scholarly journals 120 Implementation of a hysteroscopy user group at southmead hospital, North Bristol NHS trust to enable sustainable effective change

2020 ◽  
Author(s):  
Rowena Sharma ◽  
Hajeb Kamali ◽  
Laura Kelsey ◽  
Sophie Kenyon
Keyword(s):  
User Group ◽  
Effective Change ◽  
Southmead Hospital

Multimedia: Myths and Realities

2013 ◽  
Author(s):  
Andy Large ◽  
Jamshid Behesti ◽  
Alain Breuleux ◽  
Andre Renaud
Keyword(s):  
Educational Context ◽  
User Group ◽  
Information Industry ◽  
Primary School Students ◽  
School Students ◽  
Still Images ◽  
Information Product ◽  
Mcgill University ◽  
The Impact

From the 1994 CAIS Conference: The Information Industry in Transition McGill University, Montreal, Quebec. May 25 - 27, 1994.Multimedia products are now widely available on a variety of platforms, and there is a widespread assumption that the addition of still images, animation and sound to text will enhance any information product. The research reported in this paper investigates such claims for multimedia in an educational context and for a specific user group: grad-six primary school students. The students' ability to recall, make inferences from, and comprehend articles presented to them in print, as text on screen, and in mutlimedia format has been mesured. The findings to date suggest that the impact of multimedia is subtle, and that generalisations about the effectiveness of multimedia, at least with children in an educational context, should be employed cautionously. The long-term goal is to identify design criteria which can be employed in the production of multimedia products for schools.

Auditors' and Investors' Perceptions of the “Expectation Gap”

2001 ◽  
Vol 15 (4) ◽  
pp. 345-358 ◽  
Author(s):  
John E. McEnroe ◽  
Stanley C. Martens
Keyword(s):  
Empirical Studies ◽  
Primary User ◽  
Financial Statement ◽  
User Group ◽  
Accounting Profession ◽  
The Public ◽  
Government Accounting ◽  
Expectation Gap ◽  
The Difference

The auditing “expectation gap” refers to the difference between (1) what the public and other financial statement users perceive auditors' responsibilities to be and (2) what auditors believe their responsibilities entail. The notion of this divergence receives much attention in the accounting literature (i.e., Commission on Auditors' Responsibilities 1978; Guy and Sullivan 1988; AICPA 1993; U.S. Government Accounting Office 1996). Although prior empirical studies encompass certain expectations associated with a range of audit services, these papers often involve the opinions of bankers as the primary user group employed in the research (Nair and Rittenberg 1987; Lowe and Pany 1995). In contrast, this study extends the prior research by directly comparing audit partners' and investors' perceptions of auditors' responsibilities involving various dimensions of the attest function. We conducted the study to determine if an expectation gap currently exists and we find that it does; investors have higher expectations for various facets and/or assurances of the audit than do auditors. Our findings serve as evidence that the accounting profession should engage in appropriate measures to reduce this expectation gap.

Leadership and Strategic Change under Ambiguity

1996 ◽  
Vol 17 (4) ◽  
pp. 673-699 ◽  
Author(s):  
Jean-Louis Denis ◽  
Ann Langley ◽  
Linda Cazale ◽  
Jean-Louis Denis ◽  
Linda Cazale ◽  
...  
Keyword(s):  
Strategic Change ◽  
Collaborative Leadership ◽  
Radical Change ◽  
Leadership Roles ◽  
Linear Pattern ◽  
Effective Change ◽  
Leadership Group ◽  
Political Realignment ◽  
University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

scholarly journals Power allocation and temporal fair user group scheduling for downlink NOMA

2021 ◽  
Author(s):  
Eray Erturk ◽  
Ozlem Yildiz ◽  
Shahram Shahsavari ◽  
Nail Akar
Keyword(s):  
Power Allocation ◽  
Group Scheduling ◽  
User Group

scholarly journals Clinical implementation of a 3D4K-exoscope (Orbeye) in microneurosurgery

2021 ◽  
Author(s):  
Judith Rösler ◽  
Stefan Georgiev ◽  
Anna L. Roethe ◽  
Denny Chakkalakal ◽  
Güliz Acker ◽  
...  
Keyword(s):  
User Satisfaction ◽  
Mixed Model ◽  
Linear Mixed Model ◽  
Intraoperative Complications ◽  
Rank Test ◽  
User Group ◽  
Clinical Implementation ◽  
Physical Strain ◽  
Conventional Microscope ◽  
The Impact

AbstractExoscopic surgery promises alleviation of physical strain, improved intraoperative visualization and facilitation of the clinical workflow. In this prospective observational study, we investigate the clinical usability of a novel 3D4K-exoscope in routine neurosurgical interventions. Questionnaires on the use of the exoscope were carried out. Exemplary cases were additionally video-documented. All participating neurosurgeons (n = 10) received initial device training. Changing to a conventional microscope was possible at all times. A linear mixed model was used to analyse the impact of time on the switchover rate. For further analysis, we dichotomized the surgeons in a frequent (n = 1) and an infrequent (n = 9) user group. A one-sample Wilcoxon signed rank test was used to evaluate, if the number of surgeries differed between the two groups. Thirty-nine operations were included. No intraoperative complications occurred. In 69.2% of the procedures, the surgeon switched to the conventional microscope. While during the first half of the study the conversion rate was 90%, it decreased to 52.6% in the second half (p = 0.003). The number of interventions between the frequent and the infrequent user group differed significantly (p = 0.007). Main reasons for switching to ocular-based surgery were impaired hand–eye coordination and poor depth perception. The exoscope investigated in this study can be easily integrated in established neurosurgical workflows. Surgical ergonomics improved compared to standard microsurgical setups. Excellent image quality and precise control of the camera added to overall user satisfaction. For experienced surgeons, the incentive to switch from ocular-based to exoscopic surgery greatly varies.

You'll never share alone: Analyzing carsharing user group behavior

2021 ◽  
Vol 93 ◽  
pp. 102754
Author(s):  
Felix Baumgarte ◽  
Tobias Brandt ◽  
Robert Keller ◽  
Felix Röhrich ◽  
Lukas Schmidt
Keyword(s):  
Group Behavior ◽  
User Group

Exploring User Information Needs in Online Pet Adoption Profiles

2020 ◽  
Vol 64 (1) ◽  
pp. 1308-1312
Author(s):  
Zoe M. Becerra ◽  
Sweta Parmar ◽  
Keenan May ◽  
Rachel E. Stuck
Keyword(s):  
Information Needs ◽  
Online Shopping ◽  
Physical Characteristics ◽  
User Needs ◽  
User Group ◽  
Animal Shelters ◽  
Types Of Information ◽  
The Right ◽  
And Behavior ◽  
Level Of Importance

With the increase of online shopping, animal shelters can use websites to allow potential adopters to view adoptable animals and increase the number of adoptions. However, little research has evaluated the information needs of this user group. This study conducted a user needs analysis to determine the types of information potential adopters want when searching for a new pet, specifically a cat or dog. Twenty-six participants ranked different behavioral and physical characteristics based on the level of importance and identified their top five overall characteristics. In general, cat adopters ranked the cat’s personality and behavior to be very important and dog adopters found physical characteristics highly important. This study shows the importance of understanding potential adopters’ needs to provide relevant and valued information on online pet adoption profiles. The recommendations and insights can be used to develop pet profiles that meet adopters’ needs and help adopters find the right pet.

Beyond the status quo – setting the agenda for effective change

2017 ◽  
Vol 46 (3) ◽  
pp. 511-529 ◽  
Author(s):  
Allan R Morrison
Keyword(s):  
Work Environment ◽  
School Environment ◽  
Mixed Methods Research ◽  
School Change ◽  
International School ◽  
Educational Environment ◽  
Status Quo ◽  
Leadership Characteristics ◽  
Effective Change ◽  
The Status

In today’s competitive and rapidly evolving educational environment, the ability to implement appropriate and effective change is of critical importance to an international school’s ongoing success. This study examines leadership characteristics and styles that support the development and forward momentum of a change agenda within the context of an international school environment. Results from a mixed methods research design found that the leadership characteristics most frequently linked to effective change included: (i) being visionary; (ii) being committed to school/staff; and (iii) creating a collegial/supportive work environment. The paper analyzes these and other results through the lenses of: (i) setting directions; (ii) developing people; and (iii) developing the organization. Findings specific to the international school situation are also presented. Finally, suggestions for developing a framework for an international school ‘change management’ paradigm are presented.

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