Operational research in social security

In this paper we describe the work of the Department of Health and Social Security Operational Research (OR) Unit in Social Security. This work started in 1972 and with one break of eighteen months still continues. One of the authors (AFH) led the OR team from the beginning until September 1979 and the other (MJP) was the customer for much of its work. We describe briefly the organisation of social security work, and go on to talk about some of the projects attempted by the OR team. We will not shrink from describing some of the successes but we will concentrate most attention on the things which did not achieve the expected results. Readers will make their own judgements about the extent to which the failures were due to circumstances or to inadequacies of the team, or its leader.     

Do public relations professionals understand corporate governance issues well enough to advise companies on stakeholder relationship management?

The King Reports on Governance for South Africa are internationally respected for proposing integrated reporting in a triple bottom-line business context to improve corporate governance. The most recent report, King III, views stakeholder relationship management as a key tenet of corporate governance. This raises the question whether public relations professionals (PRPs) understand the principles of corporate governance well-enough to inform and guide organizations on the management of stakeholder relationships. The views of senior PRPs at selected top performing companies were elicited on their practice of stakeholder relationship management in line with corporate governance principles. It was found that their knowledge on corporate governance was limited, although they recognized its importance. They propose six role functions for managing stakeholder relationships on a strategic or managerial level; these role functions are aligned with the King III principles on stakeholder relationships. The following three were of particular importance: developing a corporate strategy, giving advice to senior management and managing crisis communication. Different terminologies were used to build relations with stakeholders and different approaches were used to profile stakeholders. It is recommended that organizations leverage their public relations functions on strategic and managerial levels in support of their corporate governance efforts. In turn, PRPs are encouraged to ensure a deep knowledge on corporate governance issues when counseling senior management on building stakeholder relationships.     

Applying marketing management and communication management theories to increase client retention in the short-term insurance industry

Businesses must retain their clients to remain profitable. The academic field of marketing management considers customer relationship management (CRM) as most appropriate to achieve this, while communication management focuses instead on public relations (PR). The purpose of this research was to analyse theories in these two disciplines and derive an integrated theoretical framework of CRM and PR client retention. The framework was then tested through in-depth interviews with short-term insurance clients and short-term insurance providers (brokers and direct insurers) in South Africa to gain perspectives from both sides. The importance of some fundamental elements found in literature were affirmed, two elements’ importance were questioned and it was established that three inconsistencies existed between what providers regard as essential to retain clients and what clients regard necessary for them to stay in a relationship with an insurance provider. This may explain the many unsuccessful client retention efforts of South African brokers and direct insurers. Six new CRM and/or PR elements, not found in literature, are presented in the article for exploration in future research. In order to assist client retention in the very competitive short-term insurance industry, results were applied to the core tenets of Niemann's (2005) SA model for the implementation of strategic integrated communication (IC). Finally, the authors present an integrated approach to client retention strategies in the South African short-term insurance industry, incorporating both marketing and communication theories.     

The utilisation of the bridging technique during therapy to overcome contact-making barriers in adolescents

This article focuses on the utilisation of a bridging technique to overcome contact-making barriers in adolescents. Interruptions or contact boundary disturbances block contact making, as it becomes fixed and prevents the natural and healthy process of organismic self-regulation. A combination of quantitative and qualitative approaches were followed and a single system experimental design, A–B–A–A, was applied in the original study. Qualitative data were collected by means of semi-structured interviews with parents and teachers, and therapeutic intervention with adolescents. Quantitative data were collected from pre- post- and follow-up-intervention assessments, during which the bridging technique was utilised. Fourteen adolescent participants were selected by school teachers and therapists from three different schools, with their parents and teachers: a mainstream school for high-functioning children, a school for children with learning disabilities and a school for children with intellectual disabilities. These adolescents presented behavioural symptoms: aggression, self-mutilation, personal emotional symptoms: depression, suicidal tendencies, as well as contact-making disturbances. The findings indicated that the bridging technique shows potential in working with adolescents to overcome contact-making barriers.