医院感染是医疗机构内常见的不良事件之一，会造成较高的发病率和病死率。近年来，全球对医院感染预防与控制的重视程度不断增加，而其防控工作有赖于感染预防与控制专职人员（infection prevention and control practitioners，IPCP）...医院感染是医疗机构内常见的不良事件之一，会造成较高的发病率和病死率。近年来，全球对医院感染预防与控制的重视程度不断增加，而其防控工作有赖于感染预防与控制专职人员（infection prevention and control practitioners，IPCP）来完成。因此，IPCP的能力对实现感染监测、预防和控制项目的成功显得尤为重要。IPCP必须确保其能力足以应对各种挑战、满足其职责要求。不同国家对IPCP的核心能力要求各不相同，专业发展存在差异。该综述将为亚太地区IPCP的核心能力框架建设和职业发展提供参考。展开更多
The main goal of the paper is to interpret the concept of organizational change in the perspective of critical management studies, by analyzing both the discourses and the control practices used by management. We aim ...The main goal of the paper is to interpret the concept of organizational change in the perspective of critical management studies, by analyzing both the discourses and the control practices used by management. We aim at denaturalize the concept of change related to transition from a bureaucratic model to a professional （post-bureaucratic） model of the call centers organizational design, showing how these discourses and practices reproduce control systems. For this purpose, two cases study of call center outsourced industry are presented. On one hand, we emphasize the bureaucratic nature of call center A associated with standardization of processes and products and where work is highly controlled and routinised. On the other hand, we observe a different image of call center： call center B can be described as a place where work is customized, workers are considered key resources with higher competences and skills that are able to give customers unique solutions and to give answer to complex questions. We suggest that these ＂new practices＂ and ＂new organizational approaches＂ are merely illusions of change. We argue that in professional model （call center B）, control institutionalized through technology is strengthened and deepened by the use of post-bureaucratic control in shaping organizational behaviors, reproducing a Panopticon structure both in terms of electronic surveillance and in terms of behavioral （self） regulation and discipline展开更多
文摘医院感染是医疗机构内常见的不良事件之一，会造成较高的发病率和病死率。近年来，全球对医院感染预防与控制的重视程度不断增加，而其防控工作有赖于感染预防与控制专职人员（infection prevention and control practitioners，IPCP）来完成。因此，IPCP的能力对实现感染监测、预防和控制项目的成功显得尤为重要。IPCP必须确保其能力足以应对各种挑战、满足其职责要求。不同国家对IPCP的核心能力要求各不相同，专业发展存在差异。该综述将为亚太地区IPCP的核心能力框架建设和职业发展提供参考。
文摘The main goal of the paper is to interpret the concept of organizational change in the perspective of critical management studies, by analyzing both the discourses and the control practices used by management. We aim at denaturalize the concept of change related to transition from a bureaucratic model to a professional （post-bureaucratic） model of the call centers organizational design, showing how these discourses and practices reproduce control systems. For this purpose, two cases study of call center outsourced industry are presented. On one hand, we emphasize the bureaucratic nature of call center A associated with standardization of processes and products and where work is highly controlled and routinised. On the other hand, we observe a different image of call center： call center B can be described as a place where work is customized, workers are considered key resources with higher competences and skills that are able to give customers unique solutions and to give answer to complex questions. We suggest that these ＂new practices＂ and ＂new organizational approaches＂ are merely illusions of change. We argue that in professional model （call center B）, control institutionalized through technology is strengthened and deepened by the use of post-bureaucratic control in shaping organizational behaviors, reproducing a Panopticon structure both in terms of electronic surveillance and in terms of behavioral （self） regulation and discipline
