Purpose: Organisational clients engage with Professional Legal Service (“PLS”) providers for a variety of business and legal reasons. Value and quality are key elements to creating and enhancing mutually beneficial long term relationships around these services, yet there is very little guidance from the literature to demonstrate what practical actions and means should be employed by service providers and clients alike in order to create and / or improve value and quality in the specific context of PLS. This research identified the general nature of value and quality in the context of PLS and went on to recommend specific actions and means to create and improve value and quality. Design / Methodology / Approach: This research was an exploratory study in which practical actions and means to create and / or improve value and quality in the context of PLS were identified. Empirical data were collected by means of an experience survey in the form of semi – structured interviews conducted with practicing attorneys and in – house legal advisors of large corporate organisations. Results were interpreted by means of thematic analysis. Limitations: The research was limited to law firms of a minimum number of directors / partners and only publicly listed corporates. It is submitted, however, that the findings and recommendations are of broad application in the area of PLS and that size or legal status of stakeholder is immaterial, should such stakeholders wish to implement the ideas and recommendations proposed by this research. Findings: The research generated and recommended numerous practical actions and means that both the service provider and client can implement that will go to creating and improving value and quality in the delivery and procurement of PLS. In addition to the practical actions and means identified, the key findings indicated inter alia that service providers must take proactive steps in understanding the unique needs, business and industry of their clients in order to add value, while making a concerted effort to develop and manage personal relationships with clients so as to differentiate themselves in terms of quality delivery. Recommendations in respect of further areas of research were also proposed, specifically that of causal research, aimed at identifying the most effective and appropriate means of creating and or improving value and quality in the context of PLS.,/p> / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (Ed. D.)--University of Texas at Austin, 2004. / Supervisor: Ronald M. Brown. Vita. Includes bibliographical references. Also available from UMI.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-10-26T11:39:49Z No. of bitstreams: 1 Pedro Flach Junior_.pdf: 776374 bytes, checksum: 6b70326962fb6acab96f4377843ce8e5 (MD5) / Made available in DSpace on 2015-10-26T11:39:49Z (GMT). No. of bitstreams: 1 Pedro Flach Junior_.pdf: 776374 bytes, checksum: 6b70326962fb6acab96f4377843ce8e5 (MD5) Previous issue date: 2015-05-18 / Nenhuma / O complexo ambiente empresarial exige que áreas distintas do conhecimento estejam alinhadas ao foco de um negócio específico. A escola da administração capacita o gestor a definir modelos objetivos capazes de medir o desempenho empresarial. Por sua vez, a escola do direito auxilia o gestor na condução de demandas legais relacionadas às mais diversas áreas do negócio. Esta relação entre métodos objetivos de gestão e elementos subjetivos existentes na condução de um departamento jurídico é um dos desafios que deve ser vivenciado pelos profissionais responsáveis pela sua estruturação e condução. Um dos papéis do gestor jurídico é estruturar e conduzir o departamento, responsável pela condução das demandas legais de um negócio, e o mesmo deve observar os mesmos princípios gerenciais aplicáveis à gestão das demais áreas empresariais, com especial enfoque à sua mensuração de desempenho. Inserido dentro da estrutura de uma empresa cujo desempenho é foco de constante monitoramento, o departamento jurídico também está sujeito ao controle de sua performance, sendo que esta responsabilidade é tarefa do gestor responsável pela sua condução. A criação e uso de indicadores específicos para a mensuração de desempenho do departamento jurídico da empresa na qual está inserido é o desafio que deve ser observado pelo gestor jurídico moderno. O presente estudo busca, através da metodologia do Design Research, elaborar um roteiro direcionador capaz de auxiliar o gestor do departamento jurídico na análise de formas de atuação do departamento, identificação de elementos chave e tarefas essenciais e, por conseguinte, construção de indicadores de desempenho (Key Performance Indicators - KPIs) eficazes, uma vez que estão diretamente relacionados ao negócio e alinhados com à realidade específica de um determinado empreendimento. / The intricate corporate environment requires that distinct areas of knowledge be aligned with the focus of a specific business. The School of Business Administration enables the executive to define objective guidelines for measuring business performance. Differently, the Law School assists the executive with the management of the demands regarding the various divisions of the corporate structure. The relation between objective methods of management and the existing subjective aspects which the administration of a legal department entails, is one of the challenges to be tackled by the professionals controlling its structuring and managing. The role of the legal manager is to structure and control a legal department responsible for conducting the legal demands of a business, and it must take into consideration the same managerial principles applicable to the administration of other business divisions, with a focus on the key performance indicators. Once being inserted into the structure of a company whose performance is entitled to constant monitoring, the legal department is also subject to having the control of its performance, being this the role of the legal manager. The creation and usage of specific indicators for the legal department performance measurement is the challenge that must be observed by the modern legal manager. Using the Design Research methodology, the present study aims to provide a guiding framework to help the legal department executive define the managing strategies for the department, identify the key elements and therefore, formulate effectual Key Performance Indicators - KPIs, since they are directly related to the business and aligned with the specific reality of a determined business.

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Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2018-08-06T16:17:05Z No. of bitstreams: 1 Leandro Henrique de Assis_.pdf: 840472 bytes, checksum: 9a874dc8fd9a7aec5e4141ef457499ba (MD5) / Made available in DSpace on 2018-08-06T16:17:05Z (GMT). No. of bitstreams: 1 Leandro Henrique de Assis_.pdf: 840472 bytes, checksum: 9a874dc8fd9a7aec5e4141ef457499ba (MD5) Previous issue date: 2018-03-13 / Nenhuma / Cada vez mais, as empresas multinacionais de Tecnologia da Informação (TI) têm requerido a participação de seus departamentos jurídicos em suas tomadas de decisão. Acontece que as inovações tecnológicas promovidas por elas acarretam em inúmeros desafios, com destaque para aqueles de natureza jurídica, uma vez que o Direito, por suas especificidades, é incapaz de acompanhá-las. Tal incapacidade é particularmente verificada nos países emergentes; isso porque eles não são, em regra, aptos a promover a estabilidade de suas instituições, incluindo os seus sistemas jurídicos. As referidas organizações, então, conferem aos seus departamentos jurídicos o papel de conduzi-las por meio do emaranhado de indeterminações que daí decorre, donde a importância deles para o seu desempenho (eficácia). Dada essa quebra de paradigma do papel corporativo dos departamentos jurídicos - que passaram a ser, pois, constantemente demandados a abdicar de sua vocação consultiva para se tornarem também propositivos - bem como as peculiaridades da TI, torna-se importante a identificação de qual seja a capacidade dinâmica essencial para que eles atinjam o seu objetivo: gerar vantagens competitivas para as empresas nas quais inseridos. / Multinational Information Technology (IT) companies are requiring more and more the participation of its legal departments on its decision-taking process. It happens that the technological innovations promoted by them leads to several challenges, especially legal ones, considering that Law, due to its specificities, is not able to keep up with them. This inability is particularly verifiable in emergent countries; this is because they are not, as a rule, able to promote the stability of its institutions, including the legal systems. Those organizations then trust their legal departments to lead them through the maze of uncertainties that comes from this,= and that is the reason why they are so important to its performance (effectiveness). Due to this paradigm break of the corporate role of legal departments - that became constantly demanded to abdicate its consultive aptitude to be propositive too - as well as the IT peculiarities, it is important to identify what dynamic capability is essential for them to achieve its main goal: create competitive advantages to the companies they are part of.

Archaeological fieldwork at the William Conner House Site, home of an early 19th century entrepreneur, was performed in 1990 by Ball State University. The house, listed in the National Register, was built in 1823, occupied until ca. 1916, restored in 1934, and has since functioned as a house museum. Although restoration disturbed portions of the site, substantial undisturbed remains were found to exist on-site. Archaeological testing yielded 26,000+ archaeological specimens and revealed 22 features, including a possible outbuilding, cobble walk, brick pad, fire pit, small refuse pit, and post holes/molds. Herein, the Conner House is described and the history of its usage is recounted. The archaeological research design and methods are explained. Results of investigation are presented. Socioeconomic status theory and indicators are identified, and the site is compared to other 19th century residential sites, socioeconomically. Conclusions are stated. Sites to which the Conner Site is compared are described in an appendix. A glossary is provided. / Department of Journalism