Clustering medical tourism in Algarve: setting the first steps for the the health authority

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

The influence of traditional authority on voting behavior in Mozambique

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Economics from the NOVA – School of Business and Economics

Pattern operators for grid

The definition and programming of distributed applications has become a major research issue due to the increasing availability of (large scale) distributed platforms and the requirements posed by the economical globalization. However, such a task requires a huge effort due to the complexity of the distributed environments: large amount of users may communicate and share information across different authority domains; moreover, the “execution environment” or “computations” are dynamic since the number of users and the computational infrastructure change in time. Grid environments, in particular, promise to be an answer to deal with such complexity, by providing high performance execution support to large amount of users, and resource sharing across different organizations. Nevertheless, programming in Grid environments is still a difficult task. There is a lack of high level programming paradigms and support tools that may guide the application developer and allow reusability of state-of-the-art solutions. Specifically, the main goal of the work presented in this thesis is to contribute to the simplification of the development cycle of applications for Grid environments by bringing structure and flexibility to three stages of that cycle through a commonmodel. The stages are: the design phase, the execution phase, and the reconfiguration phase. The common model is based on the manipulation of patterns through pattern operators, and the division of both patterns and operators into two categories, namely structural and behavioural. Moreover, both structural and behavioural patterns are first class entities at each of the aforesaid stages. At the design phase, patterns can be manipulated like other first class entities such as components. This allows a more structured way to build applications by reusing and composing state-of-the-art patterns. At the execution phase, patterns are units of execution control: it is possible, for example, to start or stop and to resume the execution of a pattern as a single entity. At the reconfiguration phase, patterns can also be manipulated as single entities with the additional advantage that it is possible to perform a structural reconfiguration while keeping some of the behavioural constraints, and vice-versa. For example, it is possible to replace a behavioural pattern, which was applied to some structural pattern, with another behavioural pattern. In this thesis, besides the proposal of the methodology for distributed application development, as sketched above, a definition of a relevant set of pattern operators was made. The methodology and the expressivity of the pattern operators were assessed through the development of several representative distributed applications. To support this validation, a prototype was designed and implemented, encompassing some relevant patterns and a significant part of the patterns operators defined. This prototype was based in the Triana environment; Triana supports the development and deployment of distributed applications in the Grid through a dataflow-based programming model. Additionally, this thesis also presents the analysis of a mapping of some operators for execution control onto the Distributed Resource Management Application API (DRMAA). This assessment confirmed the suitability of the proposed model, as well as the generality and flexibility of the defined pattern operators

Management Structure and Work Team Processes; Responsibilities and Responsiveness

This paper explores the management structure of the team-based organization. First it provides a theoretical model of structures and processes of work teams. The structure determines the team’s responsibilities in terms of authority and expertise about specific regulation tasks. The responsiveness of teams to these responsibilities are the processes of teamwork, in terms of three dimensions, indicating to what extent teams indeed use the space provided to them. The research question that this paper addresses is to what extent the position of responsibilities in the team-based organization affect team responsiveness. This is done by two hypotheses. First, the effect of the so-called proximity of regulation tasks is tested. It is expected that the responsibility for tasks positioned higher in the organization (i.e. further from the team) generally has a negative effect on team responsiveness, whereas tasks positioned lower in the organization (i.e. closer to the team) will have a positive effect on the way in which teams respond. Second, the relationship between the number of tasks for which the team is responsible with team responsiveness is tested. Theory suggests that teams being responsible for a larger number of tasks perform better, i.e. show higher responsiveness. These hypotheses are tested by a study of 109 production teams in the automotive industry. The results show that, as the theory predicts, increasing numbers of responsibilities have positive effects on team responsiveness. However, the delegation of expertise to teams seems to be the most important predictor of responsiveness. Also, not all regulation tasks show to have effects on team responsiveness. Most tasks do not show to have any significant effect at all. A number of tasks affects team responsiveness positively, when their responsibility is positioned lower in the organization, but also a number of tasks affects team responsiveness positively when located higher in the organization, i.e. further from the teams in the production. The results indicate that more attention can be paid to the distribution of responsibilities, in particular expertise, to teams. Indeed delegating more expertise improve team responsiveness, however some tasks might be located better at higher organizational levels, indicating that there are limitations to what responsibilities teams can handle.

O plano de deslocações urbanas e a resposta estratégica que falta aos PROTs e PDMs: A descentralização do planeamento do território e dos transportes

The sustainable urban mobility plan is the framework of planning and organisation of mobility system. It is a strategic and operational plan with consequences in the planning and organisation of territorial and transport systems. When it’s defining the principles and the objectives of sustainable development and when it’s working in the scenarios of modal shift more favourable to the alternative modes than the car, the planning and the organisation of territory will be integrated on the political of reduction of road circulation volumes, in the reduction of GEE, waste of space and time, in the improvement of quality of urban environment. The Urbanism Agencies and the Urban Transport Authorities will get their selves in the urban mobility plan, in territory scenarios development, mobility and transports, with the objective to understand the sustainable politics in the accessibilities which are available by the transportation bill. In Portugal, although the authorities are not yet working, the law (1/2009) recently approved in last December and published at the beginning of the year, they have the sustainable urban mobility plans forward in this strategy.

Controlo da tuberculose em Portugal : papel e qualidade da detecção de casos

RESUMO - A impressionante evolução da incidência notificada desde 1950 evidencia o quanto o sistema de informação é sensível ao esforço de notificação, reflectindo ainda o impacte das medidas de controlo que foram sendo introduzidas, bem como alguma melhoria nas condições sociais com efeito favorável sobre a doença (Briz, 2005). Sendo a tuberculose uma doença de notificação obrigatória, nos termos da Portaria n.º 766/86, de 26 de Dezembro, os casos deverão ser sempre comunicados à Autoridade de Saúde, em impresso aprovado. O facto de a tuberculose ter um sistema de informação próprio tem permitido um conhecimento relativamente completo da situação epidemiológica. (DGS, 1995) Pretende-se caracterizar o perfil de distribuição da incidência notificada da tuberculose pulmonar, em Portugal Continental, nomeadamente a nível distrital, no período compreendido entre 2000 e 2008, inclusive, partindo-se depois para um estudo mais pormenorizado, relacionado com a sensibilidade do sistema de notificação da tuberculose, no sentido de se quantificarem os problemas de subnotificação. Para validação da notificação, serão utilizados os dados de 2007 e 2008. Procurar-se-á depois obter o perfil da incidência ajustada para a detecção em cada um desses anos, avançando-se de seguida para a identificação e caracterização de parâmetros complementares e de acesso fácil que contribuam para interpretar a distribuição geográfica da incidência notificada, em função da sua provável validade. Perante o eventual confronto com o problema da subnotificação, a identificação das razões da menor adesão à notificação de casos de tuberculose pulmonar apresenta-se quase como inevitável, sendo feita através do recurso a entrevistas a informadores-chave. --------------------------------------ABSTRACT - The impressive development of the incidence reported since 1950 shows how the system is sensitive to the effort of notification, still reflects the impact of control measures have been introduced, and some improvement in social conditions with favorable effect on the disease ( Briz, 2005). As tuberculosis a notifiable disease, according to Ordinance No. 766/86, December 26, cases should be reported to the Health Authority, approved in print. The fact that tuberculosis have an information system itself has allowed a relatively complete knowledge of the epidemiological situation. (DGS, 1995) The aim is to characterize the distribution profile of the reported incidence of pulmonary tuberculosis, in Portugal, particularly at district level in the period between 2000 and 2008, starting from then to a more detailed study, related to the sensitivity of the system notification of tuberculosis, in order to quantify the problems of underreporting. For validation of the notification, we used the data from 2007 and 2008. Search will then obtain the profile of the adjusted incidence for detection in each of those years, advancing is then for the identification and characterization of additional parameters and easy access to contribute to interpret the geographical distribution of reported incidence in according to their likely validity. Given the eventual confrontation with the problem of underreporting, the identification of reasons for the lower adherence to reporting cases of pulmonary tuberculosis has become almost as inevitable, being made through the use of interviews with key informants.

Liderança e estratégia em contexto de inovação nas organizações de saúde : estudos de caso

RESUMO - A presente investigação procura descrever e compreender como a estratégia influencia a liderança e como esta por sua vez interage nos processos de inovação e mudança, em organizações de saúde. Desconhecem-se estudos anteriores, em Portugal, sobre este problema de investigação e da respectiva problemática teórica. Trata-se de um estudo exploratório e descritivo que envolveu 5 organizações de saúde, 4 portuguesas e 1 espanhola, 4 hospitais (dois privados e uma unidade local de saúde). Utilizou-se uma abordagem mista de investigação (qualitativa e quantitativa), que permitiu compreender, através do estudo de caso, como se articulam a estratégia, a liderança e a inovação nessas cinco organizações de saúde. Os resultados do estudo empírico foram provenientes da recolha de dados efectuada através de observação directa e estruturada, entrevistas com actores-chave, documentos em suporte de papel e digital, e ainda inquérito por questionário de auto-resposta a uma amostra (n=165) de actores do line e do staff (Administradores, Directores de Serviço/Departamento, Enfermeiros Chefe e Técnicos Coordenadores) das cinco organizações de saúde. Tanto o modelo de Miles & Snow (estratégia organizacional), como o modelo dos valores contrastantes de Quinn (cultura organizacional e liderança), devidamente adaptados, mostram-se heurísticos e provam poder aplicar-se às organizações de saúde, apesar a sua complexidade e especificidade. Tanto as organizações do sector público como do sector privado e organizações públicas concessionadas (parcerias público privadas) podem ser acompanhadas e monitorizadas nos seus processos de inovação e mudança, associados aos tipos de cultura, liderança ou estratégia organizacionais adoptadas. As organizações de saúde coabitam num continuum, onde o ambiente (quer interno quer externo) e o tempo são factores decisivos que condicionam a estratégia a adoptar. Também aqui, em função da realidade dinâmica e complexa onde a organização se move, não há tipologias puras. Há, sim, uma grande plasticidade e flexibilidade organizacionais. Quanto aos líderes, exercem habitualmente a autoridade formal, pela via da circular normativa. Não são pares (nem primi inter pares), colocam-se por vezes numa posição de superioridade, quando o mais adequado seria a relação de parceria, cooperação e procura de consensos, com todos os colaboradores, afim de serem eles os verdadeiros protagonistas e facilitadores da mudança e das inovações. Como factores facilitadores da inovação e da mudança, encontrámos nas organizações de saúde estudadas o seguinte: facilidade de aprender; visão/missão adequadas; ausência de medo de falhar; e como factores inibidores: falta de articulação entre serviços/departamentos; estrutura organizacional (no sector público muito verticalizada e no sector privado mais horizontalizada); resistência à mudança; falta de tempo; falha no tempo de reacção (o tempo útil para a tomada de decisão é, por vezes, ultrapassado). --------ABSTRACT - The present research seeks to describe and understand how strategy influences leadership and how this in turn interacts in the process of innovation and change in health organizations. Previous studies on these topics are unknown in Portugal, about this research problem and its theoretical problem. This is an exploratory and descriptive study that involved 5 health organizations, 4 Portuguese and 1 Spanish. We used a mixed approach of research (qualitative and quantitative), which enabled us to understand, through case study, how strategy and leadership were articulated with innovation in these five health organizations. The results of the empirical study came from data collection through direct observation, interviews with key actors, documents and survey questionnaire answered by 165 participants of line and staff (Administrators, Medical Directors of Service /Department, Head Nurses and Technical Coordinators) of the five health organizations. Despite their complexity and specificity, both the model of Miles & Snow (organizational strategy) and the model of the Competing Values Framework of Quinn (organizational culture and leadership), suitably adapted, have proven heuristic power and able to be apply to healthcare organizations. Both public sector organizations, private and public organizations licensed (public-private partnerships) can be tracked and monitored in their processes of innovation and change in order to understand its kind of culture, leadership or organizational strategy adopted. Health organizations coexist in a continuum, where the environment (internal and external) and time are key factors which determine the strategy to adopt. Here too depending on the dynamic and complex reality where the organization moves, there are no pure types. There is indeed a great organizational plasticity and flexibility. Leaders usually carry the formal authority by circular normative. They are not pairs (or primi inter pares). Instead they are, sometimes, in a position of superiority, when the best thing is partnership, collaboration, cooperation, building consensus and cooperation with all stakeholders, in order that they are the real protagonists and facilitators of change and innovation. As factors that facilitate innovation and change, we found in health organizations studied, the following: ease of learning; vision / mission appropriate; absence of fear of failure, and as inhibiting factors: lack of coordination between agencies / departments; organizational structure (in the public sector it is too vertical and in the private sector it is more horizontal); resistance to change; lack of time and failure in the reaction time (the time for decision making is sometimes exceeded).

A new model for EEZ surveillance and management in Portugal

Management Information Systems 2000, p. 103-111

Does a Tougher Competition Policy Reduce or Promote Investment?

The question of how interventions from the Competition Authority (CA) affect investment is not a straightforward one: a tougher competition policy might, by reducing the ability to exert market power, either stimulate firms to invest more to counter the restrictions on their actions, or make firms invest less because of the reduced ability to have a return on investment. This tension is illustrated using two models. In one model investment is own-cost-reducing whereas in the other investment is anti-competitive. Anti-competitive investments are defined as investments that increase competitors’ costs. In both models the optimal level of investment is reduced with a tougher competition policy. Furthermore, while in the case of an anti-competitive investment a tougher authority necessarily leads to lower prices, in the case of a cost- reducing investment the opposite may happen when the impact of the investment on cost is sufficiently high. Results for total welfare are ambiguous in the cost- reducing investment model, whereas in the anti-competitive investment model welfare unambiguously increases due to a tougher competition polic