Extensão Universitária: Estudo de Caso do ISCEE Cabo Verde Business School

o objectivo da presente comunicação é apresentar o resultado da investigação aplicada no ISCEE sob a forma de extensão universitária. Este novo paradigma no Ensino Superior deve ser aplicado em todas as IES, de forma a demonstrar à comunidade em geral as três dimensões da missão das Universidades, nomeadamente, o ensino, investigação e extensão. Aliás estas três dimensões deverão igualmente ser contabilizados na elaboração de rankings universitários que normalmente não avaliam os mecanismos de extensão universitária. Em África, as Universidades são promotoras do desenvolvimento local e trabalham directamente com as comunidades no processo de partilha e disseminação do conhecimento para dotar as comunidades de ferramentas e instrumentos para o seu desenvolvimento. O Estudo de caso apresentado, IRT, Itinerário de Recursos Turísticos, mostra como o ISCEE se candidatou a um concurso público lançado para fazer o levantamento exaustivo dos itinerários turísticos em Cabo Verde nas principais ilhas, Santiago, São Vicente, Santo Antão e São Nicolau. Estiveram envolvidos nestes projectos vários docentes e alunos do ISCEE, no terreno, o que também demonstra a importância da extensão universitária promover “ in loco” a simbiose na relação entre docentes e alunos em termos de trabalho de campo e ao mesmo tempo cumprir a missão do ISCEE que é a de reforçar a competitividade de Cabo Verde, através da formação de recursos humanos qualificados e ao mesmo tempo responder aos grandes desafios do País, em especial, a dinamização do cluster do Turismo. A transmissão e difusão do conhecimento universitário para a sociedade, o conhecimento pluriversitário é o grande desígnio do ISCEE em Cabo Verde.

Business Plan: Proyecto de creación de un nuevo canal publicitario a nivel nacional: Desarrollo del mercado y creación de empresa de venta de publicidad

El present Treball Final de Carrera pretén desenvolupar la viabilitat d’una empresa de serveis, que ofereix un nou suport publicitari basat en una red pròpia de tours turístics en patinets elèctrics distribuïts per les principals ciutats a nivell nacional.

Business plan: empresa franquicia

Treball final de carrera en el que es realitza un Pla d’Empresa per a la creació i la posada a punt d’una cafeteria franquiciada, amb el nom d’StarCoffee, dins l’Eix Comercial de la ciutat de Lleida. L’objectiu no és només la creació de l’esmenta’t Pla d’Empresa sinó que el que es pretén es dur-lo a terme en els propers mesos.

Análisis y mejora de los procesos excepcionales de una multinacional del sector de la electrónica utilizando la metodología Business Process Management

El presente documento ilustra la aplicación de la metodología Business Process Managementpara el caso de una empresa multinacional del sector de la electrónica. Para ello se han tomado los procesos excepcionales de Supply Chain Operations en el área EMEA (Europa, Oriente Medio y África). Se ha analizado la situación inicial, donde la aparición de incidencias de calidad en productos terminados y listos para entregar a clientes generaba una serie de acciones descoordinadas y con resultados insatisfactorios. Todos los departamentos implicados comprometían recursos, tiempo y esfuerzo, sin estar alineados entre sí. A partir de la aplicación sistemática de la metodología BPM definida en 10 fases, se ha desarrollado una solución completa para los procesos excepcionales. El documento describe con detalle en proceso de Reflash y la documentación necesaria para poner el proceso bajo control y en mejora continua.

Targeted Small Business Link

Fall 2009, Volume 2, Number 4

The Brauer group and the second Abel-Jacobi map for 0-cycles on algebraic varieties

This paper focuses on the connection between the Brauer group and the 0-cycles of an algebraic variety. We give an alternative construction of the second l-adic Abel-Jacobi map for such cycles, linked to the algebraic geometry of Severi-Brauer varieties on X. This allows us then to relate this Abel-Jacobi map to the standard pairing between 0-cycles and Brauer groups (see [M], [L]), completing results from [M] in this direction. Second, for surfaces, it allows us to present this map according to the more geometrical approach devised by M. Green in the framework of (arithmetic) mixed Hodge structures (see [G]). Needless to say, this paper owes much to the work of U. Jannsen and, especially, to his recently published older letter [J4] to B. Gross.

Efficiency and safety of bilateral contemporaneous pallidal stimulation (deep brain stimulation) in levodopa-responsive patients with Parkinson's disease with severe motor fluctuations: a 2-year follow-up review.

OBJECT: The aim of this study was to evaluate the long-term safety and efficacy of bilateral contemporaneous deep brain stimulation (DBS) in patients who have levodopa-responsive parkinsonism with untreatable motor fluctuations. Bilateral pallidotomy carries a high risk of corticobulbar and cognitive dysfunction. Deep brain stimulation offers new alternatives with major advantages such as reversibility of effects, minimal permanent lesions, and adaptability to individual needs, changes in medication, side effects, and evolution of the disease. METHODS: Patients in whom levodopa-responsive parkinsonism with untreatable severe motor fluctuations has been clinically diagnosed underwent bilateral pallidal magnetic resonance image-guided electrode implantation while receiving a local anesthetic. Pre- and postoperative evaluations at 3-month intervals included Unified Parkinson's Disease Rating Scale (UPDRS) scoring, Hoehn and Yahr staging, 24-hour self-assessments, and neuropsychological examinations. Six patients with a mean age of 55 years (mean 42-67 years), a mean duration of disease of 15.5 years (range 12-21 years), a mean "on/off' Hoehn and Yahr stage score of 3/4.2 (range 3-5), and a mean "off' time of 40% (range 20-50%) underwent bilateral contemporaneous pallidal DBS, with a minimum follow-up period lasting 24 months (range 24-30 months). The mean dose of levodopa in these patients could not be changed significantly after the procedure and pergolide was added after 12 months in five patients because of recurring fluctuations despite adjustments in stimulation parameters. All but two patients had no fluctuations until 9 months. Two of the patients reported barely perceptible fluctuations at 12 months and two at 15 months; however, two patients remain without fluctuations at 2 years. The mean improvements in the UPDRS motor score in the off time and the activities of daily living (ADL) score were more than 50%; the mean off time decreased from 40 to 10%, and the mean dyskinesia and complication of treatment scores were reduced to one-third until pergolide was introduced at 12 months. No significant improvement in "on" scores was observed. A slight worsening after 1 year was observed and three patients developed levodopa- and stimulation-resistant gait ignition failure and minimal fluctuations at 1 year. Side effects, which were controlled by modulation of stimulation, included dysarthria, dystonia, and confusion. CONCLUSIONS: Bilateral pallidal DBS is safe and efficient in patients who have levodopa-responsive parkinsonism with severe fluctuations. Major improvements in motor score, ADL score, and off time persisted beyond 2 years after the operation, but signs of decreased efficacy started to be seen after 12 months.

Business Recovery Status Report #2: Presidential Disaster #1763, July 18, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #1: Presidential Disaster #1763, July 11, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #3: Presidential Disaster #1763, July 25, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #4: Presidential Disaster #1763, August 1, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #5: Presidential Disaster #1763, August 8, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #6: Presidential Disaster #1763, August 15, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #7: Presidential Disaster #1763, August 22, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #8: Presidential Disaster #1763, August 28, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.