{"title":"Disciplinary and Fitness-to-Practice Data, Policies, and Practices in the NHS Trusts and Health Professional Bodies in the UK","authors":"Uduak Archibong PhD, FWACN, FRCN, Carol Elaine Baxter CBE, PhD, MSc, DN (Lond), FETC, RHV, RM, RN, HonMFPHM, FRSA, Aliya Darr PhD, Sean Walton PhD, Mohamed Jogi Chartered FCIPD, FCMI, MIHM, MSc, MA, LLB (Hons)","doi":"10.1002/jpoc.21117","DOIUrl":"https://doi.org/10.1002/jpoc.21117","url":null,"abstract":"<p>It is important that NHS organizations have the ability to apply disciplinary procedures to ensure that staff behave in an appropriate and professional manner. Anecdotal evidence and a growing body of empirical studies indicates that Black minority ethnic (BME) doctors are more likely to be referred to the General Medical Council. Comparatively, less is known about the experiences of minority ethnic staff from other occupational groups within the NHS. This paper presents the findings abstracted from a larger study to assess the extent of involvement of BME staff in disciplinary procedures within the NHS. The study comprises several distinct phases, including a web audit of NHS trusts and examination of disciplinary policies and practices through workshops with human resources managers and representatives of health profession regulatory bodies alongside workshops with service managers to validate study recommendations to ensure relevance to the end users. Sufficient attention was not always given to transmit the ethos and values of the NHS, nor the organizational culture in which staff would be expected to work. There was repeated mention of a custom and practice culture existing within the NHS that was seen as perpetuating unwritten workplace norms and was instrumental in reproducing inequalities.</p>","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"4 3","pages":"6-25"},"PeriodicalIF":0.0,"publicationDate":"2013-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/jpoc.21117","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71985861","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Collaborative Competence: Redefining Management Education Through Social Construction","authors":"Douglas J. Gilbert DBA, JD","doi":"10.1002/jpoc.21116","DOIUrl":"https://doi.org/10.1002/jpoc.21116","url":null,"abstract":"<p>The purpose of this article is to stimulate discussion and further research on the topic of a fundamental and wholesale change in management education across a variety of organizations. The proposed model for management education is focused on interpersonal relationships as core to all aspects of educating managers. The article's premise is that management education should evolve to a design based on management itself as a relational social practice. The emergent model developed in the article rests on a historical analysis of approaches that demonstrate a flawed focus on rationalistic concepts. A new model is grounded in <i>collaborative competence</i>, an approach to achieve results over and above the sum of individual contributions. Collaborative competence is designed based on social construction principles. The episodic criticisms of the value of management education demonstrate that the approaches to educating organizational managers remain lacking. Shifting the pivotal focus of management education from rational and technical notions to a focus on relationships first rooted in social construction provides an enabling framework for organizational performance. The change in focus also addresses the need to educate managers to act in more ethical and socially responsible ways.</p>","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"4 3","pages":"26-43"},"PeriodicalIF":0.0,"publicationDate":"2013-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/jpoc.21116","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71985862","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Starbucks Exceptionalism: An Institutional Ethnographic Exploration of Coffee Culture in America","authors":"Diane Gavin PhD","doi":"10.1002/jpoc.21118","DOIUrl":"https://doi.org/10.1002/jpoc.21118","url":null,"abstract":"<p>Over a 5-year period, from 2008 to 2013, Starbucks locations across the United States were visited and revisited to understand the growing cultural phenomenon that took hold in American society regarding consumers and Starbucks's coffee products. Written in an enhanced ethnographic style, in which presentational techniques are drawn from creative nonfiction and immersion journalism, the purpose of the current study is to apply a political theory lens in American culture, Seymour Lipset's (1966/1996) theory of American exceptionalism, to an American corporation, Starbucks Coffee. As with any ethnographic study, field work comes from a blend of immersion in the field and secondary data sources. For this study, the researcher visited more than 100 individual Starbucks locations across the United States, spoke with hundreds of individuals in these locations, and conducted a one-word, quick-survey response with 200 participants who were criterion selected based on their visiting a Starbucks on the day of being asked the question. The participants were randomly asked on the street as well as through Facebook. Descriptive and thematic coding processes were conducted on the participants' responses. The results indicated that while Starbucks Corporation messaging indicates the presence of Starbucks exceptionalism, fragmentation in consumers' minds may be occurring and Starbucks exceptionalism may not be as strong as it was a few years ago. As Starbucks moves into the Far Asian and Southeast Asian marketplaces, further study is needed to determine whether Starbucks exceptionalism will stay intact or shift to reflect other cultural influences.</p>","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"4 3","pages":"44-58"},"PeriodicalIF":0.0,"publicationDate":"2013-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/jpoc.21118","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71985863","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The G Quotient: Why Gay Executives Are Excelling as Leaders … and What Every Manager Needs to Know","authors":"Irene F. Stein PhD","doi":"10.1002/jpoc.21115","DOIUrl":"https://doi.org/10.1002/jpoc.21115","url":null,"abstract":"<p>By Kirk Snyder</p><p><i>San Francisco, CA: Jossey-Bass, 2006. 240 pp. ISBN 978-1-118-43898-5. $24.95</i></p><p>Reviewed by Irene F. Stein, PhD</p>","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"4 3","pages":"59-62"},"PeriodicalIF":0.0,"publicationDate":"2013-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/jpoc.21115","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71985864","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Editor's Introduction","authors":"Kenneth C. Sherman PhD","doi":"10.1002/jpoc.21119","DOIUrl":"https://doi.org/10.1002/jpoc.21119","url":null,"abstract":"","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"4 3","pages":"4-5"},"PeriodicalIF":0.0,"publicationDate":"2013-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/jpoc.21119","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71966916","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
U. Archibong, C. Baxter, A. Darr, S. Walton, M. Jogi
{"title":"Disciplinary and Fitness-to-Practice Data, Policies, and Practices in the NHS Trusts and Health Professional Bodies in the UK","authors":"U. Archibong, C. Baxter, A. Darr, S. Walton, M. Jogi","doi":"10.1002/JPOC.21117","DOIUrl":"https://doi.org/10.1002/JPOC.21117","url":null,"abstract":"It is important that NHS organizations have the ability to apply disciplinary procedures to ensure that staff behave in an appropriate and professional manner. Anecdotal evidence and a growing body of empirical studies indicates that Black minority ethnic (BME) doctors are more likely to be referred to the General Medical Council. Comparatively, less is known about the experiences of minority ethnic staff from other occupational groups within the NHS. This paper presents the findings abstracted from a larger study to assess the extent of involvement of BME staff in disciplinary procedures within the NHS. The study comprises several distinct phases, including a web audit of NHS trusts and examination of disciplinary policies and practices through workshops with human resources managers and representatives of health profession regulatory bodies alongside workshops with service managers to validate study recommendations to ensure relevance to the end users. Sufficient attention was not always given to transmit the ethos and values of the NHS, nor the organizational culture in which staff would be expected to work. There was repeated mention of a custom and practice culture existing within the NHS that was seen as perpetuating unwritten workplace norms and was instrumental in reproducing inequalities.","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"1 1","pages":"6-25"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89789720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Starbucks Exceptionalism: An Institutional Ethnographic Exploration of Coffee Culture in America","authors":"D. Gavin","doi":"10.1002/JPOC.21118","DOIUrl":"https://doi.org/10.1002/JPOC.21118","url":null,"abstract":"Over a 5-year period, from 2008 to 2013, Starbucks locations across the United States were visited and revisited to understand the growing cultural phenomenon that took hold in American society regarding consumers and Starbucks's coffee products. Written in an enhanced ethnographic style, in which presentational techniques are drawn from creative nonfiction and immersion journalism, the purpose of the current study is to apply a political theory lens in American culture, Seymour Lipset's (1966/1996) theory of American exceptionalism, to an American corporation, Starbucks Coffee. As with any ethnographic study, field work comes from a blend of immersion in the field and secondary data sources. For this study, the researcher visited more than 100 individual Starbucks locations across the United States, spoke with hundreds of individuals in these locations, and conducted a one-word, quick-survey response with 200 participants who were criterion selected based on their visiting a Starbucks on the day of being asked the question. The participants were randomly asked on the street as well as through Facebook. Descriptive and thematic coding processes were conducted on the participants' responses. The results indicated that while Starbucks Corporation messaging indicates the presence of Starbucks exceptionalism, fragmentation in consumers' minds may be occurring and Starbucks exceptionalism may not be as strong as it was a few years ago. As Starbucks moves into the Far Asian and Southeast Asian marketplaces, further study is needed to determine whether Starbucks exceptionalism will stay intact or shift to reflect other cultural influences.","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"44 1","pages":"44-58"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78628949","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The G Quotient: Why Gay Executives Are Excelling as Leaders … and What Every Manager Needs to Know","authors":"I. Stein","doi":"10.1002/JPOC.21115","DOIUrl":"https://doi.org/10.1002/JPOC.21115","url":null,"abstract":"By Kirk Snyder \u0000 \u0000 \u0000 \u0000San Francisco, CA: Jossey-Bass, 2006. 240 pp. ISBN 978-1-118-43898-5. $24.95 \u0000 \u0000 \u0000 \u0000Reviewed by Irene F. Stein, PhD","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"41 1","pages":"59-62"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86402526","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Collaborative Competence: Redefining Management Education Through Social Construction","authors":"Jd Douglas J. Gilbert","doi":"10.1002/JPOC.21116","DOIUrl":"https://doi.org/10.1002/JPOC.21116","url":null,"abstract":"The purpose of this article is to stimulate discussion and further research on the topic of a fundamental and wholesale change in management education across a variety of organizations. The proposed model for management education is focused on interpersonal relationships as core to all aspects of educating managers. The article's premise is that management education should evolve to a design based on management itself as a relational social practice. The emergent model developed in the article rests on a historical analysis of approaches that demonstrate a flawed focus on rationalistic concepts. A new model is grounded in collaborative competence, an approach to achieve results over and above the sum of individual contributions. Collaborative competence is designed based on social construction principles. The episodic criticisms of the value of management education demonstrate that the approaches to educating organizational managers remain lacking. Shifting the pivotal focus of management education from rational and technical notions to a focus on relationships first rooted in social construction provides an enabling framework for organizational performance. The change in focus also addresses the need to educate managers to act in more ethical and socially responsible ways.","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"30 1","pages":"26-43"},"PeriodicalIF":0.0,"publicationDate":"2013-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84565495","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Alton D. Harris III DM, Stephanie B. Hoffman PhD, Leslie A. Miller PhD
{"title":"Retaining Recent Graduates in Government","authors":"Alton D. Harris III DM, Stephanie B. Hoffman PhD, Leslie A. Miller PhD","doi":"10.1002/jpoc.21111","DOIUrl":"https://doi.org/10.1002/jpoc.21111","url":null,"abstract":"","PeriodicalId":100827,"journal":{"name":"Journal of Psychological Issues in Organizational Culture","volume":"4 2","pages":"53-64"},"PeriodicalIF":0.0,"publicationDate":"2013-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1002/jpoc.21111","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71986103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}