Forming an Affiliation Between Two Culturally Different Academic Institutions of Nursing Studies

Introduction This article describes the association of two culturally different institutions opening a joint Bachelor of Science in Nursing (BSN) program for ultra-Orthodox Jewish (Haredi) women in order to enable them to find jobs due to changes in their society and increasing global demand for nurses in the labor market. The objective of this description is to illustrate the efforts and changes needed to facilitate the affiliation of two culturally and ideologically different organizations and the implications and conclusions of such a program. Methods The study is based on interviews with past administrators, a review of the literature, and supporting institution documents. Conclusions A joint nursing academic program was founded by two culturally different educational institutions for the ultra-Orthodox Jewish women population. Creating a culturally sensitive nursing academic program helped ultra-Orthodox women acquire an academic profession which enabled their integration into the academic professional's work world and add more nurses to the labor market. The authors reviewed the efforts and changes needed to facilitate the affiliation of two culturally and ideologically different organizations based on the Bolman and Deal four frames model.

Clinical physiotherapists’ experiences of leadership in physiotherapy in Ireland

BackgroundPrevious studies indicated that physiotherapy managers and clinical specialists perceive themselves to be most effective at demonstrating leadership capabilities associated with the human resource and structural frames.AimTo investigate physiotherapists’ perceptions of the leadership capabilities of physiotherapy management in their workplace.MethodsA quantitative study was performed using a paper-based survey with a purposive sample of physiotherapists. The survey asked participants to rate 24 leadership capabilities on two questions: ‘How important are these capabilities for physiotherapy management to demonstrate?’ and ‘How effective is physiotherapy management in your workplace at demonstrating these capabilities?’ The leadership capabilities were derived from the leadership framework of Bolman and Deal.ResultsThe response rate was 55% (n=303). The Friedman test indicated that there was a significant difference in the ratings of importance of the leadership capabilities across the frames (X2(3)=9.362, P=0.025). Post-hoc analysis demonstrated that the symbolic leadership capabilities were rated more highly for importance than the structural leadership capabilities (Z=−2.640, P=0.008). There was also a significant difference in the ratings of effectiveness on the leadership capabilities across the frames (X2(3)=78.022, P<0.001). Physiotherapy management were rated as most effective at demonstrating structural and political frame capabilities and least effective on symbolic frame capabilities.ConclusionsThere is a discrepancy between the leadership capabilities that physiotherapists perceive physiotherapy management to be most effective at demonstrating and the leadership capabilities they perceive to be most important. Physiotherapy management may benefit from specific leadership programmes to develop their leadership capabilities in the symbolic frame.

The management of change in the information age: Approaches of academic library directors in the USA

This study examined the approaches that academic library directors use to manage change using Bolman and Deal’s reframing change model as a guide. In addition, a regression analysis was conducted to study the influences of demographics, library characteristics and human capital variables on the approaches used. Data were collected from an online survey and descriptive and inferential statistics were used to analyze the collected data. The findings reveal that the frame-related issues in academic libraries and director managerial actions coincided with and confirmed the Bolman and Deal model. Results demonstrate that directors actually used multiple approaches as well as single and dual approaches to manage change. Demographic variables such as age and library characteristics such as library type and library size were significant predictors of the approaches used, but this study indicates that human capital variables and number of library branches made no difference. The results are helpful to better understand directors’ attitudes and behaviours, and the factors that influence approaches to change management.

A Curricular reform viewed through Bolman and Deal’s organizational frames

Professions exist to serve the needs of society, communities and, in the case of the dental profession, patients. Academic dental institutions strive to help meet these needs by educating and developing future practitioners, educators, researchers, and citizen leaders who serve the community and shape the changing environment in which they practice and provide care. The American Dental Association Commission on Change and Innovation affirms, “If dental educators are to meet these purposes, change and innovation in dental education must be responsive to evolving societal needs, practice patterns, scientific developments, and economic conditions”(Haden, et al., 2006). Guiding any institution through such authentic reform requires a number of strategies. Lee Bolman and Terrance Deal suggest four organizational constructs, or frames, through which to view a complex organization: Structural, Human Resource, Political and Symbolic (Bolman and Deal, 1997).“Like maps, frames are both windows on a territory and tools for navigation” (Bolman and Deal, 1997). This reflective case study examines a major curricular reform initiative in a North American school of dentistry through Bolman and Deal’s organizational frames.

Framing Librarianship in the Academy: An Analysis Using Bolman and Deal’s Model of Organizations

Since the earliest days of the profession, academic librarians have attempted to reconcile their status within the academy. This project takes a new approach to this effort by using Lee Bolman and Terrence Deal’s “Four Frames” model to analyze the issues. To more closely examine the dynamics, tensions, and implications associated with librarians’ professional status within the academy, we discuss the role of the academic librarian in the context of each of Bolman and Deal’s frames: Structural, Human Resource, Political, and Symbolic. In this discussion, we demonstrate that librarians are positioned to address human resource (as defined by Bolman and Deal), political, and symbolic factors contributing to their status within the academy. Also, while we establish that the relationship between library faculty and disciplinary faculty plays a role in library faculty status, we conclude that library faculty status is constructed by a number of forces. We further conclude that many of the political and symbolic conditions experienced by librarians are rooted in structural and human resource factors controlled by upper-level administration in both libraries and the universities.

Impak Strategi Politik Terhadap Amalan Kepimpinan Pengajaran Pengetua Cemerlang

This study aimed to assess the instructional leadership practices and political strategies implemented by the senior principals. Samples for this study consist of 327 teachers from ten secondary schools in Johor Bahru that was leads by the senior principals. Insruments for this research was based on the political strategies adapated from Bolman and Deal (2003)’s political frame and instructional leadership (PIMRS) model which was developed by Hallinger and Murphy (1987). Result indicates that the senior principals utilized high-level all the eleven instructional leadership practices which emphasizes on the setting and enforcement functions of the basic or standard curriculum and the functions to clarify the school’s aims in instructional leadership, whereas the function of supporting the teaching activities and functions of perceiving and evaluate the teaching are given less priority. Finding for implementation of political strategies reveals that senior principals given greater priority to the elements of negotiation and bargaining, but less practices on the dimension of setting the agenda in choosing the elements of the current political strategy while leading the school. In addition, the data also showed that political strategies that used by the senior principal has much influence in practicing the instructional leadership while leading the school. Keywords: Political strategies; senior principals; structure equation modeling; instructional leadershipivity tinggi Kajian ini dirangka untuk menilai amalan kepimpinan pengajaran serta strategi politik yang dipraktikkan oleh Pengetua Cemerlang (PC) dalam memimpin guru. Dalam menilai kepimpinan pengajaran dan strategi politik Pengetua Cemerlang, seramai 327 orang guru yang berkhidmat di 10 buah sekolah yang dipimpin oleh Pengetua Cemerlang dijadikan sebagai lokasi kajian ini. Instrumen kajian telah dibina dan ditadbir berdasarkan strategi dalam kepimpinan politik oleh Bolman and Deal (2003) manakala item kepimpinan pengajaran diasaskan model Hallinger and Murphy (1987). Hasil kajian mendapati bahawa Pengetua Cemerlang telah melaksanakan 11 fungsi dalam kepimpinan pengajaran dengan fungsi penetapan dan penguatkuasaan dasar atau standard kurikulum sebagai amalan yang paling kerap dilaksanakan. Sementara itu, fungsi memberi sokongan dalam aktiviti pengajaran dan fungsi mencerap dan menilai pengajaran guru dinilai oleh guru-guru sebagai aspek yang masih kurang diberi keutamaan oleh Pengetua Cemerlang. Perbincangan dalam strategi politik pula mendapati bahawa keutamaan diberikan kepada elemen perundingan dan tawar menawar namun masih lagi kurang melaksanakan proses menetapkan agenda dalam ketika memimpin sekolah. Kepimpinan pengajaran yang diamalkan oleh Pengetua Cemerlang juga didapati disumbangkan oleh aspek strategi politik Pengetua Cemerlang ketika memimpin sekolah. Kata kunci: Strategi politik; pengetua cemerlang; model persamaan berstruktur; kepimpinan pengajaran

Framing the difficulties resulting from implementing a Participatory Management Model in a public hospital

OBJECTIVE: This study aims to address difficulties reported by the nursing team during the process of changing the management model in a public hospital in Brazil. METHODS: This qualitative study used thematic content analysis as proposed by Bardin, and data were analyzed using the theoretical framework of Bolman and Deal. RESULTS: The vertical implementation of Participatory Management contradicted its underlying philosophy and thereby negatively influenced employee acceptance of the change. The decentralized structure of the Participatory Management Model was implemented but shared decision-making was only partially utilized. Despite facilitation of the communication process within the unit, more significant difficulties arose from lack of communication inter-unit. Values and principals need to be shared by teams, however, that will happens only if managers restructure accountabilities changing job descriptions of all team members. CONCLUSION: Innovative management models that depart from the premise of decentralized decision-making and increased communication encourage accountability, increased motivation and satisfaction, and contribute to improving the quality of care. The contribution of the study is that it describes the complexity of implementing an innovative management model, examines dissent and intentionally acknowledges the difficulties faced by employees in the organization.

Orientasi Kepimpinan Pengetua Sekolah Menengah di Johor: Satu Analisis

Pengetua perlu mengamalkan kepemimpinan yang berkualiti kerana proses kepemimpinan adalah penentu kepada kecemerlangan sekolah. Tujuan umum kajian ini dilakukan adalah untuk menentukan kepemimpinan utama pengetua sekolah menengah di negeri Johor. Objektif khusus kajian adalah untuk menerangkan kepemimpinan utama bersandarkan Model Kepemimpinan Bolman dan Deal (1991) terdiri dari empat gaya kepemimpinan, iaitu kepemimpinan sumber manusia, simbolik, politik dan struktural. Di samping itu, kajian juga cuba menjelaskan sama ada kepemimpinan pengetua mempunyai kesan terhadap komitmen guru terhadap sekolah. Kajian dilaksanakan di 35 buah sekolah menengah di negeri Johor merangkumi Sekolah Menengah Kebangsaan (bandar dan luar bandar), Sekolah Menengah Teknik, Sekolah Menengah Kebangsaan Agama, Sekolah Berasrama Penuh dan Sekolah Sukan. Sejumlah 1,705 orang guru dan 34 orang pengetua dipilih melalui persampelan berstrata. Data kajian dianalisis menggunakan statistik deskriptif dan Regresi Berganda. Kajian mendapati kepemimpinan sumber manusia dinilai sebagai gaya kepemimpinan yang paling kerap diamalkan di samping kepemimpinan struktural. Sebaliknya, kepemimpinan politik merupakan gaya kepemimpinan yang paling jarang digunakan. Kajian juga mendapati kepemimpinan pengetua turut memberi kesan kepada komitmen guru terhadap sekolah. Kata kunci: Pengetua sekolah; kepemimpinan utama; gaya kepemimpinan; model kepemimpinan Bolman dan Deal (1991) Principals have to perform effective leadership because leadership plays a vital role in school’s excellence. The general aim of this study is to ascertain the leadership styles practised by the principals; specifically, to develop understanding of the various leadership styles based on the Bolman and Deal Four Frames Leadership Model. This model presents four leadership styles: the human resource, structural, political and symbolic. In addition, this study also seeks to understand if principals’ leadership styles have any impact on teachers’ commitment to the schools. Thirty five secondary schools in Johore that were categorized as technical, religious, boarding, urban and rural-located schools and sports school participate in the study. A total of 1,705 teachers and 34 principals were selected through stratified sampling method as respondents for this study. Research data were analysed using descriptive statistic and multiple regressions. The study proves that the human resource style is the most commonly practised by the principals, in contrast to the political style which is the least preferred. This study also shows that principals’ leadership style does have an impact on teachers’ commitment towards the schools. Key words: School principals; main leadership style; leadership style; Bolman & Deal (1991) leadership model; teachers’ commitment