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No / This report describes the work of Robertson Cooper Ltd and UMIST to identify good practice in stress prevention and then identify organisations within the UK that could be called beacons of excellence in comparison to this model. Part one of this report summarises and draws conclusions from all of the substantive academic studies on stress prevention over the last decade and uses this information, as well as advice gained from a panel of international experts, to develop a comprehensive stress prevention model. Part two of the report uses this model to describe examples of stress prevention practices that Robertson Cooper Ltd has identified within a wide range of UK organisations. Case studies are presented for each aspect of the good practice model. Examples of real documentation and organisational practice are presented. / Health and Safety Executive (HSE)

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There are currently no accepted frameworks or methodologies to compare and evaluate national land administration systems. Comparisons, however, are an important source for learning and for identifying strengths and weaknesses. Part of the difficulty for adopting a common comparison framework for land administration systems is that they are in constant reform and, more importantly, they have strong social and cultural links and implications. Land administration systems reflect the particular and different perceptions that societies have of their land. (For complete abstract open document)

Effective patient care requires interprofessional collaboration and decisions based on clinical guidelines. The goal of this study was to determine how interprofessional collaboration influences the introduction of nursing Best Practice Guidelines. This study was a secondary qualitative analysis of data obtained from interviews and reports from two selected sites (long term care and community health care) that demonstrated interprofessional collaboration during the introduction of nursing Best Practice Guidelines. Findings emphasized the importance of communication, the role of an interprofessional team, and the understanding of the roles of all involved in the introduction of discipline specific clinical guidelines. In addition, unregulated staff members were involved in leadership roles and their work was important in providing effective interprofessional collaborative care during the introduction of guidelines. Therefore, it is essential to appropriately involve all members of the interprofessional team, regardless of discipline or educational level, during the introduction of clinical guidelines.

Trelleborg Rubore AB utvecklar, tillverkar och säljer laminerade material för olika industriella applikationer, framförallt till bilindustrin.Examensarbetet är gjort i samarbete med Trelleborg Rubore AB där de vill göra förändringar på sin slittlina. Genom analys ska det ges möjlighet att förbättra ergonomin samt förbättra produktionen.Den långa ställtiden i jämförelse med körtiden samtidigt som nästan allt material går igenom lina 3 skapar ett problem för Rubore AB. Genom att analysera dagens läge och hitta de största problemen med lina 3 kan ett antal alternativ föras fram som ger svar på målet och syftet med arbetet.

ABSTRACT The ubiquitous effect of HIV/AIDS on workplaces in South Africa has increased the pressure on large companies to implement effective responses to the disease. As companies have begun to explore workplace interventions, several theoretical guidelines or codes of practice have come into existence and with this, the concept ‘best practice’ has been brought into the spotlight. With limited precedent to establish what ‘best practice’ really means, contemporary HIV/AIDS literature has yet to establish a clear understanding of the concept. As a result, critical questions have been raised around the value of ‘best practice’ in the workplace programmes of large South African companies and there has been a call for ‘best practice’ interventions to be more precisely defined. The research had two primary objectives. The first was to establish a greater level of understanding regarding the meaning of ‘best practice’ and of the specific interventions that make-up successful workplace programmes. The second was to determine the value of the ‘best practice’ in promoting and managing effective workplace programmes. The research employed an interpretive analysis as part of a qualitative methodology over a period of ten months. An in-depth thematic analysis of fourteen codes and guidelines and several ‘best practice’ documents formed the basis of interview research instruments. Data was collected during a series of thirty-nine in-depth interviews across twenty-one large companies and fifteen workplace HIV/AIDS experts, consultants and service providers. A focused research questionnaire - based on overlapping content in the codes and guidelines - was used to establish views regarding specific workplace interventions and to verify the existence of nine principal components of successful workplace programmes. The investigation of a wide range of perceptions and organisational factors found to affect the uptake and continuity of ‘best practice’ allowed for a greater understanding of the concept ‘best practice’ within the context of workplace HIV/AIDS programmes and enabled the development of a generic conceptual framework for companies to use in evaluating ‘best practice’ interventions. Within this, the research identified a specific need for renewed focus on the measurable outcomes and intensified efforts in promoting the continuous improvement of workplace HIV/AIDS intervention

Business practices have and will continue to greatly influence and determine the shape and viability of the built environment. Traditional practices have continued to use non renewable and polluting resources such as fossil fuels, and these are rapidly becoming unviable and unacceptable within the built environment. As an alternative to these traditional practices, concerned building practitioners are applying best practice initiatives in the-belief that these produce sustainable outcomes. The research titled 'A study of the Lithgow New Government Office Development; Using Best Practice to Deliver Sustainable Developments' is based on the hypothesis that applying building industry's best practice initiatives can deliver sustainability within the built environment. This hypothesis assumes links between the applied practices, the outcome achieved and sustainability. This research tests this hypothesis with a single 'critical' case project; the recently constructed Lithgow Government Office Building (GOB) Development, and against a theoretical framework that defines sustainability. The GOB Development is a best practice example procured by a long lived and socially responsible organisation, government organisation - the Department of Commerce. This organisation adopted and applied new government policies along with best practice initiatives to produce a new benchmark - an award wining, trend-setting, seemingly sustainable development. The industry successes of the GOB Development made this a suitable single case study, one that was most likely to fare better than any other development procured at that time and by other means. The research conducted provides an insight and understanding into all the different factors during the procurement of the GOB project and highlights how these influenced the eventual built outcome and determined whether sustainability would be attained. This research assessment is seen as a crucial step in understanding the many limitations of best practice and thereby enabling the building industry's progression towards achieving sustainability within the built environment. The potential insight that can be gained from this research can enable the relationship between practice and theory to be better understood, and thereby provide the means to influence all future built outcomes. It is believed that such insight can encourage building practitioners and organisations to adopt and apply best practice initiatives as a means to achieve sustainability within the built environment.

The subject knowledge management is of great relevance in knowledge intensive organizations such as consulting firms or high-tech businesses, since their business model builds on the knowledge of the em- ployees. Knowledge management is a broad subject that includes, among others, organizational theory, cognitive science, and IT. The literature study has its foundation in knowledge and how both tacit and explicit knowledge can be transferred between individuals or within an organization. A common organizational structure among consulting firms is the project based organization, therefore challenges related to knowledge management within such organizations, is studied. Different strategies for knowledge management are presented and various methods for knowledge transfer are categorized and assessed. An in depth look into knowledge management in consulting firms end the literature study partnered with a review of affecting factors and tools involved in knowledge exchange and distribution of best practices. The purpose is to create a framework with which to analyze how a case company, a technological consulting firm, works with knowledge exchange. The research questions focus on factors that affect knowledge exchange, what fo- rums and tools drive knowledge exchange, and how best practices are collected and implemented. Barriers to functional knowledge exchange that have been encountered include that many of the employed consultants are permanently stationed with customers in their projects, rendering contact with colleagues from the home office sparse. This, combined with a lack of management control and structure in the case of knowledge, affects and limits the knowledge exchange. Tools and forums for knowledge exchange were identified and show how knowledge is spread in the or- ganization. A majority of the knowledge exchange is found to take place through person-to-person inter- action through mentorship, working in projects, and through contacts that to not constitute a part of con- scious knowledge management. The organization employs a business system where templates and tools are available to the consultants along with documentation from prior projects and reference projects. The management view is that this system is to function as an important platform for learning and knowledge exchange, in essence a knowledge management system, but the system is burdened by technical issues that lead consultants to circumnavigate the system by using templates and tools provided by colleagues instead of the ones officially provided by the system. No structures for continuous development of best practices were identified, although specific projects to update routines and methods occur from time to time on an ad-hoc basis. That lack of structures and routines track back to the handling of consultants’ suggestions for improvements and ideas, where con- sultants experience a lack of directives, support and understanding of how their suggestions and ideas were supposed to be handled in the organization. A conclusion regarding knowledge management in a technical consulting firm is hence that organizational and cultural factors have a significant impact on the exchange of knowledge. A shortage of opportunities for contact and knowledge exchange with colleagues combined with lacking management control affects the exchange negatively, but the company also displays several success factors that research point out important in order to build a functioning knowledge management system. These include an openness and willingness to share amongst colleagues, in combination with an understanding of the importance of knowledge exchange in the organization that transcends organizational hierarchy.