No description available.

Šiame darbe bus išanalizuoti pagrindiniai verslo valdymo sistemų diegimo modeliai ir apibendrintos jų charakteristikos. Darbo tikslas - apibendrinti esamus verslo valdymo sistemų diegimo modelius, tam kad jų diegimas taptų paprastesnis ir būtų sumažinta nesėkmingo adaptavimo rizika. Taip pat reikalinga pasiūlyti verslo valdymo sistemų diegimo metodiką, kurią būtų galima pritaikyti diegiant tokias sistemas. Diegiant ERP sistemas dažnai susiduriama su įvairiomis diegimo problemomis ir sunkumais. Pagrindinė jų - neteisingas sistemos integravimas ir adaptavimas prie konkretaus vartotojo poreikių, todėl reikalinga metodika padedanti šį procesą įvykdyti sklandžiai ir nepriekaištingai. / In this job the methods of Enterprise Resource Planning implementation and problems associated with a particular case of their adjustment are analyzed. The characteristics of these methods are summarized here. The most usable methods of Enterprise Resource Panning implementation are described here. The purpose of this job is to offer the optimum implementation method of Enterprise Resource Planning systems. Also it is necessary to generalize the main existing ERP implementation methods thereto its installation will be simpler and unfortunate adaptation risk will be reducing to the minimum.

As a way to broaden its offering Saab Support and Services started to implement a new ERP system in 2009. The main reasons were to be able to handle larger integrated solutions from its customers and achieve synergies between its many programmes; these benefits have only partially been achieved. ERP systems are a subject that has generated a lot of literature which describes how an implementation should be done and what benefits can be had, such as lowered costs, higher auto-mation and better communication. This thesis has attempted to answer what barriers have been present at Saab in the post-implementation phase and what can be done in order to move past these and achieve unrealised benefits. Since there are gaps in the literature regarding the post im-plementation phase an exploratory approach was used in this study with a case being studied at the Support and Services division at Saab. A literature study was performed in parallel with the collec-tion of empirical data in order to let the collected data steer the direction of the research.The three barriers to beneficial use that were identified were lack of vision for continuous improve-ments, lack of formal processes and lack of ease of use. Lack of vision for continuous improvement is a barrier since without it improvement measures will not be aligned and issues will persist. By com-municating common goals and using benchmarks to follow up on those goals improvement can be made and employees can see the importance of the system. The second barrier is lack of formal pro-cesses which has caused bad transparency, creating issues with invoices and resulting in limited knowledge sharing between programmes. By standardising routines they are easier to benchmark it also becomes clearer what issues exist and how they relate to each other. With formalised processes it is easier to assign roles and it becomes easier to understand why data is entered since it is more apparent how it used later on in the process. The last identified barrier is the lack of ease of use of the ERP system. Since the software is difficult to use, training is generally needed in order to be able to use it correctly, but since limited training has been carried out employees still lack a greater un-derstanding of how to adapt it into their workflow effectively. This barrier can be overcome either by further education and training users or by simplifying the interface and improving the usability. By having a well communicated vision, employees can work towards common goals, by standardising processes and simplifying the usability of the ERP system it is easier for new employees to learn, which means that employees can be shared easier within Saab.

När organisationer implementerar ett nytt ERP-systemligger deras intresse påkonkurrensfördelar och ekonomiska vinster. Det fokuseras på vilka fördelar systemet kan georganisationeni form av snabbare ledtider, reducerade kostnader, bättre beslutsstöd och resursöversikt. Dessa konkreta fördelar ärävenlättare att hålla koll på och att mäta. Svårigheter finns i att hantera fördelar som systemet kan ge användarna. Implementation av ett nytt, verksamhetsövergripande, ERP-system kan påverka kärnprocesser, arbetsmönster och uppgifter. Det blir då viktigt att ta hänsyn till användarna för att underlätta deras övergång till det nya systemet.Genom en litteraturstudie beskrivskonsulters arbete med ERP-implementationer och den kunskapen debesittersamt vilka fördelar som ett system kan ge användarna. Med en kvalitativ undersökning samlas empiri in från konsulter för att få en förståelse kring svårigheternaatt hantera förändringar som påverkar användarna vid systembytet.Studiens resultat bidrar med tips och råd för hur konsulter kan arbeta med förändringar i organisationen som påverkar användarna vid implementeringen av nytt ERP-system.Nyckelord:ERP-system, ERP-implementering, ERP-konsulter, Organisatoriskaförändringar, Organisatoriska fördelar.

Laughter is a socioemotional cue that is characteristically positive and historically served to facilitate social bonding. Like other communicative gestures (e.g., facial expressions, groans, sighs), however, the interpretation of laughter is no longer bound to a particular affective state. Thus, an important question is how basic psychological mechanisms, such as early sensory arousal, emotion evaluation, and meaning representation, contribute to the interpretation of laughter in different contexts. A related question is how brain dynamic processes reflect these different aspects of laughter comprehension. The present study addressed these questions using event-related potentials (ERP) to examine laughter comprehension within a cross-modal priming paradigm. Target stimuli were visually presented words, which were preceded by either laughs or environmental sounds (500 ms versions of the International Affective Digitized Sounds, IADS). The study addressed four questions: (1) Does emotion priming lead to N400 effects? (2) Do positive and negative sounds elicit different neurocognitive responses? (3) Are there laughter-specific ERPs? (4) Can laughter priming of good and bad concepts be reversed under social anxiety? Four experiments were conducted. In all four experiments, participants were asked to make speeded judgments about the valence of the target words. Experiments 1-3 examined behavioral effects of emotion priming using variations on this paradigm. In Experiment 4, participants performed the task while their electroencephalographic (EEG) data were recorded. After six experimental blocks, a mood manipulation was administered to activate negative responses to laughter. The task was then repeated. Accuracy and reaction time showed a small but significant priming effect across studies. Surprisingly, N400 effects of emotion priming were absent. Instead, there was a later (~400–600 ms) effect over orbitofrontal electrodes (orbitofrontal priming effect, OPE). Valence-specific effects were observed in the early posterior negativity (EPN, ~275 ms) and in the late positive potential (LPP, ~600 ms). Laughter-specific effects were observed over orbitofrontal sites beginning approximately 200 ms after target onset. Finally, the OPE was observed for laughs before and after the mood manipulation. The direction of priming did not reverse, contrary to hypothesis. Interestingly, the OPE was observed for IADS only prior to the mood manipulation, providing some evidence for laughter-specific effects in emotion priming. These findings question the N400 as a marker of emotion priming and contribute to the understanding of neurocognitive stages of laughter perception. More generally, they add to the growing literature on the neurophysiology of emotion and emotion representation.

No description available.

Dissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Sócio-Econômico. Programa de Pós-Graduação em Administração. / Made available in DSpace on 2012-10-19T19:40:58Z (GMT). No. of bitstreams: 0Bitstream added on 2014-09-26T01:27:09Z : No. of bitstreams: 1 185936.pdf: 2697173 bytes, checksum: 29eb2bcaca7233e614e544c6a2e539f7 (MD5)

Dissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Tecnológico. Programa de Pós-Graduação em Engenharia de Produção. / Made available in DSpace on 2012-10-18T10:20:25Z (GMT). No. of bitstreams: 1 187491.pdf: 536672 bytes, checksum: b9cccbe157a55a4f478e7ca4ce2c7a6f (MD5)

A necessidade de gestão eficiente de recursos e informações criou nas empresas a demanda por investimentos cada vez maiores em tecnologia da informação e comunicação, buscando alcançarem vantagens competitivas sobre seus concorrentes de mercado. Nesse contexto surgiram os sistemas ERP (Enterprise Resource Planning - Sistemas Integrados de Gestão), caracterizados por oferecerem diversas funcionalidades capazes de dar suporte às operações do dia-a-dia das empresas e suas tomadas de decisão. Juntamente com os benefícios advindos desses sistemas, foram necessários elevados investimentos, tanto de tempo e dinheiro, como de recursos internos da empresa. Devido à esses contrapontos, alguns estudos procuraram discutir os benefícios gerados pela adoção dos sistemas ERP em relação aos custos envolvidos no seu processo de implantação. Tais estudos aplicaram diferentes formas de valor agregado por esses sistemas às empresas, encontrando também diferentes resultados. Nesse sentido, com o crescimento da importância dos sistemas ERP para as organizações e a cobrança, cada vez maior, por justificarem os investimentos feitos em projetos de implantação de um sistema ERP, faz-se necessário entender como as empresas avaliam o valor que esses sistemas lhes proporcionam. Para tanto, realizou-se um estudo de caráter descritivo e exploratório, por meio do estudo múltiplo de casos com duas empresas, buscando identificar como avaliam o valor proporcionado pelo sistema ERP. Foram encontrados durante a análise dos resultados diversos dos benefícios já relatados na literatura, apesar de não se ter identificado em nenhuma das empresas um processo formal de avaliação dos mesmos. Muitos dos benefícios identificados não puderam ser atribuídos aos sistemas ERP devido à falta de um processo de avaliação do valor desses sistemas, visto que as empresas não procuraram avaliar a situação anterior e posterior a implantação do mesmo. Em complemento, constatou-se que as empresas não identificam corretamente o valor entregue pelo sistema ERP. A partir dos resultados, conclui-se que a avaliação do valor dos sistemas ERP é um processo complexo, que exige da empresa um planejamento prévio para que possa identificar os benefícios e vantagens que espera obter do sistema, seu escopo de atuação e, que possa avaliar antes da decisão de adoção a adequação do sistema ERP à empresa e vice-versa. Em determinados casos, a subestimação do valor dos sistemas ERP ou a sua avaliação de maneira apenas informal, sem indicadores de desempenho pré-definidos, impede que a empresa realize todo o valor potencial do sistema. / The need of an efficient management of resources and information created in the companies the demand each time larger in information technology and communication searching to achieve competitive advantages over to its market competitors. On this context emerged the Enterprise Resource Planning (ERP) systems, characterized for offer many features capable to give support to day-to-day companies operations and its decisions making. Along with the benefits provided from this systems were needed a high level of investment, both time and money as well as company intern resources. Due to this counterpoints some studies look to discuss the benefits generated for the ERP systems adoption in relation to the involved costs on its implementation process. These studies apply different evaluation forms for these systems to the enterprise finding also different results. On this way, with the grown of ERP systems importance to the organizations and the collection each time bigger to justify the investments made in projects and implementation of an ERP system, became necessary understand how the companies evaluate the value provided for this systems. For this, was realized a descriptive and exploratory study through multiple case study with two enterprises searching to identify how evaluate the value generated for the ERP system. It was found, during the result analysis, many benefits already related in the bibliography despise not identified in none company a formal process to evaluate these. Many of the identified benefits couldn´t be attributed to the ERP systems due to the lack of evaluate process of generated value once that companies doesn´t look to evaluate the before and after implementation moment situation. From the results, concludes that measure and evaluation of ERP system value is a complex process which demands from the company an previous planning which can be identified the benefits and advantages expected to obtain from the system, its acting focus and to evaluate before the adoption decision the adequacy of the system to the enterprise and contrariwise. In some cases the underestimated of ERP systems value or its only informal evaluate way, without performance indicators predefined, prevents the company to realize all its potential value from the system.

This thesis deals with the choice of ERP system from the perspective of companies engaged in the distribution of lighting signs. The theoretical part covers the concepts of ERP systems, current trends in ERP systems, different versions of these systems and the risks that may arise in this process. The practical part is focused on describing the distribution company, current ERP system that the company uses and the parameters that existing and new system have to comply. The primary aim of this thesis is to evaluate current ERP system offer on the market and to recommend the best suitable system for Dencop Lighting through decision matrix. For this part, methodology of analysis is used. The secondary aim is to asses risks that may arise in the process of changing ERP system.