Food stamp program : implementation of electronic benefit transfer systems : report to the ranking minority member, Committee on Agriculture, Nutrition, and Forestry, U.S. Senate /

"GAO-02-332."

Building more effective organizational units.

Includes bibliography.

LowDoc survey report : championing America's entrepreneurial spirit /

Shipping list no.: 95-0248-P.

Food buying guide for child nutrition programs /

Includes index.

Food buying guide for child nutrition programs /

Includes index.

Sutter power project : final environmental impact statement /

"DOE/EIS-0294"

New York ZIP+4 state directory.

Not distributed to depository libraries in a physical form, 2000-

FUSÃO E AQUISIÇÃO UMA ANÁLISE ATRAVÉS DO TESTE DE MÉDIA NO SETOR DE AGÊNCIAS DE PUBLICIDADE

A transição do século XX para o século XXI trouxe consigo uma série de mudanças, em especial às organizações, que vivenciaram evoluções de ordem tecnológica impactantes em sua estrutura administrativa e econômica. As agências de publicidade, apesar de terem um enfoque voltado ao aspecto criativo, não deixam de ser organizações, e assim como as demais também vivenciam este ciclo de mudanças, que aparenta ser ininterrupto. A importância do planejamento estratégico e financeiro e do atendimento integrado aos clientes proporcionou às agências novas perspectivas de funcionamento, e nelas enquadram-se as fusões/aquisições. Agências internacionais optaram por participar do mercado publicitário brasileiro através de fusões/aquisições; estas ocorreram com agências de bastante expressão no mercado internacional, mas também com agências menos conhecidas, mas que demonstraram a realização de bons trabalhos no setor. Através deste estudo realizou-se uma análise a respeito do mercado de fusões e aquisições de agências de publicidade, em especial, sob a perspectiva financeira. Através da base de dados lançada no Software SPSS foi aplicado o Teste T. Constatou-se que as agências de publicidade no Brasil entre 1999 a 2009 não apresentaram diferenças de média em relação ao faturamento, independente de terem passado ou não pelo processo de fusão/aquisição. Este crescimento pouco representativo demonstra que as fusões/aquisições tendem a ocorrer por diversos motivos e não se restringem exclusivamente ao aspecto financeiro, a perspectiva de bom atendimento ao cliente, visando o planejamento estratégico no âmbito publicitário, tende a ser um deles.

COMUNICAÇÃO EMPRESARIAL, INTERATIVIDADE E REDES SOCIAIS: ESTUDO DE CASO DA EMBRAPA SOLOS

Esta pesquisa tem o objetivo de analisar como a interatividade e a transparência passaram a ser os novos paradigmas da comunicação empresarial e a forma como as empresas estão lidando com esta nova realidade, manifestada com o surgimento e proliferação das redes sociais. Não apenas a comunicação corporativa, mas o marketing e o atendimento ao cliente foram profundamente afetados pela Web 2.0 e este trabalho procura fazer uma reflexão deste novo momento, ao optar por um estudo qualitativo, onde foram aplicados questionários estruturados e semi-estruturados, além da observação participante. Trata-se de um estudo de caso na Embrapa Solos, o primeiro centro de pesquisa da Empresa Brasileira de Pesquisa Agropecuária a implantar blogs corporativos quando pouco se falava no assunto. Nos últimos cinco anos, desde que os primeiros posts foram publicados, muita coisa mudou na delicada balança de poder x informação/ empresa x consumidor. Este estudo conclui que apesar dos avanços que os blogs proporcionaram não só à Embrapa Solos, mas em outras empresas que adotaram esta e outras redes sociais, ainda há um longo caminho a ser percorrido, de horizontalização de estruturas e real democratização da informação.

DIABETES MELLITUS TIPO1: EVOLUÇÃO DA EFICÁCIA ADAPTATIVA E PSICOTERAPIA BREVE OPERACIONALIZADA

O objetivo deste trabalho foi avaliar a eficácia adaptativa, antes e após intervenção em Psicoterapia Breve Operacionalizada em um paciente portador de Diabetes Mellitus tipo1. Os instrumentos utilizados foram a Entrevista Clínica Preventiva, a Escala Diagnóstica Adaptativa Operacionalizada EDAO e a Psicoterapia Breve Operacionalizada PBO. O delineamento desta pesquisa se deu pelo método clínico combinado ao método descritivo observacional. Foi realizado um estudo de caso com um paciente diagnosticado com Diabetes Mellitus tipo1, que foi submetido a oito entrevistas diagnósticas para a obtenção do diagnóstico clínico e em seguida a doze sessões de Psicoterapia Breve Operacionalizada. Após seis meses do término das sessões o paciente participou de uma entrevista de Follow up. O diagnóstico adaptativo, após as primeiras entrevistas foi: Adaptação Ineficaz Severa, no qual foram detectadas as situações-problemas a serem abordadas na PBO e foi organizado o planejamento desta intervenção. Finalizada a PBO e após seis meses o paciente foi submetido a uma entrevista de Follow up, no qual a classificação diagnóstica foi: Adaptação Ineficaz Leve. Conclui-se que neste estudo de caso que houve uma evolução no diagnóstico adaptativo após a intervenção em PBO, mostrando a importância do atendimento em Psicoterapia Breve Operacionalizada.

Editorial

This special issue of the Journal of the Operational Research Society is dedicated to papers on the related subjects of knowledge management and intellectual capital. These subjects continue to generate considerable interest amongst both practitioners and academics. This issue demonstrates that operational researchers have many contributions to offer to the area, especially by bringing multi-disciplinary, integrated and holistic perspectives. The papers included are both theoretical as well as practical, and include a number of case studies showing how knowledge management has been implemented in practice that may assist other organisations in their search for a better means of managing what is now recognised as a core organisational activity. It has been accepted by a growing number of organisations that the precise handling of information and knowledge is a significant factor in facilitating their success but that there is a challenge in how to implement a strategy and processes for this handling. It is here, in the particular area of knowledge process handling that we can see the contributions of operational researchers most clearly as is illustrated in the papers included in this journal edition. The issue comprises nine papers, contributed by authors based in eight different countries on five continents. Lind and Seigerroth describe an approach that they call team-based reconstruction, intended to help articulate knowledge in a particular organisational. context. They illustrate the use of this approach with three case studies, two in manufacturing and one in public sector health care. Different ways of carrying out reconstruction are analysed, and the benefits of team-based reconstruction are established. Edwards and Kidd, and Connell, Powell and Klein both concentrate on knowledge transfer. Edwards and Kidd discuss the issues involved in transferring knowledge across frontières (borders) of various kinds, from those borders within organisations to those between countries. They present two examples, one in distribution and the other in manufacturing. They conclude that trust and culture both play an important part in facilitating such transfers, that IT should be kept in a supporting role in knowledge management projects, and that a staged approach to this IT support may be the most effective. Connell, Powell and Klein consider the oft-quoted distinction between explicit and tacit knowledge, and argue that such a distinction is sometimes unhelpful. They suggest that knowledge should rather be regarded as a holistic systemic property. The consequences of this for knowledge transfer are examined, with a particular emphasis on what this might mean for the practice of OR Their view of OR in the context of knowledge management very much echoes Lind and Seigerroth's focus on knowledge for human action. This is an interesting convergence of views given that, broadly speaking, one set of authors comes from within the OR community, and the other from outside it. Hafeez and Abdelmeguid present the nearest to a 'hard' OR contribution of the papers in this special issue. In their paper they construct and use system dynamics models to investigate alternative ways in which an organisation might close a knowledge gap or skills gap. The methods they use have the potential to be generalised to any other quantifiable aspects of intellectual capital. The contribution by Revilla, Sarkis and Modrego is also at the 'hard' end of the spectrum. They evaluate the performance of public–private research collaborations in Spain, using an approach based on data envelopment analysis. They found that larger organisations tended to perform relatively better than smaller ones, even though the approach used takes into account scale effects. Perhaps more interesting was that many factors that might have been thought relevant, such as the organisation's existing knowledge base or how widely applicable the results of the project would be, had no significant effect on the performance. It may be that how well the partnership between the collaborators works (not a factor it was possible to take into account in this study) is more important than most other factors. Mak and Ramaprasad introduce the concept of a knowledge supply network. This builds on existing ideas of supply chain management, but also integrates the design chain and the marketing chain, to address all the intellectual property connected with the network as a whole. The authors regard the knowledge supply network as the natural focus for considering knowledge management issues. They propose seven criteria for evaluating knowledge supply network architecture, and illustrate their argument with an example from the electronics industry—integrated circuit design and fabrication. In the paper by Hasan and Crawford, their interest lies in the holistic approach to knowledge management. They demonstrate their argument—that there is no simple IT solution for organisational knowledge management efforts—through two case study investigations. These case studies, in Australian universities, are investigated through cultural historical activity theory, which focuses the study on the activities that are carried out by people in support of their interpretations of their role, the opportunities available and the organisation's purpose. Human activities, it is argued, are mediated by the available tools, including IT and IS and in this particular context, KMS. It is this argument that places the available technology into the knowledge activity process and permits the future design of KMS to be improved through the lessons learnt by studying these knowledge activity systems in practice. Wijnhoven concentrates on knowledge management at the operational level of the organisation. He is concerned with studying the transformation of certain inputs to outputs—the operations function—and the consequent realisation of organisational goals via the management of these operations. He argues that the inputs and outputs of this process in the context of knowledge management are different types of knowledge and names the operation method the knowledge logistics. The method of transformation he calls learning. This theoretical paper discusses the operational management of four types of knowledge objects—explicit understanding; information; skills; and norms and values; and shows how through the proposed framework learning can transfer these objects to clients in a logistical process without a major transformation in content. Millie Kwan continues this theme with a paper about process-oriented knowledge management. In her case study she discusses an implementation of knowledge management where the knowledge is centred around an organisational process and the mission, rationale and objectives of the process define the scope of the project. In her case they are concerned with the effective use of real estate (property and buildings) within a Fortune 100 company. In order to manage the knowledge about this property and the process by which the best 'deal' for internal customers and the overall company was reached, a KMS was devised. She argues that process knowledge is a source of core competence and thus needs to be strategically managed. Finally, you may also wish to read a related paper originally submitted for this Special Issue, 'Customer knowledge management' by Garcia-Murillo and Annabi, which was published in the August 2002 issue of the Journal of the Operational Research Society, 53(8), 875–884.

Managing the quality, value and impact of academic libraries: the role of external standards

Purpose – The purpose of this paper is to explore the role and relevance of external standards in demonstrating the value and impact of academic library services to their stakeholders. Design/methodology/approach – Two UK standards, Charter Mark and Customer Service Excellence, are evaluated via an exploratory case study, employing multiple data collection techniques. Methods and results of phases 1-2 of a three phase research project are outlined. Findings – Despite some limitations, standards may assist the manager in demonstrating the value, impact and quality of academic libraries in a recessional environment. Active engagement and partnership with customers is imperative if academic libraries are to be viewed as vital to their parent organisations and thus survive. Originality/value – This paper provides a systematic evaluation of the role of external accreditation standards in measuring academic library service value and impact.

A comparison of the vocational training system of Britain and West Germany as experienced by minimum-age school leavers.

The sectoral and occupational structure of Britain and West Germany has increasingly changed over the last fifty years from a manual manufacturing based to a non-manual service sector based one. There has been a trend towards more managerial and less menial type occupations. Britain employs a higher proportion of its population in the service sector than in manufacturing compared to West Germany, except in retailing, where West Germany employs twice as many people as Britain. This is a stable sector of the economy in terms of employment, but the requirements of the workforce have changed in line with changes in the industry in both countries. School leavers in the two countries, faced with the same options (FE, training schemes or employment) have opted for the various options in different proportions: young Germans are staying longer in education before embarking on training and young Britons are now less likely to go straight into employment than ten years ago. Training is becoming more accepted as the normal route into employment with government policy leading the way, but public opinion still slow to respond. This study investigates how vocational training has adapted to the changing requirements of industry, often determined by technological advancements. In some areas e.g. manufacturing industry the changes have been radical, in others such as retailing they have not, but skill requirements, not necessarily influenced by technology have changed. Social-communicative skills, frequently not even considered skills and therefore not included in training are coming to the forefront. Vocational training has adapted differently in the two countries: in West Germany on the basis of an established over-defined system and in Britain on the basis of an out-dated ill-defined and almost non-existent system. In retailing German school leavers opt for two or three year apprenticeships whereas British school leavers are offered employment with or without formalised training. The publicly held view of the occupation of sales assistant is one of low-level skill, low intellectual demands and a job anyone can do. The traditional skills - product knowledge, selling and social-communicative skills have steadily been eroded. In the last five years retailers have recognised that a return to customer service, utilising the traditional skills was going to be needed of their staff to remain competitive. This requires training. The German retail training system responded by adapting its training regulations in a long consultative process, whereas the British experimented with YTS, a formalised training scheme nationwide being a new departure. The thesis evaluates the changes in these regulations. The case studies in four retail outlets demonstrate that it is indeed product knowledge and selling and social-communicative skills which are fundamental to being a successful and content sales assistant in either country. When the skills are recognised and taught well and systematically the foundations for career development in retailing are laid in a labour market which is continually looking for better qualified workers. Training, when planned and conducted professionally is appreciated by staff and customers and of benefit to the company. In retailing not enough systematic training, to recognisable standards is carried out in Britain, whereas in West Germany the training system is nevertheless better prepared to show innovative potential as a structure and is in place on which to build. In Britain the reputation of the individual company has a greater role to play, not ensuring a national provision of good training in retailing.