Practitioner Perceptions of the A3 Method for Process Improvement in Health Care

The focus of this article is to present students’ perceptions of the recently developed A3 method, a structured problem-solving approach based on lean concepts and tools that have been adapted to the health care environment. The students were all employees of a large health care provider and were enrolled in a customized health care executive MBA Program. Each student was required to complete an individual A3 Project in order to improve a process at the department for which they worked. At the end of the semester the students presented their A3 projects to their peers who voted on the best projects. A survey measuring perceptions of the A3 method for problem solving in health care was administered and from it we present propositions for A3 implementation. These propositions are applicable both to health care practitioners and to academic researchers

E-Learning in Business

e-Learning is replacing face-to-face classroom instruction in a growing number of businesses, but what is the prospect for the continued proliferation of e-learning in business? On one hand, the quality of instruction, the cost effectiveness of new technology, a supportive e-learning educational culture, an expansion of the Internet, an increase in online courses, shorter business cycles, mergers, and increasing competition encourage business use of e-learning. On the other hand, employee reticence in using learning technologies, insufficient corporate investment, lack of business-relevant university courses, narrow bandwidth, and Internet access issues are constricting the business use of these technologies

Emergency Management Training for Transportation Agencies

State transportation agencies have a variety of responsibilities related to emergency management. Field personnel manage events--from day-to-day emergencies to disasters--using the Incident Command System (ICS) as their organizational basis. At the headquarters level, the Emergency Operations Center (EOC) coordinates the use of resources across the department and its districts, with other state departments and agencies, and through the federal Emergency Support Function 1. District-level EOCs coordinate with the department. In extreme events, the transportation department may only be able to deliver limited essential services in austere conditions, so a continuity of operations/ continuity of government plan (COOP/COG) is essential. This research applied the principles of andragogy to deliver ICS field level training, EOC training and COOP/COG training to state transportation agency’s staff in all districts and at headquarters. The data supports the need for adult-oriented methods in emergency management training

Towards a strategy for workplace learning: Report to HEFCE by CHERI and KPMG

The study, undertaken between March and November 2005 aimed to inform HEFCE thinking on developing a strategy for workplace learning by: exploring the nature, purposes and outcomes of workplace learning; considering workplace learning within the broader relationships between the worlds of work and learning; exploring emerging changes in higher education which may impact on workplace learning in the future; identifying structural issues that currently enable or inhibit workplace learning, and identify future opportunities

How Can Learning & Development be Applied to Support Employees\u27 Changing Career Paths?

Employees change their career path for reasons such as passion, opportunities, and interests. Companies need to prepare to support this career transition in order to improve the efficiency of the organizations. One of the most effective ways to support this transition is through learning and development. This year\u27s Global Human Capital Trends survey shows that more than 85 percent of respondents cited learning as important or very important. Yet, more companies than ever report that they are unprepared to meet this challenge [1]. To close gaps between career transition needs and lack of preparation in organizations, HR professionals and learning specialists are being asked to offer better learning platforms and products that meet new expectations of employees for on-demand learning opportunities

2017-18 VCU Faculty Handbook

The VCU Faculty Handbook contains information about the university, its campus and the surrounding community. The Handbook is not a complete guide to academics, research and other services, but is intended as a reference guide to orient new and continuing faculty to the university and provides additional sources for information. For detailed school or department information, please reach out to the specific departmental office. The VCU Office of Faculty Affairs is committed to updating the Handbook on a yearly basis