by Lo Wai-kwok and Mak Bing-leung, Rufin. / Bibliography: leaves 167-171 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1984

Yuen Pong Yiu. / Thesis (M.A.Ed.)--Chinese University of Hong Kong, 1991. / Bibliography: leaves 101-107. / Chapter IV. --- RESULTS AND INTERPRETATION / "Independent Contribution of Perceived Principal's Leadership Behaviors, Characteristics of Teacher, Nature of Teaching Task to Organizational Commitment" --- p.72 / Interactions between Perceived Principal's Leadership Behaviors and Component Variables of Moderators --- p.79 / Chapter V. --- "CONCLUSIONS, IMPLICATIONS AND RECOMMENDATIONS" / Conclusions --- p.93 / Implications --- p.96 / Recommendations --- p.98 / BIBLIOGRAPHY --- p.101 / APPENDICES / Chapter Appendix A : --- Background Information of Teachers --- p.108 / Chapter Appendix B : --- Managerial Behavior Survey --- p.109 / Chapter Appendix C : --- Substitute for Leadership --- p.111 / Chapter Appendix D : --- Locus of Control --- p.112 / Chapter Appendix E : --- Job Characteristics --- p.113 / Chapter Appendix F : --- Organizational Commitment --- p.114 / Chapter Appendix G : --- Preliminary Analysis --- p.115

by Cheung Wing-ming, Francis. / Thesis (Ph.D.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 422-451). / Text in English; Questionnaires in Chinese. / by Cheung Wing-ming, Francis. / Acknowledgements --- p.i / Table of Content --- p.ii / List of Tables --- p.vi / List of Figures --- p.ix / Abstract --- p.x / Chapter Chapter One --- Introduction / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- Purpose of Study --- p.7 / Chapter 1.3 --- Significance of Study --- p.9 / Chapter 1.4 --- Organisation of Thesis --- p.12 / Chapter Chapter Two --- Review of Related Literature / Chapter 2.1 --- An Overview of Contemporary Policy and Implementation of Self Management in School --- p.14 / Chapter 2.1.1 --- Definition --- p.14 / Chapter 2.1.2 --- Current trend of organisational management in the business and industrial sectors --- p.17 / Chapter 2.1.3 --- The development of self management in school --- p.20 / Chapter 2.1.4 --- Summary --- p.38 / Chapter 2.2 --- Self Management at the School Level --- p.40 / Chapter 2.2.1 --- Theoretical background --- p.40 / Chapter 2.2.2 --- Characteristics of practice --- p.64 / Chapter 2.2.3 --- Related research findings --- p.67 / Chapter 2.2.4 --- Summary --- p.70 / Chapter 2.3 --- Self Management of Staff in General --- p.73 / Chapter 2.4 --- Self Management at the Group Level --- p.77 / Chapter 2.4.1 --- Characteristics of self managing teams --- p.78 / Chapter 2.4.2 --- Group learning in organisation --- p.79 / Chapter 2.4.3 --- Team building --- p.82 / Chapter 2.4.4 --- Summary --- p.85 / Chapter 2.5 --- Self Management at the Individual Level --- p.87 / Chapter 2.5.1 --- Behaviour Characteristics of self managing individual --- p.89 / Chapter 2.5.2 --- Cognitive Characteristics of self managing individual --- p.91 / Chapter 2.5.3 --- Affective Characteristics of self managing individual --- p.95 / Chapter 2.5.4 --- Individual self management process --- p.96 / Chapter 2.5.5 --- Summary --- p.97 / Chapter Chapter Three --- Theoretical Framework / Chapter 3.1 --- Introduction --- p.99 / Chapter 3.2 --- Self Management at the School Level --- p.100 / Chapter 3.3 --- Self Management at the Group Level --- p.109 / Chapter 3.4 --- Self Management at the Individual Staff Level --- p.115 / Chapter 3.5 --- Major and Support Cycles for Group and Individual Self Management --- p.123 / Chapter 3.6 --- An Overview --- p.128 / Chapter 3.7 --- "Self Management in School and Performance at the School, Group and Individual Levels" --- p.134 / Chapter 3.8 --- Research Questions --- p.140 / Chapter Chapter Four --- Research Methodology / Chapter 4.1 --- Introduction --- p.144 / Chapter 4.2 --- Research Strategies --- p.145 / Chapter 4.3 --- Definitions --- p.148 / Chapter 4.3.1 --- School Self Management Strength --- p.148 / Chapter 4.3.2 --- Group Self Management Strength --- p.151 / Chapter 4.3.3 --- Individual Self Management Strength --- p.154 / Chapter 4.3.4 --- School Level Performance --- p.156 / Chapter 4.3.5 --- Group Level Performance --- p.157 / Chapter 4.3.6 --- Individual Level Performance --- p.157 / Chapter 4.3.7 --- Degree of congruence of self management practices --- p.158 / Chapter 4.3.8 --- Learning in self management cycles --- p.159 / Chapter 4.4 --- Pilot Study --- p.159 / Chapter 4.4.1 --- Case Studies --- p.159 / Chapter 4.4.2 --- Survey --- p.161 / Chapter 4.4.3 --- Refinement of conception and instruments --- p.162 / Chapter 4.4.4 --- Initial evidence collected in the pilot case study --- p.163 / Chapter 4.5 --- Cross-sectional Survey of the Main Study --- p.172 / Chapter 4.5.1 --- Null hypotheses --- p.172 / Chapter 4.5.2 --- Sampling --- p.175 / Chapter 4.5.3 --- Survey instruments --- p.177 / Chapter 4.5.4 --- Development of the Multi-level School Self Management Scales --- p.179 / Chapter 4.5.5 --- "Survey instruments for measuring school, group and individual levels performance" --- p.195 / Chapter 4.5.6 --- Treatment of data --- p.200 / Chapter 4.5.7 --- The need to use multi-level analysis --- p.201 / Chapter 4.5.8 --- The multi-level model --- p.203 / Chapter 4.5.9 --- Limitations and Assumptions of the Quantitative Study --- p.209 / Chapter 4.6 --- Outlier Case Studies --- p.212 / Chapter 4.6.1 --- Identification of outlier cases --- p.212 / Chapter 4.6.2 --- Data collection --- p.219 / Chapter 4.6.3 --- Analysis of data --- p.221 / Chapter Chapter Five --- Results and Discussion: Self Management and Performancein School / Chapter 5.1 --- Introduction --- p.223 / Chapter 5.2 --- Demographic Characteristics of Multi-level Samples --- p.224 / Chapter 5.2.1 --- Demographic characteristics of school samples --- p.224 / Chapter 5.2.2 --- Demographic characteristics of group and teacher samples --- p.228 / Chapter 5.3 --- Descriptive Statistics of Variables and Scales --- p.232 / Chapter 5.4 --- Preliminary Analysis --- p.236 / Chapter 5.4.1 --- Relationship between multi-level self management strengths --- p.236 / Chapter 5.4.2 --- "Relationship between school, group and individual levels performance" --- p.239 / Chapter 5.5 --- School Level Performance and Multi-level Self Management Strength --- p.245 / Chapter 5.5.1 --- School level performance and school self management strength --- p.245 / Chapter 5.5.2 --- School level performance and group/individual self management strengths --- p.250 / Chapter 5.5.3 --- Summary --- p.252 / Chapter 5.6 --- Group Level Performance and Multi-level Self Management Strengths --- p.253 / Chapter 5.6.1 --- General observations --- p.253 / Chapter 5.6.2 --- Multi-level analysis of group level performance --- p.257 / Chapter 5.6.3 --- Interaction analysis of group level performance --- p.267 / Chapter 5.6.4 --- Summary --- p.272 / Chapter 5.7 --- Individual Level Performance and Multi-level Self Management Strengths --- p.273 / Chapter 5.7.1 --- General observations --- p.273 / Chapter 5.7.2 --- Multi-level analysis of individual level performance --- p.276 / Chapter 5.7.3 --- Summary_ --- p.289 / Chapter 5.8 --- Congruence of Multi-level Self Management Practices and Multi-level Performance in School --- p.290 / Chapter 5.9 --- An Overview of Findings 、 --- p.295 / Chapter Chapter Six --- Results and Discussion: The Nature of Multi-level Self Management Cycles / Chapter 6.1 --- Introduction --- p.298 / Chapter 6.2 --- Characteristics of Outlier Case Study Schools --- p.298 / Chapter 6.2.1 --- Demographic Characteristics --- p.299 / Chapter 6.2.2 --- Self Management Strength Profiles of Case Study Schools --- p.304 / Chapter 6.2.3 --- General Observations of Self Management Practices --- p.308 / Chapter 6.3 --- Sequential Nature of Multi-level Management Cycles --- p.320 / Chapter 6.3.1 --- Sequential Nature of Self Management Cycle at the School Level --- p.320 / Chapter 6.3.2 --- Sequential Nature of Self Management Cycle at the Group Level --- p.327 / Chapter 6.3.3 --- Sequential Nature of Self Management Cycle at the Individual Level --- p.332 / Chapter 6.3.4 --- Summary --- p.339 / Chapter 6.4 --- Learning in Multi-level Self Management Cycles --- p.340 / Chapter 6.4.1 --- Learning in major cycles --- p.340 / Chapter 6.4.2 --- Learning in support cycles --- p.357 / Chapter 6.4.3 --- Summary --- p.372 / Chapter 6.5 --- Mutual Influences of Self Management Practice across Levels --- p.374 / Chapter 6.5.1 --- Evidence identified in the LLL School --- p.374 / Chapter 6.5.2 --- Evidence identified in the LHH School --- p.379 / Chapter 6.5.3 --- Evidence identified in the HHH School --- p.387 / Chapter 6.5.4 --- Summary --- p.395 / Chapter 6.6 --- An Overview of Findings --- p.397 / Chapter Chapter Seven --- Conclusion and Implications / Chapter 7.1 --- Conclusion --- p.399 / Chapter 7.2 --- Implications --- p.405 / Chapter 7.2.1 --- Implications for research and theory development --- p.406 / Chapter 7.2.2 --- Implications for practices --- p.412 / Chapter 7.3 --- Final Remarks --- p.421 / References --- p.422 / Appendices --- p.452 / Appendix A - School Response Rate in Main Study Survey / Appendix B - Table Showing Distribution of Groups in the Study / Appendix C - Questionnaires / Appendix D - Stage 1 Factor Analysis Results / Appendix E - Stage 2 Factor Analysis Results / Appendix F - Table Showing the Aggregated Self Management Strengths of Sample Schools / Appendix G - Table Showing the Self Management Strength and Performance Indicator Profile of Case Study Schools

<p> Organizational leadership is the foundation that influences workforces and determines the overall success of organizations and employees. Prior to this study, research of Millennials&rsquo; wants and expectations from their organizational leaders lacked clarification and clear interpretation. A critical element in organizational survival is Millennial knowledge workers who create knowledge that supports sustainable, innovative, and successful organizations. Organizational leaders who want their organizations to succeed will capitalize on accuracy and precision in distinguishing Millennial knowledge workers&rsquo; wants and expectations of them. This study&rsquo;s central research question was, &ldquo;What do Millennial workers want and expect from their organizational leaders?&rdquo; Several subquestions further clarified the study&rsquo;s focus: &ldquo;What do Millennials want and expect, if anything, from their organizational leaders in terms of (a) their relationships with their leaders, (b) their perceptions of their leaders as role models, and (c) their leaders&rsquo; ethical behaviors?&rdquo; and &ldquo;What do Millennial workers want to avoid in their organizational leaders?&rdquo; The research methodology was a generic qualitative inquiry, utilizing thematic data analysis. This qualitative study utilized a 3-phase interview model and included semistructured questions and additional probing questions. The population of the study was Millennial knowledge workers. The study sample was recruited from U.S. businesses and organizations in various industries. The thematic data analysis comprised inductive and interpretive data and employed initial, theoretical, and focused coding. The study findings establish many wants and expectations of Millennial knowledge workers from their organizational leaders. These Millennial knowledge workers want and expect organizational leaders to demonstrate mutual respect, offer effective communication, behave ethically, and create and develop relationships with them. These Millennials expect leaders to provide coaching and guidance and to differentiate between work life and other unrelated life responsibilities. These Millennials expect leaders to be positive role models with emotional intelligence, and as a rule, they avoid unethical leaders. The findings benefit and support workplace partnerships and overall organizational efficiency and effectiveness, suggesting that organizational leaders must establish distinct and diverse understandings of Millennial knowledge workers&rsquo; wants and expectations.</p><p>

My dissertation develops and applies empirical structural models to study consumers’ dynamic adoption of durable goods, and firms’ dynamic research and development (R&D) investment and pricing strategies. In Chapter 2, I study consumer purchase dynamics for a new technology good, the digital single-lens-reflex (DSLR) camera, where consumer learning and switching costs across brands are present. Using a unique dataset that tracks individual DSLR camera ownership history, I find that low-end DSLR cameras are gateway products that most consumers buy initially. When some consumers choose to repurchase, they are more likely to buy high-end DSLR cameras from the same brand as the initial purchases. Combining individual camera ownership data with aggregate sales data, I develop and estimate a dynamic demand model that incorporates consumer learning and switching costs. The estimated demand model implies a dynamic complementary relationship between high- and low-end products that are produced by the same firm. In Chapter 3, I further empirically investigate the influence of consumer purchase dynamics on forward-looking firms’ pricing strategies. Supply-side simulations imply that firms have incentives to invest in their customer bases using low-end products and to harvest the resolved uncertainty of valuation and switching costs using high-end products. In Chapter 4, I explore the nature of uncertainty in innovation production through firms’ R&D investment. Utilizing a rich dataset that tracks Spanish manufacture firms’ R&D activities and innovation outcomes for up to 17 years, I build and estimate a dynamic model of firms’ R&D investment incorporates the uncertainties in innovation.

<p> Within today's technologically enmeshed world, people are spending more and more time in front of screens (both large and small). This comes at a cost; time spent outdoors is becoming scarce. How does engaging with nature impact our practice of leadership? A Collaborative Inquiry carried out by four individuals with personal leadership practices explored this question. We found that our leadership practices were improved through spending time in nature. A significant impact we identified was that our experiences in nature had an ego-reductive influence, turning our focus outwards and improving our ability to navigate complex situations with greater fluidity. We recommend that leaders looking to alter their perspective adopt a practice of intentional reflective time in nature.</p><p>

Esta tese propõe-se a analisar o trabalho prescrito e o trabalho real de controle de processos com SDCD - Sistema Digital de Controle Distribuído, em uma refinaria paulista. As indústrias de processo caracterizam-se pela continuidade do processo produtivo e por serem altamente capital intensivas, automatizadas e integradas; e pelas matérias-primas, processos de produção, equipamentos utilizados, critérios de produtividade, que são específicos deste tipo de indústria e circunscrevem processos de trabalho também específicos. A caracterização teórica do trabalho em sala de controle de processos é feita a partir da variabilidade da atividade dos operadores, os longos períodos de supervisão do processo sem necessidade de intervenção, o trabalhador e o trabalho coletivo, a incerteza permanente e o perigo, inerentes ao processo de produção. As fontes de variabilidade podem ser próprias ao trabalhador (e particularmente ligadas ao trabalho em turnos alternantes) e ao processo (instabilidade dos processos físico-químicos), e ambas influenciam a atividade real de controle de processo (estratégias operatórias, interdependência de operadores de sala de controle-área, complexidade da elaboração de uma representação do estado real do processo e exigência de atualização contínua desta). Os métodos e técnicas de coleta e análise de dados utilizados foram: apresentação da pesquisa/pesquisadora; entrevistas individuais assistemáticas e sistemáticas; visitas às duas áreas de processamento; caracterização da população (refinaria, turnos, operação, operadores da sala de controle nova); observação assistemática e sistemática em sala de controle, com filmagens e gravação de períodos da atividade em situação real de trabalho; questionário individual auto-aplicado; consolidação dos dados. Os operadores pesquisados (de 2 Unidades de processamento completamente instaladas na nova sala de controle) caracterizavam-se por: alta estabilidade no emprego; faixa etária jovem; escolaridade de 3° grau completo ou colégio técnico completo; tempo de trabalho em turnos (TT) acompanhando o tempo de empresa; perfil hipotético de ausentismo-doença deste sub-grupo dado pelas doenças dos grupos de CID III, VII, IX e XIII, que apresentaram em TT percentual de dias perdidos, em 1993, igual ou superior ao dobro do horário administrativo; tendência evolutiva estimada de se aposentarem cada vez mais velhos, embora com idades que ainda variam de 40-54 anos. A avaliação qualitativa das vantagens e desvantagens da nova sala de controle apontou diferenças entre os operadores das 2 Unidades nela instaladas. A Unidade de Craqueamento apresentou maior valorização geral positiva da sala, em relação à Unidade de Destilação e ambas convergiram na valorização de dois atributos: \"mais moderna\" e \"mudança de ambiente sala-área\". Os itens negativos consensuais (com percentual de respostas inferior aos positivos) foram: exigências de maior atenção, por falta de pessoal; comunicação ruim, insuficiente, sobretudo em emergências; fadiga visual; muita responsabilidade, por estar sozinho; perda de contato com área. O trabalho real de controle de processo é descrito e analisado a partir de cinco categorias gerais: supervisão do processo (acompanhar, antecipar e controlar anomalias e desvios das especificações, corrigir desvios); centralização do controle de processos; indícios e representações do processamento e da área; alarmes e situações de emergências; o que muda na nova sala de controle; riscos, medo. A atividade é analisada mais finamente a partir da conceituação de planos de ação básicos: rendição do turno, papel da supervisão, \"não precisa nem entrar na sala para saber\", em que se evidenciou tanto atividades de rotina (prescritas e reais) e respectivas exigências cognitivas (verificar, diagnosticar, conhecer e antecipar a rotina e disponibilidade da equipe), dentro de uma hierarquia de informações disponíveis ou procuradas e de uma iniciativa e responsabilidade coletivas, como parte destes conhecimentos serem de natureza implícita, tácita, oriundos de experiências nem sempre verbalizadas ou passíveis de verbalização. Confirma-se a evolução do papel dos operadores em sala de controle com SCDC para o de integração e não somente regulação do sistema de produção, e, como tal, altamente dependente do contexto sócio-técnico em que se dá. Neste sentido, retoma-se o conceito de distribuição móvel de funções (em oposição ao de posto fixo), a importância dos locais e espaços de trabalho e a integração social decorrente e inseparável da atividade de trabalho propriamente dita, e, portanto das repercussões sobre a saúde, a médio e longo prazo, que não se dissociam do trabalho em turnos e também configuram traços no conteúdo da vida no trabalho e fora do trabalho. / This thesis proposes to analyze the process control operation with a numerically controlled system. Process industries are characterized by continuous productive processes being highly investment intensive, automated and integrated, as well as by raw materials, productive processes, type of equipments, productivity criteria, that are specific to such industry, which requires specific control processes. Theoretically, control process is demonstrated by variability of operators\' actions, long periods of time without operators\' interventions, the operators as a work group, uncertainty and danger inherent in the production process. Sources of variability can be isolated to the operators (and particularly connected with shiftwork) and the process itself (instability of physical-chemical reactions); both influence the actual activity of process control (operating strategies, interdependence of process control operators, complexity of modelling the actual state of the process ant the work demands of continuous process itself). The methods and techniques of data collection and analysis were: visiting and introducing the researcher to the field, systematic and non systematic interviews, visits to two process areas, characterization of the actual population (shifts, operation, new control room operators); systematic and non systematic observation of the new control room operation activities with films and recordings of periods of activity in actual work situations, individual self- questionaries, data consolidation. The new control room operators (from two production units completely installed there) are characterized by high employment stability, young age, upper-middle level of education, years of service similar to years in shiftwork, occupational sickness absentism categories (digestive troubles) in percentage equal to the double of the highest day workers categories, retiremente ages forecast for 40-50 years old. A qualitative evaluation of the new control room\'s advantages and disadvantages points to differences between the operators from the two units (Destilação e Craqueamento). The latter generally had a greater appreciation of the control room, regarding the Distillation unit and both agreed in the value of the two atributes: \"more modem\" and \"better environment\". The negative common items (with a lower percentage of negative versus positive responses) were: attention demands, for lack of personnel; insufficient communication, especially during emergencies; visual fatigue; sense of reponsability, for being alone; lost of direct contact with the field areas. The actual work of process control is described and analyzed in five general categories: supervisory control, follow up, anticipation and controlling anomalies and variance from specifications, correcting variances; centralization of process control; traits and mental representation of the process; alarms and emergency situations: what changes in the new control room; risk, fear. The activity is analyzed in greater detail through a model of basic work action plans: shift change, supervisory role, \"one does not have to enter the control room in order to know\". These are evidenced by many routine activities (forecast and actual) and respective cognitive requirements (verify, diagnosis, learn and anticipate the schedule and availability of equipment), given an information hierarchy available and obtained by individual initiative and collective responsability. Part of this knowledge is implicit by nature, tacit, based upon experience not always verbalized or even possibly verbalized. The role of such new control room operators is becoming an integration role, not only by reducing variation of the production process, but highly dependent of the social- technical context that it provides. In this sense, cross-training (the opposite of a fixed position) and the importance of location, work and social space and consequent social interaction are not dissociated. Furthermore, there are health implications, in the medium and long term that one cannot separate from shiftwork, and rather confirms traces in the quality of the workers\' life.

There is increasing consensus among practitioners and academics alike that we are in the midst of a paradigm shift from producer-centered and internal innovation processes toward user-centered and open innovation processes. This paradigm shift induces significant changes to the design of organizations. Even though the research field of user innovation has been developing over a period of more than four decades, there have been only occasional intersections with the research field of organizational design. In this article, we aim to provide an integrated perspective of the two fields. We first identify major user innovation strategies. We then derive the implications for each user innovation strategy on key dimensions of organizational design.

Esta tese propõe-se a analisar o trabalho prescrito e o trabalho real de controle de processos com SDCD - Sistema Digital de Controle Distribuído, em uma refinaria paulista. As indústrias de processo caracterizam-se pela continuidade do processo produtivo e por serem altamente capital intensivas, automatizadas e integradas; e pelas matérias-primas, processos de produção, equipamentos utilizados, critérios de produtividade, que são específicos deste tipo de indústria e circunscrevem processos de trabalho também específicos. A caracterização teórica do trabalho em sala de controle de processos é feita a partir da variabilidade da atividade dos operadores, os longos períodos de supervisão do processo sem necessidade de intervenção, o trabalhador e o trabalho coletivo, a incerteza permanente e o perigo, inerentes ao processo de produção. As fontes de variabilidade podem ser próprias ao trabalhador (e particularmente ligadas ao trabalho em turnos alternantes) e ao processo (instabilidade dos processos físico-químicos), e ambas influenciam a atividade real de controle de processo (estratégias operatórias, interdependência de operadores de sala de controle-área, complexidade da elaboração de uma representação do estado real do processo e exigência de atualização contínua desta). Os métodos e técnicas de coleta e análise de dados utilizados foram: apresentação da pesquisa/pesquisadora; entrevistas individuais assistemáticas e sistemáticas; visitas às duas áreas de processamento; caracterização da população (refinaria, turnos, operação, operadores da sala de controle nova); observação assistemática e sistemática em sala de controle, com filmagens e gravação de períodos da atividade em situação real de trabalho; questionário individual auto-aplicado; consolidação dos dados. Os operadores pesquisados (de 2 Unidades de processamento completamente instaladas na nova sala de controle) caracterizavam-se por: alta estabilidade no emprego; faixa etária jovem; escolaridade de 3° grau completo ou colégio técnico completo; tempo de trabalho em turnos (TT) acompanhando o tempo de empresa; perfil hipotético de ausentismo-doença deste sub-grupo dado pelas doenças dos grupos de CID III, VII, IX e XIII, que apresentaram em TT percentual de dias perdidos, em 1993, igual ou superior ao dobro do horário administrativo; tendência evolutiva estimada de se aposentarem cada vez mais velhos, embora com idades que ainda variam de 40-54 anos. A avaliação qualitativa das vantagens e desvantagens da nova sala de controle apontou diferenças entre os operadores das 2 Unidades nela instaladas. A Unidade de Craqueamento apresentou maior valorização geral positiva da sala, em relação à Unidade de Destilação e ambas convergiram na valorização de dois atributos: \"mais moderna\" e \"mudança de ambiente sala-área\". Os itens negativos consensuais (com percentual de respostas inferior aos positivos) foram: exigências de maior atenção, por falta de pessoal; comunicação ruim, insuficiente, sobretudo em emergências; fadiga visual; muita responsabilidade, por estar sozinho; perda de contato com área. O trabalho real de controle de processo é descrito e analisado a partir de cinco categorias gerais: supervisão do processo (acompanhar, antecipar e controlar anomalias e desvios das especificações, corrigir desvios); centralização do controle de processos; indícios e representações do processamento e da área; alarmes e situações de emergências; o que muda na nova sala de controle; riscos, medo. A atividade é analisada mais finamente a partir da conceituação de planos de ação básicos: rendição do turno, papel da supervisão, \"não precisa nem entrar na sala para saber\", em que se evidenciou tanto atividades de rotina (prescritas e reais) e respectivas exigências cognitivas (verificar, diagnosticar, conhecer e antecipar a rotina e disponibilidade da equipe), dentro de uma hierarquia de informações disponíveis ou procuradas e de uma iniciativa e responsabilidade coletivas, como parte destes conhecimentos serem de natureza implícita, tácita, oriundos de experiências nem sempre verbalizadas ou passíveis de verbalização. Confirma-se a evolução do papel dos operadores em sala de controle com SCDC para o de integração e não somente regulação do sistema de produção, e, como tal, altamente dependente do contexto sócio-técnico em que se dá. Neste sentido, retoma-se o conceito de distribuição móvel de funções (em oposição ao de posto fixo), a importância dos locais e espaços de trabalho e a integração social decorrente e inseparável da atividade de trabalho propriamente dita, e, portanto das repercussões sobre a saúde, a médio e longo prazo, que não se dissociam do trabalho em turnos e também configuram traços no conteúdo da vida no trabalho e fora do trabalho. / This thesis proposes to analyze the process control operation with a numerically controlled system. Process industries are characterized by continuous productive processes being highly investment intensive, automated and integrated, as well as by raw materials, productive processes, type of equipments, productivity criteria, that are specific to such industry, which requires specific control processes. Theoretically, control process is demonstrated by variability of operators\' actions, long periods of time without operators\' interventions, the operators as a work group, uncertainty and danger inherent in the production process. Sources of variability can be isolated to the operators (and particularly connected with shiftwork) and the process itself (instability of physical-chemical reactions); both influence the actual activity of process control (operating strategies, interdependence of process control operators, complexity of modelling the actual state of the process ant the work demands of continuous process itself). The methods and techniques of data collection and analysis were: visiting and introducing the researcher to the field, systematic and non systematic interviews, visits to two process areas, characterization of the actual population (shifts, operation, new control room operators); systematic and non systematic observation of the new control room operation activities with films and recordings of periods of activity in actual work situations, individual self- questionaries, data consolidation. The new control room operators (from two production units completely installed there) are characterized by high employment stability, young age, upper-middle level of education, years of service similar to years in shiftwork, occupational sickness absentism categories (digestive troubles) in percentage equal to the double of the highest day workers categories, retiremente ages forecast for 40-50 years old. A qualitative evaluation of the new control room\'s advantages and disadvantages points to differences between the operators from the two units (Destilação e Craqueamento). The latter generally had a greater appreciation of the control room, regarding the Distillation unit and both agreed in the value of the two atributes: \"more modem\" and \"better environment\". The negative common items (with a lower percentage of negative versus positive responses) were: attention demands, for lack of personnel; insufficient communication, especially during emergencies; visual fatigue; sense of reponsability, for being alone; lost of direct contact with the field areas. The actual work of process control is described and analyzed in five general categories: supervisory control, follow up, anticipation and controlling anomalies and variance from specifications, correcting variances; centralization of process control; traits and mental representation of the process; alarms and emergency situations: what changes in the new control room; risk, fear. The activity is analyzed in greater detail through a model of basic work action plans: shift change, supervisory role, \"one does not have to enter the control room in order to know\". These are evidenced by many routine activities (forecast and actual) and respective cognitive requirements (verify, diagnosis, learn and anticipate the schedule and availability of equipment), given an information hierarchy available and obtained by individual initiative and collective responsability. Part of this knowledge is implicit by nature, tacit, based upon experience not always verbalized or even possibly verbalized. The role of such new control room operators is becoming an integration role, not only by reducing variation of the production process, but highly dependent of the social- technical context that it provides. In this sense, cross-training (the opposite of a fixed position) and the importance of location, work and social space and consequent social interaction are not dissociated. Furthermore, there are health implications, in the medium and long term that one cannot separate from shiftwork, and rather confirms traces in the quality of the workers\' life.

<p> Businesses fail in the absence of a sustainable engagement strategy with stakeholders who influence and are influenced by a company's business activity in communities where the company has a presence. The purpose of this multiple case study was to investigate factors that defined a framework regarding the creation of shared value when applying the Triple Bottom Line (TBL) of sustainable development as a corporate social responsibility (CSR) strategy between business, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views. The specific problem was the lack of an existing framework regarding the creation of shared value when applying the TBL of sustainable development to CSR engagement initiatives between the firm, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views. The theoretical framework was stakeholder theory integrated with the corporate imperatives of CSR, TBL, and shared value. The study focus was to compare shared value, CSR, and the TBL perspectives of 22 leaders and participants from two collaborative watershed initiative partnerships in one mid-eastern state. The study research question was: How do shared value, CSR, TBL define a community engagement framework between the firm, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views? Two primary study conclusions emerged: (a) shared value, CSR, TBL were factors that defined a community engagement framework when integrated into a strategy between the firm, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views; (b) the factors that contributed to creating shared value were interrelated and contributed to creating shared value when joined together in a Sustainable Community Engagement Framework to help resolve often conflicting stakeholder views.</p><p>