Consideration Of Organisational Issues Research Articles

Implementation of the Master plan for the restoration and development of Leningrad in terms of organizing cultural and educational work in 1945

After the Great Patriotic War, the interest towards the history of the city increased among Leningraders, also the regional cultural identity developed, reinforced by the tragic experience of the siege. During this period, the organization of cultural and educational work in Leningrad became one of the most important activities of local authorities. The article is devoted to aspects of the implementation of the cultural and educational policy in Leningrad in 1945, viewed through the prism of the key principles reflected in the Master Plan for the Reconstruction and Development of Leningrad. The main emphasis in the article is made on the consideration of organizational issues that were under the jurisdiction of the executive committee of the Leningrad City Council of Workers’ Deputies. Even before the end of the war, on March 15, 1945, the Department of Cultural and Educational Work was formed. The key vectors of work were: to restore the tourism potential of the suburbs of Leningrad, organization of museum work in terms of preserving the memory of the Great Patriotic War and the blockade, erection of memorials dedicated to the Leningrad epic… The post-war Master Plan was not fully implemented because of the Leningrad affair. This research problem has not been studied enough, although certain aspects of the topic were reflected in historical, museological and cultural literature. The source base for the study was the regulatory and legal materials and office documentation of the Leningrad City Executive Committee of the 1940s, materials from periodicals, data from official museum sites.

The Importance of the Position of an Exhibition Organizer at the Association of Artists-Peredvizhniki (on the Example of A.D. Chirkin's Activities in 1872-1881)

The article is devoted to the consideration of organizational issues related to the implementation of the mobile form of exhibition activity of the Society for Travelling Art Exhibitions in the first decade of its existence. The special role of the Commissioner for the organization of exhibitions or the organizer of exhibitions in the coordination of these issues is noted. The experience of organizing the First Traveling Exhibition in 1871-1872 showed the need to attract to the Society a person who understands art and is ready to assume the responsibilities associated with exhibiting in the province for a nominal fee. The article presents a description of the main tasks that fell within the scope of activity of the first manager Alexander Dmitrievich Chirkin. The tasks went far beyond the mere support of exhibitions and expanded over time. A.D. Chirkin was an intermediary between the artists of the Society and the public, the success of the Peredvizhniki (The Wanderers) directly depended on his organizational talent and boundless love for art. The conclusion is made that the significance of the personality of the steward in the business of the Society is not appreciated, since it was with the accompanying person in power and the public in the province that the Peredvizhniki were associated.

Peer workers in mental health services: literature overview

SummaryPeer worker roles are being introduced in mental health services in the UK and internationally, to support individuals in their recovery. There is substantial qualitative evidence that demonstrates benefits at an individual level and some evidence of impact on service use and costs, although there are currently few high-quality randomised controlled trials supporting these findings, especially from the UK. A growing body of research indicates that careful consideration of organisational issues regarding the introduction of peer worker roles – the distinctiveness and shared expectations of the role, strategic alignment, organisational support – might maximise their impact. Properly supported and valued peer workers are an important resource to the multidisciplinary team, offering experiential knowledge and the ability to engage patients in their treatment through building relationships of trust based on shared lived experience.LEARNING OBJECTIVESAppreciate the origins of the peer worker role and how the role has been introduced into mental health services to date.Understand the evidence for the benefits of peer worker roles, for patients, peer workers and mental health service delivery.Demonstrate awareness of the organisational and team-level barriers to and facilitators of introducing peer workers into, or alongside, existing multidisciplinary mental health teams.

Using system dynamics in a discrete‐event simulation study of a manufacturing plant

PurposeTo provide an example of the use of system dynamics within the context of a discrete‐event simulation study.Design/methodology/approachA discrete‐event simulation study of a production‐planning facility in a gas cylinder‐manufacturing plant is presented. The case study evidence incorporates questionnaire responses from sales managers involved in the order‐scheduling process.FindingsAs the project progressed it became clear that, although the discrete‐event simulation would meet the objectives of the study in a technical sense, the organizational problem of “delivery performance” would not be solved by the discrete‐event simulation study alone. The case shows how the qualitative outcomes of the discrete‐event simulation study led to an analysis using the system dynamics technique. The system dynamics technique was able to model the decision‐makers in the sales and production process and provide a deeper understanding of the performance of the system.Research limitations/implicationsThe case study describes a traditional discrete‐event simulation study which incorporated an unplanned investigation using system dynamics. Further, case studies using a planned approach to showing consideration of organizational issues in discrete‐event simulation studies are required. Then the role of both qualitative data in a discrete‐event simulation study and the use of supplementary tools which incorporate organizational aspects may help generate a methodology for discrete‐event simulation that incorporates human aspects and so improve its relevance for decision making.Practical implicationsIt is argued that system dynamics can provide a useful addition to the toolkit of the discrete‐event simulation practitioner in helping them incorporate a human aspect in their analysis.Originality/valueHelps decision makers gain a broader perspective on the tools available to them by showing the use of system dynamics to supplement the use of discrete‐event simulation.

The consideration of organizational issues during the systems development process: An empirical analysis

The lack of consideration of organizational issues in systems development can lead to project failure. A review of the literature and a pre-test survey suggested classifying organizational issues into five categories and examining how these are considered by IT managers. A postal survey with responses from 64 senior IT specialists over a cross section of industry and commerce showed that there is a general awareness of the importance of organizational issues but there was little consensus on how they should be addressed in the development process. These IT managers were consistent in spending most effort on the issues perceived as most important from the list of 14 issue provided, but there was considerable variation in which specific issues they rated most important. In general those organizational issues with a 'technical' aspect were given more prominence than those which are less tangible, but which may be more critical to a system's success.