Can you communicate cross-generationally?

What is fractured cross-generational communication? When what one person heard was not what the other person said. Regardless of your age, you need to understand some of the differences in communication styles that must be overcome if people are to work well together. This is especially important in health care right now when there are other pressing issues. Interpreters are at a premium because so much misunderstanding clouds the communication process. Two management strategies are presented that will help bridge the gaps between communication styles.     

Do you think that your health or safety are at risk because of your work? A large European study on psychological and physical work demands

Abstract

Throughout Europe there are relatively few statistics, gathered a national level, which deal specifically with the problem of violence at work. In the UK, the revised Reporting of Injuries. Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995 now require that certain violent incidents are reported on a national basis. The criteria for reporting, which are entirely dependent on the physical outcome of incidents, are discussed. It is recommended that employing organizations should establish their own internal systems for reportmg and recording a wider range of violent, and potentially violent, incidents. These should then be used to inform risk assessment and risk management.     

Need to choose between cutting people and pay? A work sector may matter if maintaining work attitudes is your concern

Despite the increase in the cases of reducing payroll costs (i.e., the costs of wages and salaries), studies that directly compare the effects of related methods (cutting pay vs. downsizing) on work attitudes are extremely limited. Moreover, there has been no effort to answer the question of “who” is more or less affected by one method over the other. This study directly compares the effects of cutting pay vs. downsizing on work attitudes (i.e., affective commitment and job satisfaction) of remaining employees (i.e., employees whose pay is cut vs. survivors of downsizing). The study also examines the moderating effect of the work sector (private vs. public sectors) in this comparison. To do this, 4,359 Irish workers who participated in the 2009 National Workplace Survey (NWS) were analyzed. The analysis reveals no overall difference in the effects of the two methods in maintaining the work attitudes of remaining employees. However, this comparison is moderated by sector. In the private sector, downsizing better maintained the work attitudes of remaining employees than cutting pay. In the public sector, in contrast, there was no significant difference in these effects between the two methods. The results challenge the earlier belief that pay cuts cannot be a feasible alternative to downsizing due to their detrimental effect on employee motivation. The study outcomes indicate that this concern is applicable only in the private sector. Thus, the findings suggest that organizations in the public sector can utilize the pay cut option (rather than downsizing) to gain social approval, which can also be an essential resource that allows firms to better compete in the market.     

Can you have your cake and eat it? Investigating trade-offs in the implementation of green initiatives

Abstract

Is it possible for manufacturing or service businesses that pursue green initiatives to ‘have it both ways’? In the words of some researchers in the corporate sustainability field, the answer is ‘no’. According to those authors, executives who attempt to implement a green agenda in their firms will encounter tensions/trade-offs at various levels and in different forms. Assessment of these trade-offs is a critical issue in the formulation and implementation of corporate sustainability strategies. Similarly, some authors in the operations management field affirm that, due to the limitations of all manufacturing and service systems, trade-offs in their operations are inevitable. In order to provide insights into these important issues, our paper investigates potential trade-offs in the implementation of a green initiative in a SME that manufactures cleaning products. The results show that there is a trade-off between the green initiative pursued by the SME and its overall production costs. Interestingly, once other problems were resolved, this trade-off did not stop the SME from implementing the green initiative. Important implications for practitioners and researchers are discussed, and opportunities for future investigations are outlined.     

Can you recognize the winds of change?

If you find yourself between a rock and a hard place during your career, there are some tough choices you will have to make. Read how one physician executive made these choices.     

Opportunities? Barriers? It's up to you.

This career advice column is usually directed toward those in transition--physician executives who are actively pursuing job opportunities or preparing to do so. But most of your career is actually spent in a position and on the job. So it seems appropriate to focus on the great majority of physician executives who are not currently in the job market. Take a look at opportunities to learn and grow in your present position.     

What do you have to do to become a medical director?

Medical management is a large and growing profession. The need for physicians in management roles grows unabated in hospitals, managed care organizations, group practices, and myriad other environments. But entry is not merely a matter of wishful thinking. Painstakingly assembled credentials and skills are the order of the day. The advice in this column is distilled from Medical Directors: What, Why, How, a new College monograph.     

What do you owe your team? Survival tips for people who dread teamwork

Team building and teamwork are well entrenched in the American workplace. If you're independent, shy, or short on time, making decisions with a team may be one of the toughest situations you face. Learn how to get along with the rest of the group even if you don't buy in to the team concept. Teamwork may be one of your most useful career skills.     

Correction to: What do we lose when machines take the decisions?

Journal of Management and Governance - In the original publication, the word “lose” has been inadvertently published as “loose”. All occurrences of “loose”...     

Can Public Management Contribute to Governance in Developing Countries?

Governance ensures a wide range of desirable values including efficiency, productivity, participation, transparency, and accountability. The wide scope and overambitious demands of governance make it difficult to conceptualize and operationalize. Despite huge investments in time and resources, developing countries seldom succeed in establishing good governance. Based on the experience of Hong Kong, this article argues that many of the desired values of governance can be attained through effective design and the implementation of public management reforms. Public management cannot serve as an alternative for governance, but reforms in this area can help update and adjust institutional structures, processes, and practices in developing countries; they help to ensure the benefits of the desired values of governance without undertaking enormous risks. However, the size of a country and the nature of its political system will influence the degree of success in establishing governance.     

Merger mania. What will a merger mean to you?

Almost as worrisome as job tenure to survivors of corporate mergers is whether they will be able to work under a completely new set of assumptions. What effect will the merger of two different corporate cultures have on effectiveness, satisfaction and promotability? Even people who believe they know the partner's culture almost as well as their own are often surprised at what happens after a merger takes place. Find out what's likely to happen in a merger by asking a few key questions.     

How can I motivate you to do it my way?

Want to motivate others? Establish meaningfulness and value to them of what they are supposed to do for you, and provide the tools they need to do it. Until they see the value to them, and that value outweighs their perceived risks or costs of doing it, you may get motion but you won't get motivated behaviors. Without motivated behaviors, you'll waste a lot of time trying to goad them on toward your goal, which they don't share. What we want is bilateral motivation toward a common goal. If we're smart, we don't want to be the only ones who are motivated, and others just move.     

Overworked? Lighten your load

Physician executives are suffering from creeping task migration--putting in too many hours for few appreciable results. Controlling this increasing workload has become one of the most important issues in health care, brought on by too few people trying to do too much. The only way to lessen the workload is to take charge, analyze, and act. Bosses won't care about the details. Several suggestions are presented to help physician executives downsize their workload while not reducing their output: (1) Compare your priorities with your boss's; (2) lighten up on the perfectionism; (3) change expectations; (4) look for "orphans" to cut--those projects that nobody is invested in; (5) don't target symbolic events; and (6) use logic to drive change. If you spend the next few months getting rid of the ineffective, inefficient, and redundant, you'll be ahead of the game. This is an ongoing task, and much easier done every three or four months than once a year.     

Does disease management work?

Is disease management the "solution of the month" or a valid approach to organizing patient care? In the era of rapid change in health care, disease management is emerging as one technique suited to improving measurable health care outcomes at greater cost effectiveness. By taking a leading role in the process, those physician executives who commit to this approach can greatly enhance the potential of these programs to accomplish the desired results.     

Can We Use Human Judgments to Determine the Discount Rate?

It has been suggested that the long-term discount rate for environmental goods should decrease at longer delays. One justification for this suggestion is that human judgments support it. This article presents an experiment showing that judgments concerning discount rates are internally inconsistent. These results point to potential problems with the use of judgments referenda for determining discount rates in cost-benefit analyses.