Case Studies in Personnel Management Training

1983 ◽  
Vol 7 (4) ◽  
pp. 17-22
Author(s):  
Margaret Oldham
Keyword(s):  
Case Studies ◽  
Personnel Management ◽  
Management Training

scholarly journals Hospital management practices in county-level hospitals in rural China and international comparison

2022 ◽  
Vol 22 (1) ◽  
Author(s):  
Min Hu ◽  
Wen Chen ◽  
Winnie Yip
Keyword(s):  
Personnel Management ◽  
Best Practice ◽  
Management Practices ◽  
Policy Design ◽  
Rural China ◽  
Hospital Management ◽  
Management Training ◽  
County Level ◽  
Middle Income ◽  
Four Dimensions

Abstract Background Although management is important in healthcare, low- and middle-income countries (LMICs) have little experience measuring the competence of hospital management. While improving hospital management is the main focus of hospital reform in China, few studies have empirically documented the baseline situation to inform policy design. Methods We assessed the management practices of county-level hospitals in Guizhou in southwest China during 2015. We used the Development World Management Survey (D-WMS) instrument to interview 273 managers in 139 hospitals. We scored the management practices of the sampled hospitals, overall and in four dimensions (operations, monitoring, targets, personnel management) and three processes (implementation, usage, monitoring). We then converted the scores to the WMS scale and compared these with data from two other LMICs and seven high-income countries (HICs). Results On a scale of 1 (‘worst practice’) to 5 (‘best practice’), the mean (SD) hospital D-WMS scores were 2.57 (0.46) overall; 2.71 (0.48), 2.64 (0.58), 2.40 (0.64), and 2.56 (0.40) for operation, monitoring, target, and personnel, respectively; and 2.43 (0.48), 2.62 (0.48), and 2.66 (0.47) for implementation, usage, and monitoring, respectively. After conversion to WMS scores, China ranked seventh of 10 countries, after six HICs and higher than one HIC and two other LMICs (Brazil and India). China ranked higher than the two LMICs in each of the four dimensional scores. Conclusions Chinese county-level hospitals should improve their low quality of management by prioritizing target-setting and process implementation, particularly in personnel management. Meanwhile, modern management training should be given to most clinical managers.

Building the ‘House of Industry’: Factory Citizenship and Gendered Spaces at Cadbury’s and Rowntree’s1

2020 ◽  
Vol 85 (3) ◽  
pp. 233-252
Author(s):  
Timo Luks
Keyword(s):  
Case Studies ◽  
Gender Bias ◽  
Personnel Management ◽  
Social Engineering ◽  
Mutual Understanding ◽  
Industrial Democracy ◽  
Gendered Spaces ◽  
Middle Range

This article examines the case studies of Cadbury’s and Rowntree’s to show how two particular factories have been transformed into what could be called middle-range experimental spaces. It demonstrates how one particular setting of industrial ‘governmentality’ was established, based on cooperation, ‘mutual understanding’, and ‘empowerment’ in order to overcome confrontational approaches in personnel management as well as outdated modes of ‘benevolent paternalism’. Cadbury- and Rowntree-style social engineering, the article argues, redefined its task to create what one could call ‘factory citizenship’. Within this context, it was the metaphor of building a house that made it possible to foster workers’ ‘responsibility’ without making too many concessions to a more radical version of industrial democracy. Since these concepts had a strong gender bias, the article interprets this particular kind of social engineering as an effort to turn factories into ‘gendered spaces’.

Finding the roots: experimentation in innovation project management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Henrique Dutra de Abreu Mancini de Azevedo ◽  
Larissa Passos Silva
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Management Practices ◽  
Management Training ◽  
Central Place ◽  
Success Factor ◽  
Content Type ◽  
Managerial Skills ◽  
Innovation Projects ◽  
Innovation Project

PurposeProject management practices have been losing its central place in innovation processes within the companies due to its excessive control-oriented phased approach. Hence, the purpose of this paper is to propose and examine the project management practitioners' experiences on the systematic use of an experimentation framework to manage innovation projects.Design/methodology/approachThree case studies were carried out in three different Brazilian companies for a ten month period. The authors have chosen these companies for the following reasons: they were all in an innovation context; they have never carried out a project based on experimentation and they had previous experience with project management traditional tools.FindingsThe findings have shown that our framework can contribute to the project management available toolkit; once the rigid experimentation process, the authors’ proposed made it easier for project management practitioners to adapt to more flexible approaches. Nonetheless, stakeholders' involvement has shown to be a key success factor on the deployment of the framework.Practical implicationsManagers still need to add expertise in flexible methods into their managerial skills, so they are able to deal with innovation just as they deal with traditional processes they were trained to. This suggestion can also be extended to the business schools.Originality/valueThe case studies have shown that traditional project management practices can also be applied in innovation projects. So despite of generally being the opposite of an experimentation process, those practices are relevant in project management discipline, which means that formal project management training is still a good ally to project management practitioners.

scholarly journals PERSONNEL MANAGEMENT DURING TIMES OF CRISIS. THE AUSTRIAN BANAT AND THE AUSTRO-RUSSIAN-TURKISH WAR (1736-1739)

1970 ◽  
pp. 120-138
Author(s):  
SABINE JESNER
Keyword(s):  
Case Studies ◽  
Personnel Management ◽  
Military Personnel ◽  
Central Importance ◽  
Personnel Policy ◽  
High Ranking ◽  
Management Processes ◽  
Court Involved

This paper examines the Habsburg personnel policy in the Austrian Banat during and after the Austro-Russian-Turkish War (17361739). The war-ravaged region was affected massively by the confrontations between the Ottoman and Habsburg armies. Of central importance is the question how the Viennese court involved the local imperial civil and military personnel for war purposes. The investigation focuses on a range of tasks which had been conducted by low- and high-ranking officials as well as facets of personnel restructuring that became necessary during the conflicts and as repercussions of the war. Special attention is paid to the analysis of personnel management processes, which was made possible by the use of selected case studies.

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