Risk Management in a Polio-Free World

Inherent in the decision to launch the Global Polio Eradication Initiative in 1988 was the expectation for many people that immunization against poliomyelitis would eventually simply stop, as had been the case with smallpox following its eradication in 1977. However, the strategies for managing the risks associated with a "polio-free" world must be continuously refined to reflect new developments, particularly in our understanding of the live polioviruses in the oral poliovirus vaccine (OPV) and in the international approach to managing potential biohazards. The most important of these developments has been the confirmation in 2000 that vaccine-derived polioviruses (VDPVs) can circulate and cause polio outbreaks, making the use of OPV after interruption of wild poliovirus transmission incompatible with a polio-free world. A comprehensive strategy has been developed to minimize the risks associated with eventual OPV cessation, centered on appropriate long-term biocontainment of poliovirus stocks (whether for vaccine production, diagnosis, or research), the controlled reintroduction of any live poliovirus vaccine (i.e., from an OPV stockpile), and appropriate use of the inactivated poliovirus vaccine (IPV). Although some aspects of this risk management strategy are still debated, there is wide agreement that no strategy would entirely eliminate the potential risks to a polio-free world. The current strategy for risk management in a polio-free world will continue to evolve with better characterization of these risks and the development of more effective approaches both to reduce those risks and to limit their consequences should they occur.     

Perception of Hazards: The Role of Social Trust and Knowledge

Recent research indicates that social trust of those who manage a hazard is strongly correlated to judgments about the hazard's risk and benefits. The present study investigates the more specific question of “For which hazards is this?” It was postulated that when an individual lacks knowledge about a hazard, social trust of authorities managing the hazard determines perceived risks and benefits. On the other hand, when an individual has personal knowledge about a hazard and therefore does not need to rely on managing authorities, social trust is unrelated to judged risks and benefits. Participants (N = 91) assessed risks, benefits, and trust in managing authorities and personal knowledge associated with 25 hazardous technologies and activities. As expected, strong correlations between social trust and judged risks and benefits were observed for hazards about which people did not possess much knowledge. No significant correlations between social trust and judged risks and benefits were found for hazards about which people were knowledgeable. Results suggest that the lay public relies on social trust when making judgments of risks and benefits when personal knowledge about a hazard is lacking. Replicating findings of other studies, the present study also found negative correlations between perceived risks and perceived benefits. When social trust was controlled for, correlations between perceived risks and benefits diminished. Implications of the results for risk management are discussed.     

The international nature of HRD scholarship

In the UK, human resource practitioners and academics alike are becoming more aware of the emergence of managing diversity. But what does managing diversity actually mean, how does it translate into practice, and what does it matter? The following paper briefly debates the rhetoric of managing diversity and considers whether managing diversity is a distinct approach to managing people or a means of diluting equal opportunities in UK organizations. With respect to the realities of the concepts in UK organizations, empirical data from a survey of sixty UK human resource professionals and general line managers is presented. We pose a number of cautionary questions, including what does it matter and to whom? By doing so we intend to encourage further critique and challenges in respect to the concept of managing diversity in organizations.     

Resource exchange theory: a problem-solving tool

In the creation and operation of work environments, problem solving can be more effective with some theories or models than with others. In this article, the author describes a theory that he has found to be especially useful for his management responsibilities. The Resource Exchange Theory, he says, engenders a unique view of power that is useful in managing a reward system, negotiating, managing conflict, and empowering people.     

Special considerations in conducting bereavement focus groups

Focus groups conducted with grieving people pose special challenges. However, this method can be successfully used in bereavement research especially when group interaction is central to the research aim. This article builds on key articles discussing ethical, methodological, logistical, and analytical issues in conducting focus groups with vulnerable populations (Owen, 2001; Seymour, Bellamy, Gott, Ahmedzai, & Clark, 2002). For bereaved people, vulnerability stems from heightened potential for harm by virtue of participation in sensitive, personal exploration of death-related experiences. We discuss reasons for selecting focus group methods and our experiences with planning and implementing focus groups with bereaved people. Issues found to be highly salient in our work include: team composition, participant recruitment, creating the environment, starting and ending the group, language and listening, managing emotional discussions and time, and analytic considerations. Recommendations are made for effectively using focus groups to generate new knowledge in bereavement research.     

Social networking and HRD

Social networking websites (SNSs) are becoming an increasingly predominant part of people’s daily lives, including working lives. Yet, very little academic research has been conducted on this influential social phenomenon from en employment perspective. This exploratory study examines the impact of SNSs on human resourcing (HR) through interviews with eight employees and three HR professionals to gain their views and experiences of SNS in the workplace. Key findings include how potential applicants are suspicious of the legitimacy of job advertisements seen on SNSs; managing the use of SNSs is increasingly difficult for organisations due to SNSs being widely available on mobile phones; disciplinary action is being brought against employees who are using SNSs inappropriately; and training sessions for employees regarding the use of SNSs significantly reduce inappropriate use of SNSs. Implications for further research and practice are considered.     

Innovative leadership: generating ideas.

One of the most challenging functions a physician executive performs is being an innovator--coming up with new ideas to keep ahead of the pack and to solve problems that need fresh solutions. Robert Hodge, MD, CPE, FACPE, and Barbara Linney interviewed Roger Schenke, Executive Vice President of the American College of Physician Executives, and gleaned seven pointers that you might consider to help generate a flow of new ideas or when you get "stuck." They are: (1) read voraciously and link unlike things together; (2) talk to people whose circle is bigger than yours; (3) stop thinking about the problem and focus on something else; (4) care enough to keep wrestling with a problem and not give up; (5) stay open to new ideas even if they are uncomfortable; (6) be willing to risk and take chances; and (7) find a place to carry out the ideas.     

Lessons Learned from Community Organizations: Inclusion of People with Disabilities and Others

Workforce diversity requires broader vision and scope in managing diversity so that there is greater inclusion inside and outside organizations. This paper provides this vision by extending the stream of workforce diversity research to community‐oriented inclusion and its processes. The authors interviewed 34 people with disabilities and 40 people without disabilities who were stakeholders of community arts and sports organizations. The participants with disabilities were mainly arts audiences, artists and sports athletes, and the participants without disabilities were mainly managers and government officials. The key findings report the importance of inclusion through common interest groups being facilitated by (1) non‐minority specific communal activities, (2) listening to minority voices, (3) multidimensional accessibility, (4) availability of organizational and natural champions and (5) cross‐boundary networks and collaborations. In order to create more inclusive organizations, the authors suggest that private organizations need more community‐oriented values, goals and strategies that foster boundaryless inclusion of people with disabilities and other minority groups in organizations and society.     

Fishing in Urban New Jersey: Ethnicity Affects Information Sources,Perception, and Compliance

Recreational and subsistence angling are important aspects of urban culture for much of North America where people are concentrated near the coasts or major rivers. Yet there are fish and shellfish advisories for many estuaries, rivers, and lakes, and these are not always heeded. This paper examines fishing behavior, sources of information, perceptions, and compliance with fishing advisories as a function of ethnicity for people fishing in the Newark Bay Complex of the New York–New Jersey Harbor. We test the null hypothesis that there were no ethnic differences in sources of information, perceptions of the safety of fish consumption, and compliance with advisories. There were ethnic differences in consumption rates, sources of information about fishing, knowledge about the safety of the fish, awareness of fishing advisories or of the correct advisories, and knowledge about risks for increased cancer and to unborn and young children. In general, the knowledge base was much lower for Hispanics, was intermediate for blacks, and was greatest for whites. When presented with a statement about the potential risks from eating fish, there were no differences in their willingness to stop eating fish or to encourage pregnant women to stop. These results indicate a willingness to comply with advisories regardless of ethnicity, but a vast difference in the base knowledge necessary to make informed risk decisions about the safety of fish and shellfish. Although the overall median income level of the population was in the $25,000–34,999 income category, for Hispanics it was on the border between $15,000–24,999 and $25,000–34,999.     

Is high touch finally here?

Can anyone single-handedly create a caring environment without adding hours to his or her work week? As turnover continues to rise, it's worth considering. Techniques managers say have worked for them are suggested, including: Monitor workloads; celebrate successes; make niceness an expectation; mentor; offer training as often as possible; stamp out problems before they go public; consider offering flexible hours and extended leaves for all; and introduce yeast to keep people stimulated. Will these strategies--all of which may not work for you--fatten your bonus this year? Probably not, unless top management is monitoring retention and doing occasional exit interviews. However, one of the byproducts is that employees don't stop with each other. They begin to treat patients better, something neither bribery nor threats may produce.     

What Management Style is Considered Best for a Team-Based Organization and Why?

The paper reviews various styles of management that are commonly employed for managing team-based programs and projects in many manufacturing industries. It analyzes the characteristics of each style with respect to the needs for decomposing the goals into smaller chunks in a team-based organization or in a program. Three styles of management were considered at Electronic Data Systems (EDS) for this analysis. Based on the experiences of applying each style during various team-based programs at EDS, Ford Motor Company, General Motors, and Unigraphics Solutions accounts and from the varying degree of success achieved then, the paper points out which management style is well suited for managing this decomposed set of goals and why. It then analyzes which style is best suited for managing a team-based organization. As W. Edward Deming said in his book The New Economics, setting a particular numerical goal accomplishes nothing. Setting a method to achieve a common set of consistent goals is important. Clear and consistent set of decomposed goals provides a `constancy-of-purpose.' Without a common subset of consistent goals identified for each concurrent team (decomposed from its original sets), the product development teams do not know what is expected from each other and how to accomplish the tasks concurrently. Finally, the paper discusses why a management style, which is based on a set of constancy-of-purpose (governing) principles, is considered superior for managing a team-based organization.     

Is the professional self-managing or is there really a need for professional management?

Is the professional self-managing or is there really a need for professional management? The answer to that question is in both cases: “Yes”. The professional is largely responsible for directing his own activities. Managers must take due account of this by applying rules and procedures on a modest scale and aiming to achieve maximum harmonisation of the objectives of the organisation and the personal objectives of the people working there. If they can do that then there can be said to be professional management.The difficulty in managing professionals is the difficulty in steering the force and the direction of the thinking of others who are — by nature - often differently-minded: professionals have generally followed a specialised, usually scientific education, enjoy a high social standing, like to “perform solo”, have a dislike of management both in the active and the passive sense and the output of their work is difficult for others to evaluate because there is generally no clear consensus on the definition of performance indicators.Managing professionals could be considered as managing brain capacity and that calls for more than just good sense. A manager of a group of professionals can even sometimes experience a great deal of professional pleasure in his work if he is capable of acting as a specialised generalist, pacemaker and coach for his or her team.     

Health care costs: saving in the private sector

Robeson offers a number of options to employers to help reduce the impact of increasing health care costs. He points out that large organizations which employ hundreds of people have considerable market power which can be exerted to contain costs. It is suggested that the risk management departments assume the responsibility for managing the effort to reduce the costs of medical care and of the health insurance programs of these organizations since that staff is experienced at evaluating premiums and negotiating with third-party payors. The article examines a number of short-run strategies for firms to pursue to contain health care costs: (1) use alternative delivery systems such as health maintenance organizations (HMOs) which have cost-cutting potential but require marketing efforts to persuade employees of their desirability; (2) contracts with third-party payors which require a second opinion (peer review), a practice which saved one labor union over $2 million from 1972 to 1976; (3) implementation of insurance coverage for less expensive outpatient care; and (4) the use of claims review. These strategies are compared in terms of four criteria: supply of demand for health services; management effort; cost; and time necessary for realized savings. Robeson concludes that development of a management plan for containing health care costs requires an extensive analysis of alternatives, organizational objectives, existing policies, and resources, and offers a table summarizing the cost-containment strategies that a firm should consider.     

Public Perceptions of How Long Air Pollution and Carbon Dioxide Remain in the Atmosphere

The atmospheric residence time of carbon dioxide is hundreds of years, many orders of magnitude longer than that of common air pollution, which is typically hours to a few days. However, randomly selected respondents in a mail survey in Allegheny County, PA (N = 119) and in a national survey conducted with MTurk (N = 1,013) judged the two to be identical (in decades), considerably overestimating the residence time of air pollution and drastically underestimating that of carbon dioxide. Moreover, while many respondents believed that action is needed today to avoid climate change (regardless of cause), roughly a quarter held the view that if climate change is real and serious, we will be able to stop it in the future when it happens, just as we did with common air pollution. In addition to assessing respondents’ understanding of how long carbon dioxide and common air pollution stay in the atmosphere, we also explored the extent to which people correctly identified causes of climate change and how their beliefs affect support for action. With climate change at the forefront of politics and mainstream media, informing discussions of policy is increasingly important. Confusion about the causes and consequences of climate change, and especially about carbon dioxide's long atmospheric residence time, could have profound implications for sustained support of policies to achieve reductions in carbon dioxide emissions and other greenhouse gases.     

Performance evaluations of physician executives. Interview by Barbara J. Linney.

Six senior physician executives were interviewed to see how they were doing or not doing performance reviews in their organizations. There seems to be a trend toward doing them, but it is in the beginning stages. Of the physician executives surveyed, the experience ranges from formal lengthy evaluations with rating scales to reviewing a short list of goals. Several are in the process of developing new systems or revising old ones. Probably the most useful part of a performance evaluation is the conversation between the physician executive and the person he or she reports to. If you can stop approaching performance evaluations as passing negative judgments on people, but as having a conversation to hear their concerns, learn what their goals are, and offer ways to help them achieve their potential, they can be useful, enjoyable experiences for both people.     

Ageing, health and productivity: A challenge for the new millennium

The economic implications of Europe's ageing population are considerable. Without an increase in the size of the working population, reducing the possible fiscal deficits will be difficult. This paper reviews this area of increasing concern for basic, applied and strategic researchers, namely how to increase the age at which people typically stop working, without damaging health or productivity. Chronological age per se may not be a good predictor of health and job performance; rather we should examine various mediating and moderating factors. It is argued that attention should focus on national and organizational policies, management attitudes, training, work demands, the working environment, work organization, the psychosocial environment and health promotion. Older workers may currently be subject to discriminatory practices and to stereotypical and inappropriate attitudes which may adversely affect their health and performance. Flexible and intelligent solutions are required. Many organizations, perhaps reflecting western culture, have not yet evolved to the point where the potential contribution of older people is recognized and allowed to flourish. Once current barriers are removed, and existing and developing knowledge applied, an optimistic picture for older workers emerges.     

产业投资5大迷思

看不清发展形势,千万别胡乱出手看准良机低位进仓,这是人所皆知的股市投资基本要则。对于企业的产业投资,这条要则是不是同样适用?金融海啸引发的经济萧条,使得     

Containment of Polioviruses After Eradication and OPV Cessation: Characterizing Risks to Improve Management

The goal of the World Health Organization is to stop routine use of oral poliovirus vaccine shortly after interruption of wild poliovirus transmission. A key component of this goal is to minimize the risk of reintroduction by destruction of polioviruses except in an absolute minimum number of facilities that serve essential functions and implement effective containment. Effective containment begins with a complete facility risk assessment. This article focuses on characterizing the risks of exposure to polioviruses from the essential vaccine production, quality control, and international reference and research facilities that remain. We consider the potential exposure pathways that might lead to a poliovirus reintroduction, including para-occupational exposures and releases to the environment, and review the literature to provide available estimates and a qualitative assessment of containment risks. Minimizing the risk of poliovirus transmission from a poliovirus facility to increasingly susceptible communities is a crucial and ongoing effort requiring understanding and actively managing the potential exposure pathways.