This dissertation concentrates on analysis of one of the most important breeding measure in the breeding Czech warmblood in Acceleration program. This measure?s aim is to raise quality this breed?s sports performance, thanks to the performance there will be better possibility to use it among competition horses from breeding advanced countries ensured. From collected documents there was made a detailed overview of stallions, who were in program since 2005 to 2012 and their application in breeding was also assessed. The breeding benefit of these preferred sires was based on the results of performance tests of sires? daughters and sons and also on results of subsequent sport testing their descendants. At least all of these facts mentioned above are evaluated and discussed.

Orientador: Ana Elisa Périco / Resumo: A chamada Administração Pública Gerencial emergiu por volta dos anos 70 como resposta à crise do Estado. As principais características que diferenciam esse modelo de administração da burocracia tradicional são a gestão por resultados, a busca por novas formas de controle, orientação para o cidadão-usuário e accountability. Inicialmente, o movimento reformista ocorreu no Reino Unido, Nova Zelândia e Austrália, tornando-se praticamente universal nas décadas seguintes. No Brasil, as principais ações em direção à reforma datam do início dos anos 90, com desestatizações e implementação de reformas constitucionais, legais e administrativas nos anos que se seguiram. Em todos os Entes da Federação brasileira, o instrumento de planejamento das ações governamentais é o orçamento público, composto por três leis que devem formar um todo integrado, a saber: o Plano Plurianual (PPA), de médio prazo, com validade de 4 anos, contendo as diretrizes, prioridades e metas do governo para o período; a Lei de Diretrizes Orçamentárias (LDO), anual, com as prioridades que nortearão a elaboração da Lei Orçamentária Anual (LOA), este o terceiro instrumento, o qual se constitui no orçamento em si. No Estado de São Paulo em particular, o Plano Plurianual vigente foi estruturado de acordo com as diretrizes do Orçamento para Resultados (OpR), uma metodologia desenvolvida no próprio Estado e cuja principal característica é o alinhamento entre ações, programas e objetivos estratégicos definido pelo governo.... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: The so-called Managerial Public Administration emerged around the 1970s as a response to the state crisis. The main characteristics that differentiate this management model from traditional bureaucracy are results-based management, the search for new forms of control, citizen-user orientation and accountability. Initially, the reform movement took place in the United Kingdom, New Zealand and Australia, becoming practically universal in the following decades. In Brazil, the main actions towards reform date back to the early 1990s, with de-statification and implementation of constitutional, legal and administrative reforms in the years that followed. In all of the Brazilian Federation's institutions, the instrument for planning government actions is the public budget, composed of three laws that must form an integrated whole, namely the medium-term Pluriannual Plan (PPA), valid for 4 years, containing the government's guidelines, priorities and goals for the period; the Annual Budget Guidelines Law (LDO), with the priorities that will guide the elaboration of the Annual Budgetary Law (LOA), the third instrument, which constitutes the budget itself. In the State of São Paulo in particular, the Pluriannual Plan in course was structured according to the guidelines of the Budget for Results (OpR), a methodology developed in the State itself and whose main characteristic is the alignation among actions, programs and strategic objectives defined by the government. In order to control... (Complete abstract click electronic access below) / Mestre

Submitted by Otávio Augusto Dos Santos Diniz (otavioadiniz@yahoo.com.br) on 2018-05-09T13:00:36Z No. of bitstreams: 1 Diniz_OAS_me_fran.pdf: 3674487 bytes, checksum: 9ea528696cbff3e4235eb4d5af06eb69 (MD5) / Approved for entry into archive by Jacqueline de Almeida null (jacquie@franca.unesp.br) on 2018-05-09T19:25:36Z (GMT) No. of bitstreams: 1 Diniz_OAS_me_fran.pdf: 3674487 bytes, checksum: 9ea528696cbff3e4235eb4d5af06eb69 (MD5) / Made available in DSpace on 2018-05-09T19:25:36Z (GMT). No. of bitstreams: 1 Diniz_OAS_me_fran.pdf: 3674487 bytes, checksum: 9ea528696cbff3e4235eb4d5af06eb69 (MD5) Previous issue date: 2018-03-28 / A chamada Administração Pública Gerencial emergiu por volta dos anos 70 como resposta à crise do Estado. As principais características que diferenciam esse modelo de administração da burocracia tradicional são a gestão por resultados, a busca por novas formas de controle, orientação para o cidadão-usuário e accountability. Inicialmente, o movimento reformista ocorreu no Reino Unido, Nova Zelândia e Austrália, tornando-se praticamente universal nas décadas seguintes. No Brasil, as principais ações em direção à reforma datam do início dos anos 90, com desestatizações e implementação de reformas constitucionais, legais e administrativas nos anos que se seguiram. Em todos os Entes da Federação brasileira, o instrumento de planejamento das ações governamentais é o orçamento público, composto por três leis que devem formar um todo integrado, a saber: o Plano Plurianual (PPA), de médio prazo, com validade de 4 anos, contendo as diretrizes, prioridades e metas do governo para o período; a Lei de Diretrizes Orçamentárias (LDO), anual, com as prioridades que nortearão a elaboração da Lei Orçamentária Anual (LOA), este o terceiro instrumento, o qual se constitui no orçamento em si. No Estado de São Paulo em particular, o Plano Plurianual vigente foi estruturado de acordo com as diretrizes do Orçamento para Resultados (OpR), uma metodologia desenvolvida no próprio Estado e cuja principal característica é o alinhamento entre ações, programas e objetivos estratégicos definido pelo governo. Para realizar o controle das atividades estatais, a Constituição Federal definiu dois tipos de controle: um externo, a cargo do Poder Legislativo, com auxílio dos Tribunais de Contas, e um interno de cada Poder, que é destacado nesta pesquisa. O Departamento de Controle e Avaliação (DCA) da Secretaria da Fazenda é responsável pela realização de auditorias de controle interno nos órgãos da administração pública do Estado de São Paulo. Apesar de o Departamento possuir ferramentas de análise para o desenvolvimento de sua missão institucional, há espaço para aperfeiçoamento. O objetivo geral desta pesquisa é propor um método de avaliação de desempenho dos programas estabelecidos nas leis orçamentárias do Estado de São Paulo, para fins de avaliação de eficácia da gestão. O método desenvolvido, o Índice de Desempenho de Programas (IDPr) avalia um programa específico sintetizando em uma única nota os resultados alcançados pelos indicadores de acompanhamento da implementação desse programa. A funcionalidade do modelo é testada em um exemplo de aplicação. Com a metodologia proposta, espera-se que o sistema de Controle Interno de São Paulo tenha à sua disposição um instrumento apropriado à mensuração da eficácia global dos programas que constam no orçamento. Como benefício adicional, a mesma ferramenta pode ser utilizada pela sociedade em geral para acompanhamento das ações governamentais, contribuindo para efetivação do controle social. / The so-called Managerial Public Administration emerged around the 1970s as a response to the state crisis. The main characteristics that differentiate this management model from traditional bureaucracy are results-based management, the search for new forms of control, citizen-user orientation and accountability. Initially, the reform movement took place in the United Kingdom, New Zealand and Australia, becoming practically universal in the following decades. In Brazil, the main actions towards reform date back to the early 1990s, with de-statification and implementation of constitutional, legal and administrative reforms in the years that followed. In all of the Brazilian Federation's institutions, the instrument for planning government actions is the public budget, composed of three laws that must form an integrated whole, namely the medium-term Pluriannual Plan (PPA), valid for 4 years, containing the government's guidelines, priorities and goals for the period; the Annual Budget Guidelines Law (LDO), with the priorities that will guide the elaboration of the Annual Budgetary Law (LOA), the third instrument, which constitutes the budget itself. In the State of São Paulo in particular, the Pluriannual Plan in course was structured according to the guidelines of the Budget for Results (OpR), a methodology developed in the State itself and whose main characteristic is the alignation among actions, programs and strategic objectives defined by the government. In order to control state activities, the Federal Constitution defined two types of control: one external, executed by the Legislative Power, with the assistance of the Courts of Accounts, and one internal in each Power, which is highlighted in this research. The Control and Evaluation Department (DCA) of the State Department of Taxation and Finance is responsible for conducting the internal control audits in the public administration organs of São Paulo State. Although the Department has analytical tools for the development of its institutional mission, there still room for improvement. The aim of this research is to propose a method of evaluating the performance of the programs established in the budgetary laws of the State of São Paulo, in order to measure the effectiveness of public management. The developed method, the Program Performance Index (IDPr) evaluates the program synthesizing in a single note the results achieved by the indicators of monitoring the implementation of this program. The functionality of the template is tested in an application example. With the proposed methodology, it is expected that the São Paulo Internal Control system will have an appropriate instrument to measure the overall effectiveness of the programs included in the budget. As an additional benefit, the same tool can be used by society in general to monitor government actions, contributing to effective social control.

As current social problems grow more complex, public organizations have to deal with more complicated problems and values than in the past. Public organizations arguably need more knowledge to effectively address such complex problems. However, there is little study of the relationship between knowledge sharing and government performance. This study has several primary purposes. First, it tries to find out more about the roles and effects of knowledge sharing on program performance in public organizations. Second, by examining the factors affecting the relationships between knowledge sharing and program performance, the study explores the importance of individual and organizational conditions in connecting knowledge sharing to program performance. Lastly, the study helps clarify the effect of knowledge sharing on program performance by also examining other factors that are likely to affect program performance. To explore the relationships among explicit and tacit knowledge sharing, public service motivation, self-set goals, red tape, economic conditions, staffers' professionalism, budgetary resources, and program performance, I examined Virginia's Child Protective Services program. The Virginia Department of Social Services determines the guidelines and policies for the state's CPS program and supervises its implementation by local agencies. I focused on the implementation of the CPS program. The study examined the relationships between CPS program performance and the degree and dynamics of knowledge sharing at the local jurisdictional and at the individual social worker levels in each of the 23 local CPS departments in which staffers responded to an on-line survey. In addition to these relationships, the study examined the effects of individual, organizational, and financial factors in Virginia local CPS departments on the relationships between knowledge sharing and program performance. The study yielded numerous findings. First, at the local agency level evidence showed that explicit knowledge sharing played an important role in affecting CPS program performance. At the individual level, only the reported usefulness of explicit knowledge sharing affected CPS program performance, while the usefulness of tacit knowledge sharing and time devoted to explicit knowledge sharing affected usefulness of explicit knowledge sharing. The personal motivation of CPS staffers influenced program performance through tacit knowledge sharing, and red tape evidently affected CPS program performance by decreasing explicit and tacit knowledge sharing. Even when factors like local economic conditions and available financial resources were taken into account, the usefulness of explicit knowledge sharing still affected CPS program performance. Second, the relationships among time devoted to, usefulness of, and access to explicit and tacit knowledge sharing were diverse. They affected CPS program performance through the reported usefulness of explicit and tacit knowledge sharing. Third, individual and organizational factors influenced the relationship between knowledge sharing and CPS program performance. The personal motivation of CPS staffers had a positive effect on tacit knowledge sharing, but red tape appeared to have a negative effect on explicit and tacit knowledge sharing. Fourth, the study showed that several factors other than knowledge sharing such as local economic conditions, work training of CPS staffers, family assessments, CPS staffer education, and additional budgetary resources also affected CPS program performance. / Ph. D.

No description available.

本研究主要在探討美國啟智學前教育計畫與未來學校表現之間的關係。希 望能經由研究結果，提出可供我國在學前教育上參考之建議。本研究採整 合性分析進行研究，其樣本乃是從美國教育研究索引 ERIC資料庫中，對 有關啟智計畫對未來學校表現之文獻中，取得其中的二十二篇為研究樣本 。本研究使用LOTUS 電腦軟體對各研究中之相關係數再加以分析，並針對 其二十二篇研究進行同質性考驗。本研究穫得之結果為：一． 當二十二 篇研究報告納入分析時，其中的異質性相當高，故將樣本人數獨大者剔除 。針對十篇進行同質性考驗 所得之同質性高，故進一步探討其共同結論 。二． 參與啟智學前教育計畫之學生表現比未參加者在閱讀與數學能力 上要優、有較高的學習動機、對自己的表現有較高的滿意度、並對學校給 予正面的評價。此外，啟智計畫的學生被認定為低成就者或被編入特殊班 級的比例偏低，並較能適應學校生活且較獨立。三． 在比較參加啟智學 前教育計畫者與參加其它種類學前教育者之間的表現並差無差異，且有跡 象顯示：參加其它種類者之表現優於參加啟智教育者。本研究之建議為： 為了能解決貧困及偏遠地區之學前幼童就學問題，我國教育行政當局應成 立規劃小組，評估並設法解決這些幼童之就學問題，並由中央政府撥款給 各地方政府，實施類似啟智學前教育計畫的課程；給予願意擔任學前不利 兒童教學者較優渥的薪資，以吸引更多人投入此一領域。最後並提出未來 研究之建議以供參考。

Project control is essential to ensure that the investment on a project is providing the intended benefits and is valuable to the customers. Previous methods offer project performance monitoring and forecasting tools, but they lack accuracy and the associated techniques omit the project financial risk (any unplanned event that has an impact on schedule and budget); the main factor of project failure. Poor project execution, and particularly failure to control and accurately forecast the project performance, may lead to increased costs, upset customers and eventually loss of market share. These gaps have been filled in this study by the development of novel models that use statistical analysis of the previous project performance, including risk evaluation techniques. The proposed models succeeded in providing remarkably improved forecasts in three project dimensions: duration, cost and resources. The robustness of the models has been verified by testing them on real projects. The results show superiority in terms of accuracy and easy application compared to any existing method, proving that the risk inclusion provides improvement compared to previous studies. The most important features of the models are: risk-based adjustment of the forecasted values, periodic and completion forecasts, statistical processing and holistic approach. The greatest advancements have been made in the cost forecast, for which the risk adjustment inclusion is examined for the first time. The resources (man-hours) forecast is another pioneer element of the proposed models. All the above provide a complete image of the project status and paint the picture of future performance. The models results are fed in a Decision Support System, which highlights the overperforming and underperforming areas of the project. This confirms the proposition that the model results can be used to initiate restorative action. The contribution of this study to the project management field is easy-to-use and accurate models, which include the financial risk and facilitate the project manager’s decisions and actions. Anticipation of the project performance, by considering the risk, can result to significant time and cost savings, crucial for project success.