Many organizations leap into a knowledge management solution e. A successful knowledge management program will consider more than just technology.
Since the publication of Better Services for the Mentally Handicapped DHSS an ever increasing number of people with learning disabilities are having their service provision met within the community.
The strategic management process consists of four major components; they are environmental scanning, strategy formulation, strategy implementation, and evaluation and control. They each are broken down into their specific roles within the strategic management process. A winning knowledge management program increases staff productivity, product and service quality, and deliverable consistency by capitalizing on intellectual and knowledge-based assets. Many organizations leap into a knowledge management solution (e.g. document management, data mining, blogging, and. Hai-O's top leaders realize the action-driven nature of implementation process and that it requires careful management of people and business operations. Thus Hai-O strives to place the right people at the right task and allocate the right available sources at .
During a recent clinical placement the author witnessed several incidents of violent and challenging behaviour which resulted in the physical restraint of service users. A number of physical restraint issues will be deliberated through the critical appraisal of three research papers with the author offering evidence from prominent literature and clinical practice to substantiate his findings.
Consideration will be given to the research evidence base, the design, literature review and methodology whilst giving due regard to its applicability to clinical practice. The analysis of the major factors that influence the successful utilisation of the research in clinical practice will be discussed in the second section of the paper along with a definition of restraint.
The author will succeed this with a strategy for the implementation of the research findings utilising an existing model of change. Murphy et al analyses the extent to which staff in intellectual disability services were trained in physical interventions and their views on a joint British Institute of Learning Disabilities BILD and National Autistic Society NAS policy framework Harris et al The researchers chose a postal questionnaire to gather the data from three groups of practitioners a technique widely acknowledged as the most common in social and health research Parahoo Walker p states that, "It is absolutely essential that all questions are piloted before being employed This could dispute the content validity of the questionnaire, however the researchers are all recognised contributors to prominent journals and associates of the renowned Tizard Centre therefore we must assume that the questionnaire was probably peer reviewed.
The data collected was presented in accommodating tables and graphs whilst the more critical analyst is provided for with the knowledge that parametric t-test and non-parametric chi-square test statistical analysis was utilised to enhance validity.
Within the introduction there is substantial evidence of a comprehensive literature review explaining the key concepts, variables and issues relevant to policy framework and training. Murphy et al also reveals that the majority of respondents indicated no weaknesses in the policy framework document and for those who did comment on weakness, it was rare for these to be of direct criticism.
Strategic management process is a planning process in which managers establish the organization’s general direction and objectives, formulate a specific strategy, plan and carry out the strategy’s implementation, and monitor results and make necessary adjustments. Strategy implementation is that phase in the management process when the results of strategic planning are put into action. While a great deal of time and effort are put in the strategy development phase, there is hardly any devoted to the implementation phase. Human Resource management is an important aspect in management of organizations since there is no entity that operates without any human input. The importance of the department is emphasized by the fact humans have feelings and a social aspect which must .
The endorsement of non-aversive physical interventions and accreditation of training with BILD would support the recommendations of Murphy at al for a recognised model of an accredited non-aversive physical intervention technique.
The disclosure that physical restraint is the most frequent used response when addressing violent and aggressive behaviour Lewis influenced the author to peruse a paper which examined this phenomenon.
A self-designed questionnaire was given before and again three months after the training, to all staff members of a small non-specialised independent sector residential service for people with learning disabilities and challenging behaviour.
They used a five-point Likert scale, as described by Underwoodto ascertain confidence in dealing with challenging behaviour and how supported they felt by their organisation in using physical intervention.
An inferential non-parametric technique known as the Wilcoxon signed rank test found no significant difference between pre and post training incident report data.
However chi-squared testing revealed a distinct rise in the tendency to respond physically to an incident after training. A rather scant reference list draws attention to the evidence base and literature review undertaken by the researchers who creditably acknowledge their paper has several limitations notably its low sample size, short duration and lack of suitable controls.
These findings contradict previous research Allen et al where a decrease in physical interventions was recorded this could also question the value of the training course.
Over seventy-five percent of the two-day course was dedicate to lectures covering service values, understanding challenging behaviour, early intervention and prevention.Hills and Jones make the following statement “Many writers have emphasized that strategy is the outcome of a formal strategic planning process and that top management plays the most important role in the process.
implementation of strategy was followed.
Emphasis had been directed on the threat I certified that this thesis does not incorporate without acknowledgement any material Definitions of Strategy 22 Strategic Management and Operation Management The scope of the implementation strategy should reflect this fact in order to safeguard the system implementation.
Information System Implementation Essay The observation and reviewing process of the organisation gave impetus to highlight the components of the risk management process including Risk management principles Obstacles to.
Human Resource management is an important aspect in management of organizations since there is no entity that operates without any human input. The importance of the department is emphasized by the fact humans have feelings and a social aspect which must . Implementing Strategies - the step that differentiates between success and failure of strategic planning.
Abstract. To discuss in detail, the strategic implementation process and also to understand the management and operational nuances of a successful implementation. Strategy implementation process acknowledgement management essay. In order to monitor restraint both the RCN and the DoH a advocate a working party consisting of nurses, relatives, client representatives and other professionals to ensure that service providers are formulating appropriate care plans, risk assessments and identifying triggers to prevent potential violent incidients.