112,329 research outputs found

    Inter-professional in-situ simulated team and resuscitation training for patient safety: Description and impact of a programmatic approach

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    © 2015 Zimmermann et al.Background: Inter-professional teamwork is key for patient safety and team training is an effective strategy to improve patient outcome. In-situ simulation is a relatively new strategy with emerging efficacy, but best practices for the design, delivery and implementation have yet to be evaluated. Our aim is to describe and evaluate the implementation of an inter-professional in-situ simulated team and resuscitation training in a teaching hospital with a programmatic approach. Methods: We designed and implemented a team and resuscitation training program according to Kerns six steps approach for curriculum development. General and specific needs assessments were conducted as independent cross-sectional surveys. Teamwork, technical skills and detection of latent safety threats were defined as specific objectives. Inter-professional in-situ simulation was used as educational strategy. The training was embedded within the workdays of participants and implemented in our highest acuity wards (emergency department, intensive care unit, intermediate care unit). Self-perceived impact and self-efficacy were sampled with an anonymous evaluation questionnaire after every simulated training session. Assessment of team performance was done with the team-based self-assessment tool TeamMonitor applying Van der Vleutens conceptual framework of longitudinal evaluation after experienced real events. Latent safety threats were reported during training sessions and after experienced real events. Results: The general and specific needs assessments clearly identified the problems, revealed specific training needs and assisted with stakeholder engagement. Ninety-five interdisciplinary staff members of the Childrens Hospital participated in 20 in-situ simulated training sessions within 2 years. Participant feedback showed a high effect and acceptance of training with reference to self-perceived impact and self-efficacy. Thirty-five team members experiencing 8 real critical events assessed team performance with TeamMonitor. Team performance assessment with TeamMonitor was feasible and identified specific areas to target future team training sessions. Training sessions as well as experienced real events revealed important latent safety threats that directed system changes. Conclusions: The programmatic approach of Kerns six steps for curriculum development helped to overcome barriers of design, implementation and assessment of an in-situ team and resuscitation training program. This approach may help improve effectiveness and impact of an in-situ simulated training program

    Supplementary skills guides for built environment researchers

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    Deepening specialised knowledge-base and wider skills of researchers in a wider variety of disciplines are prerequisite for developing successful leadership in higher education, the public sector and industry. In response to this repeated calls for enhancing supplementary skills of the built environment researchers, TG53 (Postgraduate Research Training in Building and Construction) initiated steps to develop and nurture understanding of supplementary skills and providing a common frame of reference for use and further discourse and has developed 6 good practice examples highlighting skills for researchers within the built environment. Accordingly, this TG53 publication is in response to the repeated calls for enhancing supplementary skills of the built environment researchers

    The role of Intangible Assets in the Relationship between HRM and Innovation: A Theoretical and Empirical Exploration

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    This paper, as far as known, provides a first attempt to explore the role of intellectual capital (IC) and knowledge management (KM) in an integrative way between the relationship of human resource (HR) practices and two types of innovation (radical and incremental). More specifically, the study investigates two sub-components of IC – human capital and organizational social capital. At the same time, four KM channels are discussed, such as knowledge creation, acquisition, transfer and responsiveness.\ud The research is a part of a bigger project financed by the Ministry of Economic Affairs and the province of Overijssel in the Netherlands. The project studies the ‘competencies for innovation’ and is conducted in collaboration with innovative companies in the Eastern part of the Netherlands. \ud An exploratory survey design with qualitative and quantitative data is used for\ud investigating the topic in six companies from industrial and service sector in the region of Twente, the Netherlands. Mostly, the respondents were HR directors. The findings showed that some parts of IC and KM configurations were related to different types of innovation. To make the picture even more complicated, HR practices were sometimes perceived interchangeably with IC and KM by HR directors. Overall, the whole picture about the relationships stays unclear and opens a floor for further research

    Teamwork protocol

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    This protocol represents an attempt to assist in the instruction of teamwork assessment for first-year students across QUT. We anticipate that teaching staff will view this protocol as a generic resource in teamwork instruction, processes and evaluation. Teamwork has been acknowledged as a problematic practice at QUT while existing predominantly in importance amongst graduate capabilities for all students at this institution. This protocol is not an extensive document on the complexities and dynamics of teamwork processes, but instead presents itself as a set of best practice guidelines and recommendations to assist in team design, development, management, support and assessment. It is recommended that this protocol be progressively implemented across QUT, not only to attain teamwork teaching consistency, but to address and deal with the misconceptions and conflict around the importance of the teamwork experience. The authors acknowledge the extensive input and contributions from a Teamwork Steering Committee selected from academic staff and administrative members across the institution. As well, we welcome feedback and suggestions to both fine tune and make inclusive those strategies that staff believe add to optimal teamwork outcomes

    Software Engineering for Millennials, by Millennials

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    Software engineers need to manage both technical and professional skills in order to be successful. Our university offers a 5.5 year program that mixes computer science, software and computer engineering, where the first two years are mostly math and physics courses. As such, our students' first real teamwork experience is during the introductory SE course, where they modify open source projects in groups of 6-8. However, students have problems working in such large teams, and feel that the course material and project are "disconnected". We decided to redesign this course in 2017, trying to achieve a balance between theory and practice, and technical and professional skills, with a maximum course workload of 150 hrs per semester. We share our experience in this paper, discussing the strategies we used to improve teamwork and help students learn new technologies in a more autonomous manner. We also discuss what we learned from the two times we taught the new course.Comment: 8 pages, 9 tables, 4 figures, Second International Workshop on Software Engineering Education for Millennial

    National Industrialization Strategies and Firm Level IR/HR Practices: Case Studies in Malaysia and Philippines

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    [Excerpt] Any economy is characterized by several different patterns of industrial relations (IR)and human resource (HR) practices at the level of the workplace. Often, the patterns of IR/HR practices of firms differ based on the nature of the industry, the nature of technology and production methods used, the specific economic circumstances facing firms, and in some cases the IR/HR philosophy of key individuals. Patterns of IR/HR practices also differ based on economic sectors, with IR/HR practices in the service sector showing differences with patterns in the manufacturing sector

    Work-related teaching and learning methods to foster generic skills in Higher Education. An Italian experience

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    open5siWithin the framework of modernisation of higher education systems in Europe, universities are invited to go beyond a knowledge-based perspective focused on disciplinary approaches and to be more concentrated on encouraging generic skills to deal with today’s complex and unpredictable career paths. The literature about Work-Related Learning and Work-Integrated Learning offers evidence to research regarding contributions of work-related experiences to the development of generic skills. The first part of the article presents a literature review carried out following the matching among three main keywords: work-related learning, generic skills, and higher education. Resources focused on the integration/teaching of generic skills in formal curriculum or in co-curriculum work-related activities and they were collected in order to explore the link between work-related learning in higher education and the development of generic skills. The focus is to identify valuable considerations to improve teaching strategies and methods. The second part presents an Italian work-related experience developed within the course of “Organizational Intervention Research Methods,” which involved 22 master’s degree students. The work-related assignment will be described in addition to the content analysis process of the 22 collected texts and the findings about the development of generic skills.openDaniela, Frison; Concetta, Tino; Jonathan, W., Tyner; Monica, FedeliFrison, Daniela; Tino, Concetta; Jonathan, W.; Tyner, ; Fedeli, Monic

    The effectiveness of teamwork training on teamwork behaviors and team performance : A systematic review and meta-analysis of controlled interventions

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    The objective of this study was to conduct a systematic review and meta-analysis of teamwork interventions that were carried out with the purpose of improving teamwork and team performance, using controlled experimental designs. A literature search returned 16,849 unique articles. The meta-analysis was ultimately conducted on 51 articles, comprising 72 (k) unique interventions, 194 effect sizes, and 8439 participants, using a random effects model. Positive and significant medium-sized effects were found for teamwork interventions on both teamwork and team performance. Moderator analyses were also conducted, which generally revealed positive and significant effects with respect to several sample, intervention, and measurement characteristics. Implications for effective teamwork interventions as well as considerations for future research are discussed

    Making Law More Accessible: Designing Collaborative Learning Environments for Physically Remote Generation Y Students

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    In addition to an understanding of substantive law, the undergraduate law degree at Queensland University of Technology (QUT) aims to develop students’ lifelong skills. In the unit ‘Principles of Equity’ the skill developed includes teamwork, in the context of legal letter writing. Given the increased technological mobility of Generation Y students, the presenters have developed and trialled a model that enables these skills to be learnt and practiced online. The result is a more flexible environment that not only ensures congruent learning experiences between internal and external (or physically remote) students, but provides a connected or engaged educational program to supplement existing teaching method. This paper outlines the above project, the pedagogy that influenced it, and its impact on student learning experiences. Some issues for the development of such learning innovations in the future are also addresse

    An empirical investigation of the channels that facilitate a total quality culture

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    It is generally agreed that the culture of an organisation is a function of its values, beliefs and behavioural practices and that the influence of culture on an organisation is powerful and pervasive. There is also broad agreement that total quality management (TQM ) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not modification of, organisational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organisation needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organisations widely regarded as leading exponents of TQM
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