The Experts below are selected from a list of 9642 Experts worldwide ranked by ideXlab platform

Jiju Antony - One of the best experts on this subject based on the ideXlab platform.

  • readiness factors for the lean six sigma journey in the higher education sector
    International Journal of Productivity and Performance Management, 2014
    Co-Authors: Jiju Antony
    Abstract:

    Purpose – The purpose of this paper is to reveal the readiness factors (RFs) which are required for the successful introduction and development of a Lean Six Sigma (LSS) initiative within the context of higher education (HE) sector. These RFs are a pre-requisite for the successful implementation, deployment and sustainability of LSS in higher education institutions (HEIs). Design/methodology/approach – The author uses secondary data from literature to justify the need for RFs before any HEI invests on continuous improvement (CI) methodologies such as LSS. The author would argue that these RFs must be assessed properly to understand the strengths and weaknesses of the HEI. Findings – The paper presents the RFs which are essential for the implementation and sustainability of LSS. It is important to note that RFs are prior to embarking on a CI initiative whereas success factors are determined once the Senior Management Team decides to invest on a specific CI initiative (Lean, LSS, etc.) Research limitations/...

  • readiness factors for the lean six sigma journey in the higher education sector
    International Journal of Productivity and Performance Management, 2014
    Co-Authors: Jiju Antony
    Abstract:

    Purpose - – The purpose of this paper is to reveal the readiness factors (RFs) which are required for the successful introduction and development of a Lean Six Sigma (LSS) initiative within the context of higher education (HE) sector. These RFs are a pre-requisite for the successful implementation, deployment and sustainability of LSS in higher education institutions (HEIs). Design/methodology/approach - – The author uses secondary data from literature to justify the need for RFs before any HEI invests on continuous improvement (CI) methodologies such as LSS. The author would argue that these RFs must be assessed properly to understand the strengths and weaknesses of the HEI. Findings - – The paper presents the RFs which are essential for the implementation and sustainability of LSS. It is important to note that RFs are prior to embarking on a CI initiative whereas success factors are determined once the Senior Management Team decides to invest on a specific CI initiative (Lean, LSS, etc.) Research limitations/implications - – This is a very theoretical paper based on the existing literature and authors’ experiences in the HE sector. The next stage of the research is to carry out empirical studies in a number of HEIs to determine the RFs for LSS as a business process improvement methodology. Originality/value - – This paper makes an attempt to derive the RFs for the successful development of LSS in the HE sector from the current literature. The RFs would assist any HE sector who would like to launch a LSS journey for improving the efficiency and effectiveness of business processes across the business.

Huw Davies - One of the best experts on this subject based on the ideXlab platform.

  • the relationship between organizational culture and performance in acute hospitals
    Social Science & Medicine, 2013
    Co-Authors: Rowena Jacobs, Huw Davies, Russell Mannion, Stephen Harrison, Fred Konteh, Kieran Walshe
    Abstract:

    This paper examines the relationship between Senior Management Team culture and organizational performance in English acute hospitals (NHS Trusts) over three time periods between 2001/2002 and 2007/2008. We use a validated culture rating instrument, the Competing Values Framework, to measure Senior Management Team culture. Organizational performance is assessed using a wide range of routinely collected indicators. We examine the associations between organizational culture and performance using ordered probit and multinomial logit models. We find that organizational culture varies across hospitals and over time, and this variation is at least in part associated in consistent and predictable ways with a variety of organizational characteristics and routine measures of performance. Moreover, hospitals are moving towards more competitive culture archetypes which mirror the current policy context, though with a stronger blend of cultures. The study provides evidence for a relationship between culture and performance in hospital settings.

  • exploring the relationship between Senior Management Team culture and hospital performance
    Medical Care Research and Review, 2007
    Co-Authors: Huw Davies, Russell Mannion, Rowena Jacobs, Alison Powell, Martin Marshall
    Abstract:

    The purpose of this study was to explore relationships between Senior Management Team culture and organizational performance in English hospital organizations (NHS trusts [National Health Service]). We used an established culture-rating instrument, the Competing Values Framework, to assess Senior Management Team culture. Organizational performance was assessed using a wide variety of routinely collected measures. Data were gathered from all English NHS acute hospital trusts, a total of 197 organizations. Multivariate econometric analyses were used to explore the associations between measures of culture and measures of performance using regressions, ANOVA, multinomial logit, and ordered probit. Organizational culture varied across hospital organizations, and at least some of this variation was associated in consistent and predictable ways with a variety of organizational characteristics and measures of performance. The findings provide particular support for a contingent relationship between culture and performance.

Rowena Jacobs - One of the best experts on this subject based on the ideXlab platform.

  • the relationship between organizational culture and performance in acute hospitals
    Social Science & Medicine, 2013
    Co-Authors: Rowena Jacobs, Huw Davies, Russell Mannion, Stephen Harrison, Fred Konteh, Kieran Walshe
    Abstract:

    This paper examines the relationship between Senior Management Team culture and organizational performance in English acute hospitals (NHS Trusts) over three time periods between 2001/2002 and 2007/2008. We use a validated culture rating instrument, the Competing Values Framework, to measure Senior Management Team culture. Organizational performance is assessed using a wide range of routinely collected indicators. We examine the associations between organizational culture and performance using ordered probit and multinomial logit models. We find that organizational culture varies across hospitals and over time, and this variation is at least in part associated in consistent and predictable ways with a variety of organizational characteristics and routine measures of performance. Moreover, hospitals are moving towards more competitive culture archetypes which mirror the current policy context, though with a stronger blend of cultures. The study provides evidence for a relationship between culture and performance in hospital settings.

  • exploring the relationship between Senior Management Team culture and hospital performance
    Medical Care Research and Review, 2007
    Co-Authors: Huw Davies, Russell Mannion, Rowena Jacobs, Alison Powell, Martin Marshall
    Abstract:

    The purpose of this study was to explore relationships between Senior Management Team culture and organizational performance in English hospital organizations (NHS trusts [National Health Service]). We used an established culture-rating instrument, the Competing Values Framework, to assess Senior Management Team culture. Organizational performance was assessed using a wide variety of routinely collected measures. Data were gathered from all English NHS acute hospital trusts, a total of 197 organizations. Multivariate econometric analyses were used to explore the associations between measures of culture and measures of performance using regressions, ANOVA, multinomial logit, and ordered probit. Organizational culture varied across hospital organizations, and at least some of this variation was associated in consistent and predictable ways with a variety of organizational characteristics and measures of performance. The findings provide particular support for a contingent relationship between culture and performance.

Jeremy M Grimshaw - One of the best experts on this subject based on the ideXlab platform.

  • what supports do health system organizations have in place to facilitate evidence informed decision making a qualitative study
    Implementation Science, 2013
    Co-Authors: Moriah E Ellen, John N Lavis, Gregory Leon, Gisele Bouchard, Mathieu Ouimet, Jeremy M Grimshaw
    Abstract:

    Background: Decisions regarding health systems are sometimes made without the input of timely and reliable evidence, leading to less than optimal health outcomes. Healthcare organizations can implement tools and infrastructures to support the use of research evidence to inform decision-making. Objectives: The purpose of this study was to profile the supports and instruments (i.e., programs, interventions, instruments or tools) that healthcare organizations currently have in place and which ones were perceived to facilitate evidence-informed decision-making. Methods: In-depth semi-structured telephone interviews were conducted with individuals in three different types of positions (i.e., a Senior Management Team member, a library manager, and a ‘knowledge broker’) in three types of healthcare organizations (i.e., regional health authorities, hospitals and primary care practices) in two Canadian provinces (i.e., Ontario and Quebec). The interviews were taped, transcribed, and then analyzed thematically using NVivo 9 qualitative data analysis software. Results: A total of 57 interviews were conducted in 25 organizations in Ontario and Quebec. The main findings suggest that, for the healthcare organizations that participated in this study, the following supports facilitate evidence-informed decision-making: facilitating roles that actively promote research use within the organization; establishing ties to researchers and opinion leaders outside the organization; a technical infrastructure that provides access to research evidence, such as databases; and provision and participation in training programs to enhance staff’s capacity building. Conclusions: This study identified the need for having a receptive climate, which laid the foundation for the implementation of other tangible initiatives and supported the use of research in decision-making. This study adds to the literature on organizational efforts that can increase the use of research evidence in decision-making. Some of the identified supports may increase the use of research evidence by decision-makers, which may then lead to more informed decisions, and hopefully to a strengthened health system and improved health.

  • determining research knowledge infrastructure for healthcare systems a qualitative study
    Implementation Science, 2011
    Co-Authors: Moriah Ellen, John N Lavis, Mathieu Ouimet, Jeremy M Grimshaw, Pierreolivier Bedard
    Abstract:

    This study examines research knowledge infrastructures (RKIs) found in health systems. An RKI is defined as any instrument (i.e., programs, interventions, tools) implemented in order to facilitate access, dissemination, exchange, and/or use of evidence in healthcare organisations. Based on an environmental scan (17 key informant interviews) and scoping review (26 studies), we found support for a framework that we developed that outlines components that a health system can have in its RKI. The broad domains are climate for research use, research production, activities used to link research to action, and evaluation. The objective of the current study is to profile the RKI of three types of health system organisations--regional health authorities, primary care practices, and hospitals--in two Canadian provinces to determine the current mix of components these organisations have in their RKI, their experience with these components, and their views about future RKI initiatives. This study will include semistructured telephone interviews with a purposive sample region of a Senior Management Team member, library/resource centre manager, and a 'knowledge broker' in three regional health authorities, five or six purposively sampled hospitals, and five or six primary care practices in Ontario and Quebec, for a maximum of 71 interviewees. The interviews will explore (a) which RKI components have proven helpful, (b) barriers and facilitators in implementing RKI components, and (c) views about next steps in further development of RKIs. This is the first qualitative examination of potential RKI efforts that can increase the use of research evidence in health system decision making. We anticipate being able to identify broadly applicable insights about important next steps in building effective RKIs. Some of the identified RKI components may increase the use of research evidence by decision makers, which may then lead to more informed decisions.

Martin Marshall - One of the best experts on this subject based on the ideXlab platform.

  • exploring the relationship between Senior Management Team culture and hospital performance
    Medical Care Research and Review, 2007
    Co-Authors: Huw Davies, Russell Mannion, Rowena Jacobs, Alison Powell, Martin Marshall
    Abstract:

    The purpose of this study was to explore relationships between Senior Management Team culture and organizational performance in English hospital organizations (NHS trusts [National Health Service]). We used an established culture-rating instrument, the Competing Values Framework, to assess Senior Management Team culture. Organizational performance was assessed using a wide variety of routinely collected measures. Data were gathered from all English NHS acute hospital trusts, a total of 197 organizations. Multivariate econometric analyses were used to explore the associations between measures of culture and measures of performance using regressions, ANOVA, multinomial logit, and ordered probit. Organizational culture varied across hospital organizations, and at least some of this variation was associated in consistent and predictable ways with a variety of organizational characteristics and measures of performance. The findings provide particular support for a contingent relationship between culture and performance.