Ouro e Deus: sobre a relação entre prosperidade, moralidade e religião nos campos de ouro do Suriname

Religião e ouro articulam-se de forma significativa nas narrativas fundadoras da comunidade brasileira de garimpeiros de Benzdorp, no interior do Suriname. Numa área de exploração de ouro em pequena escala, perto do Rio Lawa, um bordel (cabaré) marcou a primeira ocupação da área. Alguns anos depois, esse mesmo bordel virou uma igreja e esse fato inusitado acrescenta mais um elemento da economia moral da cultura do garimpo: a prostituição. Este texto explora a relação entre prosperidade e moralidade (marital e sexual) nos campos de ouro, e o papel das instituições, práticas e idéias religiosas no imaginário do bem-estar, sorte, riqueza súbita e a experiência de ser capturado por círculos viciosos de trabalho duro e consumo conspícuo.

Plan af Kajana utgifven 1841 af C. W. Gyldé

1 kartta : vär. ; 40,9 x 54,9 cm, lehti 45 x 60 cm. - Mittakaava [1:4000]. - Sisältää luettelon julkisista rakennuksista.

Plan af St. Mickel utgifven 1841 af C. W. Gyldén

Claes Wilhelm Gyldén (1802-1872) oli maanmittauksen ja metsänhoidon ylihallituksen ylitirehtööri vuosina 1854-72. Ylitirehtööri omisti paljon aikaansa metsänhoidon ja maanjakotoiminnan lisäksi myös maamme kartastotoiminnalle. Hän julkaisi vuonna 1853 Suomenmaan korko-kartan, joka on maailman ensimmäisiä korkeusvyöhykekarttoja. Myös Suomen yleiskartan 1:400 000 (Karta över Finland) ensimmäisen painoksen karttalehdet painettiin vuosina 1864-1872 hänen johtajakaudellaan. Vuosina 1837-1843 toimiessaan maanmittausinsinöörinä maanmittaushallituksessa C. W. Gyldén julkaisi Suomen kaikkien silloisten kaupunkien kaupunkikartat, yhteensä 31 karttalehteä. Nämä asemakaavakartat painettiin kaikki samassa koossa 50,8 x 65,9 cm. Tästä johtuen karttojen mittakaavat vaihtelivat asteikkojen 1:3200 – 1:10000 välillä. Kaupungin asemakaavan lisäksi jokaisessa kartassa on yleissilmäyskartta, julkisten rakennusten luettelo sekä niiden sijainti. Lisäksi hän julkaisi vuonna 1844 näiden kaupunkien historiaa ja tilastotietoja kuvaavan selityskirjan.

Plan af Nådendal utgifven 1841 af C. W. Gyldén

Naanatalin kartta. - 1 kartta : vär. ; 40 x 53,7 cm, lehti 45 x 60 cm. - Mittakaava [1:4000]. - Sisältää luettelon julkisista rakennuksista.

Plan af Tavastehus utgifven 1841 af C. W. Gyldén

Hämeenlinnan kartta. - 1 kartta : vär. ; 40,4 x 53,5 cm, lehti 45 x 60 cm. - Mittakaava [1:4000]. - Sisältää luettelon kortteleista ja julkisista rakennuksista.

Plan af Fredricshamn utgifven 1841 af C. W. Gyldén

Haminan kartta. - 1 kartta : vär. ; 40,5 x 54,4 cm, lehti 45 x 60 cm. - Mittakaava: [1:8000]. - Sisältää luettelon julkisista paikoista ja rakennuksista.

Plan af Tammerfors utgifven 1841 af C. W. Gyldén

Tampereen kartta. - 1 kartta : vär. ; 41 x 54,5 cm, lehti 45 x 60 cm. - Mittakaava: [1:4000]. - Sisältää luettelon kortteleista ja julkisista rakennuksista.

Plan af Nycarleby utgifven 1841 af C. W. Gyldén

Uusikaarlepyyn kartta. 1 kartta : vär. ; 40,9 x 54,9 cm, lehti 45 x 60 cm. - Sisältää luettelon julkisista rakennuksista. - Mittakaava: [1:3200]

Plan af Raumo utgifven 1841 af C. W. Gyldén

Rauman kartta. - 1 kartta : vär. ; 40,7 x 54,4 cm, lehti 45 x 60 cm. - Mittakaava [1:4000]. - Sisältää luettelon julkisista rakennuksista.

Kartta Suomen rautateistä 1913-vuoden lopulla Karta öfver järnvägarne i Finland vid utgången af år 1913

1 kartta :, vär. ;, 40,4 x 41,4 cm, lehti 48,3 x 49,5 cm, 1:2000000

Integrating Use of Customer Information Throughout Multiple Sales Channels to Create Customer Competence

Customer knowledge management (CKM) practices enable organizations to create customer competence with systematic use of customer information that is integrated throughout the organization. Nonetheless, organizations are not able to fully exploit the vast amount of data available. Previous research on use of customer information is limited especially in a multichannel environment. The aim of this study was to identify the main obstacles for utilizing customer information efficiently across multiple sales channels. The study was conducted as a single case study in order to gain deeper understanding of the research problem. The empirical findings indicate that lack of CKM practices and a common goal are major challenges obstructing effective utilization of customer information. Furthermore, decentralized organizational structure and insufficient analytical skills create obstacles for information sharing and capabilities to process information and create new knowledge. The implications of the study suggest that in order to create customer competence organizations should shift their focus from technology to the organizational factors affecting use of information and implement CKM practices throughout the organization.

Customer orientation of sales personnel: Implications for service quality

Prior customer orientation research has concentrated mainly on studying the economical potential of customer orientation to companies. Service quality research instead has concentrated on emphasizing the evaluation of service quality from the customer’s perspective. This means that the service providers lack important information regarding customer orientation and service quality they would need for managerial purposes such as selecting and training employees. Therefore, there is an emerging need to study how customer orientation and service quality relate to company processes, policies and employees, and this study answers to those calls. The objective of this study was to examine what is the role of sales personnel’s’ customer orientation in quality of service delivery and what features support the development of customer orientation among sales personnel. Also the components customer orientation were studied extensively in order to understand how they relate to service quality. The empiric part of the study was conducted as a qualitative research by interviewing seven sales people from operative, tactical and strategic levels of the case corporation in order to get a broader view for customer orientation. The findings propose that both organizational factors and individual factors are affecting customer orientation construct inseparably. Organizational factors are bundled in this study under standards, support and systems, whereas individual factors are formed of employees’ personal attributes, motivation and self-perceived decision making authority. The findings suggest that in the service delivery process at an operative level, customer orientation appears largely in the employees’ individualistic characteristics. Their social and technical skills and motivation to serve customers are the most identifiable factors for customer orientation and consequently, quality service. However, organizational standards, support and systems are strongly dictating the frames the operative sales people operate in, having an influence on how the employees are experiencing their decision making authority and in the end, customer orientation. When looking at the service delivery process at tactical and strategic levels, customer orientation is affecting mainly in the organizational constructs through setting standards, support and systems. However, tactical and strategic level employees influence the operative level through individual customer orientation components as well. The findings indicate that their emotion and personal interaction skills are affecting the overall service delivery process mainly through supervisor support and motivation of the operative level employees. Based on this study it can be argued that an organization can operate as a facilitator and create certain frames for customer oriented sales behavior through standards, support and systems. However, as the impact of individual customer orientation factors on sales people’s service quality seems decisive, from an organizational perspective it puts pressures on the recruitment.

Management of Soft Information in Sales and Operations Planning

With a Sales and Operations Planning (S&OP) process, a company aims to manage the demand and supply by planning and forecasting. The studied company uses an integrated S&OP process to improve the company's operations. The aim of this thesis is to develop this business process by finding the best possible way to manage the soft information in S&OP, whilst also understanding the importance and types (assumptions, risks and opportunities) of soft information in S&OP. The soft information in S&OP helps to refine future S&OP planning, taking into account the uncertainties that affect the balance of the long-term demand and supply (typically 12-18 months). The literature review was used to create a framework for soft information management process in S&OP. There were not found a concrete way how to manage soft information in the existing literature. In consequence of the poor literature available the Knowledge Management literature was used as the base for the framework creation, which was seen in the very same type of information management like the soft information management is. The framework created a four-stage process to manage soft information in S&OP that included also the required support systems. First phase is collecting and acquiring soft information in S&OP, which include also categorization. The categorization was the cornerstone to identify different requirements that needs to be taken into consideration when managing soft information in S&OP process. The next phase focus on storing data, which purpose is to ensure the soft information is managed in a common system (support system) in a way that the following phase makes it available to users in S&OP who need by help of sharing and applications process. The last phase target is to use the soft information to understand assumptions and thoughts of users behind the numbers in S&OP plans. With this soft management process the support system will have a key role. The support system, like S&OP tool, ensures that soft information is stored in the right places, kept up-to-date and relevancy. The soft information management process in S&OP strives to improve the relevant soft information documenting behind the S&OP plans into the S&OP support system. The process offers an opportunity to individuals to review, comment and evaluate soft information in S&OP made by their own or others. In the case company it was noticed that without a properly documented and distributed soft information in S&OP it was seen to cause mistrust towards the planning.