Review of Review of Who We Are Hispanics. New Strategist. 2011. 3v, 9781935775331, 9781935773317, 9781935775355, $120.00

Made available in DSpace on 2016-04-25T16:44:23Z (GMT). No. of bitstreams: 1 Beatriz de Azevedo Blandy.pdf: 894938 bytes, checksum: 0ce9110e9eaddd2a8e09c7ec29c20bf0 (MD5) Previous issue date: 2011-05-20 / Exploratory and qualitative study of strategic process, by approach that considers strategy as a practice. This approach receives contributions of philosophy (pragmatism) and social sciences, appropriating the concept of social practice and applying it to studies of management. It also benefits from contributions coming from the Carnegie Tradition, Neo-Institutional Theories, Situational Learning and Actor- Network theory. Through discourse analysis of nine interviews with strategists and executives from midsize businesses, it presents a typology of stages that combines and clarifies aspects of the strategizing from the practitioner s point of view. In this sense, uses excerpts from the speech of interviewees, taking advantage of the main themes addressed by them as evidence of the constituent aspects of each stage / Estudo de cunho exploratório e qualitativo sobre o processo estratégico, segundo abordagem que entende a estratégia como uma prática. Essa abordagem recebe contribuições da filosofia ( pragmatismo) e das ciências sociais, apropriando-se do conceito de prática social e aplicando-o aos estudos da gestão. Beneficia-se também das contribuições oriundas da Carnegie Tradition, das teorias neo- institucionais, da aprendizagem situacional e da teoria ator-rede. Através da análise do discurso de nove entrevistas com estrategistas, executivos de médios negócios, apresenta uma tipologia em estágios que agrega e esclarece aspectos do processo de fazer estratégia, do ponto de vista de seus praticantes. Nesse sentido, utiliza excertos da fala dos entrevistados, aproveitando-se dos principais temas por eles abordados, como evidência dos aspectos constitutivos de cada estágio

Syftet med studien var att undersöka erfarenheter av samverkan mellan folkhälsostrateger i Regin Dalarna och kommuner i Dalarna. Metod: Studien använde en induktiv kvalitativ design och urvalsmetoden var strategiskt urval med inklusionskriterier. Det slutliga urvalet bestod av anställda från både Region Dalarna och kommuner i Dalarna som arbetade med folkhälsa och/eller hållbar utveckling. Datainsamlingen genomfördes med semistrukturerade intervjuer och intervjutexten analyserades med en manifest innehållsanalys för att få en helhetsbild och tolka det insamlade materialet. Huvudresultatets kategorier: samverka är en del av uppdraget som folkhälsostrateg, strukturen för samverkan har förändrats och vikten av samverkanskompetens, samverkan är ett verktyg och ger möjlighet till kollegialt stöd i folkhälsoarbete, och folkhälsoarbete och samverkan är långsiktigt och krävande. Slutsatsen är att folkhälsostrategernas erfarenheter av samverkan mellan varandra tyder på att samverkan är ett viktigt verktyg som ingår i folkhälsostrategernas arbetsuppdrag. Det måste finnas förståelse och respekt att samverkan är en lång process som är tidskrävande och att alla har olika arbetsuppdrag och erfarenheter. Det krävs att det finns tydliga mål och strukturer för samverkan, och att det visas intresse och ödmjukhet inför samverkan och varandra. Samverkan ger även möjlighet till kollegialt stöd vilket underlättar och möjliggör att folkhälsoarbeten kan genomföras och uppnås så att folkhälsan kan stärkas. / The purpose of the study was to investigate experiences of collaboration between public health strategists in Region Dalarna and councils in Dalarna. Method: The study used an inductive qualitative design, and a strategic selectionstrategy with inclusion criteria was used. The final sample consisted of employees who worked with public health and/or sustainable development. The data collection wasimplemented with semi-structured interviews and the interview text were analyzed withmanifest content analysis. The main result categories: collaboration is part of the task as a public health strategist, the structure for collaboration has changed and the importance of collaboration competence, collaboration is a tool and provides opportunities for collegial support in public health work, and public health work and collaboration is long term and demanding. The conclusion was that collaboration is an important tool of the public health strategists work assignments. There must be an understanding that collaboration is a long process that is time consuming, as is everyone’s different work assignments and experiences. It´s required that there must be clear goals and structures, and that interest and humility are shown. Collaboration also provides collegial support, which facilitates and enables public health work to be carried out so that public health can be strengthened.

Depending on their tree species composition, forests recruit different soil microbial communities. Likewise, the vertical nutrient gradient along soil profiles impacts these communities and their activities. In forest soils, bacteria and fungi commonly compete, coexist, and interact, which is challenging for understanding the complex mechanisms behind microbial structuring. Using amplicon sequencing, we analyzed bacterial and fungal diversity in relation to forest composition and soil depth. Moreover, employing random forest models, we identified microbial indicator taxa of forest plots composed of either deciduous or evergreen trees, or their mixtures, as well as of three soil depths. We expected that forest composition and soil depth affect bacterial and fungal diversity and community structure differently. Indeed, relative abundances of microbial communities changed more across soil depths than in relation to forest composition. The microbial Shannon diversity was particularly affected by soil depth and by the proportion of evergreen trees. Our results also reflected that bacterial communities are primarily shaped by soil depth, while fungi were influenced by forest tree species composition. An increasing proportion of evergreen trees did not provoke differences in main bacterial metabolic functions, e.g., carbon fixation, degradation, or photosynthesis. However, significant responses related to specialized bacterial metabolisms were detected. Saprotrophic, arbuscular mycorrhizal, and plant pathogenic fungi were related to the proportion of evergreen trees, particularly in topsoil. Prominent microbial indicator taxa in the deciduous forests were characterized to be r-strategists, whereas K-strategists dominated evergreen plots. Considering simultaneously forest composition and soil depth to unravel differences inmicrobial communities,metabolic pathways and functional guilds have the potential to enlighten mechanisms that maintain forest soil functionality and provide resistance against disturbances.

No description available.

Abstracts in English and Southern Ndebele / “We tend to think of the mind of an organisation residing in the … top management …but… [strategic] intelligence is not organised in a centralised structure but much more like a beehive of small simple components… ” Kevin Kelly, (1994: 166283). From the quote above, it is implied that the strategising practices of, among others, top managers, are the ‘small simple components’ that build towards the overall strategy of an organisation. The overall strategy of any organisation directly influences the performance thereof. As strategists, top managers use their thinking styles to influence the new strategic practices they endorse and those that are discarded, thereby impacting the competitive strategy employed by the organisation and ultimately organisational performance. This study investigated the rapport between the strategising practices used by top managers and their thinking styles. Based on a single illustrative case, this study utilised mixed data obtained from of 33 interviews and 79 questionnaires to describe the possible relationship between thinking styles and strategising practises. The results show that at the case organisation, thinking styles of top managers differ depending on the situation in which they find themselves. A possible relationship between thinking styles and strategising practises, at the case organisation, is further implied. / “Se taele go nagana ge monagano we mokhadlo lo o hlala e tulu, mara lehlelo le go hlaganepha le ga bekwa ge Ndlela le ngore esekhathi, mara kgulu go fana ne lekhaya le tenosi le le le gase bodese le lengane.” Kevin Kelly, (1994:166283). Go leso setsopolwe e tulu, era gore tedlela te go hlela, go leto te khona, baphathi ba se tulu, geto tedo te tengane leto te gase bodese le to te akha lehlelo gemoga le mokhadlo. Lehlelo gemoga le mokhadlo o monye na o monye le dlolela e go etene ge tedo. Jene ge bahleli, baphathi ba setulu ba beregesa tedlela tabo te go nagana, go tshwaetja tedlela te tetsha leto ba te vumelago na leto ba te kganago. Ge go eta jalo te thella lehlelo lelo le phalesanago lelo lele beregeswe mokhadlo, e maphellweni na leso mokhadlo o se yetago. Go bala lokhu, go ete gore go be ne go vesesana e khathe ge tedlela te go hlela leto te beregeswa mbaphathi ba setulu ne Ndlela leyo ba nagana gayo. Go beka nnye ye tedlela leto ba te beregeselego, go beregeswe tedaba leto te phoma go 33 ye bado labo be ba butiswa go kereya leso be ba fona go seva ne mebotiso e 79 leyo e hlalosa nkgonagalo ye go talana e khathe ge mehuda ye go nagana ne ndlela leyo go hlelwa gayo. Mephomela e bonesa gore lapho e mekhadlweni, Ndlela ye go nagana ge baphathi ba setulu e ya phabana go ya ge gore ba te kereya ba se sejamweni se se jane. Nkgonagalo ye bodlelwano e khathe ge Ndlela ye go nagana ne lenaneo le le le ladelwago e tedweni te nhlagano, te beregeselwe. Mave e bohlogwa: Bophathi ba setulu, bakgoni be go hlela, baberegi be go hlela, tedlela leto go hlelwa gato, Ndlela leyo go naganwa gayo; go khetha, mekgwa ye go nagana ge botalo, tedlela te go suga endabeni ennye goya go ennye. / Business Management / M. Com. (Business Management)