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This study tests the effects of incomplete institutionalization in outpatient healthcare delivery settings on the quality and quantity of services provided after controlling for technical and agency factors. One dimension of quality (provider-patient contact time) and one dimension of quantity (number of services provided) were examined using the National Ambulatory Medical Care Survey for the year 2000. Regression models capture 27.8% and 36.4% of the variance in these respective dimensions (p<.001). The results reaffirm that uncertainty breeds variation and that ownership differences matter. From a management perspective, the regression model associated with provider-contact time has added utility in that a priori knowledge of certain variables might be used as decision support for provider (and service) scheduling.

A number of factors ranging from economic conditions to managerial self‐interest have contributed to today's unprecedented merger boom. But the tide may be turning as the public policy debate over mergers heats up. Most scenarios show a long‐range drop in merger activity. However, the need for an informed, rational national policy on mergers remains.

Investigates how large, experienced clients of the UK construction industry arrive at their decision to build. Explores the pre‐project stage, which begins within the organisation’s strategic planning process and concludes once a proposal has either been abandoned or has become a fully‐funded project. This complex process is shown with the aid of three decision models, shown as figures, that add layers of detail and shows other options such as rent, buy, lease and no‐go decisions in the context of the decision to build. Provides an overview of the decision‐making process and its structure, before explaining what typically happens within the various stages. Explains how clients arrive at their decision to build before the construction industry becomes involved and how client organisations divide the decision‐making process among managerial roles; decision‐approvers, decision‐takers, decision‐shapers. Also explores how paradigms and perspectives set the priorities by which those responsible for developing and approving proposals are influenced.

Operations management involves utilizing given resources as efficiently as possible to deliver services to customers and meet business goals. Developing efficient business operations requires a hospitality organization to design efficient service environments, as part of its mission. This chapter articulates the key design and planning strategies for the development of a successful hospitality organization. The first section covers the process of location selection, as the most important factor leading to the success of a hospitality organization. The second section discusses strategies for estimating the number of users (service employees and customers) during peak and idle times to justify a costly financial investment. The third section concerns the readers with the topic of layout planning, with the goal of service optimization for a targeted number of customers. The fourth section deliberates workflow conditions, and finally, the last section addresses the ambience and design of the physical hospitality environment, which is crucial for customer evaluation of a hospitality organization as it creates a first impression.

“It is generally accepted that the food industry must be scientifically based to cope with the problems, particularly of public health, which arise as new processes of growing, manufacturing, packaging and preserving food depart even further from traditional ways.”

Pre COVID-19 there were a growing number of opportunities for study abroad across higher education in the United States, (Rosch & Haber-Curran, 2013; Martinez, 2012). This paper aims to examine phenomena surrounding outcomes of student abroad experiences while centering students’ leadership learning. Centering leadership learning as a framework, findings indicate participants in the study grew in the of areas of leadership efficacy and capacity through the short-term study abroad.

This paper provides a clinical practice overview of the challenges that can arise when working with dangerous and severe personality‐disordered patients in a high secure hospital. Poor engagement and treatment readiness, mistrust, paranoia and dominant interpersonal styles are all clinical features that affect treatment delivery. The paper discusses the impact of these features, and suggests how clinicians can engage effectively with individuals who have personality disorders in regard to therapy in general.

This paper aims to redefine the peer reference model – using student assistants to staff the reference desk – by expanding it to include upper‐level undergraduate students from various disciplines providing full reference service with minimal supervision as well as performing paraprofessional‐level duties.

Set within a backdrop of budget cuts, severe time and staffing limitations, and increasing demands for library services, the paper assesses the processes and results of implementing this new model of peer reference at a medium‐sized academic library.

The findings suggest that undergraduate students are not only capable but perhaps optimal at providing high‐quality reference service to their peers.

This paper redefines the peer reference model, using a case study carried out in a US university library.

AFTER‐CONFERENCE time is the period of reflection, and this year one involving several interests. There was uttered on the platform a warning that the question of the government control of public libraries was in the air; and Mr. Jast rigidly deprecated the discussion of the matter as a bye‐product of another subject then being debated. Library authorities and librarians, however, are asking for a lead from the Library Association, the only body competent or authorized to give it, and no doubt this will form the cardinal “policy” question of the winter.