Suchergebnisse

Why do legislators engage in geographic representation in party-centred electoral systems, where they face weak re-election incentives to cultivate a personal vote? Existing research offers cross-pressuring incentive structures and intrinsic localism motivations as individual-level factors to explain this puzzle. In this article, we propose an alternative argument based on the principle of collective action within party-internal structures of labour division. We argue that legislators elected in the same multi-member district and under the same party label (party delegations) share collective vote-seeking incentives to collaborate with each other in order to strike a balance between the collective benefits and individual costs of constituency-oriented activities. Results from a comparative study of written parliamentary questions in Germany and Spain support our argument. Specifically, the study suggests that individual localism attributes interact with the team composition of party delegations to shape constituency-orientated behaviour.

Why do legislators engage in geographic representation in party-centred electoral systems, where they face weak re-election incentives to cultivate a personal vote? Existing research offers cross-pressuring incentive structures and intrinsic localism motivations as individual-level factors to explain this puzzle. In this article, we propose an alternative argument based on the principle of collective action within party-internal structures of labour division. We argue that legislators elected in the same multi-member district and under the same party label (party delegations) share collective vote-seeking incentives to collaborate with each other in order to strike a balance between the collective benefits and individual costs of constituency-oriented activities. Results from a comparative study of written parliamentary questions in Germany and Spain support our argument. Specifically, the study suggests that individual localism attributes interact with the team composition of party delegations to shape constituency-orientated behaviour.

The Melbourne Health (MH) Social Work Residential Care Team (RCT) was established in 2002 as a new and innovative approach to aged care. The service employs three full‐time social workers and an Allied Health assistant with previous experience in aged care. The RCT works across the MH continuum of care with inpatients recommended for residential care. The service is predominantly patient‐ and family‐focused, but is also consultative to meet the education needs of MH staff and the community. This paper discusses the MH Social Work Residential Care model, reviews data collected since RCT implementation and the benefits shown for patients, their families and interdisciplinary staff. This paper discusses pressures and factors that impinge on the ability to discharge patients to residential care and explores recommendations for ongoing clinical practice as well as recommendations that the RCT has submitted to management for further consideration.

In order to explain the most important relations between the team variables and team performance the new model is presented. The model infers, that team trust influences the development of cohesion between teem members. Cohesion, on one hand has a positive affect on perceived self and collective efficacy, on the other hand, there is a difference between highly and low coherent teams. We assume, that in the teams ofhigh cohesion, coIlective efficacy is the most important variable in predicting the team performance, and in the contrary, then the cohesion in the team is low, self efficacy should be the main variable in prediction of performance. Besides, very important role in the relation between perceived efficacy and performance plays stress. This theoretical model could be applied for the futher empirical researches or practical purposes, becauses it helps to explain a huge amount of conflicting scientific data and provides ways to raise the efficacy of the teams. Keywords: military team, variables relating to team performance, cohesion, self efficacy and collective efficacy, team trust, stress.

In order to explain the most important relations between the team variables and team performance the new model is presented. The model infers, that team trust influences the development of cohesion between teem members. Cohesion, on one hand has a positive affect on perceived self and collective efficacy, on the other hand, there is a difference between highly and low coherent teams. We assume, that in the teams ofhigh cohesion, coIlective efficacy is the most important variable in predicting the team performance, and in the contrary, then the cohesion in the team is low, self efficacy should be the main variable in prediction of performance. Besides, very important role in the relation between perceived efficacy and performance plays stress. This theoretical model could be applied for the futher empirical researches or practical purposes, becauses it helps to explain a huge amount of conflicting scientific data and provides ways to raise the efficacy of the teams. Keywords: military team, variables relating to team performance, cohesion, self efficacy and collective efficacy, team trust, stress.

In order to explain the most important relations between the team variables and team performance the new model is presented. The model infers, that team trust influences the development of cohesion between teem members. Cohesion, on one hand has a positive affect on perceived self and collective efficacy, on the other hand, there is a difference between highly and low coherent teams. We assume, that in the teams ofhigh cohesion, coIlective efficacy is the most important variable in predicting the team performance, and in the contrary, then the cohesion in the team is low, self efficacy should be the main variable in prediction of performance. Besides, very important role in the relation between perceived efficacy and performance plays stress. This theoretical model could be applied for the futher empirical researches or practical purposes, becauses it helps to explain a huge amount of conflicting scientific data and provides ways to raise the efficacy of the teams. Keywords: military team, variables relating to team performance, cohesion, self efficacy and collective efficacy, team trust, stress.

In order to explain the most important relations between the team variables and team performance the new model is presented. The model infers, that team trust influences the development of cohesion between teem members. Cohesion, on one hand has a positive affect on perceived self and collective efficacy, on the other hand, there is a difference between highly and low coherent teams. We assume, that in the teams ofhigh cohesion, coIlective efficacy is the most important variable in predicting the team performance, and in the contrary, then the cohesion in the team is low, self efficacy should be the main variable in prediction of performance. Besides, very important role in the relation between perceived efficacy and performance plays stress. This theoretical model could be applied for the futher empirical researches or practical purposes, becauses it helps to explain a huge amount of conflicting scientific data and provides ways to raise the efficacy of the teams. Keywords: military team, variables relating to team performance, cohesion, self efficacy and collective efficacy, team trust, stress.

"Nobody wants to fail, but failure is a fact of life. Most of us treat it as a regrettable, even shameful, event best overlooked. In truth, failure can be a game-changing strategic resource that can help you and your organization achieve the greater success you crave. This book shows how successful leaders and teams are putting failure to work every day - to re-engage employees, spark innovation and accelerate growth. The authors share these valuable new practices, and show how they can improve results across your organization. Based on exclusive interviews with prominent leaders and insightful examples from their own in-depth work, the book features a practical seven-stage framework to liberate failure as a force to advance your leadership agenda."--

Arguably, the government's aim of using the reward of "earned autonomy" and Foundation Trust status as an incentive to improve performance in the NHS will only be effective if Trust managers view greater autonomy as both desirable and realistic. This article examines this issue by investigating the extent to which members of an NHS Trust's senior management team perceive themselves as autonomous, the factors most likely to hinder their ability to operate autonomously, and the extent to which managers want greater autonomy. In the event, autonomy was largely restricted by extensive centrally dictated targets. Entrenched professional interests and a lack of managerial skills on the part of clinician managers suggested limitations on the extent to which autonomy can be realistically devolved. Additionally, there was little belief among managers that greater autonomy would enable healthcare services to be delivered more effectively. (Original abstract)