Revue de synthèse : organe de la Fondation "Pour la science", Centre international de synthèse / direction : Henri Berr, Lucien Febvre, Paul Langevin, Abel Rey

1934/10 (T8,N2). Contient : Sciences de la nature et synthèse générale.

Revue de synthèse : organe de la Fondation "Pour la science", Centre international de synthèse / direction : Henri Berr, Lucien Febvre, Paul Langevin, Abel Rey

1937/12 (T13,N3). Contient : Synthèse historique.

Revue de synthèse : organe de la Fondation "Pour la science", Centre international de synthèse / direction : Henri Berr, Lucien Febvre, Paul Langevin, Abel Rey

1934/02 (T7,N1). Contient : Synthèse historique.

Revue de synthèse : organe de la Fondation "Pour la science", Centre international de synthèse / direction : Henri Berr, Lucien Febvre, Paul Langevin, Abel Rey

1933/06 (T5,N2). Contient : Synthèse historique.

Revue de synthèse : organe de la Fondation "Pour la science", Centre international de synthèse / direction : Henri Berr, Lucien Febvre, Paul Langevin, Abel Rey

1933/02 (T5,N1). Contient : Synthèse historique.

Choice of Business Process Modeling Methodology - Case Northern Dimension Research Centre (NORDI) in Lappeenranta University of Technology

The main outcome of the master thesis is innovative solution, which can support a choice of business process modeling methodology. Potential users of this tool are people with background in business process modeling and possibilities to collect required information about organization’s business processes. Master thesis states the importance of business process modeling in implementation of strategic goals of organization. It is made by revealing the place of the concept in Business Process Management (BPM) and its particular case Business Process Reengineering (BPR). In order to support the theoretical outcomes of the thesis a case study of Northern Dimension Research Centre (NORDI) in Lappeenranta University of Technology was conducted. On its example several solutions are shown: how to apply business process modeling methodologies in practice; in which way business process models can be useful for BPM and BPR initiatives; how to apply proposed innovative solution for a choice of business process modeling methodology.

La marchitez tardía del maíz (Zea mays L.) causada por Cephalosporium maydis en la Península Ibérica, y otros hongos asociados

Las especies de hongos de suelo asociadas a Cephalosporium maydis como agente causal de la marchitez tardía del maíz en la Península Ibérica se identificaron muestreando 19 campos con síntomas de marchitez en las principales zonas de cultivo entre 2011 y 2012. En el 47% de los campos no se identificó C. maydis, pero sí Fusarium graminearum, F. verticillioides, F. equiseti, F. proliferatum, Macrophomina phaseolina, Rhizoctonia solani y Trichoderma harzianum infectando las plantas de maíz. En los campos restantes, junto a C. maydis se identificaron otros hongos de suelo en porcentajes apreciables: F. verticillioides (19%), F. proliferatum (19%), F.equiseti (9%), F. oxysporum (9%) y Pythium oligandrum (9%). El crecimiento vascular de C. maydis y de otras especies fúngicas en plantas de maíz se confirmó analizando plantas con marchitez procedentes de tres campos diferentes. Tanto C. maydis como F. graminearum, F. equiseti, F. proliferatum y T. harzianum se aislaron de la inserción entre la raíz y tallo y a 10 cm de altura en el tallo de las plantas. El efecto de la infección por C. maydis sobre la producción de las plantas de maíz se cuantificó en macetas y condiciones seminaturales en el 2011. En plantas inoculadas se obtuvo una reducción del peso de las mazorcas del 54%, además de pesos de raíz y de parte aérea (tallo y hojas) significativamente menores en comparación con el control no inoculado, lo que sugiere el gran impacto económico que puede tener la marchitez tardía en condiciones naturales. Asimismo este trabajo pone de manifiesto el grado de complejidad de la etiología de la marchitez tardía, que debería ser estudiado mediante la confirmación de la patogenicidad de los hongos de suelo identificados en maíz, con el fin de determinar el papel que puede jugar cada una de estas especies en el desarrollo de la enfermedad y/o severidad de los síntomas.

Challenges in transferring the hydropower control centre

Euroopan sähkömarkkinat ovat viime vuosikymmeninä olleet suurien muutoksien kohteena näiden yhtenäistämisprojektin seurauksena. Fortum, yksi Euroopan johtavista energia-alan yrityksistä valmistautuu tähän muutokseen toteuttamalla omia yrityksen sisäisiä muutoksia, tavoitteenaan yksinkertaistaa organisaatiorakennettaan ja parantaa tehokkuuttaan. Yksi suuri muutos tähän liittyen on vesivoimavalvomojen lokalisaatioprojekti. Vesivoimavalvomojen uudelleenlokalisaation ja vesivoiman käytönvalvojien ikääntymisen myötä nähtiin tarpeelliseksi tehdä tutkimus käytönvalvojien hiljaisesta tiedosta. Näin ollen, tässä diplomityössä perehdyttiin Fortumin vesivoiman käytönvalvojien kompetensseihin ja näiden hiljaiseen tietoon. Tutkimusaiheena oli selvittää minkälaista hiljaista tietoa käytönvalvojat omaavat, ja mikä osa tästä tiedosta muodostaa sen kriittisen osaamisen, jota halutaan säilyttää ja kehittää. Tutkimustyypiksi muodostui kvalitatiivinen, jonka päämetodi oli puoli-avoin haastattelu. Tutkimus koostui seuraavista vaiheista: tarkkailu, tekstianalyysi, haastattelu, transkriptio ja data analyysi. Haastatteluja tehtiin kahdeksan, joista kerääntyi yli 24 tuntia haastattelumateriaalia. Tästä materiaalista muodostettiin analyysien avulla taulukko, jonka avulla tunnistettiin ne osa-alueet, joihin käytönvalvojan tärkeimmät kompetenssit liittyvät. Tuloksilla saatiin myös kerättyä lista korjaus- ja kehityskohteista, sekä tarkemmat määritykset jatkotutkimukselle.

National Library – Service Centre for All Types of Libraries in Finland

Kristiina Hormia-Poutasen esitys Jerusalemissa Israelin kansalliskirjastossa 8.9.2011

National Library – Service Centre for All Types of Libraries in Finland

Kristiina Hormia-Poutasen esitys Jerusalemissa 8.9.2011

Making Sense of Shared Leadership. A case study of leadership processes and practices without formal leadership structure in the team context

Leadership is essential for the effectiveness of the teams and organizations they are part of. The challenges facing organizations today require an exhaustive review of the strategic role of leadership. In this context, it is necessary to explore new types of leadership capable of providing an effective response to new needs. The presentday situations, characterized by complexity and ambiguity, make it difficult for an external leader to perform all leadership functions successfully. Likewise, knowledge-based work requires providing professional groups with sufficient autonomy to perform leadership functions. This study focuses on shared leadership in the team context. Shared leadership is seen as an emergent team property resulting from the distribution of leadership influence across multiple team members. Shared leadership entails sharing power and influence broadly among the team members rather than centralizing it in the hands of a single individual who acts in the clear role of a leader. By identifying the team itself as a key source of influence, this study points to the relational nature of leadership as a social construct where leadership is seen as social process of relating processes that are co-constructed by several team members. Based on recent theoretical developments concerned with relational, practice-based and constructionist approaches to the study of leadership processes, this thesis proposes the study of leadership interactions, working processes and practices to focus on the construction of direction, alignment and commitment. During the research process, critical events, activities, working processes and practices of a case team have been examined and analyzed with the grounded theory –approach in the terms of shared leadership. There are a variety of components to this complex process and a multitude of factors that may influence the development of shared leadership. The study suggests that the development process of shared leadership is a common sense -making process and consists of four overlapping dimensions (individual, social, structural, and developmental) to work with as a team. For shared leadership to emerge, the members of the team must offer leadership services, and the team as a whole must be willing to rely on leadership by multiple team members. For these individual and collective behaviors to occur, the team members must believe that offering influence to and accepting it from fellow team members are welcome and constructive actions. Leadership emerges when people with differing world views use dialogue and collaborative learning to create spaces where a shared common purpose can be achieved while a diversity of perspectives is preserved and valued. This study also suggests that this process can be supported by different kinds of meaning-making and process tools. Leadership, then, does not reside in a person or in a role, but in the social system. The built framework integrates the different dimensions of shared leadership and describes their relationships. This way, the findings of this study can be seen as a contribution to the understanding of what constitutes essential aspects of shared leadership in the team context that can be of theoretical value in terms of advancing the adoption and development process of shared leadership. In the real world, teams and organizations can create conditions to foster and facilitate the process. We should encourage leaders and team members to approach leadership as a collective effort that the team can be prepared for, so that the response is rapid and efficient.

Effectiveness of Pilotage

The objective of the pilotage effectiveness study was to come up with a process descrip-tion of the pilotage procedure, to design performance indicators based on this process description, to be used by Finnpilot, and to work out a preliminary plan for the imple-mentation of the indicators within the Finnpilot organisation. The theoretical aspects of pilotage as well as the guidelines and standards used were determined through a literature review. Based on the literature review, a process flow model with the following phases was created: the planning of pilotage, the start of pilo-tage, the act of pilotage, the end of pilotage and the closing of pilotage. The model based on the literature review was tested through interviews and observation of pilotage. At the same time an e-mail survey directed at foreign pilotage organisations, which included a questionnaire concerning their standards and management systems, operations procedures, measurement tools and their attitude to the passage planning, was conducted. The main issues in the observations and interviews were the passage plan and the bridge team co-operation. The phases of the pilotage process model emerged in both the pilotage activities and the interviews whereas bridge team co-operation was relatively marginal. Most of the pilotage organisations, who responded to the query, also use some standard-based management system. All organisations who answered the survey use some sort of a pilotage process model. According to the query, the main measuring tools for pilotage are statistical information concerning pilotage and the organisations, the customer feedback surveys, and financial results. Attitudes to-wards passage planning were mostly positive among the organisations. A workshop with pilotage experts was arranged where the process model constructed on the basis of the literature review was tuned to match practical pilotage. In the workshop it was determined that certain phases and the corresponding tasks, through which pilo-tage can be described as a process, were identifiable in all pilotage. The result of the workshop was a complemented process model, which separates incoming and outgoing traffic, as well as the fairway pilotage and harbour pilotage from each other. Addition-ally indicators divided according to the data gathering method were defined. Data con-cerning safety and traffic flow is gathered in the form of customer feedback. The pilot's own perceptions of the pilotage process are gathered through self-assessment. The measurement data which is connected to the phases of the pilotage process is generated e.g. by gathering statistics of the success of the pilot dispatches, the accuracy of the pi-lotage and the incidents that occurred during the pilotage, near misses, deviations and accidents. The measurement data is collected via the PilotWeb at the closing of the pilo-tage. A separate project and a project group with pilots also participating will be established for the deployment of the performance indicators. The phases of the project are: the definition phase, the implementation phase and the deployment phase. The purpose of the definition phase is to prepare questions for ship commanders concerning the cus-tomer feedback questionnaire and also to work out the self-assessment queries and the queries concerning the process indicators.