The aim of the study was to examine the competence of dental hygienists among Clinic Director´s within the Public Dental Service and Private dentists in the county of Skåne . The study was quantitative and consisted of an electronic questionnaire sent out to all Clinic Directors in the county of Skåne. A total of five hundred and thirty eight questionnaires were sent out. The inclusion criteria were the Clinic directors who employed dental hygienists who had obtained their professional degree during the last four years. Twenty nine Clinic directors responded to the study. The results showed that in general clinic directors are pleased and feel that dental hygienists are proficient in periodontology and dental caries diagnostics. There were two clinic directors who felt that dental hygienists should have more knowledge in the fields of endodontics and pedodontics. The Clinic directors were asked if they wanted to add a certain skill or specialty to the competence of dental hygienists. Two of the clinic directors said that they would like to see dental hygienists be able to measure blood and sugar levels if needed. In conclusion, this study shows that most of the clinic directors thought that the dental hygienists had good knowledge and skills within their operating range. The result of this study must be interpreted with caution because of the low response rate. / Syftet med studien var att undersöka vad klinikchefer inom Folktandvården i Region Skåne och Privattandläkarna i Skåne län ansåg om tandhygienistens kompetens. Studien var kvantitativ och bestod av en elektronisk enkät som skickades ut till samtliga klinikchefer inom Folktandvården och Privattandläkarna i Skåne län. Det skickades ut totalt 538 enkäter. Inklusionskriterierna var de klinikchefer som anställt en tandhygienist som tagit sin yrkesexamen under de senaste fyra åren. Tjugonio klinikchefer besvarade enkäten. Resultatet av studien visade att klinikcheferna ansåg tandhygienisten kunnig inom parodontologi och kariesdiagnostik. Det var två klinikchefer som önskade att tandhygienisten skulle ha ökad kompetens inom endodonti och pedodonti. Klinikcheferna fick svara på en fråga i enkäten om de önskade lägga till något i tandhygienistens kompetensområde och där svarade två klinikchefer att blodsocker- och blodtrycksmätning skulle ingå i tandhygienistens kompetensområde. Slutsatsen av studien visar att merparten av klinikcheferna ansåg att tandhygienisterna hade bra kompetens inom sitt arbetsområde. På grund av låg svarsfrekvens måste reultatet tolkas med stor försiktighet.

The network with its virtual business structure challenge the established vertical business structure. Part of the network theory that has developed focuses on relationships that forms B2Bnetworks. One way to create a B2B-network is for independent businesses to form a organization promoting co-operation. For co-operation to be successful it requires well thought-out actions, but a lack of how these actions are implemented have been noticed. This study explores how encouragement of co-operation can be done practically. Focus has been on a business network with a visible director since they are facing a challenge in coordinating co-operation. The study is descriptive and describes a real case, the empirism is based on memories and experiences. The object of study is a selected part of the network with a visible director and has been studied through four qualitative unstructured interviews, based in a inductive reasoning. The study reaches several conclusions on how co-operation in a network with a visible director can be implemented. Furthermore the study shows that there is a difference between what is said to support co-operation and what is actually done. Continued research should investigate this difference. / Nätverket med dess virtuella företagsstruktur utmanar den etablerade vertikala strukturen. Delar av nätverksteorin som utvecklats fokuserar på relationer som uppstår inom B2B-nätverk. Ett sätt att skapa B2B-nätverk är att fristående företag formar en samarbetsorganisation. Främjande av samarbete genom medvetna handlingar kan generera framgång inom dessa samarbetsorganisationer. Dock uppmärksammas en brist på hur de medvetna handlingarna realiseras. Studien söker därför kunskap om hur främjande av samarbete realiseras. Fokus är att studera ett orkestrerade affärsnätverk vilka står inför utmaning att koordinera samarbete. Studien är deskriptiv och beskriver ett fall som inträffat, det innebär att empirin grundas på minnen och erfarenheter. Studieobjektet är en utvald del av det orkestrerade affärsnätverket och har behandlats genom fyra kvalitativa ostrukturerade intervjuer grundat i ett induktivt förhållningssätt. Studien resulterar i exempel på hur samarbete i ett orkestrerande nätverk realiseras. Dessutom visar det finnas en skillnad mellan vad sägs främja samarbete och vad som faktiskt genomförs. Fortsatt forskning rekommenderas undersöka denna skillnad.

The principle of democratic governance is a defining feature of co-operative organizations. Members of the board of directors are the elected representatives of the membership, and as democratic organizations, there is an expectation that co-operatives should have adequate representation of member groups on their boards. However, empirical evidence indicates that many Canadian co-operative boards embody a diversity problem: there is little diversity in board representational characteristics. The main objective of this study is to identify key barriers and facilitators of representational diversity in co-operative leadership structures. To this end, two core research questions are posed. First, how do boards achieve diversity? Second, how do diverse boards maintain their diversity? Board diversity is defined as at least 30 per cent female representation on the board. Factors in four key areas believed to affect board diversity levels are identified: problem recognition; formal diversity policies; proactive recruitment strategies; and responsive governance. For each area, two specific theoretical propositions are posited and examined.<p>Two credit union boards of directors are selected as case studies. The first case is the Surrey Metro Savings Board of Directors between 1995 and 2002, which was homogenous in terms of its demographic composition. The second case is the Coast Capital Savings Board of Directors between 2001 and 2006, which was diverse in terms of its demographic composition. In view of the theoretical propositions that fall under the four main areas of inquiry, each case is examined separately, after which a cross-case analysis is conducted. <p>The case study findings support the view that, to achieve diversity, boards must recognize representational homogeneity as problematic, make diversity a priority issue, and take deliberate action towards increasing their diversity levels. These findings also support the view that, to maintain their diversity, diverse boards must have an inclusive governance approach and provide all board members with meaningful opportunities to participate in decision making processes. This study contributes to a greater understanding of how co-operative organizations can rectify the under representation of key groups within their own organizations and communities, and empower those who typically sit on the margins of economic, social and political power.

This thesis addresses the problem of how it is possible to understand the governing system for the school sector by studying how the relationship between the government and municipalities comes to the fore in the position held by the directors of education, who are the administrative directors of education in the municipalities. In order to put the position of the directors of education in its place in the government´s system for adminsitrating the school sector, we have studied how this office developed to be a part of the central adminsitration of school acivities in the municipalities. The study includes an analysis of how the position and function of this office changes up until the 1990´s, as well as what experiences the directors of education who serverd during the 1990´s had of the control and adminsitration of matters in the school sector. The empirical material of the study consists partly of documents and litterature - particularly hostoric texts, and partly of a questionnaire and interviews. The questionnaires have been carried out among all of the directors of education that served during the whole 1990´s. The results of the study show that the changes in the government´s system for governing the school sector have rendered the system itself seomwhat obscure. Positions of responsibility have not become clear. Hidden control becomes visible by the way in which economic issues are handled and by the existence of the agreement on school development - both of which are control instruments in the school sector, but not parts of the national control and adminsitration system. Underpressure has been developed in which the government, through its decrees, has strengthened the school level in issues that need to be solved in the municipal level in the present system, whithout the municipal level actually beeing strengthening.

El presente trabajo investiga a Fernando Fernán-Gómez como autor desde su posición como director de cine, pero centrándose sobre todo en el estudio de los temas repetitivos y fundamentales de su filmografía: el miedo, la muerte, la perdida de identidad, el género, la sociedad en la que se forma... Creador de un universo propio, sus veintiséis películas constituyen un ciclo cerrado en lo profesional y en lo personal, a lo largo del cual, ha ido estableciendo códigos de un estilo cinematográfico en el que la presencia autoral es evidente. / The present work investigates Fernando Fernán-Gómez authorship as director of cinema, from the study of the main topics of his movies; fear, death, identity loss, genre, his own society... Creator of an own universe, his twenty-six movies, constitutes a cycle in the professional and the personal way along which, he has been establiwing the codes of a cinematographic style in wich the presence autoral is evident.

If you move from Sweden to Portugal to work as an Art Director at an Ad agency, there are certain things you ought to know. Perhaps even before you decide to move. There are a lot of things that are quite different if you compare Portugal to Sweden, not only the language, but also the design, software, working hours and much more. You have for example two month with double salary, you work till six p.m. and when it comes to maternity leave, you have 100% compensation with no taxes the first four months of every pregnancy. The tasks you have to handle as an Art Director in Portugal may, as in Sweden, be various. The difference is more how you solve your task and what the design looks like. As a Swede in Portugal the solution will probably look like a mixture between the Portuguese “expressive” and the Swedish “clean” design. This degree project discusses questions that might turn up when a Swede gets employed as an Art Director in Portugal. What will the salary be? When, in the morning, is it time to show up at the office? How many weeks of vacations are entitled? There are a lot of distinctions, but also a lot of similarities. The report is mainly based upon the author’s own experiences of the Ad agency McCann-Erickson in Lisbon. The history of McCann-Erickson starts in New York, 1930 and grew rapidly into one of the leading corporation with agencies all over the world. It is still today one of the world’s largest Ad company with clients like Coca-Cola and General Motors, and the slogan “truth well told” still lights up all their agencies after almost a century, just like a leading star.

The principle of democratic governance is a defining feature of co-operative organizations. Members of the board of directors are the elected representatives of the membership, and as democratic organizations, there is an expectation that co-operatives should have adequate representation of member groups on their boards. However, empirical evidence indicates that many Canadian co-operative boards embody a diversity problem: there is little diversity in board representational characteristics. The main objective of this study is to identify key barriers and facilitators of representational diversity in co-operative leadership structures. To this end, two core research questions are posed. First, how do boards achieve diversity? Second, how do diverse boards maintain their diversity? Board diversity is defined as at least 30 per cent female representation on the board. Factors in four key areas believed to affect board diversity levels are identified: problem recognition; formal diversity policies; proactive recruitment strategies; and responsive governance. For each area, two specific theoretical propositions are posited and examined.<p>Two credit union boards of directors are selected as case studies. The first case is the Surrey Metro Savings Board of Directors between 1995 and 2002, which was homogenous in terms of its demographic composition. The second case is the Coast Capital Savings Board of Directors between 2001 and 2006, which was diverse in terms of its demographic composition. In view of the theoretical propositions that fall under the four main areas of inquiry, each case is examined separately, after which a cross-case analysis is conducted. <p>The case study findings support the view that, to achieve diversity, boards must recognize representational homogeneity as problematic, make diversity a priority issue, and take deliberate action towards increasing their diversity levels. These findings also support the view that, to maintain their diversity, diverse boards must have an inclusive governance approach and provide all board members with meaningful opportunities to participate in decision making processes. This study contributes to a greater understanding of how co-operative organizations can rectify the under representation of key groups within their own organizations and communities, and empower those who typically sit on the margins of economic, social and political power.

This essay discusses the decision of licensing for nursery and school teachers. In Swedish society there has for a long time been discourse about professionalisation within various industries, including teaching. One strategy towards achieving professional status is official authorisation of a profession, which occurs when a profession obtains licensing. In February 2011, the Swedish government announced the decision that nursery and school teachers would be licensed. This means that only those with an education can be employed as a teacher and obtain that license. The Swedish school has a long tradition of both educated and uneducated personnel who can work as a teacher, so the introduction of licensing for teachers is a radical change and will affect all personnel within the school system. In this essay I aim to present previous research relevant to the study such as status, profession, background history regarding the preschool and its development. My interest lies in how licensing is perceived by preschool directors and what their perception is of nursery teaching as a profession. In my study, I chose to interview four nursery directors using a qualitative interview method, with a phenomenological and hermeneutic perspective. From the study emerge rich descriptions of the phenomenon, perceptions about both the licensing and profession of nursery teacher

A Study on the Development Strategies of the Bank of Kaohsiung ABSTRACT There has been a trend toward financial deregulation and globalization since 1980. During this period, both Britain and France started the system of privatization of state-owned firms. And Taiwan, R.O.C. also kept up with the trend to construct the framework of economical deregulation and globalization. Meanwhile, being against the global trend fearlessly and courageously, the Kaohsiung city government, to the contrary, established the Bank of Kaohsiung (B.O.K.) to bring prosperity to residents. However, under the big pressure of the global tendency, the Kaohsiung city government finally changed its policy to implement privatization and completed all the tasks on Sep. 27, 1999. Through the establishment of privatization of state-owned firms, the B.O.K. modulate development strategies, progress enterprise renovation and upgrade the operation performance to face the increasingly strict challenges and the tendency of bank consolidation. However, privatization is not a panacea for the sustainable development of the B.O.K. Therefore, this study aims to discuss the development strategies of the B.O.K. from three aspects of employees, employer and the government, to achieve win-win-win results. The results and suggestions of this study are as follows: I. The Operation Performance The operation performance after privatization of the B.O.K. still acts as a role of state-owned bank of the Kaohsiung city government. Basically speaking, the quantities of the municipal loans of the city government will comply with the performances of the bank¡¦s assets, liabilities, and incomes. The higher the former one is, the more the latter ones are. II. The Industrial Competitive Position In late 2004, the market shares of assets and liabilities of the B.O.K. didn¡¦t exceed 1%. Besides, the scale of B.O.K. fell behind the other firms. Its operation performance was fair. Except for the growth rate, the capital adequacy, asset quality, profitability, liquidity ability, and interest rate sensibility respectively are in high-middle rankings among the domestic banks. And the competitive position of deposit, loan, and profit-risk fell in the area of the third quadrant. The major rivals against the B.O.K. on business and consolidation strategies will be Kao Shin Commercial Bank, Taiwan Cooperative Bank and First Commercial Bank. But the potential rivals against the B.O.K. on consolidation strategy include Chinese Bank, Chinfon Commercial Bank, Hwatai Bank, Cota Commercial Bank, Lucky Bank, Taitung Business Bank, Taipei Bank, China Development Industrial Bank. III. Employee Satisfaction The survey of questionnaires shows that the employees in the B.O.K. recognize the business principles of this enterprise and feel satisfied with the payoff, but express non-trust on executive officers and unfairness on personnel system. With the impact of privatization and bank consolidation, the B.O.K. Union adopted the strategy of law-compliance to complete establishing employment regulation, signing collective agreement and electing worker director, which are considered three pillars of the Union, for protecting the working rights. IV. The Competitive Strategies and Operation Policies The overall application on competitive strategies is not excellent. Especially, the implement in development strategy is the worst. The priority that the B.O.K. should do is to establish clear developmental strategies to upgrade its competitive potential through the following steps. A. Risk Management: Comply with the regulation of Basel II to enhance the ability of managing risk. B. Finance Management: Improve assets quality to increase the bank¡¦s profitability. C. Business Management: Develop diversified businesses on the basis of municipal loan. D. Human Resource: Plan proper manpower placement and hold in-service training to raise the degree of employee satisfaction. E. Interior Procedure: Implement responsibility center management and enhance financial information system. F. Developmental Perspective: Found the basis of ¡§small is beautiful, small is professional, and small is strong¡¨, and develop into the biggest financial holding company in southern Taiwan in the future. G. Organization Restructure: Consider establishing corporate banking group, consumer banking group and wealth management group. In Kaohsiung area, the B.O.K. should focus on the plan of establishing region center, and mini-individual bank with specific task outside Kaohsiung area. V. Proposal Evaluation for development strategies of the B.O.K. Considering the recognition over competitive developmental strategies of the B.O.K. from three aspects including labors, employer and the government, the study offers the following suggestions under the limitation for implement. A. The best strategy of the B.O.K. for sustainable management is to adopt the principle of ¡§small is beautiful, small is professional, and small is strong¡¨, and to expand business across the whole nation in the future. B. If the Kaohsiung city government adopts the strategy of capital withdraw, the proposal of selling to domestic general public should be the first priority to be taken into consideration. C. If the Kaohsiung city government adopts the strategy of niche, the proposal of consolidation with varied small financial holding company or being merged by non-banking financial holding company will gain the best benefits. D. Not launch the proposal of increasing capital to avoid the public¡¦s anxiety. VI. Intrinsic Value Evaluation for the B.O.K. Based on the evaluation criteria of bias, accuracy, explanatory, and investment performance, the study shows that model D of discounted free cash flow (FCF-D) ranks number one, model B of Edwards-Bell-Ohlson (EBO-B), model B of price/earning ratios (PE-B) rank number two and three respectively. The rest six ones are not recommended. Also the study suggests that the B.O.K. should adopt FCF-D to evaluate its intrinsic value. It is estimated that the intrinsic value per stock is NT$22.24 on May 3, 2005.

<p>Interaktiv 3d-grafik är ett område som i dagsläget genomgår stora förändringar med ständigt ökad efterfrågan. Tack vare förbättrad mjuk- och hårdvara går det idag att åstadkomma saker som bara för ett par år sedan var fiktion. </p><p>Syftet med rapporten är att dokumentera dessa möjligheter genom att undersöka grunderna för hantering och manipulering av 3d-modeller i programvaran Macromedia Director 8.5, samt implementera denna kunskap i en interaktiv 3d- applikation. </p><p>3d-grafik som används i Director är polygonbaserad och renderas i realtid på användarens dator. Moduleringen av 3d-grafiken kan utföras på två sätt, antingen i programmeringsspråket Lingo eller via fristående program. Director erbjuder goda möjligheter för manipulering av 3d-modeller vilket har utnyttjas i arbetets praktiska del. </p><p>Den praktiska delen av vårt arbete har resulterat i en applikation där användaren kan inreda ett virtuellt rum i 3d-miljö. All interaktion med denna sker i realtid. Applikationen kan användas som plattform för projekt där företag vill visualisera sina produkter i en interaktiv 3d-miljö. </p><p>För att skapa en sådan interaktiv 3d-miljö krävs det i dagsläget goda kunskaper om hur 3d-grafik är uppbyggd och hur den hanteras i programmeringsspråket Lingo. Denna rapport är ämnad att ge läsaren en inblick av detta.</p>