暂无摘要。

This study explores how healthcare professionals included in the COVID-19 contingency plan experienced organizational changes, and explores factors associated with the experiences. Additionally, the study aimed to identify learning points for future similar scenarios.
A cross-sectional study.
A questionnaire survey of healthcare professionals at three Danish hospitals, June 2020.
A total of 1,448 healthcare professionals completed the questionnaire. Hereof, 813 (57%) were relocated to new settings/new jobs. The majority experienced that their relocation was totally (49%) or partially (31%) imposed, and 51% reported that the overall experience of the new job function was satisfactory. Type of profession and whether relocation to the new job function was imposed were the main variables associated with the overall experience of being part of the contingency plan. Suggestions for future scenarios included training adjusted to individual competencies, more targeted information, voluntariness with consideration of individual needs and clarification of expectations.

This case study aims to explore how leadership and management applies to a hypothetical scenario, focussing on a dental practice. As a teaching exercise, it may enable dentists and allied workers to reflect on the leadership and management styles used within their workplaces, and on their own abilities.
The hypothetical scenario considers a dental practice, its organisational structure, and leadership and management practices. The contemporary leadership and management theories of transformational leadership and contingency management are next discussed. These are then compared with the practices used in the dental practice. The case study concludes with recommendations.
The hypothetical scenario reveals that bureaucratic and transactional leadership and management culture exists within the dental practice, which may be attributable to many factors. The case study suggests that no single manner of leadership and management is completely correct or greater than another. There may be a need for bureaucratic, transactional, transformational, contingency and other approaches, and only if they shall be used in the best interests of the workforce and workplace.
Many dental practice workers may be oblivious to their own leadership and management techniques, and thus, the resultant impact on teammates. Negative approaches may contribute towards poor morale and a high turnover of staff. To become more skilful at applying certain approaches to given situations, dentists and allied workers may well need to pursue continuing professional development training in leadership and management.

A variety of sequential analysis methods exist to quantify close temporal associations between events from direct observation data. In the present study, we compared the relative accuracy and interpretability of five sequential-analysis methods using simulated data. The methods included three existing approaches (event lag, concurrent interval, and time window) and two proposed modifications of the event lag approach (event lag with contiguous pauses and event lag with noncontiguous pauses) designed to address limitations of the existing approaches. We evaluated accuracy on the basis of the extent to which the mean contingency estimates produced by each method approximated a known mean (i.e., zero). We evaluated interpretability on the basis of the extent to which the contingency estimates produced by each method were independent from chance estimates of the two-event sequence. The results indicated that the event lag with contiguous pauses method produced the most accurate and interpretable estimates of contingency. This modified method prevents the total number of event types from influencing contingency estimates, thus solving a problem associated with the traditional event lag method.