Examining State Education Department As Learning Organisation in Next Normal of Educational Management: A Case Study of Perlis State Education Department, Malaysia

Organizations face significant challenges as a result of unforeseen disruptions such as the COVID-19 pandemic. It has made people pay attention to how organisations become more innovative, as adapting to these changes is no longer an option but a requirement. This study is aimed at determining the learning organization level among Perlis State Education Official (SEO) and a Multivariate Analysis of Variance (MANOVA) was used to determine possible differences in the learning organisation practice of the SEO based on demographic factors. A survey was conducted, and 102 Perlis SEOs were selected using the survey method through questionnaire. The results of the descriptive analysis showed that the level of learning organisation was high (M = 4.107, SD = 0.612) and there was no significant difference in the learning organisation practices of SEOs based on position, age, experience, academic qualifications and frequency of participating in courses, workshops or training related to governance, leadership or educational management during the respondent's tenancy at Perlis state education department (SED). This study's findings are useful for Ministry of Education (MOE) Malaysia and SED because they may be used to improve key policies, reform learning organisations, and improve educational management performance. Future research should expand the study sample to explain how other organisations learn across areas or zones in Malaysia. It may also be used to compare data from comparable research in other areas or the public sector and give future insights for nations like Malaysia. Copyright © 2022 Wolters Kluwer Medknow Publications. All rights reserved.

Designing the careful and kind clinic: an evidence-based approach.

BACKGROUND: There is evidence that creating a 'healthy workplace' can be of profound importance for clinicians, team members and patients. Yet there have been few papers that have proposed mechanisms to take decades of research and translate this into a practical list of options for leaders and managers to take into account when structuring a clinic based on care and kindness to achieve optimal health. EVIDENCE: We bring together 20 years of scholarship linking care of the caregivers with outcomes for caregivers and patients. The data are used to support both structures and cultures that will result in satisfied and thriving healthcare team members, as well as satisfied and healthy patients. RESULTS: The clinic based on care of the caregivers will be structured to address key aspects of worklife that are known to cause either satisfaction or burnout. Aspects of care, such as time pressure, chaotic environments and worker control of their workplace, will be taken into account in clinical design; organisational culture will be supportive and cohesive, emphasising quality, values and communication. Experiences based on gender and race will be measured and continuously improved; and performance will be evaluated in a new, human-centred manner. OUTCOMES: The careful and kind clinic will be a remarkable place to work; in contrast to industrialised healthcare, this will be an environment where health can indeed be optimised, for both workers and patients.