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Performance Diagnostic Checklist – human services: adaptação e aplicação em uma empresa brasileira / Performance Diagnostic Checklist – human services: adapt in a Brazilian businessRocha, Glauce Gomes da 16 September 2016 (has links)
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Previous issue date: 2016-09-16 / Some methods may be used to identify variables that maintain or limit classes of behaviors. The performance diagnostic tool called Performance Diagnostic Checklist - Human Services (PDC-HS), can be a useful tool in identifying functional variables, as well as indicating possible interventions to be implemented when there are performance problems. This research aimed to (1) Translate and adapt this tool that focuses on the verbal report of the leadership and the direct observations of the applicator, (2) create a team version to be answered by the employees, and (3) their respective applications in a business services company. The method consisted of seven steps, as follows: 1º) first check: students of the fifth year of Psychology, 2º) second check: Application in a pilot class of the company's management, 3º) third check: Appraisers experts in behavior analysis, 4º) fourth check: management team and direction of the company researched, 5º) defining and redefining the performance problem, 6º) fifth check: PDC-HS application of the target group and 7º) analysis. The results of the application of the tools in the different audiences are complementary. After the applications of PDC-HS in the researched company, 14 interventions were indicated in which seven are compatible actions between leadership and employees and seven are actions that would be appropriate based on the verbal report of the employees and that were not indicated on the basis of leadership’s verbal report. For future studies there is the need for customization of the tool, depending on the behavioral description of the performance problem, target audience and institution / Alguns métodos podem ser utilizados para a identificação de variáveis que mantêm ou limitam classes de comportamentos. A ferramenta de diagnóstico de desempenho chamada Performance Diagnostic Checklist – Human Services (PDC-HS), pode ser um instrumento útil na identificação de variáveis funcionais, além de indicar intervenções possíveis de serem implementadas, quando há problemas de desempenho. A presente pesquisa visou à (1) tradução e adaptação desta ferramenta que foca no relato verbal da liderança e nas observações diretas do aplicador, a (2) criação da versão equipe para ser respondida pelos liderados, e (3) suas respectivas aplicações em uma empresa do ramo de serviços. O método consistiu em 7 etapas, sendo elas: 1º) primeira verificação: Quintanistas de Psicologia, 2º) segunda verificação: Aplicação em uma turma piloto de gestores da empresa pesquisada, 3º) terceira verificação: Avaliadores especialistas em Análise do Comportamento, 4º) quarta verificação: Equipe administrativa e direção da empresa pesquisada, 5º) definição e redefinição do problema de desempenho, 6º) quinta verificação: Aplicação do PDC-HS no grupo alvo e 7º) análises. Os resultados das aplicações das ferramentas nos diferentes públicos são complementares. Após a aplicação do PDC-HS na empresa pesquisada, 14 intervenções foram indicadas nas quais sete são ações compatíveis entre liderança e liderados e sete são ações que seriam indicadas com base no relato verbal dos liderados e que não foi indicado com base no relato da liderança. Para futuras pesquisas há a necessidade de customização da ferramenta, a depender da descrição comportamental do problema de desempenho, público alvo e instituição
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Automated ECG Analysis for Characteristics of Ischemia from Limb Lead MLIII Using the Discrete Hermite TransformThozhal, Rijo 01 July 2015 (has links)
No description available.
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PROFITABILITY IMPROVEMENT OF CONSTRUCTION FIRMS THROUGH CONTINUOUS IMPROVEMENT USING RAPID IMPROVEMENT PRINCIPLES AND BEST PRACTICESFekadu Debella (9155963) 29 July 2020 (has links)
<p>The internal and external
challenges construction companies face such as variability, low productivity,
inefficient processes, waste, uncertainties, risks, fragmentation, adversarial
contractual relationships, competition, and those resulting from internal and
external challenges such as cost overruns and delays negatively affect company performance and
profitability. Though research publications abound, these challenges persist,
which indicates that the following gaps exist. Lean construction, process
improvement, and performance improvement research have been conducted wherein
improvement principles, and best practices are used to ameliorate performance
issues, but several knowledge gaps exist. Few companies use these improvement
principles and best practices. For those
companies applying improvements, there is no established link between these
improvements and performance/profitability to guide companies. Further, even
when companies use improvement principles and best practices, they apply only
one or two, whereas an integrated application of these improvement principles
and best practices would be more effective. The other gap the author identified
is the lack of strategic tools that construction companies can use to improve
and manage their profitability. This thesis tried to fill the knowledge gap, at
least partially, by developing a two-part excellence model for profitability
improvement of construction companies. The excellence model lays out strategies
that would enable companies to overcome the challenges and improve their
profitability. The excellence model also gives an iterative and recursive
continuous improvement model and flowchart to improve the profitability of
construction companies. The researcher used high impact principles, guidelines,
and concepts from the literature on organizational effectiveness, critical
success factors, strategic company profitability growth enablers, process improvement,
and process maturity models, performance improvement, and organizational
excellence guidelines to develop the two-part excellence model.</p>
<p>The author also translated the
two-part excellence model into the diagnostic tool and Decision Support System
(DSS) by use of process diagrams, fishbone diagrams, root cause analysis, and
use of improvement principles, countermeasures and best practices at the most
granular (lowest intervention) levels to do away with root causes of poor
performance. The author developed the diagnostic tool and Decision Support
System (DSS) in Access 2016 to serve as a strategic tool to improve and manage
the profitability of construction companies.
The researcher used improvement principles, and best practices from scientific and
practitioner literature to develop company and project process flow diagrams,
and fishbone (cause and effect) diagrams for company, department, employee,
interactions and project performance for the profitability improvement, which
are the engines of the diagnostic tool and DSS. The diagnostic tool and DSS use
continuous improvement cycles iteratively and recursively to improve the
profitability of construction companies from the current net profit of 2-3
percent to a higher value.</p>
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