List Size, Standards and Perfromance in General Practice - A Pilot Study in the South East Thames Region

This is a report of a piolt study carried out among 155 general practitioner trainers in South East Thames region. Similar pilot studies have been carried out among trainers in four other regions on England. Separate reports have been prepared for each of the five regions, together with a summary report comparing the findings among the regions. The pilot studies were funded by the DHSS and carried out by staff of the Health Services Research Unit at the University of Kent at Camterbury

Accelerometers can measure total and activity-specific energy expenditures in free-ranging marine mammals only if linked to time-activity budgets

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Inquiring how a lecturer keeps learning about their teaching:a personal case history on reflective imagination

In order to reverse the use of lecture-based teaching, it is argued that personal reflection can be used as part of the quality assurance process. This paper proposes one response to personal reflection - reflective imagination, which is summarised as an action plan with six activities. It combines two conceptual issues raised in the US, the need to think creatively about learning and the reflective mindset, and one issue raised in the UK, cultivating the entrepreneurial imagination. Reflective imagination is linked to wider social science research, the place of self and reflexivity in scholarship. Finally, a personal history case study is presented which records a visit to Harvard Business School. The visit implements the six activities associated with reflective imagination. This is a method paper exploring reflective imagination

Developing critical understanding in HRM students:using innovative teaching methods to encourage deep approaches to study

Purpose – This paper aims to focus on developing critical understanding in human resource management (HRM) students in Aston Business School, UK. The paper reveals that innovative teaching methods encourage deep approaches to study, an indicator of students reaching their own understanding of material and ideas. This improves student employability and satisfies employer need. Design/methodology/approach – Student response to two second year business modules, matched for high student approval rating, was collected through focus group discussion. One module was taught using EBL and the story method, whilst the other used traditional teaching methods. Transcripts were analysed and compared using the structure of the ASSIST measure. Findings – Critical understanding and transformative learning can be developed through the innovative teaching methods of enquiry-based learning (EBL) and the story method. Research limitations/implications – The limitation is that this is a single case study comparing and contrasting two business modules. The implication is that the study should be replicated and developed in different learning settings, so that there are multiple data sets to confirm the research finding. Practical implications – Future curriculum development, especially in terms of HE, still needs to encourage students and lecturers to understand more about the nature of knowledge and how to learn. The application of EBL and the story method is described in a module case study – “Strategy for Future Leaders”. Originality/value – This is a systematic and comparative study to improve understanding of how students and lecturers learn and of the context in which the learning takes place

From Event-B models to Dafny code contracts

International audienceThe constructive approach to software correctness aims at formal modelling and verification of the structure and behaviour of a system in different levels of abstraction. In contrast, the analytical approach to software verification focuses on code level correctness and its verification. Therefore it would seem that the constructive and analytical approaches should complement each other well. To demonstrate this idea we present a case for linking two existing verification methods, Event-B (constructive) and Dafny (analytical). This approach combines the power of Event-B abstraction and its stepwise refinement with the verification capabilities of Dafny. We presented a small case study to demonstrate this approach and outline of the rules for transforming Event-B events to Dafny contracts. Finally, a tool for automatic generation of Dafny contracts from Event-B formal models is presented

Organizational cognitive neuroscience – potential (non-) implications for practice

Purpose: The purpose of this paper is to highlight the potential implications and non-implications for leadership and organization development of a recent systematic review of empirical developments in organizational cognitive neuroscience (OCN). Design/methodology/approach: Butler et al.’s (2016) systematic review of 40 empirical articles related to OCN is re-interpreted in terms of its potential to reveal (non-) implications for practice. OCN is critically discussed, then related to the research findings from studies with two methodological designs. Findings: At this stage of OCN’s emergence, it appears that neuroimaging and physiology-based research methods have equal potential in their implications for practice, though hormonal data poses ethical public interest dilemmas. Both methods cannot be reduced to specific forms of application to practice, but they set an aspirational direction for the future development of leadership and organizations. Practical implications: There appear to be two paces of translational activity – practitioners are moving more quickly than academics in applying OCN to practice. It is suggested that a meeting of minds may be needed to ensure that any risks associated with applying OCN to practice are minimized or eliminated. Social implications: Inter-disciplinary research, like OCN, requires a social consensus about how basic research in cognitive neuroscience can be applied to organizations. A think tank will provide opportunities for deeper engagement and co-production between academics and practitioners. Originality/value: Critically exploring the potential implications of OCN for practice, by basing the discussion on a systematic review of empirical developments

Human resource strategy:introducing a new management typology to make change stick

Human resource management (HRM) is now being seen as a strategic activity. This recognises that change processes must include the management of human resources as part of an integrated approach to strategy. Without also linking management development and business strategy, change will not stick and organisations will not develop. Contributing to the debate about integrating HR and other strategies, including linking management development and business strategy, this paper develops a new Generic Management Typology of co-existing management philosophies in order to help change agents diagnose the culture of an organisation and to modify that culture. The typology is derived from reflecting on research about the global transformation of public service organisations over the last twenty-five years