En grafisk designer måste kunna producera oavsett vilka förhållanden som råder. Rapporten behandlar vad korta och långa deadlines har för inverkan på denna förmåga och hur kreativiteten kan främjas vid stressiga situationer. Semistrukturerade djupintervjuer utfördes med åtta Art- och Creative directors i Gävledala-regionen för att undersöka hur de upplevde att vara kreativa under stressiga förhållanden. Resultatet visade att det generellt inte var ett problem för studiens respondenter att vara kreativa på beställning men att de inte heller följde några specifika metoder för att underlätta arbetsflödet. Det visade sig även att det snarare var arbetsbördan och mängden arbetsuppgifter som påverkade stressfaktorn än en specifik tidsram. / A graphic designer must be able to create and produce regardless of conditions. The present study addresses what impact short and long deadlines have on this ability and how creativity can be encouraged in stressful situations. Semistructured interviews were conducted with eight Art and Creative directors in GävleDala region to examine how they felt about being creative under stressful conditions. The results showed that there is generally not a problem for the interviewees to be creative on demand, but they do not follow any specific methods to ease the workflow. It was also found that it was rather the workload and the amount of assignments that affect the stress factor rather than a specific time frame.

Very little past work has focused on the comparative analysis of human resource management (HRM) practices between domestic (DEs) and multinational enterprises (MNEs). The majority of the work in this area has instead concentrated on comparing the HRM practices employed by the subsidiaries of MNEs, and has mostly been conducted in the context of developed countries. This research studies the behavioural differences in the HR practices--recruitment, training, internal career opportunities, appraisals, rewards and incentives, as practiced in DEs and MNEs in the emerging country context of Brunei Darussalam. A survey of literature yielded nine major testable hypotheses. These included MNEs being more stringent with regard to their recruitment and training and rigorous with their promotion practices. Performance appraisal (PA) processes were hypothesised to be more advanced and better structured in MNEs when compared to DEs. Incentives and reward systems were also observed and following from literature, these were predicted to be more advanced and better structured in MNEs. In addition, we also hypothesised that the role of HR directors has become more strategic in the two genres of enterprises. We also tested the impact of several control variables on HR practices. In order to put our hypotheses to test, we collected primary data from a cross-section of firms. A count revealed a total of 465 firms in operation; of these, 214 were drawn for study. A total of 151 firms (70%) responded; 88 of these (58%) were DEs and 63 (42%) were MNEs. We applied a mix of parametric and non-parametric tests to analyse the data. On balance, we found support for most hypotheses. In terms of recruitment and selection practices, MNEs are found to be more rigorous in their recruitment, placing more emphasis on such traits as candidates’ willingness to travel, devotion to task, self-motivation, and independent judgment. We also found that MNEs place more emphasis on training; they also emphasise a stronger work culture by relying on ‘induction by socialisation’, and ‘buddy system /mentoring’. Moreover, while the statistical differences on its importance are seen to be higher in MNEs, the mean score emphasising the importance of training for DEs comes out to be high as well. This shows that both sets of enterprises rank the issue of training of their employees high. In terms of internal career opportunities, the results show that MNEs prefer to avoid competition between internal candidates by preparing one person well in advance. Compared to DEs, MNEs rely on sound individual technical skills for promotion purposes, also displaying their preference for technically sound employees in senior positions. Our analysis also shows that MNEs conduct PAs more frequently than DEs, and their feedback system is also rapid. The HR directors and employees of MNEs are more receptive to PAs than those in DEs whilst; in contrast, HR directors in DEs face less opposition to feedback when compared with those in MNEs. It emerges that PAs are an important part of the HR function in both types of organisations. In terms of incentives and rewards systems, MNEs follow market ethos and principles. They also show that DEs tend to look at the industry standards when setting rewards such as ‘basic pay’. There is also higher appeal for social and psychological benefits to employees of MNEs when compared to DEs. When analysing the role of the HR director, HR directors of MNEs show a tighter fit between HR policy and business strategy compared with DEs. With regard to the subject of HR devolvement, HR directors from both DEs and MNEs indicated that rather than having sole responsibility, routine HR responsibilities were shared with line management. The area in which there is less inclination to devolve to line managers is in strategic HR work. Moreever, these traits were more pronounced in MNEs than in DEs. Further, HR directors of MNEs clearly regarded their tasks as more important than the HR directors of DEs. Our analysis also showed that MNEs had higher perceived financial performances when compared to DEs. When analyzed by age, older firms were found to place more importance on language and commitment. With regard to size, larger firms place emphasis on employees’ willingness to travel and work experience in other countries as the main recruitment criteria. Younger firms are more likely to be following market principles in terms of explaining incentives and reward system to their employees, whilst older firms claim that working for them carries social and psychological benefits for employees.

Class of 2008 Abstract / Objectives: A follow-up analysis of academic and training requirements found in advertisements for pharmacy management, assistant director, and clinical pharmacy director positions. Methods: Advertisements appearing in the American Journal of Hospital Pharmacy (AJHP) were analyzed for academic and training criteria that were either preferred or required for pharmacy management, assistant director, or clinical pharmacy director positions. Included advertisements were for pertinent positions found in AJHP between January 2002 and December 2007. Some of the requirements or preferences that appeared in the advertisements that were analyzed included the type of pharmacy or other degree, postgraduate training including residencies and/or fellowships, board certification, and experience qualifications. Results: There was a total of 426 advertisements that met inclusion criteria. Results were listed in percentages of advertisements either requiring or preferring a certain qualification. A significant portion of ads sought applicants who had completed a residency (24% - pharmacy manager/director, 50% - clinical director, 47% - assistant/associate manager). Preferences and requirements of the PharmD or MS degree qualification decreased in percent from a previous study. However there was an increase in the relative number of ads pertaining to the MBA preference (9%, n=27). Conclusions: Many of the results from this study were similar to previous studies which looked at job qualifications in pharmacy manager and clinical directors. It remains evident that education, training, and experience play a major role in meeting the qualifications associated with obtaining a job as a pharmacy manager, clinical director, or associate director.

No abstract available / Dissertation (LLM)--University of Pretoria, 2012. / Mercantile Law / unrestricted

Der gleichzeitige Betrieb mehrerer Gast-Betriebssysteme auf einem einzigen physischen Rechner unter einem Host-Betriebssystem ist eine leistungsfähige moderne Entwicklung. Bekannte Beispiele sind VMware für die IA32-Architektur sowie das Betriebssystem z/VM und die PR/SM-LPAR Einrichtungen der zSeries-Architektur. Die Nutzung eines Betriebssystems als Gast bedingt einen Leistungsverlust. Die als Partitionierung bezeichnete Zuordnung von Systemressourcen zu den einzelnen Gast-Betriebssysteme ist schwierig, wenn eine dynamische Anpassung an sich ändernde Lastprofile erforderlich ist. Diese Probleme lassen sich mittels Erweiterungen der Hardwarearchitektur adressieren, sowie durch Softwarestrukturen, welche diese Erweiterungen nutzen. Die Erweiterungen der Hardwarearchitektur gehen über das hinaus, was auf heutigen Rechnerarchitekturen wie IA32 oder Mips verfügbar ist. Der vorliegende Beitrag erläutert den optimalen Betrieb von Gast-Betriebssystemen und die begleitenden Partitionierungsmöglichkeiten auf der zSeries-Plattform und beschreibt die zusätzlichen Hardware und Software-Einrichtungen, welche dies ermöglichen. / The capability to run multiple guest operating systems simultaneously on a single hardware platform is a powerful feature in a modern computer system.Well-known examples are VMware for the IA32-architecture and the z/VM operating system and the PR/SM-LPAR facilities of the zSeries architecture. Running an operating system as a guest results in a performance degradation. Partitioning of system resources and assigning them to individual guests may be difficult, if a dynamic adaptation to an ever changing load profile is required. Extensions of the hardware architecture and their exploitation by software permit to address these problems. Such extensions have not been available on existing architectures like IA32 or Mips. The following paper discusses the operation of guest operating systems and associated partitioning capabilities available in zSeries systems and describes supporting hardware and software facilities.

No description available.

In our study, we focused on sports managers in Damallsvenskan, where wewant to research what specific duties they have but also what similarities anddifferences exist under the same working title. We know that there is a lackof understanding of a sports manager's role in an elite sportsclub. We had theopportunity to interview six different sports managers in Damallsvenskan,which meant that in the result, we got the answer on what their work dutieslooked like and whether it looks the same for everyone or if there are anydifferences. Furthermore, it emerges which factors affect a sports manager'sduties and what they themselves find difficult about the work.

Despite the generally held view that the best way for a stage actor to give a strong theatrical performance is through a traditional training model, I hoped to develop a way for inexperienced actors to perform beyond expectation within the context of one production through a system of mentorship, expectation-setting, and tapping into young peoples' natural desire to identify with people and characters. I directed a production of Stop Kiss by Diana Son with a blend of experienced and inexperienced actors to see if I could make this work, with mixed results. This thesis is a reflection on the process of directing Stop Kiss that was filled with multiple discoveries and challenges.

No description available.

No description available.