The purpose of this paper is to present the findings on interpersonal relational processes of Israeli healthcare providers (HCPs) and Syrian patients and caregivers using…
The purpose of this paper is to present the findings on interpersonal relational processes of Israeli healthcare providers (HCPs) and Syrian patients and caregivers using data collected in two Israeli hospitals.
Using a parallel mixed-methods design, data were integrated from observations, interviews, and surveys. In total, 20 HCPs and three Syrian patient caregivers provided interview data. Quantitative data were collected from 204 HCPs using surveys. The qualitative component included the phenomenological coding. The quantitative analysis included factor analysis procedures. Throughout parallel analysis, data were mixed dialogically to form warranted assertions.
Results from mixed analyses support a three-factor model representing the HCPs’ experiences treating Syrian patients. Factors were predicted by religious and occupational differences and included professional baseline, humanitarian insecurity, and medical humanitarianism.
Limitations of this study included issues of power, language differences, and a small Syrian caregiver sample.
As the fearful, injured, and sick continue to flee violence and cross geopolitical borders, the healthcare community will be called upon to treat migrants and refugees according to ethical healthcare principles.
The value of this research is in its critical examination of the HCPs’ interactions with patients, a relationship that propels humanitarian healthcare in the face of a global migrant crisis.
A case study is given of International Distillers & Vintners (UK) Limited (IDV (UK)) and an assessment made of the viability of translating theory into practice in the real world – the importance of having a strategy, of strategic planning, and having a success factor as a key component of an organisation′s competitive advantage. Following the appointment of a new managing director at IDV (UK) in 1982, three goals were established: (1) to more than double profits within five years; (2) to increase return on capital employed by almost 50 per cent within five years; and (3) to be the outstanding wine and spirit company in the UK. A sound strategy was required to achieve these goals. The historic background of the organisation is given and the strategic position of IDV (UK) in relation to its competitors and market share is described. A review of the state of the market is given and possible areas for expansion discussed. The quality and pedigree of certain brands and the quality and strength of leadership are proposed as the success factors upon which IDV (UK) could build. Details are given of how the organisation built upon these factors to achieve strategic success; the lessons learned; and the level of achievement and success in the marketplace.
Identifies that changing lifestyles, economic conditions and a more flexible approach towards granting retail licences have made alcoholic drinks distribution change significantly. Examines the change in drinking at home increasing over drinking in pubs ‐ an increase highlighted by a 65 per cent increase in off‐licence wine purchasing. States that the EEC Regulation 84/83, which released 45,000 tenant publicans from the ‘tie’ system, had also influenced the change somewhat. Posits that the major brewers are trying to bring back the consumer to pub drinking but that marketing techniques will have to be sharpened. Recommends that there are five main points on which to focus and these are itemized and discussed.
The second part of a case study of the marketing strategy of International Distillers & Vintners (UK) Limited, the first part of which was published in Vol. 3 No. 1 of this journal. A wide‐ranging and detailed description is given of the company's success factors, strategic direction, brand strategies, new brand developments, acquisitions and disposals. An assessment of the lessons and achievements of the company's strategy and an action checklist for strategic planning is provided. The conclusion is that one of the smallest top management teams in the business has quadrupled the company's profits within seven years by creating a strategic blueprint for the rest of the industry to follow, with its emphasis on concentrating management time and attention on premium brands.
Proposes that for a company to survive it must be aware of change and react constructively to the opportunities which this creates. Outlines one situation where this…
Proposes that for a company to survive it must be aware of change and react constructively to the opportunities which this creates. Outlines one situation where this problem appears to have been addressed by analysing International Distillers and Vintners successful efforts to develop a new product. Concludes from this example that it is important to find the right internal environment and organized structure.
It has been stated, and not without some cause, that no branch of our law is in a more uncertain condition than that relating to warranties under the Sale of Food and Drugs Acts, for during the past twenty‐three years various decisions have been given on what constitutes a warranty within those statutes, and at first sight it appears somewhat difficult to extract therefrom any settled principles. We propose, however, to examine shortly the leading cases on this important subject, and to see how far they are consistent with one another and lay down rules for general guidance.
The relative popularity of South Africa's leading grape varietals and some blends are discussed from the time vitis vinifera was introduced to the Cape of Good Hope in the…
The relative popularity of South Africa's leading grape varietals and some blends are discussed from the time vitis vinifera was introduced to the Cape of Good Hope in the 1650's to the present day. The word ‘Cultivar’ which is sometimes used, is the South African word meaning cultivated variety. These cultivars were almost all French, Spanish and German because of those countries relative proximity to Holland from whence the early settlers had come. Most of the grapes were given local names, and their European identities were, in many cases, not established until the 20th century; during which period South Africa's own hybrid Pinotage was produced. The effects of the sanctions era, and its lifting are examined, and the reasons for popularity changes explored. Some conclusion is attempted relating in part, but by no means wholly, to fashion.
Natural wine was not a factor in South Africa until after 1935. However, the hybrid Pinotage was produced in the 1920's and the now quasi government KWV representing wine…
Natural wine was not a factor in South Africa until after 1935. However, the hybrid Pinotage was produced in the 1920's and the now quasi government KWV representing wine farmers, was far reachingly empowered to fix the price of distilling wine. South Africa is traditionally a national brandy and beer drinking nation, and that largely stands today. The monopolistic KWV backed by the Afrikaaner government since 1948 has continuously increased its hold as a stabilising force. In reply the producing wholesalers have merged from many into four very large firms of which SFW is by far the biggest. Even the two largest of those were controlled by one firm until joined by KWV, their long term adversary, which took a thirty percent interest SFW's vision of natural wine being more healthy than spirits has been its theme from the time of its founder W.C. Winshaw in 1935. This is demonstrated in many ways. The new South African government, no longer Afrikaaner led, has set up a competition's board enquiry which is almost certainly destined to change completely, the face of the whole SA wine and spirits industry. The purpose of this paper is to set on record the old regime, and Stellenbosch Fanner's part therein as a matter of record and learning.
One of the most serious problems facing the country today is maintaining dietary standards, especially in the vulnerable groups, in the face of rising food prices. If it were food prices alone, household budgetry could cope, but much as rising food prices take from the housewife's purse, rates, fuel, travel and the like seem to take more; for food, it is normally pence, but for the others, it is pounds! The Price Commission is often accused of being a watch‐dog which barks but rarely if ever bites and when it attempts to do this, like as not, Union power prevents any help to the housewife. There would be far less grumbling and complaining by consumers if they could see value for their money; they only see themselves constantly overcharged and, in fact, cheated all along the line. In past issues, BFJ has commented on the price vagaries in the greengrocery trade, especially the prices of fresh fruit and vegetables. Living in a part of the country given over to fruit farming and field vegetable crops, it is impossible to remain unaware of what goes on in this sector of the food trade. Unprecedented prosperity among the growers; and where fruit‐farming is combined with field crops, potatoes, cabbage, cauliflower and leafy brassicas, many of the more simple growers find the sums involved frightening. The wholesalers and middle‐men are something of unknown entities, but the prices in the shops are there for all to see. The findings of an investigation by the Commission into the trade, the profit margins between wholesale prices and greengrocers' selling prices, published in February last, were therefore not altogether surprising. The survey into prices and profits covered five basic vegetables and was ordered by the present Prices Secretary the previous November. Prices for September to November were monitored for the vegetables—cabbages, brussels sprouts, cauliflowers, carrots, turnips and swedes, the last priced together. Potatoes were already being monitored.
The author outlines the recent career of Phyllis Hands, the South African born founder of the Cape Wine Academy. He shows how, since a chance association with a small…
The author outlines the recent career of Phyllis Hands, the South African born founder of the Cape Wine Academy. He shows how, since a chance association with a small vineyard in the early days, she has steadily increased her involvement with the South African wine industry. She has now developed the twin roles of a public relations officer for South African wine and a leading educator on the subject.