Recruitment, Readiness, and Retention of Providers at a Field Hospital during the Pandemic

In response to the coronavirus disease 2019 (COVID-19) pandemic, the State of Maryland established a 250-bed emergency response field hospital at the Baltimore Convention Center to support the existing healthcare infrastructure. To operationalize this hospital with 65 full-time equivalent (FTE) clinicians in less than four weeks, more than 300 applications were reviewed, 186 candidates were interviewed, and 159 clinicians were credentialed and onboarded. The key steps to achieve this undertaking involved employing multidisciplinary teams with experienced personnel, mass outreach, streamlined candidate tracking, pre-interview screening, utilizing all available expertise, expedited credentialing, and focused onboarding. To ensure staff preparedness, the leadership developed innovative team models, applied principles of effective team building, and provided ‘just in time’ training on COVID-19 and non-COVID-19 related topics to the staff. The leadership focused on staff safety and well-being, offered appropriate financial remuneration and provided leadership opportunities that allowed retention of staff.

Emotional Intelligence (EI)

This chapter evaluates EI research, introduces the concept of engaged interaction, and explains how leaders can use EI for self-improvement. Goleman describes EI as a manager's ability to recognize the emotions in self and others. The manager then uses this information to make improvements in self-management and relationships with others. EI leads people to gain awareness by recognizing personal emotions and the emotions of others. This creates an emotional state of consciousness where people use the information skillfully and intelligently in deliberate, purposeful decision-making activities. The concept of engaged interaction is achieved when all parties participate in flexible, full-range communication, making sure to listen, hear, and understand. This open and flexible communication must continue until interaction and shared understanding are achieved. Leaders can combine EI, engaged interaction, and strategic flexibility to improve operations and team building.

Virtual Team Leadership, Operation, and Technology Deployment

The COVID-19 situation has shown many leaders that their face-to-face meetings leadership style may well now be a thing of the past. Tech-savvy companies are now deploying new technologies to support the creation and leadership of virtual teams, working remotely in different locations around the globe. This presents a range of new challenges for both project leaders and team members, who must now adopt new ways of working. Using an inductive approach based on an analysis of relevant literature, online surveys, and in-depth interviews with project leaders and other practitioners, this chapter examines the transitioning to virtual team leadership and operation, identifies critical success factors, and discusses the facilitating role of new technologies. An operational model (V-CORPS) to guide the building and operation of virtual teams is developed and explained with the aim of increasing the flexibility and efficiency of virtual project teams and establishing a checklist of action points for team building and leading.

An Overview of the Use of Gamification on Enterprises to Motivate Human Resources

Organizations are concerned about how they can increase the motivation and engagement of their employees. Gamification arises in this context as an opportunity to address this issue. Thus, gamification has attracted greater attention from companies. The idea of using game elements to solve problems in their processes is starting to be seen as a solution. This study aims to analyse the gamification concept and its benefits and explain how it can be applied in human resources management. This mechanism can help companies to solve employee motivation and engagement problems in different areas of human resources. This chapter analysed eight studies in the areas of recruitment, training, team building, and administrative processes. So a SWOT analysis able to help understand the different models of gamification applied in human resources, its objectives, and its ability to create advantages for companies and their employees was constructed.

Carving New Dimensions for Entrepreneurial Management

The purpose of this study is to identify the strategies, enabling the current and potential businesses to achieve their commercial and operational objectives. In-depth semi-structured interviews were used as data collection tools. The data were analyzed through thematic content analysis to gauge themes from the interviews. The explored strategies were mentor-mentee relationship, effective team building, research and development to sustain in the long run, continuous innovation to keep ahead of the competition, efficient customer management to retain the customer base and product proposition. Besides that, academia would be benefited in terms of inculcating such strategic frameworks in the course curriculum of entrepreneurship. The study's originality revolves around a comprehensive strategy from an Asian subcontinent to build and manage the entrepreneurial setup. The literature of entrepreneurship also highlights the importance of such strategies, enabling the practice and academia to learn and harness their business ideas.

Teleworking

This chapter examines teleworking and the important relationships that must be created and/or nurtured in successful organizations. The chapter also highlights teleworking best practices of communication, flexibility, standards, and team building. Communication requires managing both face-to-face and online situations, while flexibility helps in achieving work-life balance. Standards are required to build effective, collaborative relationships, and team building is enhanced when organizations can adjust to new or distributed operations. The best practices are driven by a set of rules for operating that should be developed collaboratively with all members of the team. Clear rules that are combined with supervisor and employee shared understanding should lead to success. To achieve that success, organizations must focus on the assumptions, approaches, personal vs. professional issues, e-leadership, and modeling discussed herein.

WORK IN GROUP OR PERSONAL MAINTENANCE OF CORPORATE SOCIAL MEDIA

Objective. Social media have become one of the main technologies for promoting the university library. The purpose of the work is to characterize the main stages of organizing work in social media for librarians (SMM specialists and a working group) of the Scientific Library of the Belarusian National Technical University (BNTU). Methods. Statistical analysis tools made it possible to study in detail the corporate networks of the BNTU Library. A comparative analysis of the experience of maintaining BNTU accounts in social media by an SMM specialist and a working group of employees from various library departments was carried out. Results. The advantages and risks in the work of the group are summarized. The following areas highlighted: Team building; Communication and work organization; Creativity and creative power; Overcoming the challenges of group work; Content formation techniques; Potential. Conclusions. Working in a group produces creative and interesting content in large volumes. The experience of managing the process of forming a content policy in 2020 proves that the process has become more flexible and independent of the personality of an SMM specialist.

Is a Forensic Cohabitation Program Recovery-Oriented? A Logic Model Analysis

Background. Recovery orientation is a movement in mental health practice. Although general mental health services have taken the lead in promoting recovery, forensic psychiatric systems have lagged behind because of the need to reconcile recovery principles with the complexities of legal mandates. Advocating recovery and making systemic changes can be challenging because they require seeking a balance between the competing duties to the patient and the public. This paper used a logic model framework to demonstrate a cohabitation program that placed a woman and her newborn infant in a secure forensic rehabilitation unit, and analyzed the key assumptions of recovery upon which it was based. Methods. This was a qualitative program evaluation. Data collection involved individual interviews with the woman, the infant’s father, five primary healthcare providers, and five system administrators, and 11 focus groups with unit staff and other patients. Content analysis was used to guide the data analysis and develop the critical components of the program logic model. Results. A logic model that consists of input (team building, program planning, staff and patient preparation, resource management), output (logistic activities, risk management, mental healthcare, staff/other patient support, discharge preparation), and outcome (individual, provider, system, and society) components was developed. Conclusions. This study demonstrates a recovery-oriented program for a woman cohabitating with her baby in a secure forensic psychiatric rehabilitation unit. The logic model provided a comprehensive understanding of the way the recovery principles, such as shared decision-making, positive risk-taking, informed choices, and relational security, were implemented.

DESIGN THINKING: CONCEPTUAL FRAMEWORK, ADVANTAGES AND RESTRICTIONS

The need to develop competitive innovative products and services encourages modern organizations to search for new ways to enhance the creative abilities of their personnel. Design thinking is one of the promising tools to elaborate organi-zational potential in generating ideas and developing new products which satisfy customer requirements to the most extent. Over last years design thinking has been developed as a practically­oriented approach aimed at solving customer problems. Within the frame of design thinking, deep understanding of their values, reactions, experience in interaction with the company and behavioral habits serves as a basis for focused ideation, fast prototyping and testing. Although the key characteristics, main stages, tools and techniques of design thinking are well established in the literature, far less attention has been paid to the restrictions and conditions of design thinking application within organizational environment. These issues determined the purpose of the study. First, the paper considered the evolution of the term design thinking, as well as portfolio of its tools and techniques applied at different stages of design thinking process. Further, the advantages, restrictions and conditions of design thinking application were specified. Design thinking allows to achieve 1) externally oriented organizational goals: development of innovations, improvement of products and services in accordance with customer needs, better interaction with customers; 2) internally oriented organizational goals: development of staff experience and creative abilities, team building and enchancing a creative corporate culture. The restrictions of design thinking implementation related to its key features (focus on customer experience, fast ideation, prototyping and testing) were established. Important conditions for design thinking implementation are as follows: understanding and taking into account its restrictions, introduction of a flexible format for design sessions, and formation of design teams in accordance with the experience, competencies and thinking style of their participants. Thus, design thinking is a useful approach for development of customer­oriented innovative solutions, although it should not be considered as a universal tool for solving all organizational problems.Keywords: design, design thinking, creativity, customer experience, Stanford model, «wicked» problems, design thinking techniques. Дизайн­мислення є перспективним напрямом дослідження для науковців і фахівців із менеджменту, ураховуючи позитивний досвід його використання і зростаючу популярність серед провідних компаній світу. Нині відомі характерні риси, етапи, інструменти та техніки дизайн­мислення, однак малодослідженим залишається питання щодо меж практичного застосування цього підходу, його переваг і недоліків. У статті виявлено переваги дизайн­мислення, зокрема: оперативне вдосконалення продуктів і послуг відповідно до потреб клієнтів, тімбілдинг, новий досвід і розвиток креативних здібностей персоналу, формування креативної корпоративної культури. Для успішного застосування дизайн­мислення під час організації дизайн­сесій необхідно враховувати його обмеження, упроваджувати гнучкий формат дизайн­сесій та підбирати учасників дизайн­команд за досвідом, компетенціями і стилем мислення. Ключові слова: дизайн, дизайн­мислення, креативність, клієнтський досвід, Стенфордська модель, wicked­проблеми, техніки дизайн­мислення.