with the ''Federal Facility Agreement and Consent Order'' (FFACO) (1996). Corrective Action Unit 447 is located in the Sand Spring Range, south of Highway 50, about 39 miles southeast of Fallon, Nevada. (Figure 1-1). This FMP will be used at the PSA in lieu of an individual discharge permit for each well or a general water pollution control permit for management of all fluids produced during the drilling, construction, development, testing, experimentation, and/or sampling of wells conducted by the Offsites Project. The FMP provides guidance for the management of fluids generated during investigation activities and provides the standards by which fluids may be discharged on site. Although the Nevada Division of Environmental Protection (NDEP), Bureau of Federal Facilities (BoFF) is not a signatory to this FMP, it is involved in the negotiation of the contents of this plan and approves the conditions contained within. The major elements of this FMP include: (1) establishment of a well-site operations strategy; (2) site design/layout; (3) monitoring of contamination indicators (monitoring program); (4) sump characterization (sump sampling program); (5) fluid management decision criteria and fluid disposition; and (6) reporting requirements.

  3. Autonomous mobile robot teams

    NASA Technical Reports Server (NTRS)

    Agah, Arvin; Bekey, George A.

    1994-01-01

    This paper describes autonomous mobile robot teams performing tasks in unstructured environments. The behavior and the intelligence of the group is distributed, and the system does not include a central command base or leader. The novel concept of the Tropism-Based Cognitive Architecture is introduced, which is used by the robots in order to produce behavior transforming their sensory information to proper action. The results of a number of simulation experiments are presented. These experiments include worlds where the robot teams must locate, decompose, and gather objects, and defend themselves against hostile predators, while navigating around stationary and mobile obstacles.

  4. Teams in Education: Creating an Integrated Approach.

    ERIC Educational Resources Information Center

    Arcaro, Jerome S.

    This handbook is designed to help educational professionals develop cross-functional or departmental quality teams. Nine chapters focus on: (1) the concept of Total Quality Management (TQM) and 14 points for quality in education; (2) team goals and formation; (3) stages of successful team building; (4) the development of quality task teams; (5)…

  5. UMTRA Surface Project management action process document. Final report: Revision 1

    SciTech Connect

    1996-04-01

    A critical mission of the US Department of Energy (DOE) is the planning, implementation, and completion of environmental restoration (ER) programs at facilities that were operated by or in support of the former Atomic Energy Commission (AEC) from the late 1940s into the 1970s. Among these facilities are the 24 former uranium mill sites designed in the Uranium Mill Tailings Radiation Control Act (UMTRCA) of 1978 (42 USC {section} 7901 et seq.) Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designated sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project only; a separate MAP document has been prepared for the UMTRA Ground Water Project.

  6. An Internet-Based Diabetes Management Platform Improves Team Care and Outcomes in an Urban Latino Population

    PubMed Central

    Zagarins, Sofija E.; Santiago-Kelly, Paula; Rodriguez, Zoraida; Bursell, Sven-Erik; Rosal, Milagros C.; Gabbay, Robert A.

    2015-01-01

    OBJECTIVE To compare usual diabetes care (UDC) to a comprehensive diabetes care intervention condition (IC) involving an Internet-based “diabetes dashboard” management tool used by clinicians. RESEARCH DESIGN AND METHODS We used a parallel-group randomized design. Diabetes nurses, diabetes dietitians, and providers used the diabetes dashboard as a clinical decision support system to deliver a five-visit, 6-month intervention to 199 poorly controlled (HbA1c >7.5% [58 mmol/mol]) Latino type 2 diabetic (T2D) patients (mean age 55 years, 60% female) at urban community health centers. We compared this intervention to an established, in-house UDC program (n = 200) for its impact on blood glucose control and psychosocial outcomes. RESULTS Recruitment and retention rates were 79.0 and 88.5%, respectively. Compared with UDC, more IC patients reached HbA1c targets of <7% (53 mmol/mol; 15.8 vs. 7.0%, respectively, P < 0.01) and <8% (64 mmol/mol; 45.2 vs. 25.3%, respectively, P < 0.001). In multiple linear regression adjusting for baseline HbA1c, adjusted mean ± SE HbA1c at follow-up was significantly lower in the IC compared with the UDC group (P < 0.001; IC 8.4 ± 0.10%; UDC 9.2 ± 0.10%). The results showed lower diabetes distress at follow-up for IC patients (40.4 ± 2.1) as compared with UDC patients (48.3 ± 2.0) (P < 0.01), and also lower social distress (32.2 ± 1.3 vs. 27.2 ± 1.4, P < 0.01). There was a similar, statistically significant (P < 0.01) improvement for both groups in the proportion of patients moving from depressed status at baseline to nondepressed at follow-up (41.8 vs. 40%; no significance between groups). CONCLUSIONS The diabetes dashboard intervention significantly improved diabetes-related outcomes among Latinos with poorly controlled T2D compared with a similar diabetes team condition without access to the diabetes dashboard. PMID:25633661

  7. Environmental Behavior's Dirty Secret: The Prevalence of Waste Management in Discussions of Environmental Concern and Action.

    PubMed

    Gould, Rachelle K; Ardoin, Nicole M; Biggar, Matt; Cravens, Amanda E; Wojcik, Deb

    2016-08-01

    Humankind and the planet face many thorny environmentally related challenges that require a range of responses, including changing behaviors related to transportation, eating habits, purchasing, and myriad other aspects of life. Using data from a 1201-person survey and 14 Community Listening Sessions (CLSs), we explore people's perceptions of and actions taken to protect the environment. Our data indicate a striking prevalence of waste management-related actions. Survey respondents described actions and concerns related to trash, recycling, and composting as the most common environmental behaviors; similarly, participants in CLSs discussed waste-related topics, for which we did not prompt, as frequently as those topics for which we specifically prompted. Explanations for this prevalence emerging from the data include (1) the nature of waste-related behaviors (concrete, supported by infrastructure, simple, compatible with lifestyle); (2) norms and social dynamics (family interactions, feelings of belonging/participation, government policy); and (3) internal psychological processes (internalized norms and environmental concern). We also found that many waste-related discussions were relatively superficial, focusing on immediate waste-related issues (e.g., litter or recycling) rather than larger issues such as consumption. Our results may provide insight into future efforts to encourage pro-environmental behavior. Given that most pro-environmental behavior involves tasks more complex and lifestyle-changing than those related to simple aspects of waste management, we suggest focusing on the latter two intertwined categories that our data suggest are important: encouraging social dynamics and related development of norms concerning environmental behavior (category 2), and fostering internalized norms and environmental concern (category 3).

  8. Environmental Behavior's Dirty Secret: The Prevalence of Waste Management in Discussions of Environmental Concern and Action

    NASA Astrophysics Data System (ADS)

    Gould, Rachelle K.; Ardoin, Nicole M.; Biggar, Matt; Cravens, Amanda E.; Wojcik, Deb

    2016-08-01

    Humankind and the planet face many thorny environmentally related challenges that require a range of responses, including changing behaviors related to transportation, eating habits, purchasing, and myriad other aspects of life. Using data from a 1201-person survey and 14 Community Listening Sessions (CLSs), we explore people's perceptions of and actions taken to protect the environment. Our data indicate a striking prevalence of waste management-related actions. Survey respondents described actions and concerns related to trash, recycling, and composting as the most common environmental behaviors; similarly, participants in CLSs discussed waste-related topics, for which we did not prompt, as frequently as those topics for which we specifically prompted. Explanations for this prevalence emerging from the data include (1) the nature of waste-related behaviors (concrete, supported by infrastructure, simple, compatible with lifestyle); (2) norms and social dynamics (family interactions, feelings of belonging/participation, government policy); and (3) internal psychological processes (internalized norms and environmental concern). We also found that many waste-related discussions were relatively superficial, focusing on immediate waste-related issues (e.g., litter or recycling) rather than larger issues such as consumption. Our results may provide insight into future efforts to encourage pro-environmental behavior. Given that most pro-environmental behavior involves tasks more complex and lifestyle-changing than those related to simple aspects of waste management, we suggest focusing on the latter two intertwined categories that our data suggest are important: encouraging social dynamics and related development of norms concerning environmental behavior (category 2), and fostering internalized norms and environmental concern (category 3).

  9. Environmental Behavior's Dirty Secret: The Prevalence of Waste Management in Discussions of Environmental Concern and Action.

    PubMed

    Gould, Rachelle K; Ardoin, Nicole M; Biggar, Matt; Cravens, Amanda E; Wojcik, Deb

    2016-08-01

    Humankind and the planet face many thorny environmentally related challenges that require a range of responses, including changing behaviors related to transportation, eating habits, purchasing, and myriad other aspects of life. Using data from a 1201-person survey and 14 Community Listening Sessions (CLSs), we explore people's perceptions of and actions taken to protect the environment. Our data indicate a striking prevalence of waste management-related actions. Survey respondents described actions and concerns related to trash, recycling, and composting as the most common environmental behaviors; similarly, participants in CLSs discussed waste-related topics, for which we did not prompt, as frequently as those topics for which we specifically prompted. Explanations for this prevalence emerging from the data include (1) the nature of waste-related behaviors (concrete, supported by infrastructure, simple, compatible with lifestyle); (2) norms and social dynamics (family interactions, feelings of belonging/participation, government policy); and (3) internal psychological processes (internalized norms and environmental concern). We also found that many waste-related discussions were relatively superficial, focusing on immediate waste-related issues (e.g., litter or recycling) rather than larger issues such as consumption. Our results may provide insight into future efforts to encourage pro-environmental behavior. Given that most pro-environmental behavior involves tasks more complex and lifestyle-changing than those related to simple aspects of waste management, we suggest focusing on the latter two intertwined categories that our data suggest are important: encouraging social dynamics and related development of norms concerning environmental behavior (category 2), and fostering internalized norms and environmental concern (category 3). PMID:27234803

  10. Team management of atrophic edentulism with autogenous inlay, veneer, and split grafts and endosseous implants: case reports.

    PubMed

    Collins, T A; Brown, G K; Johnson, N; Massey, J A; Nunn, B D

    1995-02-01

    Predictable success of autogenous graft and implant reconstructions is critically dependent on preoperative alignment and prosthetic considerations planned by the surgeon and the restorative dentist in a team approach. In such cases the surgeon has an opportunity to place accurate bone grafts that allow implants to be secured in both the correct position and correct axis for good prosthetic restoration. With careful thought, the restorative dentist and surgeon can plan the location, shape, and volume of an implant-graft reconstruction. Nine requirements for successful onlay grating with implants and five case reports illustrating the team approach are presented.

  11. Financial and economic determinants of collective action: The case of wastewater management

    SciTech Connect

    Brunner, Norbert; Starkl, Markus

    2012-01-15

    Where public environmental funds support development of wastewater infrastructure, funding institutions ensure the economic use of funds, while the beneficiaries minimize their own costs. In rural areas, there is often a choice between decentralized or centralized (multi-village) systems: if the centralized system is most economic, then only this system is eligible for public funding. However, its implementation requires a voluntary cooperation of the concerned communities, who need to organize themselves to develop and run the infrastructure. The paper analyzes the social determinants of collaboration in a generic case study, using the following variables: method of (economic) assessment, modeled by the social discount rate, funding policy, modeled by the funding rate, and users' self-organization, modeled by cost sharing. In a borderline situation, where the centralized system turns out to be most economic, but this assessment is contingent on the assessment method, collective action may fail: the advantages of collective action from funding are too small to outweigh organizational deficiencies. Considering in this situation sanitation as a human right, authors recommend using innovative forms of organization and, if these fail, reassessing either the amount of funding or the eligibility for funding of more acceptable alternatives. - Highlights: Black-Right-Pointing-Pointer A generic case study models collective action and funding in wastewater management. Black-Right-Pointing-Pointer Determinants of success: economic assessment, funding policy and self-organization. Black-Right-Pointing-Pointer Success indicators: conflict rate, funds needed to make cost shares fair. Black-Right-Pointing-Pointer Method for analyzing centralized vs. decentralized disputes. Black-Right-Pointing-Pointer If collective action has less benefits, innovative cost sharing may ensure success.

  12. 40 CFR 267.101 - What must I do to address corrective action for solid waste management units?

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... action for solid waste management units? 267.101 Section 267.101 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY (CONTINUED) SOLID WASTES (CONTINUED) STANDARDS FOR OWNERS AND OPERATORS OF HAZARDOUS WASTE FACILITIES OPERATING UNDER A STANDARDIZED PERMIT Releases from Solid Waste Management Units § 267.101...

  13. Administrators in Action--Managing Public Monies and Processing Emotion in School Activities: A Teaching Case Study

    ERIC Educational Resources Information Center

    Tenuto, Penny L.; Gardiner, Mary E.; Yamamoto, Julie K.

    2015-01-01

    This teaching case describes school administrators in action performing day-to-day leadership tasks, managing public funds in school activities, and interacting with others appropriately. The case focuses on administrative challenges in handling and managing school activity funds. A method for processing emotion is discussed to assist…

  14. An enhancement of the role-based access control model to facilitate information access management in context of team collaboration and workflow.

    PubMed

    Le, Xuan Hung; Doll, Terry; Barbosu, Monica; Luque, Amneris; Wang, Dongwen

    2012-12-01

    Although information access control models have been developed and applied to various applications, few of the previous works have addressed the issue of managing information access in the combined context of team collaboration and workflow. To facilitate this requirement, we have enhanced the Role-Based Access Control (RBAC) model through formulating universal constraints, defining bridging entities and contributing attributes, extending access permissions to include workflow contexts, synthesizing a role-based access delegation model to target on specific objects, and developing domain ontologies as instantiations of the general model to particular applications. We have successfully applied this model to the New York State HIV Clinical Education Initiative (CEI) project to address the specific needs of information management in collaborative processes. An initial evaluation has shown this model achieved a high level of agreement with an existing system when applied to 4576 cases (kappa=0.801). Comparing to a reference standard, the sensitivity and specificity of the enhanced RBAC model were at the level of 97-100%. These results indicate that the enhanced RBAC model can be effectively used for information access management in context of team collaboration and workflow to coordinate clinical education programs. Future research is required to incrementally develop additional types of universal constraints, to further investigate how the workflow context and access delegation can be enriched to support the various needs on information access management in collaborative processes, and to examine the generalizability of the enhanced RBAC model for other applications in clinical education, biomedical research, and patient care.

  15. Financing Medically-Oriented Child Protection Teams in the Age of Managed Health Care: A National Survey

    ERIC Educational Resources Information Center

    Giardino, Angelo P.; Montoya, Louise A.; Leventhal, John M.

    2004-01-01

    Objective: The direct and indirect costs to society from child maltreatment are estimated to be quite high. The costs related to medical care are of interest to professionals serving on medically-oriented child protection teams that conduct medical evaluations of alleged abuse. This study was designed to explore a number of financially related…

  16. Tiger Team Assessment of the Fermi National Accelerator Laboratory

    SciTech Connect

    Not Available

    1992-06-01

    This draft report documents the Tiger Team Assessment of the Fermi National Accelerator Laboratory (Fermilab) located in Batavia, Illinois. Fermilab is a program-dedicated national laboratory managed by the Universities Research Association, Inc. (URA) for the US Department of Energy (DOE). The Tiger Team Assessment was conducted from May 11 to June 8, 1992, under the auspices of DOE's Office of Special Projects (OSP) under the Office of the Assistant Secretary for Environment, Safety and Health (EH). The assessment was comprehensive, encompassing environmental, safety and health (ES H), and quality assurance (QA) disciplines; site remediation; facilities management; and waste management operations. Compliance with applicable Federal , State of Illinois, and local regulations; applicable DOE Orders; best management practices; and internal Fermilab requirements was addressed. In addition, an evaluation of the effectiveness of DOE and Fermilab management of the ES H/QA and self-assessment programs was conducted. The Fermilab Tiger Team Assessment is part a larger, comprehensive DOE Tiger Team Independent Assessment Program planned for DOE facilities. The objective of the initiative is to provide the Secretary of Energy with information on the compliance status of DOE facilities with regard to ES H requirements, root causes for noncompliance, adequacy of DOE and contractor ES H management programs, response actions to address the identified problem areas, and DOE-wide ES H compliance trends and root causes.

  17. Tiger Team Assessment of the Fermi National Accelerator Laboratory

    SciTech Connect

    Not Available

    1992-06-01

    This draft report documents the Tiger Team Assessment of the Fermi National Accelerator Laboratory (Fermilab) located in Batavia, Illinois. Fermilab is a program-dedicated national laboratory managed by the Universities Research Association, Inc. (URA) for the US Department of Energy (DOE). The Tiger Team Assessment was conducted from May 11 to June 8, 1992, under the auspices of DOE`s Office of Special Projects (OSP) under the Office of the Assistant Secretary for Environment, Safety and Health (EH). The assessment was comprehensive, encompassing environmental, safety and health (ES&H), and quality assurance (QA) disciplines; site remediation; facilities management; and waste management operations. Compliance with applicable Federal , State of Illinois, and local regulations; applicable DOE Orders; best management practices; and internal Fermilab requirements was addressed. In addition, an evaluation of the effectiveness of DOE and Fermilab management of the ES&H/QA and self-assessment programs was conducted. The Fermilab Tiger Team Assessment is part a larger, comprehensive DOE Tiger Team Independent Assessment Program planned for DOE facilities. The objective of the initiative is to provide the Secretary of Energy with information on the compliance status of DOE facilities with regard to ES&H requirements, root causes for noncompliance, adequacy of DOE and contractor ES&H management programs, response actions to address the identified problem areas, and DOE-wide ES&H compliance trends and root causes.

  18. Web Team Development

    ERIC Educational Resources Information Center

    Church, Jennifer; Felker, Kyle

    2005-01-01

    The dynamic world of the Web has provided libraries with a wealth of opportunities, including new approaches to the provision of information and varied internal staffing structures. The development of self-managed Web teams, endowed with authority and resources, can create an adaptable and responsive culture within libraries. This new working team…

  19. Innovation in healthcare team feedback.

    PubMed

    Plaza, Christine; Beard, Leslie; Fonzo, Anthony Di; Tommaso, Michael Di; Mujawaz, Yaman; Serra-Julia, Marcel; Morra, Dante

    2011-01-01

    Healthcare delivery is evolving from individual, autonomous practice to collaborative team practice. However, barriers such as professional autonomy, time constraints and the perception of error as failure preclude learning behaviours that can facilitate organizational learning and improvement. Although experimentation, engaging in questions and feedback, discussing errors and reflecting on results can facilitate learning and promote effective performance, the cultural barriers within healthcare can prevent or inhibit this type of behaviour among teams. At the University Health Network's Centre for Innovation in Complex Care, we realize the need for a tool that facilitates learning behaviour and is sensitive to the risk-averse nature of the clinical environment. The vehicle for the Team Feedback Tool is a web-based application called Rypple (www.rypple.com), which allows team members to provide anonymous, rapid-fire feedback on team processes and performance. Rypple facilitates communication, elicits feedback and provokes discussion. The process enables follow-up face-to-face team discussions and encourages teams to create actionable solutions for incremental changes to enhance team health and performance. The Team Feedback Tool was implemented and piloted in general internal medicine at the University Health Network's Toronto General Hospital from early May 2009 to July 2009 to address the issues of teamwork and learning behaviour in the clinical environment. This article explores the opportunities and barriers associated with the implementation of the Team Feedback Tool. PMID:21841396

  20. Peeking into the black box: mechanisms of action for anger management treatment.

    PubMed

    Mackintosh, Margaret-Anne; Morland, Leslie A; Frueh, B Christopher; Greene, Carolyn J; Rosen, Craig S

    2014-10-01

    We investigated potential mechanisms of action for anger symptom reductions, specifically, the roles of anger regulation skills and therapeutic alliance on changes in anger symptoms, following group anger management treatment (AMT) among combat veterans with posttraumatic stress disorder (PTSD). Data were drawn from a published randomized controlled trial of AMT conducted with a racially diverse group of 109 veterans with PTSD and anger symptoms residing in Hawaii. Results of latent growth curve models indicated that gains in calming skills predicted significantly larger reductions in anger symptoms at post-treatment, while the development of cognitive coping and behavioral control skills did not predict greater symptom reductions. Therapeutic alliance had indirect effects on all outcomes mostly via arousal calming skills. Results suggest that generalized symptom reduction may be mediated by development of skills in calming physiological arousal. In addition, arousal reduction skills appeared to enhance one's ability to employ other anger regulation skills.

  1. Data base management activities for the Remedial Action Program at ORNL, calendar year 1987

    SciTech Connect

    Voorhees, L.D.; Hook, L.A.; Gentry, M.J.; McCord, R.A.; Faulkner, M.A.; Newman, K.A.; Owen, P.T.

    1988-05-01

    The Oak Ridge National Laboratory (ORNL) Remedial Action Program (RAP) was established in FY 1985 to apply corrective measures at areas contaminated with radioactive and/or hazardous chemical wastes. To achieve this goal, numerous and varied studies are being conducted to characterize the waste disposal sites. Environmental data collected in support of other programs at ORNL are also of use to RAP. These studies are generating a voluminous amount of data on a scale unprecedented for ORNL. A computerized Data and Information Management System (DIMS) was developed for RAP to (1) provide a centralized repository for data pertinent to RAP and (2) provide support for the investigations and assessments leading to the long-term remediation of contaminated facilities and sites. 10 refs., 25 figs., 16 tabs.

  2. Alternatives for management of wastes generated by the formerly utilized sites remedial action program and supplement

    SciTech Connect

    Gilbert, T.L.; Peterson, J.M.; Vocke, R.W.; Alexander, J.K.

    1983-03-01

    Alternatives for disposal or stabilization of the wastes generated by the US Department of Energy's Formerly Utilized Sites Remedial Action Program (FUSRAP) are identified and compared, with emphasis on the long-term aspects. These wastes consist of soil material and rubble containing trace amounts of radionuclides. A detailed pathway analysis for the dose to the maximally exposed individual is carried out using an adaptation of the natural analogue method. Comparisons of the different alternatives, based on the results of the pathway analysis and qualitative cost considerations, indicate that, if the hazard is such that the wastes must be removed and disposed of rather than stabilized in place, disposal by immediate dispersal is preferable to containment, and containment followed by slow planned dispersal is preferable to containment without dispersal. The Supplement presents refinements of work that was reported at the 1982 International Decommissioning Symposium. The new material consists of revisions of the estimates of the predicted potential dose to the maximally exposed individual and a more detailed comparative assessment of the radiological impacts of alternatives for management of wastes generated by the US Department of Energy's Formerly Utilized Sites Remedial Action Program (FUSRAP).

  3. Data base management activities for the Remedial Action Program at ORNL: Calendar year 1988

    SciTech Connect

    Voorhees, L.D.; Hook, L.A.; Gentry, M.J.; McCord, R.A.; Faulkner, M.A.; Bledsoe, J.L.; Newman, K.A.; Owen, P.T.; Rosen, A.E.

    1989-04-01

    The ORNL Remedial Action Program (RAP) was established in 1985 in response to state and federal regulations mandating corrective actions at contaminated sites. To achieve this goal, numerous and varied studies are being conducted to characterize the type and extent of contamination. Environmental data collected in support of other programs at ORNL are also of use to RAP. Collectively, these studies are generating a voluminous amount of data. A computerized Data and Information Management System (DIMS) was developed for RAP to (1) provide a centralized repository for data pertinent to RAP and (2) provide support for the investigations and assessments leading to the long-term remediation of contaminated facilities and sites. The current DIMS and its role in supporting RAP during 1988 are described. The DIMS consists of three components: (1) the Numeric Data Base, (2) the Bibliographic Data Base, and (3) the Records Control Data Base. This report addresses all three data bases, but focuses on a description of the contents of the Numeric Data Base. The types of numeric data currently available are summarized in the tables and figures. More detailed information on the contents of the RAP Numeric Data Base has been assembled in a menu-driven format on IBM PC diskettes, which are available upon request. 6 refs.

  4. WLMR Design Challenge 2010 Winning Team

    NASA Video Gallery

    Meet the 1st place team from the 2010 Waste Limitation Management Recycling (WLMR) Design Challenge, West Fargo STEM Center. The team goes on a tour of Kennedy Space Center and watches a shuttle la...

  5. Health sector planning led by management of recurrent expenditure: an agenda for action-research.

    PubMed

    Segall, M

    1991-01-01

    Health services in developing countries face a crisis of recurrent costs. Far from being able to fund primary health care (PHC) developments, governments now have difficulty in keeping existing health services in operation. This article proposes an approach to the problem based on the proactive planning and management of recurrent health expenditure. The system addresses existing services as well as future plans and allows explicit trade-offs to be made in resource allocation. This may be termed 'recurrent-expenditureled planning'. The article describes a diagnostic health sector review, which incorporates a recurrent expenditure profile in four planes: by type of provider, source of finance, level of care and recipient population group. A fifth dimension of time trends for certain expenditure categories can be added. The steps of a strategic planning cycle for health services resources are then described, which allows health service strategies to be tested for broad economic feasibility. It also results in the establishment of resource targets that can act as benchmarks against which actual levels of funding can be compared. The targets help to maintain sectoral priorities in resource allocation even in times of economic constraint and to channel funds preferentially to localities and facilities in greatest need. The system calls for innovations in the methods of health planning and financial management in the health sector. Implementation will require health systems action-research at the country level. The essential purpose is to promote PHC policy-led resource allocation and use. No amount of planning can substitute for political action to realize 'health for all', but this system provides technical support to the political forces in favour of distributive PHC policies.

  6. Team Learning and Team Composition in Nursing

    ERIC Educational Resources Information Center

    Timmermans, Olaf; Van Linge, Roland; Van Petegem, Peter; Elseviers, Monique; Denekens, Joke

    2011-01-01

    Purpose: This study aims to explore team learning activities in nursing teams and to test the effect of team composition on team learning to extend conceptually an initial model of team learning and to examine empirically a new model of ambidextrous team learning in nursing. Design/methodology/approach: Quantitative research utilising exploratory…

  7. A multi-level approach of evaluating crew resource management training: a laboratory-based study examining communication skills as a function of team congruence.

    PubMed

    Sauer, J; Darioly, A; Mast, M Schmid; Schmid, P C; Bischof, N

    2010-11-01

    The article proposes a multi-level approach for evaluating communication skills training (CST) as an important element of crew resource management (CRM) training. Within this methodological framework, the present work examined the effectiveness of CST in matching or mismatching team compositions with regard to hierarchical status and competence. There is little experimental research that evaluated the effectiveness of CRM training at multiple levels (i.e. reaction, learning, behaviour) and in teams composed of members of different status and competence. An experiment with a two (CST: with vs. without) by two (competence/hierarchical status: congruent vs. incongruent) design was carried out. A total of 64 participants were trained for 2.5 h on a simulated process control environment, with the experimental group being given 45 min of training on receptiveness and influencing skills. Prior to the 1-h experimental session, participants were assigned to two-person teams. The results showed overall support for the use of such a multi-level approach of training evaluation. Stronger positive effects of CST were found for subjective measures than for objective performance measures. STATEMENT OF RELEVANCE: This work provides some guidance for the use of a multi-level evaluation of CRM training. It also emphasises the need to collect objective performance data for training evaluation in addition to subjective measures with a view to gain a more accurate picture of the benefits of such training approaches.

  8. A multi-level approach of evaluating crew resource management training: a laboratory-based study examining communication skills as a function of team congruence.

    PubMed

    Sauer, J; Darioly, A; Mast, M Schmid; Schmid, P C; Bischof, N

    2010-11-01

    The article proposes a multi-level approach for evaluating communication skills training (CST) as an important element of crew resource management (CRM) training. Within this methodological framework, the present work examined the effectiveness of CST in matching or mismatching team compositions with regard to hierarchical status and competence. There is little experimental research that evaluated the effectiveness of CRM training at multiple levels (i.e. reaction, learning, behaviour) and in teams composed of members of different status and competence. An experiment with a two (CST: with vs. without) by two (competence/hierarchical status: congruent vs. incongruent) design was carried out. A total of 64 participants were trained for 2.5 h on a simulated process control environment, with the experimental group being given 45 min of training on receptiveness and influencing skills. Prior to the 1-h experimental session, participants were assigned to two-person teams. The results showed overall support for the use of such a multi-level approach of training evaluation. Stronger positive effects of CST were found for subjective measures than for objective performance measures. STATEMENT OF RELEVANCE: This work provides some guidance for the use of a multi-level evaluation of CRM training. It also emphasises the need to collect objective performance data for training evaluation in addition to subjective measures with a view to gain a more accurate picture of the benefits of such training approaches. PMID:20967655

  9. Leading a successful iGEM team.

    PubMed

    Materi, Wayne

    2012-01-01

    The International Genetically Engineered Machines (iGEM) competition allows undergraduate teams to develop projects in synthetic biology within the context of a large, international Jamboree. Organizing and managing a successful iGEM team is an exercise in advanced agile project development. While many of the principles applicable to such teams are derived from management of agile software teams, iGEM presents several unique challenges. PMID:22328439

  10. Leading a successful iGEM team.

    PubMed

    Materi, Wayne

    2012-01-01

    The International Genetically Engineered Machines (iGEM) competition allows undergraduate teams to develop projects in synthetic biology within the context of a large, international Jamboree. Organizing and managing a successful iGEM team is an exercise in advanced agile project development. While many of the principles applicable to such teams are derived from management of agile software teams, iGEM presents several unique challenges.

  11. Action Research: Rethinking Lewin.

    ERIC Educational Resources Information Center

    Dickens, Linda; Watkins, Karen

    1999-01-01

    Explores both historical and contemporary definitions of action research. Describes the process and goals of action research in the tradition of Lewin. Presents a case study of an action-research project involving two teams in a high-technology corporation that depicts the process in action. (Author/CCM)

  12. Developing a methodology for identifying action zones to protect and manage groundwater well fields

    NASA Astrophysics Data System (ADS)

    Bellier, Sandra; Viennot, Pascal; Ledoux, Emmanuel; Schott, Celine

    2013-04-01

    Implementation of a long term action plan to manage and protect well fields is a complex and very expensive process. In this context, the relevance and efficiency of such action plans on water quality should be evaluated. The objective of this study is to set up a methodology to identify relevant actions zones in which environmental changes may significantly impact the quantity or quality of pumped water. In the Seine-et-Marne department (France), under French environmental laws three sectors integrating numerous well-field pumping in Champigny's limestone aquifer are considered as priority. This aquifer, located at south-east of Paris, supplies more than one million people with drinking water. Catchments areas of these abstractions are very large (2000 km2) and their intrinsic vulnerability was established by a simple parametric approach that does not permit to consider the complexity of hydrosystem. Consequently, a methodology based on a distributed modeling of the process of the aquifer was developed. The basin is modeled using the hydrogeological model MODCOU, developed in MINES ParisTech since the 1980s. It simulates surface and groundwater flow in aquifer systems and allows to represent the local characteristics of the hydrosystem (aquifers communicating by leakage, rivers infiltration, supply from sinkholes and locally perched or dewatering aquifers). The model was calibrated by matching simulated river discharge hydrographs and piezometric heads with observed ones since the 1970s. Thanks to this modelling tool, a methodology based on the transfer of a theoretical tracer through the hydrosystem from the ground surface to the outlets was implemented to evaluate the spatial distribution of the contribution areas at contrasted, wet or dry recharge periods. The results show that the surface of areas contributing to supply most catchments is lower than 300 km2 and the major contributory zones are located along rivers. This finding illustrates the importance of

  13. Emergence of collective action and environmental networking in relation to radioactive waste management

    SciTech Connect

    Williams, R.G.; Payne, B.A.

    1985-01-01

    This paper explores the relationship between the national environmental movement and nuclear technology in relation to a local emergent group. The historical development of nuclear technology in this conutry has followed a path leading to continued fear and mistrust of waste management by a portion of the population. At the forefront of opposition to nuclear technology are people and groups endorsing environmental values. Because of the antinuclear attitudes of environmentalists and the value orientation of appropriate technologists in the national environmental movement, it seems appropriate for local groups to call on these national groups for assistance regarding nuclear-related issues. A case study is used to illustrate how a local action group, once integrated into a national environmental network, can become an effective, legitimate participant in social change. The formation, emergence, mobilization, and networking of a local group opposed to a specific federal radioactive waste management plan is described based on organizational literature. However, inherent contradictions in defining the local versus national benefits plus inherent problems within the environmental movement could be acting to limit the effectiveness of such networks. 49 refs.

  14. Biomedical Ontologies in Action: Role in Knowledge Management, Data Integration and Decision Support

    PubMed Central

    Bodenreider, O.

    2008-01-01

    Summary Objectives To provide typical examples of biomedical ontologies in action, emphasizing the role played by biomedical ontologies in knowledge management, data integration and decision support. Methods Biomedical ontologies selected for their practical impact are examined from a functional perspective. Examples of applications are taken from operational systems and the biomedical literature, with a bias towards recent journal articles. Results The ontologies under investigation in this survey include SNOMED CT, the Logical Observation Identifiers, Names, and Codes (LOINC), the Foundational Model of Anatomy, the Gene Ontology, RxNorm, the National Cancer Institute Thesaurus, the International Classification of Diseases, the Medical Subject Headings (MeSH) and the Unified Medical Language System (UMLS). The roles played by biomedical ontologies are classified into three major categories: knowledge management (indexing and retrieval of data and information, access to information, mapping among ontologies); data integration, exchange and semantic interoperability; and decision support and reasoning (data selection and aggregation, decision support, natural language processing applications, knowledge discovery). Conclusions Ontologies play an important role in biomedical research through a variety of applications. While ontologies are used primarily as a source of vocabulary for standardization and integration purposes, many applications also use them as a source of computable knowledge. Barriers to the use of ontologies in biomedical applications are discussed. PMID:18660879

  15. Data and Information Management System for the ORNL Remedial Action Program

    SciTech Connect

    Voorhees, L.D.; Hook, L.A.; Gentry, M.J.; Owen, P.T.; Newman, K.A.; McCord, R.A.; Faulkner, M.A.; Bledsoe, J.L.

    1988-01-01

    A Remedial Action Program (RAP) was established in FY 1985 at Oak Ridge National Laboratory (ORNL) to provide corrective measures at areas contaminated with radioactive and/or hazardous chemical wastes. To achieve this goal, numerous and varied studies are being conducted to characterize the waste disposal sites. Environmental data collected in support of other programs at ORNL are also of use to RAP. Collectively, these studies are generating a voluminous amount of data on a scale unprecedented for ORNL. A computerized Data and Information Management System (DIMS) was developed to (1) provide a centralized repository for data pertinent to RAP and (2) provide support for the investigations and assessments leading to the long-term remediation of contaminated sites and facilities. The current DIMS and its role in supporting RAP are described. The DIMS consists of three components: (1) the Bibliographic Data Base, (2) the Records Control Data Base, and (3) the Numeric Data Base. This paper/poster emphasizes the Numeric Data Base, including its development and organization, and also summarizes the status of other activities associated with management and use of such data (i.e., bibliographic information, records control, geographic information, and quality assurance). The types of data currently available have been summarized, and a synopsis of the contents of the RAP numeric data base has been compiled in a menu-driven program available on PC diskettes. The synopsis will be demonstrated at the conference. 4 refs., 5 figs.

  16. Team building

    SciTech Connect

    Kane, C.

    1993-04-01

    Power plants are particularly complicated projects with abundant opportunities for disputes. Efforts are beginning in the power industry to change the way the industry does business. Key elements of a comprehensive team-building approach include partnering, constructability, use of incentives, and the disputes review board.

  17. Creativity and Creative Teams

    NASA Technical Reports Server (NTRS)

    Wood, Richard M.; Bauer, Steven X. S.; Hunter, Craig A.

    2001-01-01

    A review of the linkage between knowledge, creativity, and design is presented and related to the best practices of multidisciplinary design teams. The discussion related to design and design teams is presented in the context of both the complete aerodynamic design community and specifically the work environment at the NASA Langley Research Center. To explore ways to introduce knowledge and creativity into the research and design environment at NASA Langley Research Center a creative design activity was executed within the context of a national product development activity. The success of the creative design team activity gave rise to a need to communicate the experience in a straightforward and managed approach. As a result the concept of creative potential its formulated and assessed with a survey of a small portion of the aeronautics research staff at NASA Langley Research Center. The final section of the paper provides recommendations for future creative organizations and work environments.

  18. The farmer as a landscape steward: Comparing local understandings of landscape stewardship, landscape values, and land management actions.

    PubMed

    Raymond, Christopher M; Bieling, Claudia; Fagerholm, Nora; Martin-Lopez, Berta; Plieninger, Tobias

    2016-03-01

    We develop a landscape stewardship classification which distinguishes between farmers' understanding of landscape stewardship, their landscape values, and land management actions. Forty semi-structured interviews were conducted with small-holder (<5 acres), medium-holders (5-100 acres), and large-holders (>100 acres) in South-West Devon, UK. Thematic analysis revealed four types of stewardship understandings: (1) an environmental frame which emphasized the farmers' role in conserving or restoring wildlife; (2) a primary production frame which emphasized the farmers' role in taking care of primary production assets; (3) a holistic frame focusing on farmers' role as a conservationist, primary producer, and manager of a range of landscape values, and; (4) an instrumental frame focusing on the financial benefits associated with compliance with agri-environmental schemes. We compare the landscape values and land management actions that emerged across stewardship types, and discuss the global implications of the landscape stewardship classification for the engagement of farmers in landscape management.

  19. Analysis and development of multiprofessional teams in medical rehabilitation

    PubMed Central

    Körner, Mirjam

    2008-01-01

    Team analysis and team development are important instruments of organizational development and quality management. They contribute to team optimization in medical rehabilitation. Team analysis allows assessment of strengths and weaknesses of teams, resulting in possible recommendations for team development. So far there are only a few empirical studies and little practical experience analyzing multiprofessional teams in the health care field and inpatient medical rehabilitation in particular. This article presents team analyses performed on twelve multiprofessional medical rehabilitation teams in Germany and corresponding recommendations for team development. A heuristic model of team analysis and team development was designed for this purpose. The model comprises the following parameters: input (team structure), process (teamwork) and output (team success). Variables to measure these parameters were derived from team performance models and known weaknesses of teams in medical care. Team analyses were conducted by administering a semi-standardized interview form and a short questionnaire to the head physicians of participating clinics while a survey was administered to all members of the rehabilitation team. The results of the team analyses suggested the use of team development measures on each team. The teams were classified into three categories by their need for team development (low, medium and high). Furthermore five modules of team development could be generated from the results of the team analyses: (1) executive coaching, (2) communication training, (3) changing attitude towards teamwork, (4) task-oriented team development, and (5) training on socio-integrative aspects of teamwork. Some of these modules are important constituents of quality management programs. Team development can facilitate quality management programs, particularly with regard to process and output relating to leadership and staff. The study shows, that there is a basic, yet variable need

  20. STREAMS: Science Teams in Rural Environments for Aquatic Management Studies. An Interdisciplinary Environmental Education and Water Study Program.

    ERIC Educational Resources Information Center

    Wilson, Frederic R.; Julian, Timothy E.

    This booklet was created to assist teachers in integrating local environmental education topics into their classroom curriculum. It comprises curricular and instructional materials for developing students' awareness about and concern for water resources, and taking action to protect them. It enables students to learn that they are able to make a…