South Australian Divisions of General Practice supporting diabetes care: insights from reporting data

2010 ◽  
Vol 16 (1) ◽  
pp. 60 ◽  
Author(s):  
Cecilia Moretti ◽  
Elizabeth Kalucy ◽  
Ann-Louise Hordacre ◽  
Sara Howard

The study used public reporting data supplied by the South Australian Divisions of General Practice to examine their role and significance in supporting diabetes care in general practice. Data sources included the Annual Survey of Divisions 2002–07, and Divisions 12-month reports against National Performance Indicators for 2006–07. Results showed that Divisions combine collaboration, practice support and GP education approaches to support optimal diabetes care within general practice. Divisions commonly described their collaborative achievements in terms of connecting general practice with other diabetes providers, services, information and resources. Practice support and educational activities, which were highly interrelated, often focussed on strengthening use of chronic disease Medical Benefit Schedule items, practice nurse roles and computer and information management systems. In this way, Divisions strengthened primary care team functioning to achieve good communication and consistent standards of care between team members. Divisions detailed a range of strategies that worked well in delivering these practice-level outcomes, with implications for wider Network learning and development. These publicly available data sources provide scope for decision makers and researchers to explore other aspects of Divisions’ roles and performance.

2017 ◽  
Vol 21 (4) ◽  
pp. 646-668 ◽  
Author(s):  
Benjamin Haarhaus

Shared satisfaction in teams is crucial for team functioning and performance. However, it is still unclear how and why team members’ job satisfaction transforms into a shared team property. Based on affective events theory, I test hypotheses about situational, dispositional, and social antecedents of satisfaction homogeneity with a comprehensive model. Path analyses based on data from 415 team members working in 110 teams suggest that job satisfaction homogeneity primarily depends on characteristics of the working environment. Experiencing similar affective job events increased the likelihood of shared satisfaction by inducing shared affect. Team members’ personality traits (core self-evaluations) had indirect and small effects on satisfaction homogeneity. Unlike earlier studies, there was no evidence that social interaction leads to agreement in job satisfaction. Additionally, I partly replicated the finding that satisfaction homogeneity moderates the team-level satisfaction–team performance relationship.


2020 ◽  
Vol 45 (2) ◽  
pp. 219-251
Author(s):  
Hayley M. Trainer ◽  
Justin M. Jones ◽  
Jacob G. Pendergraft ◽  
Cynthia K. Maupin ◽  
Dorothy R. Carter

Driven by views of teams as dynamic systems with permeable boundaries, scholars are increasingly seeking to better understand how team membership changes (i.e., team members joining and/or leaving) shape the functioning and performance of organizational teams. However, empirical studies of team membership change appear to be progressing in three largely independent directions as researchers consider: (a) how newcomers impact and are impacted by the teams they join; (b) how teams adapt to member departures; or (c) how teams function under conditions of high membership fluidity, with little theoretical integration or consensus across these three areas. To accelerate an integrative stream of research on team membership change, we advance a conceptual framework which depicts each team membership change as a discrete team-level “event” which shapes team functioning to the extent to which it is “novel,” “disruptive,” and “critical” for the team. We use this framework to guide our review and synthesis of empirical studies of team membership change published over the past 20 years. Our review reveals numerous factors, across conceptual levels of the organization, that determine the strength (i.e., novelty, disruptiveness, criticality) of a team membership change event and, consequently, its impact on team functioning and performance. In closing, we provide propositions for future research that integrate a multilevel, event-based perspective of team membership change and demonstrate how team membership change events may impact organizational systems over time and across levels of observation.


2019 ◽  
Vol 50 (4) ◽  
pp. 443-457 ◽  
Author(s):  
Shayna A. Rusticus ◽  
Brandon J. Justus

We compared student- and teacher-formed teams on aspects of group dynamics, satisfaction, and performance. Two sections of an introductory psychology research methods course were randomly assigned to either student-formed or teacher-formed teams. We conducted t tests on 10 measures related to group dynamics, satisfaction, and success. Academic performance and group work contribution were the only measures found to be statistically different, with the student-formed teams scoring higher than the teacher-formed teams. Follow-up individual interviews or focus groups conducted with 13 students suggested a slight preference for the teacher-formed method because it was transparent and eliminated the stress of having to choose one’s team members. We further recommend this method because of its simplicity and closer approximation to real-world scenarios. Several factors identified as being important for effective team functioning, regardless of group formation method, are also discussed.


Author(s):  
Martin Fijneman ◽  
Arne Matthyssen ◽  
Robert Plat

J-CDS and IHC Merwede have set up a programme to perform a hands-on introductory Concurrent Design (CD) Lite™ activity on a relevant subject. The goal of this CD Lite™ activity is to convey a first idea of the CD methodology to a selected team of IHC engineers. This activity will be evaluated to assess the potential and applicability of the full Concurrent Design methodology at IHC Merwede. Concurrent Design is a methodology for the early design phases. With a multidisciplinary team of stakeholders the design work is done in collocated sessions. The strong points of Concurrent Design are creating an integrated design in the form of parameters and enabling good communication and exchange of information between team members, including the customer. An activity consists of several clear phases: preparation, the collocated design sessions, followed by a reporting phase. The CD Lite™ activity consists of a preparation and two full days of sessions. The central questions for the sessions is to assess the scalability of two current trencher systems, a plough and a mechanical trencher, to cope with higher demands and requirements, most notably an increased target depth of the trench. The design is driven by reliability, availability and performance. In the sessions, the design team worked out two design options in three iterations and made comparisons between these to see in how far they are able to meet the requirements. The goal was achieved to provide some answers related to the trencher system questions for 2 options by performing 3 iterations per option. The main goal was achieved, i.e. in the short time of preparation and 2 days of sessions the CDLite™ experience has given the first insight to the design team and part of the management of IHC Merwede of the potential of Concurrent Design. The team members were positive about the CD methodology and the process. Positive remarks were given on the structured and transparent way of cooperation and the fast interaction that is possible with CD. The face to face communication was found very valuable. Having a team of experts in the room was perceived to be beneficial for the decision process. These experts can give a direct response to issues or problems, giving an insight on the impact of their decisions. Through working on a central database, it becomes clear what the relevant parameters in a design are in a design cycle. This approach is expected to improve the design process at IHC Merwede, especially in the field of innovative product developments that continue to push back the technical limitations in the maritime sector.


Buildings ◽  
2019 ◽  
Vol 9 (5) ◽  
pp. 114 ◽  
Author(s):  
Mariangela Zanni ◽  
Tim Sharpe ◽  
Philipp Lammers ◽  
Leo Arnold ◽  
James Pickard

A common barrier to achieving design intent is the absence of comprehensive information about operational performance during design development. This results in uninformed decision-making which impacts on actual building performance, in particular Whole Life Costs (WLC). It is proposed that Building Information Modelling (BIM) has the potential to facilitate a more comprehensive and accurate design approach from the initial stages if the model can utilize reliable and robust cost and performance data from buildings in use. This paper describes the initial findings of a research project that has investigated the integration of WLC estimation into BIM processes. The study focusses specifically on the rapidly emerging Private Rental Sector (PRS) as the build-to-rent market has repeatable tasks and similar workflow patterns, roles and responsibilities, but impacts of WLC can significantly influence the business model. The study adopted a mixed method approach for the development and validation of a structured standardized process for timely WLC estimation through BIM. The research identified a number of barriers. These included varying definitions of WLC calculation methodologies; the availability and standards of data sources, in particular, the misalignment of coding systems for identification and classification of components at various levels of development, proprietary ownership of data, lack of knowledge and skills in team members to produce and/or utilize data sources, and limitations of software. However, the research proposes that these may be addressed by a reverse-engineered systematic process that uses the Integrated DEFinition (IDEF) 3 structured diagramming modelling technique that can be incorporated into a software model and has developed a model for a systematic approach for BIM-enabled WLC assessment based on CE principles which would include access to live data streams from completed buildings. The paper describes this model development which has the potential to enhance BIM lifecycle management through an augmented decision-making approach that is integral to the natural design development process.


2018 ◽  
Vol 45 (7) ◽  
pp. 2891-2919 ◽  
Author(s):  
Erich C. Dierdorff ◽  
David M. Fisher ◽  
Robert S. Rubin

We integrate research on team functioning with that of self-awareness to advance the notion of self-awareness in teams as an important concept to consider when diagnosing team effectiveness. We argue that teams composed of individuals with greater levels of self-awareness will exhibit more effective team-level functioning and performance. This proposition was explored by examining the effects of self-other agreement with regard to individual-level contributions of teamwork behavior on three team-level functional outcomes (team coordination, conflict, cohesion) and team performance. Results from 515 teams (2,658 individuals) completing a high-fidelity team-based business simulation supported the effects of aggregate levels of self-awareness on team-level functioning and performance. Moreover, these effects were influential above and beyond individual contributions themselves, highlighting the unique value of team members’ self-awareness for understanding team functioning. Of the three functional outcomes, only team conflict mediated the effects of self-awareness in teams on subsequent team-level performance. Finally, results revealed that overrating among team members was a particularly problematic form of the lack of self-awareness in teams.


2020 ◽  
Vol 6 (3) ◽  
pp. 175-194 ◽  
Author(s):  
Franziska Jungmann ◽  
Jürgen Wegge ◽  
Susanne C Liebermann ◽  
Birgit C Ries ◽  
Klaus-Helmut Schmidt

Abstract The ongoing demographic change in most European countries increases the proportion of older employees and the prevalence of age diversity in work groups. As the diversity literature supports theories predicting negative effects of age diversity in teams, practical interest is growing how to influence these groups to perform at their best. In this article, we present a model of productivity in age-diverse teams, which we used as the platform for conceptualizing a new training for leaders. The training aims at improving attitudes toward older employees, appreciation of team diversity, and performance in age-diverse teams. We evaluated this training in a public administration in Germany with a training–waiting control group design (47 leaders, 221 employees) including a follow-up measure after 1 year. Results revealed that the training increased appreciation of age diversity and reduced age stereotypes in leaders. Team members’ ratings of age stereotypes and conflicts were also positively influenced, in particular for younger team members who suffer most from working in age-diverse teams. Thus, the newly developed training is a recommendable intervention for leaders of age-diverse teams.


Author(s):  
Serghei Musaji ◽  
Julio De Castro

Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.


2021 ◽  
Vol 29 (Supplement_1) ◽  
pp. i40-i41
Author(s):  
A Hindi ◽  
S Willis ◽  
S Jacobs ◽  
E Schafheutle

Abstract Introduction In 2019/2020, the Pharmacy Integration Fund commissioned delivery of cross-sector pre-registration pharmacist training incorporating 3–6 month placements in general practice (GP). GP placements were managed by Health Education England (HEE) and organised as one (or more) blocks, or as spilt weeks/days across base sector (hospital/community) and GP. Trainees had a pharmacist tutor at base and in GP. Aim to evaluate the implementation of cross-sector pre-registration pharmacy placements in GP in England, and to identify barriers and enablers of a successful placement. Methods A qualitative approach was taken, with case study sites purposively sampled for maximum variation: pharmacy base (hospital/community), number of pre-registration pharmacist trainees in base doing GP placement, length of GP placement, organisation of GP placement and geographical location. With consent, trainees and tutors identified as meeting sampling criteria were emailed invitation letters and participant information sheets. Where the trainee and their tutor(s) agreed to participate, semi-structured telephone interviews were conducted January - July 2020. Questions developed from literature(1, 2) and the HEE handbook were tailored to understanding trainees’ and tutors’ views on the implementation of pre-registration pharmacist placements in GP, including benefits, unintended consequences and impacts. Thematic analysis across sites was undertaken with a focus on exploring inter and intra group themes. Results Thirty-four interviews were completed in 11 study sites (5 GP/hospital; 6 GP/community pharmacy). Trainees and tutors considered GP placements had been successful. Contributing factors were: placement planning (induction, contingency arrangements for cover should GP tutor be unavailable); tutors working together (good communication and collaboration); GP tutor support (regular contact, reflection; identifying learning needs; opportunities for learning); integration of GP placements within training year (specific learning/training activities at base during GP placement); and GP tutors having backing of their organisation to supervise effectively. A lack of these impacted negatively. Trainees completed a wide spectrum of activities and gradually moved from administrative to clinical tasks. They built up confidence to undertake patient-facing activities, with more direct supervision at the beginning moving to indirect supervision using debriefing. Thirteen weeks in GP was considered an appropriate minimum duration by all trainees and tutors; those based in community felt that 26 weeks in GP provided more opportunities for clinical and consultation skills learning. Cross-sector experience facilitated a better understanding of patient pathways and the importance of holistic patient care. All trainees considered working in GP in future but highlighted the lack of a cross-sector GP foundation programme. Base tutors felt the time commitment was comparable to single sector placements. Base and GP tutors felt that a clear set of competencies for GP placements and a broader governance framework would ensure standards and consistency. Conclusion This is the first national evaluation of cross-sector pre-registration pharmacists in general practice placements in England. Sampling as case studies enabled data triangulation and generated a multi-faceted understanding on factors impacting GP placements. A key limitation was the volunteer bias associated with recruitment. Key attributes of a successful pre-registration cross-sector training experience are highlighted and can inform policy reforms including change from pre-registration to foundation year training. References 1. Gray N. Review of Experience of Pre-registration Pharmacist Placements in the General Practice Setting – Final Report. 2019. 2. Jee SD, Schafheutle EI, Noyce PR. Is pharmacist pre-registration training equitable and robust? Higher Education, Skills and Work-Based Learning. 2019;9(3):347–58.


Sign in / Sign up

Export Citation Format

Share Document