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Examines the concept of patient‐focused care and how it fits into hospital process re‐engineering. Describes the project undertaken at the Derbyshire Royal Infirmary, to implement patient‐focused care and care pathway development in accident and emergency, and trauma and orthopaedics. Concludes with an insight into how care pathways have been used to improve hospital documentation, reduce duplication of information and provide a rich source of data for effective clinical audit.

Several issues are reported in the literature regarding the preparation and training of nurses for the preceptor role. The purpose of this study is to explore the experiences, growth and development of nurses transitioning to the preceptor role in allied health contexts.

A basic interpretive qualitative research method was used for this study. In total, 20 preceptors who were practicing in a variety of healthcare settings participated in in-depth interviews.

The preceptors of this study found meaning through their teaching and learning encounters with novice nurses. Their meaning making led to identity development and new perspectives on both the nursing and preceptor roles.

This study extends the literature on informal learning and training by focusing on the unique work role of nurse precepting. Conclusions of this study call for additional research that examines other occupational areas in which workers have transitioned from expert to novice again, and how training can enhance these transitions

Participants described several areas of improvement for preceptorships: additional administrative support, guidelines and standards for preceptor training and preparation and additional time and support for transitioning to the preceptor role

Work role transition theory was used in this study to examine the preparation and training of preceptors. This study features the voices of nursing preceptors who have experienced changes in their employment status and major shifts in their work roles transitioning from expert to novice to expert again.

This paper aims to analyze the adherence of social responsibility management (SRM) in Brazilian organizations and to identify the driving and the resistance forces to implement it.

This article presents a deep literature review on SRM, corporate social responsibility (CSR) and stakeholder management, which aim to support a survey research to define, according to experts, the market perception of adherence of SRM.

The paper presents evidence that there is adherence on the part of the practices of organizations that adhere to the theoretical foundations of SRM in Brazil. It was found that organizations should seek to improve nine areas to implement SRM and can use each of these areas strategically or all together.

This study provides an opportunity for employees whose perceptions are aligned based on educational programs and engagement in CSR, and these gains favor the improvement of their own management and the quality of relationships.

The research provides an opportunity to recast actions and the possibility of being recognized by stakeholders as active agents in this process.

This study sheds new light on both SRM and the CSR literature because of its attempt to bridge the theoretical foundations and market practices, which was performed to verify the gaps in corporative SRM process of Brazilian organizations. This study highlights for researchers and practitioners a relevant field of study whose importance is widely recognized but whose results remain scarce and limited.

In a world that represents a diverse genre of individuals ranging from age to sexual orientation and beyond, organizations struggle to create a culture of belonging. A culture where an individual feels comfortable and empowered to bring her authentic self to the workplace. We argue that a culture of belonging happens when leaders practice cultural humility and inclusion competencies and work together with their diverse populations to transform the existing culture. Creating a culture of belonging requires all leaders of the organization to assess their inclusion competencies, understand power dynamics that exist within the organization, and be constantly aware that belonging is a continual process. We found that when leaders of an organization engage in cultural humility training, inclusion competencies assessments, and personal development plans (PDPs), the outcome resulted in a greater awareness of self and others along with a recognition of the existing power dynamics that can result in employees feeling they are a part of the organization. We opined that cultures of belonging exist when organizational leaders ensure each members’ psychological well-being and safety. We conclude that transparency in today’s organization consists of leaders finding practical ways to connect diverse groups of members. Transparency is also about having open doors where people of all ethnic, racial, sexual, and religious statuses are welcome to enter. Our study supports the findings of Katz and Miller (2016) that a culture of belonging is where trust is built, the thoughts and ideas of others are respected, and safety exists for all members.

If you've been keeping up with what's going on in the world of electronic networking, you're probably aware that both the library and the publishing communities are becoming more involved in this arena.

Purpose – The primary purpose of this chapter is to offer classroom teachers, administrators, and program specialists specific “big picture” strategies to support upper grade English learners in comprehending expository content-area texts that offer challenges not present in narrative or story-like texts.Design/methodology/approach – Two separate approaches for helping English learners to identify content topics, text structures, and key ideas that control text selections are described and modeled: the Advance Organizer and PLAN (Predict, Locate, Add, and Note).Findings – When learners engage in specific, step-by-step “big picture” processes to understand text structure, organization, and concepts/vocabulary (not relying simply on decoding, or sounding out words), they attain higher levels of comprehension and retention.Research limitations/implications – “Big picture” strategies are well-documented in research as having advantages for all learners who interact with expository text structures – but are especially effective for English learners who may struggle with unfamiliar text structures and higher levels of academic and technical content-area vocabulary.Practical implications – Specific directions for (and advantages of) implementing two big picture strategies that are adaptable to a wide range of grade levels and content-area topics are presented. Teachers can easily modify the strategies in flexible ways to personalize the use of these strategies for English learners in any content-area context.Originality/value of chapter – With step-by-step directions, templates, and examples of content-area texts to guide them, teachers can easily utilize these strategies with English learners using a whole class, small-group, or one-to-one intervention approach.

JANET links its users to the facilities of over 250 institutions in the UK, and far more worldwide. All universities and many other higher education establishments are connected, as are many organisations associated with academic work and research.

The purpose of this paper is to use empirical data on new principals to clarify the connection between different succession situations and the challenges their successor principals face.

The study draws on two waves of interview data from a random sample of 16 new elementary school principals in a major urban school district in the USA.

New principals face distinct practice challenges depending on the nature of their successions. The less planned the succession, the less information and knowledge the new principal tends to possess. The more discontinuous the new administration’s trajectory is with the previous administration, the greater the staff resistance that the successor principal tends to face.

Few studies systematically examine how succession situations differ in schools that are in need of transformation vs those in need of stability. This study addresses this gap by illuminating the varied processes of succession and highlighting specific mechanisms that link these processes to different organizational trajectories.

For district officials, this study suggests that principals in unplanned successions need greater support in quickly gathering information about their new schools while principals in discontinuous successions need greater expertise in how to balance trust-building and accountability in their attempts to promote transformational change.

This study’s primary value is its detailed articulation of how certain characteristics of succession situations are associated with specific types of challenges. Only studies at this level of specificity can be effective guides to practitioners and policymakers who are charged with preparing, selecting, and supporting new principals and their schools.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.