A nested-compliance table policy for emergency medical service systems under relocation

The goal of Emergency Medical Service (EMS) systems is to provide rapid response to emergency calls in order to save lives. This paper proposes a relocation strategy to improve the performance of EMS systems. In practice, EMS systems often use a compliance table to relocate ambulances. A compliance table specifies ambulance base stations as a function of the state of the system. We consider a nested-compliance table, which restricts the number of relocations that can occur simultaneously. We formulate the nested-compliance table model as an integer programming model in order to maximize expected coverage. We determine an optimal nested-compliance table policy using steady state probabilities of a Markov chain model with relocation as input parameters. These parameter approximations are independent of the exact compliance table used. We assume that there is a single type of medical unit, single call priority, and no patient queue. We validate the model by applying the nested-compliance table policies in a simulated system using real-world data. The numerical results show the benefit of our model over a static policy based on the adjusted maximum expected covering location problem (AMEXCLP).     

The importance of operations management problems in service organizations

This article reports on the research to empirically determine which operations management problems are the most important to small service organizations. The authors asked managers of service organizations to rank a set of operations problems according to their relative importance using Q methodology. In this article, Q method is explained, significant factors are analyzed, and explanations are offered for the ranking of the operations problems. The results indicate that forecasting, quality management, and resource utilization are important operational issues for service organizations. However, the results also indicate that facility location and layout, waiting line systems, and distribution requirements planning were for the most part unimportant to the respondent service organizations. In addition, Schmenner's service typology does not provide an explanatory basis for the variations in the factor results. Lastly, the results are used to suggest operations management techniques that should be taught to students who are expected to work in service organizations upon graduation.     

Organizational learning and knowledge in public service organizations: A systematic review of the literature

This paper is a systematic review of the literature on organizational learning and knowledge with relevance to public service organizations. Organizational learning and knowledge are important to public sector organizations, which share complex external challenges with private organizations, but have different drivers and goals for knowledge. The evidence shows that the concepts of organizational learning and knowledge are under-researched in relation to the public sector and, importantly, this raises wider questions about the extent to which context is taken into consideration in terms of learning and knowledge more generally across all sectors. A dynamic model of organizational learning within and across organizational boundaries is developed that depends on four sets of factors: features of the source organization; features of the recipient organization; the characteristics of the relationship between organizations; and the environmental context. The review concludes, first, that defining 'organization' is an important element of understanding organizational learning and knowledge. Second, public organizations constitute an important, distinctive context for the study of organizational learning and knowledge. Third, there continues to be an over-reliance on the private sector as the principal source of theoretical understanding and empirical research and this is conceptually limiting for the understanding of organizational learning and knowledge. Fourth, differences as well as similarities between organizational sectors require conceptualization and research that acknowledge sector-specific aims, values and structures. Finally, it is concluded that frameworks for explaining processes of organizational learning at different levels need to be sufficiently dynamic and complex to accommodate public organizations.     

Preparing for a career in medical management. 8 steps to help you evaluate your career path

Making a career switch from clinical practice to medical management requires preparation and planning. There are numerous steps you can take to smooth out the transition. Most importantly, you must find ways to gain valuable leadership and management experiences before you can expect to land a good medical management position. Discover ways to cultivate that experience through staff posts, part-time positions or volunteer work.     

A general framework for path convexities

Journal of Combinatorial Optimization - In this work we deal with the so-called path convexities, defined over special collections of paths. For example, the collection of the shortest paths in a...     

A multilevel approach to building and leading learning organizations

A multilevel model is offered proposing that organizational learning is an interdependent system where effective leaders enact intervention strategies at the individual (micro), network (meso), and systems (macro) levels. We suggest that leaders approach organizational learning by setting the conditions and structure for learning to occur, while limiting direct interference in the actual creative processes. First, leaders may increase the level of developmental readiness of individual followers, thereby increasing their motivation and ability to approach learning experiences and adapt their mental models. These individuals then serve as catalysts of learning within and between social networks. Second, leaders may promote the diffusion of knowledge between these knowledge catalysts within and across social networks through influencing both the structure and functioning of knowledge networks. Finally, leaders may target actions at the systems level to improve the diffusion to, and institutionalization of, knowledge to the larger organization.     

Exploring team mental model dynamics during strategic change implementation in professional service organizations. A sensemaking perspective

The purpose of this paper is to provide a deeper process understanding of team mental model dynamics in a context of strategic change implementation. To do so, we adopt a change recipient sensemaking perspective with the objective to identify salient determinants of team mental model dynamics. We aim to contribute to the managerial and organizational cognition literature by identifying critical micro-foundations that shape team cognition and interpretation processes during strategic change implementation. This adds to the field’s understanding of the under-researched collective dimension of strategic processes in general and strategic change implementation more specifically. Through an explorative case study conducted at a professional service organization, we identified five determinants of team mental model dynamics: coherence between ostensive and performative aspects of organizational routines, equivocality of expectations, dominance of organizational discourse, shifts in organizational identification and cross-understanding between departmental thought worlds. Case findings reveal that implementation processes of strategic change become intricate and difficult if change recipient sensemaking is not effectively acted upon. The five determinants identified require adequate managerial attention in order to avoid slipping into organizational inertia. As a consequence, professional workers are unable to ‘drop their tools’ and fail to integrate the strategic change effort in updated team mental models.     

A framework for production control in health care organizations

The paper presents a hierarchical framework for production control of hospitals which deals with the balance between service and efficiency, at all levels of planning and control. The framework is based on an analysis of the design requirements for hospital production control systems. These design requirements are translated into the control functions at different levels of planning required for hospital production control. The framework consists of five levels of planning and control: patient planning and control, patient group planning and control, resources planning and control, patient volumes planning and control and strategic planning, though this last level does not make part of production control as such. Each of the levels of the framework is further elaborated in terms of the decisions made regarding patient flows and resources, and the co-ordination of the different planning levels. Implications of the framework are discussed by describing some points where current practice deviates from assumptions made in our approach. Recommendations for future research and development of the planning framework are formulated.     

Calling out and calling off the dogs: managerial diagnosis in public service organizations

Decision-makers spend their professional lives identifying situations that merit action. Nutt defines this process of placing problems in action or deferred categories as "managerial diagnosis." It is felt that this is a critical aspect of managerial action because it rests on assumptions that need to be considered in project planning and evaluation. To facilitate future studies of the effectiveness of managerial behavior, a framework of fourteen propositions which describe the process of managerial diagnosis is presented. The author says that: 1) the manager will defer those perceptions where performance exceeds expectations; 2) decision-makers are goaded into evaluation (a process used to measure performance or comparative alternatives) by stimuli such as conflict, uncertain performance, and uncertain expectations; and 3) evaluation findings are deemed acceptable only when they reduce conflict.     

A Nordhaus-Gaddum-type result for the induced path number

The induced path number ??(G) of a graph G is defined as the minimum number of subsets into which the vertex set of G can be partitioned so that each subset induces a graph. A Nordhaus-Gaddum-type result is a (tight) lower or upper bound on the sum (or product) of a parameter of a graph and its complement. If G is a subgraph of H, then the graph H?E(G) is the complement of G relative to H. In this paper, we consider Nordhaus-Gaddum-type results for the parameter ?? when the relative complement is taken with respect to the complete bipartite graph K _n,n .     

Dispute systems design: A preventive approach to ethical conflict in organizations

Questions of ethical behavior have arisen in every culture throughout history. It is important for organizations to anticipate ethical dilemmas before they become crises or disasters. This paper considers an open systems approach to designing practical mechanisms for conflict resolution. It uses the BART whistle-blowing incident of 1972 as an example of how a dispute system design as developed by Ury, Brett, and Goldberg could have been applied to ethical conflicts and potentially could have resulted in a win-win resolution for both person and organization.     

Towards flexible organizations: A multidimensional design

The author considers one way by which the readiness, willingness, and ability of organizations to change themselves can be increased. Specifically, he considers how organizations can be designed to be more flexible and, therefore, more capable of being changed and changing themselves. Flexibility does not guarantee adaptability but it is essential for it.     

Taming and promoting charisma to change organizations

Taking a sociological perspective on the accumulated literature on charisma reveals how theories and ways of operationalizing charisma depart from Weber's original conception. These departures tend to blur the distinctiveness of the charismatic form of leadership by ignoring or downplaying integral aspects of charisma, especially the precipitating crisis, the radical vision, and subsequent systemic change.     

A conceptual model for the process of IT innovation adoption in organizations

In this paper, we develop a conceptual model for IT innovation adoption process in organizations. The model utilizes Diffusion of Innovation (DOI) theory, Theory of Reasoned Action (TRA), Technology Acceptance Model (TAM), Theory of Planned Behaviour (TPB) and a framework that contains characteristics of innovation, organization, environment, chief executive officer (CEO) and user acceptance. The model presents IT adoption as a sequence of stages, progressing from initiation to adoption-decision to implementation. The study presents a model with an interactive process perspective which considers organizational level analysis until acquisition of technology and individual level analysis for the user acceptance of IT.     

A model of goal dynamics in technology-based organizations

The purpose of the present work is to build a suitable system dynamics model for goal dynamics in organizations, as proposed by Barlas and Yasarcan (2008). The proposed model does not bear any ambition of being exhaustive: the main objective of this paper is to propose a model of goal dynamics in which Goal Setting, Management by Objectives and Training are viewed as human resource practices able to enhance workers’ goal commitment, and therefore, improve organizational performance. In the first part of this paper, an analysis of the Goal Setting Theory and the role of goal setting practices, in bettering worker's performance, are stressed. In the second part, a case-study, the causal loop and a quantitative model of goal dynamics in organizations are described. In the third part, behaviour reproduction testing, optimization analysis for parameter estimation and scenario analysis are presented. Limitations of the present research and conclusions are finally discussed.