The future of management training in Canadian healthcare organizations
ABSTRACT Two complementary research techniques, a case study of one municipal hospital and Round 1 of a Delphi study, were used in a preliminary study of management training and development in the Canadian healthcare sector which is undergoing a dramatic change. Five broad themes emerged from these two studies: expectations of continuing tight financial constraints associated with greater accountability from healthcare managers; a concern that human resource departments improve their practices to better identify, develop and evaluate staff; a view that healthcare organizations co-operate more with other organizations to pool resources for management training; and a need for innovation to utilize cost-effective training technologies.
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ABSTRACT: Researchers' fame in most scientific fields is closely linked to their publishing capacity, both in terms of quantity and quality. In GIScience, as in other fields, this situation demands that the researcher evaluate and to be very familiar with the scientific journals in which they could publish. Some specialized journals (e.g. Journal of Citation Reports or JCR) are devoted to ranking these reviews according to various methods and criteria. Compared to other scientific communities, GIScience is relatively new and constantly evolving. Therefore, the journals of this field do not benefit from any real formal ranking yet. The objective of this paper is to present the process and results of a study aimed at addressing this gap. More specifically, the challenge is to elaborate an importance ranking of the scientific journals in the field of GIScience. To do so, both a qualitative (Delphi study carried out with 40 international experts) and a quantitative (JCR impact factor) approach has been implemented. This triangulation method leads to an early global ranking of the journals of this field.Transactions in GIS 01/2008; 12:293-321. · 0.54 Impact Factor
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ABSTRACT: A two-round Delphi study was conducted with a panel of 41 Canadian female nurse managers selected from hospitals with at least 100 beds, in the province of Alberta, Canada. The Delphi study examined the changing roles of First-line nurse managers (FLNMs) and major challenges they face with the aim of identifying major stressors and presenting recommendations for senior health care administrators to effectively support FLNMs in the future. Findings underscored the need to better prepare FLNMs for their changing and challenging roles. Organizations need to provide FLNMs with the resources to ensure quality patient care and enable them to spend more quality time executing their management responsibilities. Health care organizations should consider using a more participative management style, with mentoring, to empower and effectively use the extensive experience of their FLNMs to tackle the challenges of the future.Women in Management Review 02/2004; 19(2):88-97.
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ABSTRACT: First-line nurse managers in the Canadian healthcare system are facing many challenges due, in large part, to reduced funding for healthcare since the early 1990s and the accompanying reorganization and downsizing of healthcare organizations that leave nurse managers with greater pressures to do more with less. A two-round Delphi study was conducted with a panel of 41 Canadian nurse managers selected from hospitals, with at least 100 beds, in the province of Alberta. The Delphi study examined current and future management training and development (MTD) for first-line nurse managers in light of their challenges and changing roles. The aim was to identify major recommendations for health care administrators and educators to prepare and support first-line nurse managers effectively in the future. Findings underscored the need for management skills training, especially human resource management and budgeting skills. Given the resource constraints of healthcare organizations, cost-efficient recommendations are presented for MTD.Journal of Management Development 10/2003; 22(9):824-834.