This thesis addresses the problem of the influence of a control system on the behaviour of an actor in a social or socio-technical system. In particular, the influence of a performance measurement mechanism on the behaviour of an actor and on the development of workarounds is being studied. <br /><br /> Current literature on those topics generally addresses only selected and rather obvious reasons for the existence of dysfunctional behaviour or the workarounds. However, no precise models of the cognitive processes or the explanation of the mechanisms, which govern this problem, are proposed in a satisfactory manner. In addition, most researchers have focused only on the system?s point of view of the task, paying less attention to the actors? perception of that task. Furthermore, the existing body of work mainly uses a case study format to explain the phenomenon or to validate the proposed solutions and theories. <br /><br /> In this thesis, the problem of the influence control system on the behaviour of the actor is framed in terms of four major concepts: (1) the concept of complexity of the task not being fully captured by the performance measurement mechanism; (2) the concept of an actor perceiving that extra complexity is not being captured by the system and thus choosing alternate paths other than the system-prescribed path; (3) the concept of a network of valence forces associated with alternate paths; and finally, (4) the concept of similarity judgment between the alternative paths and the system-prescribed path based on the actor?s model of the control system?s point of view. <br /><br /> This thesis develops the theoretical framework for analyzing and understanding the issues of dysfunctional behaviour and workarounds. It also presents an empirical experimental study in support of the theoretical discussion and the hypothesis. The experiment examines subjects? rating of quality, defined as a degree of similarity to a target object, of several objects on a page under various performance measurement conditions. The stimulus used for experiment was made up of two dimensional quadrangle figures, including rectangle, parallelograms and trapezes, in various shades of red colour.

This thesis addresses the problem of the influence of a control system on the behaviour of an actor in a social or socio-technical system. In particular, the influence of a performance measurement mechanism on the behaviour of an actor and on the development of workarounds is being studied. <br /><br /> Current literature on those topics generally addresses only selected and rather obvious reasons for the existence of dysfunctional behaviour or the workarounds. However, no precise models of the cognitive processes or the explanation of the mechanisms, which govern this problem, are proposed in a satisfactory manner. In addition, most researchers have focused only on the system?s point of view of the task, paying less attention to the actors? perception of that task. Furthermore, the existing body of work mainly uses a case study format to explain the phenomenon or to validate the proposed solutions and theories. <br /><br /> In this thesis, the problem of the influence control system on the behaviour of the actor is framed in terms of four major concepts: (1) the concept of complexity of the task not being fully captured by the performance measurement mechanism; (2) the concept of an actor perceiving that extra complexity is not being captured by the system and thus choosing alternate paths other than the system-prescribed path; (3) the concept of a network of valence forces associated with alternate paths; and finally, (4) the concept of similarity judgment between the alternative paths and the system-prescribed path based on the actor?s model of the control system?s point of view. <br /><br /> This thesis develops the theoretical framework for analyzing and understanding the issues of dysfunctional behaviour and workarounds. It also presents an empirical experimental study in support of the theoretical discussion and the hypothesis. The experiment examines subjects? rating of quality, defined as a degree of similarity to a target object, of several objects on a page under various performance measurement conditions. The stimulus used for experiment was made up of two dimensional quadrangle figures, including rectangle, parallelograms and trapezes, in various shades of red colour.

Although healthcare information systems improve healthcare and efficiency they are often complex and provide a limited service. For these and other similar reasons, users often take it upon themselves to create their own solutions. These user created solutions are called feral information systems. It is not always that these feral information systems meet the standard requirements of healthcare information systems and as a result of this they have the potential to create risk that might put the patient, management and the organization at risk. This is an undergraduate thesis that aims to research the risks that can rise when feral information systems fail to meet the standard requirements of healthcare information systems. The report is an interpretive case study that focuses on three different feral information system within a regional healthcare organization. Ten standard requirements of healthcare information systems are described and written from three distinctive divisions – Technique oriented, information oriented and user oriented requirements. Information is gathered using a semi-structured interview with the developer of the three systems, a user of one of the systems and two managers from the maintenance department of the organization. The data gathered about the feral information system is then interpreted and analyzed using the ten requirements of IT system in healthcare from the perspective of the three different divisions. As a result of the research we have come to the conclusion that the failure to meet the user and information and technical oriented requirements have the potential to create certain risk in some aspects but not all. Feral information systems in health care services can pose a risk to patient safety and that there are probably several of these systems that violate the patient data act or personal data law. Failure to handle data integrity and follow the patient data law in feral information systems often results in lacking user traceability. In addition, there is an extra cost to maintain systems that are usually not analyzed by the operations. We see that feral information systems often uses self- defined healthcare terminology which obstructs the ability to integrate with other systems. The lack of documentation obstructs the use of the system without a special training. These trainings take time, resources and are often not free. Making the organization more and more dependent on the experienced users. Furthermore, the lack of documentation also obstructs the possibility of further developing the system.  However, the potential of feral information system to cause risk is often neglected and underestimated. This is because feral information systems often fulfill only a small and particular need within a certain division of the organization. / IT-system inom hälso- och sjukvård förbättrar vården och effektiviteten. De är dock ofta komplexa och ger en begränsad service. Av detta och andra liknande skäl skapar ofta användarna egenutvecklade IT-system. Dessa användarskapade IT-system kallas feral information systems. Det är inte alltid så att dessa feral information system uppfyller de krav som ställs på IT-system inom hälso- och sjukvård och som ett resultat av detta har de potential att skapa risker för patienten, förvaltningen och organisationen i helhet. Denna kandidatuppsats syftar till att undersöka de risker som kan uppstå när feral information systems inte uppfyller de krav som ställs på IT-system inom hälso- och sjukvård. Studien är en tolkande fallstudie som fokuserar på tre olika feral information systems inom en regional hälsovårdsorganisation. Vi har tagit fram tio kriterier som vi anser IT-system inom hälso- och sjukvård bör uppfylla. Dessa kriterier beskrivs och uttrycks från tre kategorier: teknikorienterade, informationsorienterade och användarorienterade krav. Vårt empiriska material samlas in med hjälp av semistrukturerade intervjuer med utvecklaren av de tre systemen, en användare av ett av systemen samt två chefer från organisationens förvaltningsorganisation. Insamlade data om dessa feral information systems tolkas och analyseras sedan med hjälp av de tio kriterierna vi tagit fram för IT-system inom hälso- och sjukvård och summeras i de tre kategorierna. Feral information systems i vårdverksamheter kan innebära risk för patientsäkerheten och att det troligen är flera av dessa system som bryter mot patientdatalagen eller personuppgiftslagen. Brister i att hantera dataintegritet och patientdatalagen leder till att feral information systems ofta saknar spårbarhet. Dessutom finns en kostnad för att underhålla systemen som oftast inte är analyserade av verksamheterna. Vi ser att feral information systems ofta följer sina egna definitioner av begrepp vilket försvårar integrationen med andra system. Avsaknaden av dokumentation leder till svårigheter i att använda systemen utan utbildning. Utbildningen tar tid, så denna resurs är oftast inte gratis. Detta gör att verksamheten blir beroende av de mer erfarna användarna. Avsaknaden av dokumentation skapar även svårigheter i övertagandet av existerande feral information systems samt vid behovet av vidareutveckling. Eftersom feral information systems oftast uppfyller små och nischade behov inom en verksamhet, försummas och underskattas systemets potential att skapa risk.

Adverse drug events, resulting in preventable patient harm or death, are of great concern. To keep patients safe, hospitals have implemented barcode medication administration (BCMA) technology for RNs who have accepted this technology with varying levels of satisfaction. When nurses are dissatisfied with a BCMA system, they may find alternative methods to complete their work. Framed by the Technology Acceptance Model (Davis, 1989), this analytic, cross-sectional study aimed to understand the relationship between BCMA satisfaction and workarounds, perceived ease of use (PEOU) and perceived usefulness (PU) of a BCMA system by 80 hospital-based RNs in northeastern US. Data were collected using the Workaround Usage and Satisfaction with Barcoding Instrument for Nurses (WUSBIN), which was adapted from Hurley's (2006) Medication Administration System-Nurses Assessment of Satisfaction Scale (MAS-NAS) Halbesleben and Rathert's (2010) Workaround Assessment. Results suggested that RNs who were more satisfied with the BCMA system were less likely to use workarounds than nurses who were less satisfied (r2(78)= -.681, p &lt; .05). Significant relationships were noted among BCMA Satisfaction and PEOU (r2(78) = -.725, p &lt; .05), Workaround Usage and PEOU (r2(78) =.943, p &lt; .05) and Workaround Usage and PU (r2(78)=.501, p &lt; .05). RNs perceived the BCMA system to be easy to use (PEOU), but not very useful (PU). BCMA Satisfaction was significantly related to the use of six workarounds, while Workaround Usage was significantly related to five. Significant relationships were also noted among both BCMA Satisfaction (r2(78) = -.393, p &lt; .01), and Workaround Usage (r2(78) = .423, p &lt; .01) with the total number of workarounds used. Significant relationships were found among demographic variables, BCMA Satisfaction, and Workaround Usage. Since admitting to the use of workarounds may be a sensitive matter for RNs, measuring BCMA satisfaction may help understand the state of patient safety related to medication administration. Based on high satisfaction scores and low workaround usage, a profile may be developed to identify nurse champions to improve quality of care. Further research is indicated to fully understand these possibilities. / School of Nursing / Nursing / PhD / Dissertation

Very often we are likely to hear how important it is as adults to help small children and pupils out of bullying situations, both for the bullied one and the bully. What we often tend to forget is that bullying situations among adults are as common as the ones children put up with. The only difference is that the ones adults go through is a much more silent one, and the bullies often have a better strategy on how to beat down their victims slowly. Some of the cases also show that the bullying that is happening among adults is similar to the one between children. The risks in the bullying that occurs in the work environment are such as: bad self-esteem, doubting in their roles as professionals, anger, depression, anxiety and in some cases can be so dangerous that the suffered one eventually commits suicide. Therefore I chose to examine what kind of view the interviewed educators have towards: What the definition of bullying is? What kinds of factors are causing the bullying? What kind of action-plans are there to prevent this from happening? Needless to say, the topic becomes more interesting when the authorities at work don’t show interest in taking the problems seriously, which almost give the bullies the impression that it’s acceptable to do so. Unfortunately, the results showed that the employees eventually decided to quit their jobs, because of all the harassments that didn’t stop and for the help they didn’t get from their bosses and neither did they’ve had contact with the Work Environment Agency. It is also of importance to mention that all three of the interviewed people are educators themselves and worked in a preschool environment during the bullying periods. The study has been examined by their perspective on the subject.

No description available.

Företag och organisationer använder sig ofta av sanktionerade, specialanpassade IT-system för att hantera information och kontrollera sin verksamhet. När anställda frångår policys och riktlinjer kring användningen av dessa system kallas det Shadow IT, eller skuggsystem. Detta innebär att de anställda utvecklar nya rutiner, hård- eller mjukvara eller vänder sig till annan etablerad programvara. Detta arbete innefattar en kvalitativ undersökning där kommunikatörer och informatörer vid Uppsala universitet har intervjuats för en orsaksinventerande studie av skuggsytem i förhållande till universitetets sanktionerade intranät Medarbetarportalen. Orsaker som kunnat fastställas till varför användare frångår rutiner och väljer skuggsystem är bristande reglering, mänskliga faktorer, såsom bekvämlighet och motvilja, brister hos systemets kvalitet samt informationens kvalitet. Vidare orsaker är utvecklingen av mer specifika, bättre egna lösningar i form av olika skuggsystem, samt organisationens struktur och kultur. Då Uppsala universitet påverkas av akademisk frihet och anställdas valmöjligheter i och med detta, saknas tydlig kontroll genom policys och föreskrifter från ledningens sida angående användning.

The major focus and question emanating from the research is: to what extent do the operational action plans, policies, functions, procedures and activities as well as their implementation within the Directorate: Student Admissions and Registrations correlate with the strategic objectives of the University of South Africa (Unisa)? In alignment with the above, the major challenge of the study was to identify adequate and appropriate approaches to ensure appropriate correlation levels between strategic objectives and their successful implementation relevant to the Directorate: Student Admissions and Registrations. The challenge of every Departmental Head is to turn theory into practice; to make something happen and to translate strategic plans into real business results. This will be accomplished only when there is synergy or connectivity between strategic and operational planning towards effective implementation. Various literature reviews and research topics on strategic management focus either on strategic planning or strategic implementation as separate identities. Few publications address the challenge of connecting the pursuit of strategic objectives with operational plans. Even fewer literature reviews indicate the relationship or correlation levels between strategic objectives and operational plans of an organisation; the desirable or appropriate level thereof, to ensure the effective pursuit of strategic objectives. The outcomes of this study could contribute to the identification of an appropriate approach and measurement criteria to ensure connectivity/alignment between specific strategic objectives and operational plans relevant to the Directorate: Student Admissions and Registrations. By doing this, the strategic objectives are effectively and efficiently promoted to those responsible for carrying out the execution plan. The researcher has adopted a comprehensively-integrated-aligned-strategic-processmanagement- approach as part of the standardised operational plans of the Directorate: Student Admissions and Registrations so as to ensure more effective and efficient (appropriate) correlation levels in respect of specific strategic objectives relevant to the Directorate: Student Admissions and Registrations due to a lack of correlation in some instances. The above approach represents a total view of an organisation‟s strategic management and control systems and consists of the strategic planning, operational plans and resultsmanagement plans. The mentioned approach will also consist of a measurement criterion which identifies critical enablers, dependencies and drivers to ensure vertical and horizontal alignment in respect of original planning (the what and why) with the implementation plans (when, how and by whom).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). / Public Administration & Management / M.A. (Public Administration)

The major focus and question emanating from the research is: to what extent do the operational action plans, policies, functions, procedures and activities as well as their implementation within the Directorate: Student Admissions and Registrations correlate with the strategic objectives of the University of South Africa (Unisa)? In alignment with the above, the major challenge of the study was to identify adequate and appropriate approaches to ensure appropriate correlation levels between strategic objectives and their successful implementation relevant to the Directorate: Student Admissions and Registrations. The challenge of every Departmental Head is to turn theory into practice; to make something happen and to translate strategic plans into real business results. This will be accomplished only when there is synergy or connectivity between strategic and operational planning towards effective implementation. Various literature reviews and research topics on strategic management focus either on strategic planning or strategic implementation as separate identities. Few publications address the challenge of connecting the pursuit of strategic objectives with operational plans. Even fewer literature reviews indicate the relationship or correlation levels between strategic objectives and operational plans of an organisation; the desirable or appropriate level thereof, to ensure the effective pursuit of strategic objectives. The outcomes of this study could contribute to the identification of an appropriate approach and measurement criteria to ensure connectivity/alignment between specific strategic objectives and operational plans relevant to the Directorate: Student Admissions and Registrations. By doing this, the strategic objectives are effectively and efficiently promoted to those responsible for carrying out the execution plan. The researcher has adopted a comprehensively-integrated-aligned-strategic-processmanagement- approach as part of the standardised operational plans of the Directorate: Student Admissions and Registrations so as to ensure more effective and efficient (appropriate) correlation levels in respect of specific strategic objectives relevant to the Directorate: Student Admissions and Registrations due to a lack of correlation in some instances. The above approach represents a total view of an organisation‟s strategic management and control systems and consists of the strategic planning, operational plans and resultsmanagement plans. The mentioned approach will also consist of a measurement criterion which identifies critical enablers, dependencies and drivers to ensure vertical and horizontal alignment in respect of original planning (the what and why) with the implementation plans (when, how and by whom).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). / Public Administration and Management / M.A. (Public Administration)