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1 – 10 of over 5000Danah AlThukair and Julie Rattray
In Saudi Arabia, quality management receives a significant amount of attention in higher education. In medical education, specifically, Saudi colleges have been fully engaged with…
Abstract
In Saudi Arabia, quality management receives a significant amount of attention in higher education. In medical education, specifically, Saudi colleges have been fully engaged with quality assurance and accreditation since 1992, under the supervision of the Saudi Council for Health Specialties. Along with the quality standards determined by accreditation agencies, the perspective of employers on the quality of learning and teaching needs to be acknowledged. The needs of medical employers can be translated into quality standards for medical education to help overcome the perceived deficiencies which lead to poorly equipped graduates. This chapter explores how employers conceptualize quality in medical education with an emphasis on learning and teaching and employers’ perspectives on the quality attributes of medical graduates. This chapter is based on interviews with 14 medical employers in Saudi Arabia. From the employers’ perspective, a high-quality medical education is marked by high quality educational systems, curricula, faculty members, and medical training. Additionally, medical graduates must attain a balance of soft skills, practical and clinical skills, and theoretical medical knowledge. Understanding employers’ perspectives on quality in medical education will complement our existing understanding of quality in medical education.
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The Homecharm Group, which consists of Texas Homecare, Texas Bulk, Multicolour Wallpapers and Surplus Sales, is now set for full computerisation. The group has developed its own…
Abstract
The Homecharm Group, which consists of Texas Homecare, Texas Bulk, Multicolour Wallpapers and Surplus Sales, is now set for full computerisation. The group has developed its own tailor‐made retail systems, and the story of how these were tried and tested and finally implemented in Texas Homecare and Bulk, was described by Graham Brown, the company's operations director. He delivered his paper, of which we are reproducing a slightly modified version, at the Retailing and Distribution Systems conference organised by Arthur Andersen, management consultants, in October 1985.
The purpose of this conceptual study is to offer an assessment and evaluation of the literature in the field of international marketing negotiations and to propose a descriptive…
Abstract
The purpose of this conceptual study is to offer an assessment and evaluation of the literature in the field of international marketing negotiations and to propose a descriptive organizing framework which could serve as a basis to integrate and evaluate the existing empirical and conceptual work. The premise of the model is that certain cultural value orientations will be reflected in the characteristics of individuals and in those of their respective companies. Cultural value orientations will, thus, indirectly affect the process of negotiation and the outcomes of the dyadic interaction.
With an initial investment of between £400,000 and £500,000, Huntrose Ltd. is one of the more notable recent additions to the PCB manufacturing scene. Situated in Chard, Somerset…
Abstract
With an initial investment of between £400,000 and £500,000, Huntrose Ltd. is one of the more notable recent additions to the PCB manufacturing scene. Situated in Chard, Somerset, this new company is an off‐shoot of Production Engineering & Electricals Ltd. (PEEL), a sub‐contract manufacturing company specialising in the production of cable forms and electrical sub‐assemblies. Based for 10 years in Chard, PEEL has two factories with a work force exceeding 250. A family business, the company is headed by Managing Director, Graham Brown.
Jane Webster, Graham Brown, David Zweig, Catherine E. Connelly, Susan Brodt and Sim Sitkin
This chapter discusses why employees keep their knowledge to themselves. Despite managers’ best efforts, many employees tend to hoard knowledge or are reluctant to share their…
Abstract
This chapter discusses why employees keep their knowledge to themselves. Despite managers’ best efforts, many employees tend to hoard knowledge or are reluctant to share their expertise with coworkers or managers. Although many firms have introduced specialized initiatives to encourage a broader dissemination of ideas and knowledge among organizational members, these initiatives often fail. This chapter provides reasons as to why this is so. Instead of focusing on why individuals might share their knowledge, however, we explain why individuals keep their knowledge to themselves. Multiple perspectives are offered, including social exchange, norms of secrecy, and territorial behaviors.