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Forecasting the number of bed days (NBD) needed within a large hospital network is extremely challenging, but it is imperative that management find a predictive model that best estimates the calculation. This estimate is used by operational managers for logistical planning purposes. Furthermore, the finance staff of a hospital would require an expected NBD as input for estimating future expenses. Some hospital reimbursement contracts are on a per diem schedule, and expected NBD is useful in forecasting future revenue.

This chapter examines two ways of estimating the NBD for a large hospital system, and it builds from previous work comparing time regression and an autoregressive integrated moving average (ARIMA). The two approaches discussed in this chapter examine whether using the total or combined NBD for all the data is a better predictor than partitioning the data by different types of services. The four partitions are medical, maternity, surgery, and psychology. The partitioned time series would then be used to forecast future NBD by each type of service, but one could also sum the partitioned predictors for an alternative total forecaster. The question is whether one of these two approaches outperforms the other with a best fit for forecasting the NBD. The approaches presented in this chapter can be applied to a variety of time series data for business forecasting when a large database of information can be partitioned into smaller segments.

Drawing on methods and metaphors from complexity science and organizational systematics, this chapter outlines a model for bringing about positive organizational transformation through the alignment of strategy, culture, and social networks. A key concept behind this model is that uncertainty and volatility arising from within or outside an organization must be met with purposeful and informed leadership intervention. The act of organizational alignment must become a core skill for the modern manager. Finally, the process and outcomes of taking such an approach to organizational change are illustrated through a case example.

This chapter aimed to uncover the gaps in the existing construction supply chain management (CSCM) models. Organisational culture and the fourth industrial revolution (4IR) components are the two gaps that were identified through reviewing existing CSCM models. The 4IR is driven by three components which are smart management, virtualisation and cyber-physical system. It was proposed in this chapter that the practice of CSCM should be in tandem with the components of 4IR. This chapter recommended that for the effective practice of the construction supply chain (CSC) in the 4IR era, construction stakeholders should adopt an innovative and collaborative organisational culture. The organisational culture adopted by a construction firm performs a crucial role in encouraging construction stakeholders in adopting 4IR components for CSCM. Each of the 4IR components is driven by technologies like autonomous robots, building information modelling (BIM), radio frequency identification (RFID), the internet of things (IoT) and others. Among all the technologies, it was discovered that RFID and BIM had gained prominence in most CSC literature. The chapter recommended that blockchain, digital twins and the cyber-physical system are the next trending technology for CSCM.

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.

Natural Law philosophy asserts that there are universally binding and universally evident principles that can be determined to guide the actions of persons. Moreover, many of these principles have been enshrined in both statute and common law, thus ensuring their saliency for staff and institutions charged with palliative care. The authors examine the often emotive and politicized matter of (non-voluntary) euthanasia – acts or omissions made with the intent of causing or hastening death – with reference to Natural Law philosophy. This leads us to propose a number of important public policy remedies to ensure dignity in dying for the patient, and their associates.

While the steep increases in rates of incarceration seen in the United States in the late twentieth century have begun to level out, one form of incarceration has seen more drastic reductions in rates of use in the 2010s: long-term solitary confinement. Across the United States, prisons that once isolated prisoners for decades at a time stand hauntingly empty. The solitary confinement reform movement provides an important lens for examining what happens when an entrenched punitive practice faces widespread and sustained criticism and reveals the multiple paradigms through which reform operates – through politics, litigation, or charismatic leadership.