O gerenciamento de projetos de forma sistematizada vem se tornando essencial para todo tipo de organização, pois os mercados a cada dia tornam-se cada vez mais competitivos, os recursos mais escassos e os clientes muito mais exigentes. É possível observar isso com o número crescente de empresas que se associam ao Project Management Institute (PMI) - referência nas melhores práticas em gerenciamento de projetos - que desde o final de 2013 possui mais de 400.000 empresas associadas em todo o planeta. Tal tendência é natural, visto que as empresas necessitam se destacar nos negócios em um mercado cada vez mais dinâmico a fim de garantir a sua sobrevivência. De acordo com Gu et al. (2013), uma questão-chave na investigação de gerenciamento de projetos gira em torno de porquê alguns projetos são bem sucedidos, enquanto outros não. Esta questão levou os pesquisadores a explorar determinantes potenciais que possam levar ao sucesso ou fracasso de um projeto. Por exemplo, o Standish Group International (2009) encontrou uma taxa global de fracasso do projeto em torno de 72% nos EUA. É certo que a cultura organizacional exerce forte influência no sucesso dos projetos, mas seria possível diagnosticá-la para com isso melhor conduzir as equipes de projeto? Deste modo, o objetivo do presente estudo foi analisar a relação entre a cultura organizacional e o gerenciamento de projetos, utilizando-se para tanto dos modelos como o Competing Values Framework (CVF) e o Organizational Culture Assessment Instrument (OCAI). O emprego dos modelos se justifica por serem os mais utilizados na literatura em gestão organizacional, embora não tenham sido encontrados estudos empíricos que os utilize no contexto brasileiro em gerenciamento de projetos. O método utilizado para obtenção do perfil cultural dominante para o sucesso em gerenciamento de projetos foi survey, na qual o modelo OCAI foi adaptado e destinado para gerentes e membros de equipe de projetos. Observou-se através da análise dos dados, que a cultura de clã foi a que apresentou forte influência para o sucesso no gerenciamento de projetos de acordo com a percepção dos respondentes da survey. É importante ressaltar que não há um perfil de cultura melhor que o outro, portanto, a cultura de gerenciamento de projetos obtida é apenas o diagnóstico de uma cultura organizacional que poderá permitir a obtenção de um desempenho superior, ou seja, sucesso no atendimento de escopo, qualidade, custo e prazo. Discute-se para estudos futuros a importância de se empregar respondentes de diferentes estados do Brasil e ainda de outros países, buscando estabelecer que não existam influências de outros fatores culturais regionais na percepção dos respondentes. / Project management in a systematic manner has become essential for any type of organization, because the markets every day become increasingly competitive, scarce resources and more demanding customers. You can see this with the growing number of companies that are associated with the Project Management Institute (PMI) - reference the best practices in project management - which since late 2013 has more than 400,000 affiliates around the world. This tendency is natural, since companies need to stand out in business in an increasingly dynamic market in order to ensure their survival. According to Gu et al. (2013), a key issue in project management research centers on why some projects are successful while others do not. This question led the researchers to explore potential determinants that can lead to success or failure of a project. For example, the Standish Group International (2009) found an overall rate of failure of the project around 72% in the US. Admittedly, the organizational culture has a strong influence on the success of the projects, but it would be possible to diagnose it for it better lead project teams? Thus, the aim of this study is to analyze the relationship between organizational culture and project management, using for both models like the Competing Values Framework (CVF) and the Organizational Culture Assessment Instrument (OCAI). The use of models is justified because they are the most used in the literature on organizational management, although we did not find empirical studies that use them in the Brazilian context in project management. The method used to obtain the dominant cultural profile for success in project management was the survey, in which the OCAI model was adapted and designed for managers and project team members. It was observed by analyzing the data, the clan culture showed the strong influence for success in project management according to the perception of the survey respondents. Importantly, there is a better culture profile than the other, so the obtained project management culture is only the diagnosis of an organizational culture that may allow obtaining superior performance, ie success in scope of service, quality, cost and schedule. It is argued for further study the importance of employing respondents from different states of Brazil and even from other countries, seeking to establish that there are no influences from other regional cultural factors in the perception of respondents.

Syftet med studien var att undersöka socialsekreterares och polisers upplevelser och erfarenheter av samverkan mellan dessa två myndigheter vid mäns våld mot kvinnor och barn i nära relation. Metoden som användes var en kvalitativ med semistrukturerade intervjuer. Tre socialsekreterare inom socialtjänsten samt två utredare inom polisen har intervjuats. Samverkan användes som teoretisk tolkningsram. Resultatet visade att samverkan uppfattas som mer omfattande och strukturerad när barn finns med i bilden, jämfört med våldsutsatta kvinnor utan barn och att olika arbetssätt, rutiner, sekretessbestämmelser, resursbrist och tidsbrist påverkar samverkan. Resultatet visade också att personliga relationer påverkar samverkan och att det finns kunskap och medvetenhet kring våld i nära relationer hos båda myndigheterna. Samverkan mellan socialtjänsten och polisen är nödvändig eftersom den bidrar till att hjälpa de våldsutsatta kvinnor och barn till att få det hjälp och stöd de behöver. / The purpose of this study was to investigate social workers and police investigators perceptions and experiences of cooperation between the two authorities in cases of violence against women and children by men in a close relationship. The method used was qualitative with semi-structured interviews. Three social workers in the social services and two police investigators were interviewed. Cooperation was used as a theoretical frame. The result showed that cooperation is perceived as more extensive and structured when children are involved, compared to when women without children are abused. Collaboration is affected by different work methods, procedures, rules of confidentiality, lack of resources and time. Results showed further that personal relationships affect cooperation and there is knowledge and awareness of violence in close relationships in both authorities. Cooperation between social services and the police is necessary and contributes to help abused women and children to get the support they need.

The purpose of the present study was to determine whether a set of teacher demographic, knowledge, and instructional variables is related to preschool children’s literacy development. Specifically, the study investigated how these teacher variables impact children’s language development scores on the four subscales of the Preschool Language Assessment Instrument, Second Edition (PLAI2) and the four subscales of the Test of Language Development – Primary, Fourth Edition (TOLD-P:4). There were two major research questions in the study: (a) Will the predictor set of CLASS emotional support, CLASS classroom organization, CLASS instructional support, level of education, years teaching pre-kindergarten, and answers on a teacher knowledge questionnaire (TKQ) correlate with the TOLD-P:4 language assessment subscales of relational vocabulary, syntactic understanding, sentence imitation, and morphological completion? (b) Will the predictor set of CLASS emotional support, CLASS classroom organization, CLASS instructional support, level of education, years teaching pre-kindergarten, and answers on a TKQ correlate with the PLAI2 language assessment subscales of matching, selective analysis, reordering, and reasoning? Results indicated no noteworthy correlations between the predictor variable set and the subtests of the TOLD-P:4; hence, the variable relationships posited in research question 1 were not supported by the data. Results for research question 2 indicated support for the variable relationships posited. Specifically, canonical correlation yielded two roots of noteworthy size (Rc 2 values = .19 and .09 for roots 1 and 2, respectively). Canonical structure coefficients indicated positive correlation between the teacher predictor variables of education, experience, knowledge, and the CLASS domain of emotional support with students’ scores on the PLAI2. At the same time, the amount of teaching experience that teachers had in the childcare industry was found to be negatively correlated to PLAI2 subscale scores. Findings are discussed relative to the literature on professional development.

Text in English / Health Communication Campaigns are one of the strategies used in facing the challenges of the spread and effects of the HIV/AIDS epidemic, which is not only a health issue but also has sociocultural implications and consequences. Although there are some models and research tools available to guide the planning, designing, implementing, monitoring and evaluation of health communication campaigns, the premise of the study was on two assumptions. First, most available models that guide the planning and execution of HIV/AIDS communication campaigns do not sufficiently highlight sociocultural variables; and second, since most available models do not sufficiently emphasise sociocultural variables, the design of the instruments for the assessment of the campaigns are not sufficiently geared towards identifying and assessing sociocultural variables of the campaigns. In light of these assumptions, the study was undertaken for three reasons. Firstly, to construct a sociocultural health communication campaign conceptual model that incorporates and highlights sociocultural variables to guide the planning and implementation of health communication campaigns; particularly HIV/AIDS communication campaigns. Secondly to develop an assessment instrument for assessing the presence or absence of sociocultural variables in the planning and implementation of health communication campaigns. Thirdly to test the theoretical sociocultural assessment instrument developed in the study in an HIV/AIDS communication campaign of the Ekurhuleni Metropolitan Municipality’s HIV/AIDS Unit. The results indicated that the instrument is a functional sociocultural assessment tool that can be used to determine three main aspects. Firstly, whether or not and at what level there is/or was active involvement and participation of the target audience in the communication campaigns process. Secondly, whether or not and at what level in the planning and execution of a campaign, the sociocultural context was taken into consideration and the relevant elements of such context incorporated in the campaign process. Thirdly, whether or not and at what level relevant theories/models underpinned the whole process of the health communication campaigns in the planning, designing, implementation, monitoring and evaluation stages. The sociocultural assessment instrument, therefore, is not meant for assessing the effectiveness of health communication campaigns per se. It is rather meant for use to ascertain the presence or absence of those three aspects on the assumption that if they are taking care of in the planning and implementation of such campaigns, the probability is that the campaigns would be more socioculturally appropriate. The implications of this study are that for health communication campaigns to be socioculturally appropriate, they display continuous community interactivity and participative (ensuring mutual relationship between campaign planners and target audience) in their planning, implementation and evaluation/assessment; making the whole campaign process strategic and integrative – their management should be strategic, implementation creative and monitoring and evaluation continuous. / Communication Science / D. Litt. et Phil. (Communication)

In today’s volatile market, retail companies struggle for survival as they have to become more flexible and dynamic. Thus, they change the organization, implementing agile methods. However agile is more than a set of practices and therefore the implementation process needs to be accompanied by organizational development to accomplish successful organizational change. This has been shown to be difficult for retail companies due to their size, defined silos, comfortable long-established ways of doing things and strong bureaucratic hierarchical culture. This thesis studies the implementation of agile in a large-scale retail organization and uses organizational development as a tool for deeper understanding and analysis. The study has been conducted at one of Sweden's leading retail organizations, where the research design contains two phases: one pre-study phase where a deeper understanding of the company and the transformation is achieved resulting in a problem formulation and the second phase where the main study is directed by the problem formulation and leads to an analysis and conclusion. The analysis is based on empirics gathered from three separate teams and is divided into three interconnected change phases, “Preparation”, “Implementation” and “Desired state”. From the analysis in the preparation and implementation phases; strengths and challenges within the organization were identified. Together with a maturity model to evaluate the implemented agile practices and an organizational culture assessment instrument to evaluate people and culture, the strengths and challenges were then used to estimate their current state and compare it to their future desired state. In conclusion, the strengths of the case company were that, when implemented, the observed teams incorporated the agile ceremonies and ways of work successfully. However, there were challenges identified in relation to resistance within management, there was a general lack of support from the sponsors and confusion about the managerial roles. There was also a lack of communication, cooperation and synchronizations between teams. / I dagens flyktiga marknader kämpar företag inom dagligvaruhandeln för att överleva då de måste bli mer flexibla och dynamiska i deras strategi. För att bemöta detta ändrar företagen sin strategi genom implementering av agila metoder. Emellertid handlar att vara agil inte bara om att använda sig av olika verktyg och övningar för att ändra hur man arbetar, utan för att implementeringen av agila metoder ska vara lyckad, måste den följas med av en lyckad organisationsförändring. En sådan agil implementering och organisationsförändring har visats vara komplicerad i just dagligvaruhandeln på grund av organisationernas ofta stora storlek, definierade silos, komfortabla gamla traditioner och starka hierarkiska organisationskultur. Denna uppsats studerar implementationen av agilt i ett storskaligt företag inom dagligvaruhandeln och använder sig av organisationsutveckling som ett verktyg för att nå en djupare förståelse och analys. Analysen är uppdelad i tre olika sammanhängande faser “Förberedelse”, “Implementering”, och “Önskat Tillstånd”. Empirin analysen är baserad på kommer från tre olika separata team, vilka är i olika faser av den agila transformationen. I förberedelse- och implementeringsfaserna identifieras styrkor och utmaningar hos företaget. Dessa används sedan tillsammans med en mognadhetsmodell, för att evaluera de agila tillvägagångssätten samt ett bedömningsinstrument för organisationskultur, för att evaluera personer och kultur, i syfte att sedan utvärdera det nuvarande tillståndet i jämförelse med det önskade. Sammanfattningsvis lyckades de observerade teamen att framgångsrikt implementera de agila metoderna och arbetssätten. Däremot identifierades flera utmaningar i relation till motstånd inom management. Det fanns en generell förvirring kring chefs rollernas betydelse och det saknades stöd från ledningsgruppen. Slutligen identifierades även förbättringsområden inom kommunikation, samarbete och synkronisering mellan olika team.