Service Provision for visually disabled adults by Social Service Departments in Portugal and England: a Comparative Perspective

Este artigo apresenta os principais resultados de um estudo de casos realizado sobre a prestação de serviços para adultos com deficiência visual pelos departamentos de acção social das autarquias em Portugal e Inglaterra. Emergiu da pesquisa que existem diferenças significativas nos serviços prestados aos adultos com deficiência visual tendo em conta que os departamentos de acção social daqueles dois países estão estruturados diferentemente e existem dentro de uma estrutura económica, social, cultural e política diferente. No entanto, podemos concluir que em Inglaterra a oferta de bens e serviços pelas instâncias municipais é mais abrangente, especializada e tem uma longa história de existência. Pelo contrário em Portugal o Estado-Providência tem uma história recente, e às autarquias é atribuído um papel suplementar no que diz respeito à prestação de serviços para pessoas com deficiência visual.

Christianity in history: Postcolonial perspective

Historians have successfully pointed to new ways of re-writing Christianity’s history.

A Feedback Learning and Mental Models Perspective on Strategic Decision Making

This study aims to be a contribution to a theoretical model that explains the effectiveness of the learning and decision-making processes by means of a feedback and mental models perspective. With appropriate mental models, managers should be able to improve their capacity to deal with dynamically complex contexts, in order to achieve long-term success. We present a set of hypotheses about the influence of feedback information and systems thinking facilitation on mental models and management performance. We explore, under controlled conditions, the role of mental models in terms of structure and behaviour. A test based on a simulation experiment with a system dynamics model was performed. Three out of the four hypotheses were confirmed. Causal diagramming positively influences mental model structure similarity, mental model structure similarity positively influences mental model behaviour similarity, and mental model behaviour similarity positively influences the quality of the decision.

A Feedback Learning and Mental Models Perspective on Strategic Decision Making

This study aims to be a contribution to a theoretical model that explains the effectiveness of the learning and decision-making processes by means of a feedback and mental models perspective. With appropriate mental models, managers should be able to improve their capacity to deal with dynamically complex contexts, in order to achieve long-term success. We present a set of hypotheses about the influence of feedback information and systems thinking facilitation on mental models and management performance. We explore, under controlled conditions, the role of mental models in terms of structure and behaviour. A test based on a simulation experiment with a system dynamics model was performed. Three out of the four hypotheses were confirmed. Causal diagramming positively influences mental model structure similarity, mental model structure similarity positively influences mental model behaviour similarity, and mental model behaviour similarity positively influences the quality of the decision