This study was concerned with characteristics of the process of reaffirmation of accreditation in the Southern region among institutions that completed reaffirmation under the revised _Criteria for Accreditation_ and those that completed reaffirmation under the former _Standards of the College Delegate Assembly._ The institutions that had completed reaffirmation under the new _Criteria_ were identified. A matching group of equivalent institutions which had last completed reaffirmation under the _Standards_ was created. Each group contained 66 institutions. Data were collected using the records of the Commission on Colleges of the Southern Association of Colleges and Schools. Four areas were identified in which the implementation of the _Criteria_ might affect the process of reaffirmation of accreditation: (a) institutional organization for the self-study, (b) visiting committee composition, (c) number of recommendations by visiting committees, and (d) substance of recommendations by visiting committees. A series of nine hypotheses were tested to assess these effects. The process of reaffirmation of accreditation does not appear to have been substantially affected by the implementation of the new _Criteria for Accreditation._ Institutional organization for the self-study appears unaffected by the implementation of the Criteria for most institutions. There appears, however, to be evidence that the _Criteria_ have effected change for a minority of institutions. The implementation of the _Criteria for Accreditation_ does not appear to have influenced either the size or the composition of visiting committees of peers. The implementation of the _Criteria for Accreditation_ has not increased the average number of recommendations by visiting committees of peers, but there appears to be evidence that it has created a minimum core of recommendations common to many institutions. The addition of the criterion on institutional effectiveness apparently has created a new and proportionately overrepresented focus for visiting committee recommendations.

In 2009, the Archdiocese of New Orleans went through a reorganization that resulted in the closure of numerous parishes under its direction. This thesis will look at how one of the parishes closed during this reorganization, St. Henry’s, had already faced, and survived, numerous attempts at closure. A study of these previous attempts reveals that internal church politics were often on display and the driving force behind the decisions. Using documents from the Archdiocesan Archives of New Orleans, this thesis looks at the history and leadership of St. Henry’s parish, and examines how the survival of a church often has more to do with the personalities of those in leadership positions and less to do with the propagation of faith.

The Prefecture of Pella bought Heirachabis in 1895 and occupied it in 1898. This marked the beginning of the Mission in the South. The Oblates of Mary Immaculate officially started on 8 December 1896. They were allowed to minister among the Europeans and among Africans, not ministered to by a Protestant Mission. The first expansion was at Klein Windhoek, and at Swakopmund being the gateway to the Protectorate. The Tswana invited the Mission to help them after they had arrived from the Cape. Aminuis and Epukiro were founded. After 1905 the Mission was allowed to open stations among the Herera and Damara. Doebra, Gobabis, Usakos, Omaruru, and Okombahe were the result. Seven expeditions were undertaken to reach Kavango. After many failures the first mission became a reality at Nyangana in 1910. Just before the war the expansion reached Grootfontein, Tsumeb and Kokasib. In the South missions were opened at Warmbad, Gabis, Keetmanshoop, Luederitz and Gibeon. World War I scattered the African population of the towns which disturbed the missionary work. The S. A. Administration allowed most missionaries to stay. After the Peace Conference S. W. A. became a Mandate of S. A. In 1924 permission was granted to enter Owambo. The first station was opened in Ukuambi, later followed by Ombalantu and Okatana. In 1926 the Prefecture of Lower Cimbebasia was elevated to the Vicariate of Windhoek, while the Prefecture of Great Namaqualand became the Vicariate of Keetmanshoop in 1930. World War II left the missionary activities undisturbed. In 1943 Magistrate Trollop in Caprivi invited the Catholic Mission in 1943 to come and open educational and health facilities. The South expanded into Stampriet, Witkrans, Aroab, Mariental. The election victory in 1948 in South Africa of the Afrikaner Parties with the resulting apartheid legislation negatively affected the missions in S. W. A. After 1965 the influence of Vatican II became noticeable, while the pressure of the United Nations Organisation moved the territory towards independence. While initially the Catholic Church had been very cautious, in the ?O's and 80's she took a very definite stand in favour of human rights. She also became a full member of the CCN. / Christian Spirituality, Church History and Missiology / D. Th. (Missiology)

"It is the purpose of this study is to examine these characteristics of the delegates from Texas to the 1964 Democratic and Republican national nominating conventions, as well as to compare and contrast their characteristics. It is a basic assumption of this study that the characteristics of national convention delegates are important in the determination of the character of the convention as an institution."-- leaf 2.

Si le législateur se préoccupe de l’organisation des instances de représentation du personnel, parfois de leur disparition, il n’envisage guère leur évolution. De celle-ci les opérations de restructuration constituent l’un des principaux facteurs. Elles affectent souvent l’organisation des instances de représentation du personnel, ne serait-ce qu’en provoquant une modification de leur cadre d’organisation. Le législateur ne s’en est que faiblement préoccupé laissant aux partenaires sociaux, par voie d’accord, et au juge, au fil de ses arrêts, le soin d’apporter réponse aux questions apparues. Si ce mode de traitement des interrogations que suscite le devenir des instances de représentation du personnel n’est pas dépourvu de mérites, il présente aussi des inconvénients, singulièrement sur le terrain, toujours sensible, de la sécurité juridique. A une intervention du législateur, il est permis d’appeler. Elle pourrait, au demeurant, être l’occasion de repenser le droit de la représentation du personnel afin d’en épurer les lignes et d’en simplifier l’architecture. Les empilements d’instances ne sont pas nécessairement utiles à la défense des intérêts des salariés … et peuvent compliquer à l’excès la gestion de l’entreprise ou du groupe. / If the legislator gives active consideration to the organization of the employee representation bodies, sometimes to their disappearance, he hardly considers their evolution. Restructuring operations are one of its main factors. They often have effect on the organization of the employee representation bodies, at least by causing a change of their organizational framework. The legislator has hardly considered it, leaving to the social partners, by agreement, and to the judge, throughout its judgments, the task of providing answers to the occurred questions. If this way of solving the questions coming from the evolution of the employee representation bodies is not devoid of merits, it also has disadvantages, particularly in the area, always sensitive, of legal certainty. It is arguable to call for a legislative intervention. It could, moreover, be an opportunity to rethink the employee representation law in order to refine its lines and to simplify its architecture. The stackings of bodies are not necessarily helpful to the defense of the interests of employees… and can overly complicate the management of company and of group.

The Prefecture of Pella bought Heirachabis in 1895 and occupied it in 1898. This marked the beginning of the Mission in the South. The Oblates of Mary Immaculate officially started on 8 December 1896. They were allowed to minister among the Europeans and among Africans, not ministered to by a Protestant Mission. The first expansion was at Klein Windhoek, and at Swakopmund being the gateway to the Protectorate. The Tswana invited the Mission to help them after they had arrived from the Cape. Aminuis and Epukiro were founded. After 1905 the Mission was allowed to open stations among the Herera and Damara. Doebra, Gobabis, Usakos, Omaruru, and Okombahe were the result. Seven expeditions were undertaken to reach Kavango. After many failures the first mission became a reality at Nyangana in 1910. Just before the war the expansion reached Grootfontein, Tsumeb and Kokasib. In the South missions were opened at Warmbad, Gabis, Keetmanshoop, Luederitz and Gibeon. World War I scattered the African population of the towns which disturbed the missionary work. The S. A. Administration allowed most missionaries to stay. After the Peace Conference S. W. A. became a Mandate of S. A. In 1924 permission was granted to enter Owambo. The first station was opened in Ukuambi, later followed by Ombalantu and Okatana. In 1926 the Prefecture of Lower Cimbebasia was elevated to the Vicariate of Windhoek, while the Prefecture of Great Namaqualand became the Vicariate of Keetmanshoop in 1930. World War II left the missionary activities undisturbed. In 1943 Magistrate Trollop in Caprivi invited the Catholic Mission in 1943 to come and open educational and health facilities. The South expanded into Stampriet, Witkrans, Aroab, Mariental. The election victory in 1948 in South Africa of the Afrikaner Parties with the resulting apartheid legislation negatively affected the missions in S. W. A. After 1965 the influence of Vatican II became noticeable, while the pressure of the United Nations Organisation moved the territory towards independence. While initially the Catholic Church had been very cautious, in the ?O's and 80's she took a very definite stand in favour of human rights. She also became a full member of the CCN. / Christian Spirituality, Church History and Missiology / D. Th. (Missiology)

The diploma work seeks for a personality of an ideal manager in chosen institutions of public administration, defines, who is an ideal manager and compares theoretical knowledges with reality. It contains a concept of training and a manual conductive to increasing in professionalism of managers in public administration.

Abstract The purpose of this research was to study the actorship of occupational safety and health delegates and managers and the development of their actorship as part of their respective work organizations and the systems of occupational safety and health (SOSH), especially in the context of cooperation. Qualitative (N = 119) and statistical (N = 125) data and analysis were used at the same time. In January 2001, there was an advertisement in the Työ Terveys Turvallisuus (Work Health Safety) magazine inviting occupational safety and health delegates and managers to report about the course and prospects of their career as well as their experiences of success and dificulties. The average report was two pages in length and compact. Almost all people who responded to the invitation were sent a SOSH questionnaire. The NVivo2-software was used for qualitative analysis and partly also for statistical analysis, and the purpose was to find structural entities and invariance. The statistical analysis was mainly concerned with SOSH. The most important aspects of action are the object and the outcome in relation to the facilities, division of tasks, community and rules within the operating system. The object and the change of action were investigated by shaping different ways of objectifying and understandings their background. There are three levels of the objectifivation: 1) one-dimensionality of the working environment, 2) multi-dimensionality of the micro system and 2) multi-dimensionality of the meso system. Historical development proceeds from the first through the second towards the third level, because the phenomena of the organizational and working environment are progressively understood as more and more many-faceted and interactional. The change of the ways for objectification also proceeds through three historical phases: 1) the phase of safety at work and the physical working environment, 2) the expanding phase towards a psychosocial working environment and working ability and 3) the expanding phase towards occupational well-being, holistic organizational development and active leadership. The interaction and cooperation are important themes in the actions of OSH delegates and managers. When the scope of interaction and the activity of leadership are cross-classified four alternatives emerge: 1) conflicting, 2) asymmetric, 3) symmetric, and 4) synergic modes of OSH cooperation. In the same axial situation, it is possible to make a typology of the enterprises and other work organizations: 1) defensive and solid, 2) passive and uncoordinated, 3) active and coordinated, and 4) totally managed and renewing. When the level of OSH cooperation and the ability to endure and produce conflicts of values and objects are cross-classified, six types of OSH delegates and managers can be identified: 1) assistant, 2) representative, 3) marketer, 4) auditor, 5) developer, and 6) adviser. Each of them is better consistent with some organizational types than some others. Typical personal strategies are 1) submissiveness and reactiveness, 2) marketing, 3) proactiveness, and 4) professional skills for development. The typical causes of success in OSH include the activity, commitment and support of leaders and managers (70%), on the personal characteristics, ways of action and activity of OSH delegates and managers on the other (70%). / Tiivistelmä Tutkimuksen tarkoituksena oli selvittää työsuojeluvaltuutettujen ja -päälliköiden toimijuutta ja sen kehitystä osana omaa työorganisaatiota ja sen työsuojelujärjestelmää erityisesti yhteistoiminnallisuuden näkökulmsta. Tiedonhankinnassa ja analyysissa käytettiin samanaikaisesti laadullisia ja tilastollisia keinoja. Tapausten lukumäärä laadullisessa aineistossa oli 125 ja tilastollisessa aineistossa 119. Laadullisessa analyysissa käytettiin hyväksi NVivo2-tietoteknistä analyysiohjelmaa. Kyselytutkimuksen aineistolla selvitettiin työsuojelun yhteistoiminta-aktiivien näkökulmasta työsuojelujärjestelmien tilannetta. Toiminnan kohdetta ja sen muutosta tutkittiin selvittämällä työsuojelun yhteistoimintahenkilöstön kohteellistamistapoja ja -ymmärryksiä. Aineistosta erottuu kolme kohteellistamisen päätasoa: 1) työympäristön yksiulotteisuus, 2) mikrotason systeemisyys ja 3) mesotason systeemisyys. Kehitys kulkee ensiksi mainitusta kohti viimeksi mainittua, mikä voidaan selittää sillä, että asiat ymmärretään ajan kuluessa organisationaalisesti yhä monitahoisemmin, monitasoisemmin ja vuorovaikutteisemmin. Työsuojelun yhteistoiminnalle erityiset muodot saatiin valitsemalla ulottuvuuksiksi yhteistoiminnan kohdealueen laajuus ja johtamisen aktiivisuus. Tällöin saadaan nelikentän lohkoille nimet 1) ristiriitainen, 2) epäsymmetrinen, 3) symmetrinen ja 4) synerginen. Työsuojelun yhteistoiminta-aktiivien selostusten perusteella oli mahdollista analysoida ja tyypitellä heidän toimintakenttänään olevia yrityksiä ja organisaatioita. Tällöin yhdistettäessä tarkastelu-ulottuvuuksiksi yhteistoiminnan kohdealueen laajuus ja johtamisen aktiivisuus saadaan organisaatiotyypeiksi 1) jähmettynyt ja defensiivinen, 2) passiivinen ja koordinoimaton, 3) osittaisjohdettu ja aktiivinen sekä 4) kokonaisjohdettu ja uudistuva. Jaoteltaessa työorganisaation yhteistoiminnallisuus kolmeen eri tasoon ja toisaalta työsuojelun yhteistoimintahenkilön kyky tai tapa kohdata ristiriitoja kahteen eri tasoon saadaan 6-osainen typologia: 1) avustaja, 2) edunvalvoja, 3) markkinoija, 4) katselmoija, 5) kehittäjä ja 6) neuvonantaja. Kukin tyyppi kehitysvaiheena mahdollistuu todennäköisimmin jossakin organisaatiotyypissä, joka vuorostaan kehitysvaiheena tuottaa tietyt edellytykset ja tarpeet kyseisen tyypin, eli tietyn rooli- ja tehtäväkokonaisuuden, omaksumiseen. Vastaavasti strategisina perusvaihtoehtoina saadaan nelikenttä, joka jakaantuu seuraavasti: 1) reaktiivisuus ja alistuvuus, 2) markkinoivuus, 3) proaktiivisuus ja 4) kokonaisvaltaisuus ja kehittäjäammatillisuus. Työsuojelutoiminnan onnistuneisuuden syistä tärkeimmiksi mainitaan yhtäältä omistajien ja johdon aktiivisuus, tavoitteellisuus, sitoutuneisuus, kiinnostuneisuus ja tuki, sekä toisaalta työsuojelun yhteistoimintahenkilöstön henkilökohtaisen ominaisuudet, toimintatapa ja aktiivisuus. Molemmat tekijät saavat kaksikolmasosan osuuden vastauksissa. Johdon ja omistajien kokonaismerkitys tulee esille, kun vaikeuksien syinä johdon passiivisuus, tavoitteettomuus, tietämättömyys, osaamattomuus ja kielteisyys saavat 52 %:n osuuden selostuksissa. Työsuojeluvaltuutetut ja -päälliköt joutuvat tehtävässään toimintaedellytysten ja ristiriitojen kenttään, jonka merkitys jaksamisen ja toiminnan mielekkyydelle on pitkällä aikavälillä riippuvainen toimintaedellytysten ja ristiriitojen laadusta ja niiden välisestä suhteesta. Työpaikkakohtaisen työsuojelujärjestelmän tilaa erittelevät tulokset osoittavat, että lähes kaikissa tarkastelukohteissa on yleisesti ottaen kehittämisen ja parantamisen varaa. / Sammanfattning Syftet med denna forskning är att redogöra för skyddsombudens och -chefernas verksamhet och redogöra för utvecklingen för verksamheten, i synnerhet ur samarbetets synvinkel, som en del av den egna arbetsorganisationen och det egna systemet för arbetarskyddsarbetet. I undersökningen används både kvalitativa och statistiska metoder. Skyddsombuden och -cheferna ombads genom en annons i tidningen Työ Terveys Turvallisuus berätta om sin egen karriär i arbetarskyddsarbetet, samt om sina erfarenheter och åsikter, om framgångar och svårigheter i samarbetet. Till alla som skrev sändes också ett frågeformulär som innehöll frågor om egenskaper av systemet för arbetarskyddsarbetet. I det kvalitativa materialet var antalet fall 125 och i det statistiska materialet 119. Stora företag och organisationer, kommuner och skyddsombud utgjorde majoriteten av forskningsmaterialets svar. Det finns tre objektiva nivåer i verksamheten: 1) arbetsmiljöns endimensionalitet 2) mikronivåns systematik och 3) mesonivåns systematik. Utvecklingen sker från den första mot den sistnämnda, de organisatoriska förbindelserna mellan olika nivåer blir med tiden ännu mångsidigare och har större växelverkan. Ur den organisationspolitiska synvinkeln har utgångspunkten varit till slutet av 1980-talet en riskhanteringspolitik som har strävat till att hindra förluster. I början av 1990-talet har personal- och utvecklingspolitiken kommit med i bilden, till exempel som personalekonomisk beräkning och rapportering, som upprätthållande och främjande av arbetsförmåga, samt som kvalitetsverksamhet. Målet i arbetarskyddsarbetet har utvidgats till organisationspolitikens område. Den följande fasen kan vara en integrerad politik för resultat och arbetsvälmåga. I förändringen av målinriktningarna kan man skilja på tre nivåer och faser vilka utvidgar sig till 1) arbetssäkerhet och fysisk arbetsmiljö 2) till arbetsförmåga och psykosocial arbetsmiljö 3) till välmående, holistisk utveckling och aktiv ledning. Växelverkan och samarbete delar sig på fyra utvecklingshistoriska faser beroende på ledningens aktivitet och arbetarskyddsarbetets omfattning 1) motstridig 2) osymmetrisk 3) symmetrisk och 4) synergisk. Också arbetsorganisationerna kan med samma princip delas i fyra typer 1) stelnad och defensiv, 2) passiv och okoordinerad, 3) delvis styrd och aktiv och 4) helt styrd och förnyande. Skyddsombuden och -cheferna kan delas i sex typer på grund av den personliga förmågan att ta emot, orsaka och undvika konflikter, och den organisatoriska förmågan att samarbeta: 1) assistent, 2) representant, 3) marknadsförare, 4) mönstrare, 5) utvecklare och 6) rådgivare. Det finns behov att utveckla nästan alla delområden i arbetarskyddsarbetet inom arbetsorganisationerna.

Made available in DSpace on 2011-05-04T12:36:29Z (GMT). No. of bitstreams: 0 Previous issue date: 2009 / Este trabalho propõe analisar o fenômeno da terceirização desenvolvido ao longo das duas últimas décadas em Bio-Manguinhos. Trata-se de um estudo de caso realizado na unidade de produção de vacinas e reagentes para diagnóstico da Fundação Oswaldo Cruz. Inicialmente foi realizado um estudo de cenário, analisando a política de gestão do trabalho desenvolvida pelo Estado brasileiro para as instituições públicas. A seguir, a análise passou a verificar a inserção da Fiocruz nessas políticas, desde a sua criação e no decorrer de vigência de diferentes formas de contratação, alternando da extrema rigidez para a total flexibilidade sempre com foco na gestão do trabalho, e, como essas políticas se refletiram no desempenho de Bio-Manguinhos. Baseado no contexto da conformação do Estado e na análise do desempenho da unidade, o trabalho critica a falta de planejamento e de prospecção dessas políticas, que favoreça a inovação de processos, produtos e procedimentos e o desempenho pleno de uma unidade de produção de insumos para a saúde, tão necessários ao atendimento das necessidades da população brasileira. Critica também, a ausência de um modelo de Estado consolidado que sirva de arcabouço à formulação dessas políticas. Devido às fortes críticas dos órgãos de controle acerca da extrapolação dos limites da terceirização praticada nas últimas duas décadas e à falta de definição clara desses marcos legais, o trabalho apresenta uma metodologia baseada nas atribuições dos cargos do plano de carreiras da Fiocruz e culmina com a apresentação de uma matriz de atribuições passíveis de serem realizadas por contratação indireta. Conclui pela necessidade de convivência de dois quadros de trabalhadores: um permanente formado por servidores, estáveis e de carreira e outro flexível, executado por contratação indireta, de caráter eventual, temporário ou de apoio às atividades relacionadas à missão de Bio-Manguinhos. O trabalho ainda sugere a aplicação da mesma metodologia às demais unidades da Fiocruz e que a instituição afirme, frente aos órgãos de controle, quais atividades que ela precisa manter no quadro de servidores permanente e quais ela quer delegar a terceiros sem contudo, ferir a legislação vigente. Por fim, constata-se que a metodologia apresentada ameniza, mas não resolve o problema, dessa forma, recomenda-se à Fiocruz buscar mecanismos que altere o modelo de gestão pelo qual está submetida a fim de viabilizar as duas formas de incorporação de mão-de-obra.