Connecta TV : modelos de comunicação organizacional : Desenvolvimento, implementação e análise de uma solução integrada aplicada ao mercado do telemarketing nacional

Esta dissertação é um trabalho de projeto que pretende contribuir para o desenvolvimento dos estudos da comunicação organizacional. Devem ou não ser utilizadas soluções digitais em modelos de comunicação organizacional e quaisosbenefíciosdo uso de soluções digitais no âmbito da comunicação organizacional de uma empresa? No corpo de texto deste trabalho surge a resposta a estas questões com base na análise prática da investigação desenvolvida. A investigação desenvolvida tem como objetivo encontrar um modelo de comunicação eficaz baseado no uso de soluções digitais. A solução digital criada, que é o objeto de estudo deste trabalho de projeto, foi desenhada e concebida com a finalidade de ser implementada e testada numa empresa de telemarketing parceira, que atua, essencialmente, em Outbound (venda direta ao consumidor).A solução tem como intenção global envolver e motivar os teleoperadores da empresa, no intuito de aumentara sua produtividade.É descortinada a estratégia e o desenvolvimento da solução criada,assim como a sua avaliação pelos utilizadores, concluindo com uma análise detalhada dos resultados obtidos através daavaliação dos utilizadores.

Race-to-the-bottom or -top at home or abroad: Health and safety standards and the multinational firm

We develop a model to illustrate potential complexities in the relationship between corporate geographical diversification and the health and safety (H&S) standards set in national jurisdictions. A firm, that initially has a plant in its home country, may choose to also have one or two foreign plants in order to improve its bargaining position versus local governments, and so ensure reduced H&S standards, i.e. a race-to-the-bottom. However, contrary to the main focus of the popular debate on this topic, we note the potential for the race-to-the-bottom tendency to be exerted on H&S standards in the multinational company’s home rather than host country, and also for an upward push on H&S to instead result.

Venues on the verges: London's theater government between 1594 and 1614

In 1594, major decisions were made by the governors of London and the country about plays and playing. We need to learn what lay behind these events, such as what led James Burbage to build his Blackfriars theater in 1596. That initial fiasco might tell us much about what lay behind Shakespeare’s decision to join the new Chamberlain’s Men in 1594 and his subsequent commitment to them as a full-time playwright. When the Globe burned down in 1613, a majority of the shareholders decided to rebuild it at great cost, but Shakespeare withdrew. The rebuilding was old-fashioned thinking, reverting to the company’s desire, asserted in 1594, to play indoors in winter, which helps to clarify their decisions and Shakespeare’s own—to write plays rather than more long poems. The few surviving papers of the Privy Council and the London mayoralty from the time suggest that one of the two new companies of 1594 preferred to play indoors during the winter instead of at their allocated open playhouses in the suburbs. They tried to renew this traditional practice, first in 1594 and again in 1596 when James Burbage built the indoor Blackfriars playhouse for them. The renewal of the Globe in 1614 was part of the same thinking, although Shakespeare evidently opted out of the decision.