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This study examines the implementation of the recovery model or ‘philosophy’ in a secure NHS forensic service. Twenty‐six (86.7%) staff and seventeen (70.8%) mentally disordered offenders (MDOs) were interviewed in Spring 2009 from the rehabilitation and pre‐discharges units in a medium secure forensic service in Kent, UK. Their views on recovery were measured using the Developing Recovery Enhancing Environments Measure (DREEM: Ridgeway & Press, 2001). Staff consistently rated all 24 elements of recovery as more important than the MDOs. Staff also rated the elements of recovery as better implemented, except Intimacy and Sexuality. There was a significant effect of MDOs' forensic history (restriction status and index offence type) on ratings of how well elements of recovery were implemented. Staff and MDOs rated all elements of recovery as at least moderately important (above median value). The implications of the recovery philosophy in forensic mental health services are discussed.

The assignment is to design a plan that aligns patient satisfaction scores with quality care metrics. The instructor’s manual (IM) introduces models for designing and implementing a strategic plan to approach the quality improvement process.

This is a field research case. The author(s) had access to the Chief Operating Officer (COO) and other members of the management team, meeting with them on numerous occasions. Cleveland Clinic Florida (CCF) provided the data included in the appendices. Additionally, relevant hospital data, also included in the appendices, is required to be made public on Centers for Medicare and Medicaid Services (CMS) databases. Accordingly, all data and information are provided by original sources.

Osmel “Ozzie” Delgado, MBA and COO of CCF was faced with a dilemma. Under the new CMS reimbursement formula, patient satisfaction survey scores directly impacted hospital reimbursement. However, the CCF patient satisfaction surveys revealed some very unhappy patients. Delgado pondered these results that really made no sense to him because CCF received the highest national and state rankings for its clinical quality at the same time. Clearly, patients were receiving the best medical care, but they were still unhappy. Leaning back in his chair, Delgado shook his head and wondered incredulously how one of the most famous hospitals in the world could deliver such great care but receive negative patient feedback on CMS surveys. What was going wrong and how was the hospital going to fix it?

This case is designed for graduate Master’s in Business Administration (MBA), Master’s in Health Sciences Administration (MHSA) and/or Public Health (PA) audiences. While a healthcare concentration is useful, the case raises the generic business problems of satisfying the customer to increase brand recognition in the marketplace and displacing competition to increase annual revenues. Indeed, the same analysis can be applied in other heavily regulated industries also suffering from a change in liquidity and growth occasioned by regulatory change.

To provide a conceptual document to generate discussion on the subject of licensed aircraft engineer training.

To identify the problems both in the private sector and in the education sector with regards to engineer training and to utilise the strengths of both to provide a solution.

This paper highlights the current growth of the aviation sector and the continuing skills gap. It identifies the problems to industry of legislation changes with regards to training. Identifies the problems to the education sector of high start up costs for aircraft licensed engineer training. Provides a solution to training which makes best use of the strengths of industry and education within existing legislative restrictions.

Based on experience and many discussions with the private and education sector and with regards to the particular problems currently being faced by those wanting to enter the aircraft maintenance sector.

It is hoped this document will generate a lively debate between the private and public sector.

This paper fulfils an identified training need and offers a practical solution to overcome a national skills shortage.

At the beginning of 2010, new higher education legislation was enacted in Finland. As a result, 17 state universities were consolidated into three newly formed and autonomous universities. This chapter describes the merger process of the libraries in these new universities, namely Aalto University, University of Eastern Finland, and the University of Turku. Using a case study approach, the chapter describes different aspects of the merger process, particularly how to manage cultural change in formerly independent libraries into a single new organization, as well as how to define the new structures and alter directives for management, leaving the past behind. Although this is based on Finnish experiences, it is helpful for other libraries considering or engaged in similar mergers by giving examples and tools for the actions needed for new structures to succeed. Also described are the challenges that the three libraries met in introducing innovations, the necessity for broad communication, and marketing of the new structures within their respective universities. Also included is a brief background description of the overall impact of the new legislation on universities as a whole. Higher education in Finland encompasses polytechnic institutes and universities. This chapter addresses library mergers only in universities.

The purpose of this paper is to examine the impact of a loss of face on the psychological well-being of frontline employees (FLEs) in an Eastern cultural context (Thailand) when subjected to customer aggression. Importantly, it adopts a contingency approach and examines moderating effects by which social status, a “customer is always right” organisational philosophy and a public/private context impact the nature of the association between customer aggression and loss of face. Finally, it examines the moderating effect of regulation of emotion on the association between loss of face on psychological well-being.

A survey, administered to 319 FLEs in retail stores in Thailand, asked them to recall a recent experience dealing with customer aggression. The data were analysed using structural equation modelling and a moderator regression.

Customer aggression expressions are associated with FLEs’ loss of face, which in turn affects FLEs’ emotional exhaustion and anxiety. FLEs social status and a “customer is always right” organisational philosophy moderate the association between customer aggression and loss of face, and FLEs’ loss of face is greater when their physical well-being is threatened publicly rather than in private. In addition, regulation of emotion was found to increase the negative impact of loss of face on emotional exhaustion.

The way FLEs respond to customer aggression during service encounters, as well as the FLEs’ status and the context, can intensify their loss of face and psychological well-being. This has implications for the extent to which organisations impose a “customer is always right” dictum on FLE, as well as the need for counselling and peer support immediately following customer aggression incidents.

This study is the first to investigate the moderating effects of social status, a “customer is always right” philosophy and public/private context on the expression of customer aggression and FLEs’ accompanying loss of face. In other words, rather than simply examining what causes face loss, the authors shift the focus from the “Is” question to “When” – i.e., under what contingency condition is there more or less face loss?