The detection of psychiatric illness by questionnaire

This new edition of Ann Bowling's well-known and highly respected text has been thoroughly revised and updated to reflect key methodological developments in health research. It is a comprehensive, easy to read, guide to the range of methods used to study and evaluate health and health services. It describes the concepts and methods used by the main disciplines involved in health research, including: demography, epidemiology, health economics, psychology and sociology.The research methods described cover the assessment of health needs, morbidity and mortality trends and rates, costing health services, sampling for survey research, cross-sectional and longitudinal survey design, experimental methods and techniques of group assignment, questionnaire design, interviewing techniques, coding and analysis of quantitative data, methods and analysis of qualitative observational studies, and types of unstructured interviewing. With new material on topics such as cluster randomization, utility analyses, patients' preferences, and perception of risk, the text is aimed at students and researchers of health and health services. It has also been designed for health professionals and policy makers who have responsibility for applying research findings in practice, and who need to know how to judge the value of that research.

Research Methods in Health. Investigating health and health services

https://leeds-faculty.colorado.edu/dahe7472/Journal%20of%20Management-2008-Ashforth-325-74.pdf

Identification in Organizations: An Examination of Four Fundamental Questions

Sustained organizational performance depends on top management teams effectively exploring and exploiting. These strategic agendas are, however, associated with contradictory organizational architectures. Using the literature on paradox, contradictions, and conflict, we develop a model of managing strategic contradictions that is associated with paradoxical cognition-senior leaders and/or their teams (a) articulating a paradoxical frame, (b) differentiating between the strategy and architecture for the existing product and those for innovation, and (c) integrating between those strategies and architectures. We further argue that the locus of paradox in top management teams resides either with the senior leader or with the entire team. We identify a set of top management team conditions that facilitates a team's ability to engage in paradoxical cognitive processes.

Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams

The authors developed and meta-analytically examined hypotheses designed to test and extend work design theory by integrating motivational, social, and work context characteristics. Results from a summary of 259 studies and 219,625 participants showed that 14 work characteristics explained, on average, 43% of the variance in the 19 worker attitudes and behaviors examined. For example, motivational characteristics explained 25% of the variance in subjective performance, 2% in turnover perceptions, 34% in job satisfaction, 24% in organizational commitment, and 26% in role perception outcomes. Beyond motivational characteristics, social characteristics explained incremental variances of 9% of the variance in subjective performance, 24% in turnover intentions, 17% in job satisfaction, 40% in organizational commitment, and 18% in role perception outcomes. Finally, beyond both motivational and social characteristics, work context characteristics explained incremental variances of 4% in job satisfaction and 16% in stress. The results of this study suggest numerous opportunities for the continued development of work design theory and practice.

/pdf/integrating-motivational-social-and-contextual-work-design-2jvoaedpg3.pdf

Integrating Motivational, Social, and Contextual Work Design Features: A Meta-Analytic Summary and Theoretical Extension of the Work Design Literature

The performance and financial health of any organization is dependent upon it having a physically and psychologically healthy workforce who are appropriately trained, well motivated and focused on their work. Interest in the concept of the ‘healthy organization’ has continued to grow amongst researchers, employers and policymakers throughout the developed economies as evidence mounts that absence due to psychological disorders, mainly the result of work-related stress, is growing. Implicit in the traditional concept of a healthy organization is the notion that an aggregation of individually physically and psychologically healthy workers equals a healthy company and that the foci of health promotion and wellness programs should be directed at changing the lifestyles and behaviors of the individual to reduce the risk of them becoming ill.

The Role of Organizations in Promoting Health and Wellbeing

Acquisition strategy has been described as an area of corporate strategy where inappropriate mathematical theory and a yearning for greener grass has prevailed over common sense.

The impact of mergers and acquisitions on organizational performance

Publisher Summary
This chapter focuses on establishing marital allegiance. Post-merger stabilization, particularly if the organization relies on the traditional knock-on or domino approach to culture change or integration, is likely to take several years, depending on the size of the organization. Increased organizational size in itself reduces feelings of pressure to participate. Because employees frequently feel as if they are even smaller cogs in an even larger wheel, they find it more difficult to identify with the organization. The energy expended in introducing, integrating systems, and procedures tends to stretch managerial resources almost to breaking point. The importance of monitoring the integration cannot be overemphasized. Feedback mechanisms introduced in the early stages should remain in place and operate for some time post-merger/acquisition.

Establishing marital allegiance–monitoring the success of the marriage

This chapter discusses some indication as to the scale of the phenomenon, and presents the motives and conditions that have led to current wave of merger mania. Merger mania has not just been confined to the UK, but has occurred on a global scale. While the USA and the UK have continued to remain the major players in the merger game, with the onset of 1992 and the Single European Market there has been a marked increase in the number of European cross-border acquisitions and mergers. The high level of merger activity is causing some international concern. In recent years, over half the US states have introduced or tightened their regulations concerning internal acquisition activity.

The merger phenomenon

Publisher Summary
This chapter discusses organizational culture and its assessment. It also discusses the origins of organizational culture. The idea that organizations as mini societies can be considered as having a culture has its theoretical origins in sociology and anthropology, where the concept is fundamental to the understanding of any society or societal group. Culture is considered a powerful, enduring, and pervasive influence on human behavior. It is through culture that societies maintain regularity and order. While national cultures may to some degree influence the style of the work organization and the preferred organizational culture, different organizations as a subgroup within the same national culture have different cultures. They can be considered to differ in terms of the strength, coherence, pervasiveness, and type of their organizational culture. Organizational culture is a well-used, but perhaps poorly understood, concept.

Susan Cartwright

Papers

The Role of Organizations in Promoting Health and Wellbeing

The impact of mergers and acquisitions on organizational performance

Establishing marital allegiance–monitoring the success of the marriage

The merger phenomenon

Organizational culture and its assessment