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In 2012, Headquarters 17 Combat Service Support Brigade (HQ 17 CSS Bde) implemented a clinical governance framework. The framework is intended as a quality improvement tool through which excellence in deployed healthcare is achieved. The purpose of this paper is to describe the implementation of this clinical governance framework to 17 CSS Bde and present feedback provided by users on their application of the clinical governance framework.

An electronic survey was disseminated to the four 17 CSS Bde deployable health battalions (n=1,061). Qualitative data were analysed using descriptive statistics and qualitative data using thematic analysis.

In total, there were 105 responses providing valid data for analysis. The data identified mixed understanding and awareness of clinical governance amongst participants, and pinpointed aspects of the framework that needed refinement.

The results highlight important challenges implementing a clinical governance framework for deployable health units. The authors propose embedding clinical governance education in all army soldier and officer health courses to remedy deficits in knowledge and understanding. Recommendations for further development of the clinical governance framework are also made with particular emphasis on education, clinical risk and clinical evaluation.

This paper offers unique insight into the implementation of a clinical governance framework to the 17 CSS Bde, Australian Army. The results suggest that levels of understanding and awareness of clinical governance are stalling its translation through the military hierarchy. The data identify that implementation of a clinical governance framework is not easy, even within a military environment where the culture is to follow orders and obey the chain of command.

Liverpool Conference was amongst the largest, as it was amongst the most successful, of recent years. In all but the weather it excelled, and there were fine intervals even in that. We publish the “Letters on our Affairs” by our well known correspondent, Callimachus, so far as it covers the first three days; the conclusion will follow next month, with what futcher comments seem to be necessary. The Annual Business Meeting was a little less rowdy than that at Scarborough, but one thing emerged from it and that was the determination of the A.A.L. to survive independently. There is more in this than meets the eye, and discussion on it may be postponed until a calmer mood prevails on all sides.

Corporate restructuring has had a profound impact on the US economy. While the problems of restructuring have been discussed in great detail, the solutions are elusive. What can or should be done to mitigate the impacts of restructuring on workers, communities, and society at large? The stumbling‐block to finding an answer to this question is the lack of a satisfactory ethical framework for evaluating restructuring decisions. The purpose of this essay is to develop such a framework. The first part of the paper reviews the ethical guidance provided by the standard theory of the firm. The second part explores an alternative framework based on the work of Elizabeth Anderson. Her “expressive theory of rational action” offers a more promising framework for evaluating management decisions with significant costs to society.

Evaluates the service quality of four clinics at the University of Texas M.D. Anderson Cancer Center using a questionnaire methodology. The SERVQUAL instrument was administered to patients of the Medical Breast, Leukemia, Medical Gastroenterology and Bone Marrow Aspiration clinics. Results show that, according to the service gap methodology of comparing expectations and perceptions across all four clinics, the issues of billing accuracy and waiting times are deemed by patients as significant problems. In comparing the individual clinics, the Medical Gastroenterology and Leukemia clinics are best performers and the Medical Breast clinic is the worst. However, these differences in performance are due to differences in patients’ expectations of service quality, rather than differences in perceptions. Concludes that customer expectations can have a strong impact on a firm’s evaluation of its service quality.

The purpose of this paper is to extend the work of Carnegie and Walker and report the results of Part 2 of their study on household accounting in Australia during the period from the 1820s to the 1960s.

The study adopts a microhistorical approach involving a detailed examination of actual accounting practices in the Australian home based on 18 sets of surviving household records identified as exemplars and supplemented by other sources which permit their contextualisation and interpretation.

The findings point to considerable variety in the accounting practices pursued by individuals and families. Household accounting in Australia was undertaken by both women and men of the middle and landed classes whose surviving household accounts were generally found to comprise one element of diverse and comprehensive personal record keeping systems. The findings indicate points of convergence and divergence in relation to the contemporary prescriptive literature and practice.

The paper reflects on the implications of the findings for the notion of the household as a unit of consumption as opposed to production, gender differences in accounting practice and financial responsibility, the relationship between changes in the life course and the commencement and cessation of household accounting, and the relationship between domestic accounting practice and social class.

Women's identity in medicine has always been in existence within the home and community. Recognition of this needs to be developed. The changing and fluctuating position of women in medicine, from medicine as the prerogative of women to claims that women herbalists were witches, is discussed. Throughout history women's identity in medicine is complex and multidimensional and has never been static.

This study provides an analysis of the quality of service provided by a university health care center. Students’ expectations and perceptions of the center’s services are identified by a survey. A second survey was administered to the employees of the center to compare student perceptions to those of the employees. Based on the results of this study, specific recommendations are made to improve the performance of the center. The implementation of these recommendations should also reflect a change in the students’ perceptions about the quality of service provided by the center.

Presents some of the economic forces which are shaping the transformation of management thought. Examines the views of Polanyi and Anderson, stating that the reciprocal aspects of community and social relationships are necessary if the benefits of exchange are to be realized. Concludes that the idea that a simple, new concept will enable managers to control and optimize commercial endeavours is a myth.

Presents the results of a case study to evaluate the effectiveness of a TQM programme in higher education. The academic advising office at the University of Houston College of Business Administration implemented a quality improvement programme called the TQM laboratory, which used the SERVQUAL instrument to assess student perceptions of service quality prior to TQM programme implementation, and then during the subsequent semester. Results yielded some implications regarding the trade‐off between high tech and high touch which may be of interest to managers. Specifically, the high‐tech focus of the TQM laboratory increased student perceptions of service quality regarding reliability and responsiveness. However, there was a corresponding decrease in the high‐touch area. Student perceptions of empathy decreased significantly with the implementation of the TQM laboratory.

Describes research undertaken to assess the quality of service provided by a public university health clinic. The SERVQUAL instrument was administered to patients of the University of Houston Health Center in order to evaluate customer perceptions of service quality. The results of this study are currently being incorporated into the clinic’s strategic planning process, specifically with respect to future resource allocation towards quality improvement projects.