Managing workplace bullying experiences in nursing: the impact of the work environment

To progress our understanding of good practice in the management of workplace bullying, the authors explored the influence of work environment factors on bullying intervention. Analysis of focus group data from public hospitals in New Zealand revealed factors at multiple levels in the work environment system that influenced intervention. Many of these factors have previously been identified as antecedents to bullying, suggesting that the work environment hypothesis can also be applied to the management of workplace bullying experiences.     

Managing health authorities: One member's view

The Government have devoted a lot of energy to improving the quality of management in the Civil Service. Most of this effort has gone on internal management, leaving relatively untouched the management of Departmental and broader government programmes and of outside organisations such as the national health service ‐ with all its regions, districts, family practitioner committees, and medical practitioners. One reason for this imbalance may be that, as successive National Audit Office reports have shown, management in the broader sense is actually rather difficult.     

Managing in an age of modularity

Modularity is a familiar principle in the computer industry. Different companies can independently design and produce components, suck as disk drives or operating software, and those modules will fit together into a complex and smoothly functioning product because the module makers obey a given set of design rules. Modularity in manufacturing is already common in many companies. But now a number of them are beginning to extend the approach into the design of their products and services. Modularity in design should tremendously boost the rate of innovation in many industries as it did in the computer industry. As businesses as diverse as auto manufacturing and financial services move toward modular designs, the authors say, competitive dynamics will change enormously. No longer will assemblers control the final product: suppliers of key modules will gain leverage and even take on responsibility for design rules. Companies will compete either by specifying the dominant design rules (as Microsoft does) or by producing excellent modules (as disk drive maker Quantum does). Leaders in a modular industry will control less, so they will have to watch the competitive environment closely for opportunities to link up with other module makers. They will also need to know more: engineering details that seemed trivial at the corporate level may now play a large part in strategic decisions. Leaders will also become knowledge managers internally because they will need to coordinate the efforts of development groups in order to keep them focused on the modular strategies the company is pursuing.     

Managing risk in an unstable world

With emerging markets like China and politically unstable countries like Saudi Arabia figuring more than ever into companies' investment calculations, business leaders are turning to political risk analysis to measure the impact of politics on potential markets, minimize risks, and make the most of global opportunities. But political risk is more subjective than its economic counterpart. It is influenced by the passage of laws, the foibles of government leaders, and the rise of popular movements. So corporate leaders must grapple not just with broad, easily observable trends but also with nuances of society and even quirks of personality. And those hard-to-quantify factors must constantly be pieced together into an ongoing narrative within historical and regional contexts. As goods, services, information, ideas, and people cross borders today with unprecedented velocity, corporations debating operational or infrastructural investments abroad increasingly need objective, rigorous assessments. One tool for measuring and presenting stability data, for example, incorporates 20 composite indicators of risk in emerging markets and scores risk variables according to both their structural and their temporal components. The indicators are then organized into four equally weighted subcategories whose ratings are aggregated into a single stability score. Countries are ranked on a scale of zero (a failed state) to100 (a fully institutionalized, stable democracy). Companies can buy political risk analyses from consultants or, as some large energy and financial services organizations have done, develop them in-house. Either way, a complete and accurate picture of any country's risk requires analysts with strong reportorial skills; timely, accurate data on a variety of social and political trends; and a framework for evaluating the impact of individual risks on stability.     

Combining health education, risk-rated insurance and employee rebates into an integrated health care cost management strategy

Health education, risk rating and employee rebates can be combined into a comprehensive health promotion program within a benefits plan, reflecting health promotion in its truest sense.     

Accountable clinical management: an integrated approach

Hospitals should move from the traditional siloed approach to managing the clinical side of the enterprise, where finance leaders and clinicians play distinctly different roles without coordination, to an integrated approach that assembles a multidisciplinary team to focus coordinated attention on identifying and pursuing opportunities for clinical process improvement. Senior executives should lead this top-down effort to establish goals and set priorities for action, using an integrated, high-level reporting dashboard that shows overall performance in terms of quality, efficiency, and patient experience. Implementing integrated clinical management requires a clear, consistent communications plan and messaging for physicians and managers to show why it is increasingly necessary for both hospitals and physicians.     

Managing the demand for health services by adopting patient-centered programs

Recently, the trend to managing the demand of health care services has become more prevalent. Standalone types of demand management programs are patient-centered and support appropriate health care decision making by the consumer. The author examines these types of programs including their benefits and risks.     

Beyond epistemological pluralism: Towards an integrated vision of the future

This paper is a response to Epistemological Pluralism in Futures Studies, featured as a special edition of Futures (42:2). Since that special edition was a response to Integral Futures, a previous special edition of Futures (40:2), this paper begins with a treatment of some of the critiques of IF, as well as the critiques of Ken Wilber and integral theory. I examine the validity of those critiques, focusing in particular on the accuracy of the “portraits” given of Ken Wilber and his contribution to integral theory. I also examine the claims of “epistemological pluralism” to determine whether it is a more appropriate framework for futures inquiry and practice. In this consideration, I treat epistemological pluralism (devoid of an “integrating” theory) as an expression of skeptical postmodernism. Finally, I conclude with a historical overview of integral theory.     

Defined contribution health plan to consumer driven health benefits: evolution and experience

Today, the idea of placing more choice on employees "consuming" health care and giving them more responsibility and incentive to control health care costs and utilization is alive and thriving in the form of consumer-driven health care. This article examines the evolution of consumer-driven health benefits--including the experience of the first generation of "defined contribution" health care participants (i.e., retirees) and the results of different approaches employers have taken to early consumer-driven plan designs. The author then describes what's needed to answer the question: "Can consumer-driven health care control health cost?"     

Managing in the whitespace

The assumption today is that new value in a company can be created only when people shed their suits, don khakis and Hawaiian shirts, and think and act like the most passionate entrepreneurs. The problem is, they're rarely told when it makes sense to do those things--or how to do them. With help from a team of ethnographers and senior organization specialists, authors Mark Maletz and Nitin Nohria recently conducted a unique research project that attempted to full those gaps. Their project focused on whitespace: the large but mostly unoccupied territory in every company where rules are vague, authority is fuzzy, budgets are nonexistent, and strategy is unclear--and where entrepreneurial activity that helps reinvent and renew an organization most often takes place. The researchers shadowed entrepreneurial managers operating in the whitespace and met with top managers about their efforts to oversee whitespace activities. Using examples from the financial services, computer, and e-commerce industries, the authors explain when it's imperative to operate in the whitespace--and when it's wiser to stay in the traditional blackspace. They describe how effective whitespace managers subtly and resourcefully lead successful efforts, and how senior executives nurture whitespace projects by putting aside their traditional planning, organizing, and controlling techniques. Finally, they examine the ultimate issue for any successful whitespace project: should it be moved into the blackspace, kept in the whitespace indefinitely--or, despite its apparent success, killed off? If companies leave this valuable territory to the scattershot whims and talents of individual managers, the authors say, they are likely to miss out on many of the opportunities that come from exploring the next frontier.     

Goodwill under IFRS: Relevance and disclosures in an unfavorable environment

The accounting treatment of purchased goodwill under IFRS has been severely criticized due to the extensive use of fair value accounting. The purpose of this study is to enrich the ongoing debate upon this issue by drawing attention to the market valuation implications of goodwill in a country outside the Anglo-Saxon accounting paradigm, where the application of fair value accounting has been seen as more problematic. The results indicate that, in the case of purchased goodwill, fair value accounting generates relevant accounting numbers but only in companies that comply highly with IFRS disclosure requirements.     

Teaching auditing using cases in an online learning environment: the role of ePortfolio assessment

While teaching auditing using cases is regarded as an effective approach, spatial separation of students and teachers in online contexts can restrict the application of case teaching. This study examines an undergraduate auditing course implemented to address this challenge by integrating case teaching with ePortfolio assessment. Students’ written ePortfolio submissions and scores were analysed. Results show that despite spatial separation of the online learner from peers and teachers, integrating case teaching with ePortfolio assessment elicits learner behaviour desirable in online auditing courses. This approach enables online learners’ self-directed engagement as compared to instructor-led case teaching in conventional teaching contexts. Based on a new pedagogical approach for teaching auditing trialled in reduced (or absence of) face-to-face interaction, this study informs course design in auditing. It demonstrates that active student engagement, which presupposes an instructor’s role to facilitate student involvement in case discussions, can be implemented in online teaching of auditing.     

Managing employees in aged care: live the principles

Aged care services are a large recipient of public money in many developed countries and are primarily provided by nonprofit organizations in Australia. This paper reports on an investigation into the impacts of the psychological contract for nurses in nonprofit aged care. The results highlight the importance of nonprofit organizations fulfilling their obligations and living their principles. Aged care nurses who perceive breaches to their psychological contract are likely to de-identify from the organization.     

Foresight for debate: Reflections on an experience in conceptual design

Among the various reasons to engage in foresight activities, one encountered often is to stimulate dialogue on imminent issues and inspire innovations aimed at the challenges they bring along. The authors' studio, Pantopicon, was asked to carry out a (near future) foresight desk study investigating the changing role between people and their home/office interiors. Furthermore they were asked to render tangible the challenges brought forward by this study and create a thought-provoking experience for an audience of professionals and general visitors within the context of a trade fair (i.e. the Biennale Interieur in Kortrijk, Belgium). The article will zoom in on the particular way in which this challenge was taken up, i.e. by creating an immersive experience embodying imminent future changes by means of five fair booths. Each represented a fictitious company with products or services aimed at new needs, opportunities and abilities emerging from changes in the relationship between people and their home interiors. This article describes the follow-up approach, the results obtained and reflects upon a series of key learnings following from the experience in particular and the role and value of conceptual design in enhancing the experience factor in foresight in general. Hence, we aim to illustrate how an immersive conceptual design approach can be used in an applied foresight context and how it raises new questions and opportunities for both research and applied contexts. Through physical evidencing¹ and open-ended storytelling, futures rendered tangible through design contribute to instilling a sense of wonder in people, in shifting their mindset to render them more susceptible to anticipating some of tomorrow’s changes.     

Determinants of leader behavior in an audit environment

Although leader or supervisory behaviors are generally thought to have a significant effect on subordinate performance, motivation and job satisfaction, the variables which affect an auditor's approach to supervision have not been investigated. In this paper we examine two categories of variables (situational variables and leader-person variables) which determine an auditor's use of key leader behavior. The determinants of leader behavior are examined in the context of an audit team composed of an accountant in charge (leader) and one or more staff assistants (subordinate). The results of our empirical tests provide some evidence that leader behavior is related to three variables: (1) the match between the accountant in charge's perception of the complexity of the task assigned to the staff assistant and the staff assistant's job experience, (2) the staff assistant's intolerance of ambiguity and (3) the accountant in charge's personality dominance.     

Money is an experience good: Competition and trust in the private provision of money

The interplay between competition and trust as efficiency-enhancing mechanisms in the private provision of money is studied. With commitment, trust is automatically achieved and competition ensures efficiency. Without commitment, competition plays no role. Trust does play a role but requires a bound on efficiency. Stationary inflation must be non-negative and, therefore, the Friedman rule cannot be achieved. The quality of money can be observed only after its purchasing capacity is realized. In this sense, money is an experience good.     

Managing authenticity: the paradox of great leadership

Leaders and followers both associate authenticity with sincerity, honesty, and integrity. It's the real thing--the attribute that uniquely defines great managers. But while the expression of a genuine self is necessary for great leadership, the concept of authenticity is often misunderstood, not least by leaders themselves. They often assume that authenticity is an innate quality--that a person is either genuine or not. In fact, the authors say, authenticity is largely defined by what other people see in you and, as such, can to a great extent be controlled by you. In this article, the authors explore the qualities of authentic leadership. To illustrate their points, they recount the experiences of some of the authentic leaders they have known and studied, including the BBC's Greg Dyke, Nestlé's Peter Brabeck-Letmathe, and Marks & Spencer's Jean Tomlin. Establishing your authenticity as a leader is a two-part challenge. You have to consistently match your words and deeds; otherwise, followers will never accept you as authentic. But it is not enough just to practice what you preach. To get people to follow you, you also have to get them to relate to you. This means presenting different faces to different audiences--a requirement that many people find hard to square with authenticity. But authenticity is not the product of manipulation. It accurately reflects aspects of the leader's inner self, so it can't be an act. Authentic leaders seem to know which personality traits they should reveal to whom, and when. Highly attuned to their environments, authentic leaders rely on an intuition born of formative, sometimes harsh experiences to understand the expectations and concerns of the people they seek to influence. They retain their distinctiveness as individuals, yet they know how to win acceptance in strong corporate and social cultures and how to use elements of those cultures as a basis for radical change.