<p>Real-time networks are traditionally built on proprietary standards, resulting in a interoperability issues between different real-time netork implementations and traditional data networks mainly used in back office operations.</p><p>Continuity and supplier independence are a cause of concern with current</p><p>proprietary real-time networks.</p><p>This project evaluates the capability of providing real-time traffic over</p><p>switched Ethernet with EDF scheduling algorithm implemented at both the</p><p>switch and the node. By using OMNET simulation tool at packet level, it</p><p>is shown that the EDF implementation in switched Ethernet can guarantee</p><p>real-time traffic over the network and at the same time supporting non real-time traffic.</p>

<p>De fördelar och värde som ett affärssystem kan bidra med till verksamheten uppstår inte automatiskt när det tas i drift. Det krävs ett fortsatt utvecklingsarbete av system, processer och organisation för att fördelarna ska synas. Studiens syfte har varit att få fram vilka aspekter som är viktiga att ha i åtanke kring fortsatt utvecklingsarbete av ett affärssystem. Därigenom har vi skapat oss en förståelse för hur företag arbetar i Second Wave samt hur teorin förhåller sig till praktiken. Det empiriska materialet har inhämtats genom kvalitativa gruppintervjuer på två stora svenska företag med sammanlagt elva respondenter. Det insamlade materialet har sedan analyserats och jämförts med vår teoretiska referensram som behandlar affärssystem generellt och arbetet efter implementationen i synnerhet. Undersökningen har visat att företag måste arbeta parallellt med stegen i Second Wave, att det initialt krävs en strategi hos företagen för det fortsatta utvecklingsarbetet samt att det är viktigt att företagen bedriver användarträning både före och efter det att systemet har tagits i drift. För företagen börjar det stora arbetet när affärssystemet är implementerat, affärssystemleverantören har gjort sitt och företaget ska börja utvecklas för att nå nya mål.</p>

<p>The aim of this paper is to see if Sweden has implemented the recommendations and taken notice of the guidelines for employment that the Commission and Council set up every year and from this see the role of the Commission and Council for the national employment politics. The years that I focused on in the paper are year 2000- 2004. The method that is used is a case study research that is exploratory and explanatory. The theoretical starting points are theories about delegation, cooperation and a variation of control and autonomy. This is recognized in the Principal- Agent theory and the Principal- Supervisor-Agent model. The Council and the Commission give recommendations and guidelines every year to the member states that points out what should be done for the employment. The member states can choose to implement the recommendations and guidelines or not. In other words is it not mandatory. The result of the paper is that Sweden has implemented and taken notice of to the recommendations and guidelines that the Council and the Commission gave to Sweden during year 2000- 2004, yet I argue that there have been differences to which extend the implementation has taken place.</p>

<p>ID projects are characterized by a complex network of stakeholders that often lead to the tangledrelationships among various parties. Different stakeholders therefore can exert the influence overan ID project in different ways resulting in both constructive and counter-productive impacts tothe projects. The implementation stage, in many ways, is considered the most significantlyimportant phase in the project life cycle where all the project activities are materialized. Thus,understanding the intricacy of the stakeholders’ impacts to the project implementation is criticalto facilitate the project results.</p><p>A multiple-case study of the two ID projects executed in Vietnam is undertaken with the aim toinvestigate the impacts of the key stakeholders on ID projects beyond the early phases of IDproject life cycle, focusing in particular on the implementation phase. In order to have the wholepicture of the key stakeholders’ impacts to the project implementation, this research alsoexplores the contributing factors of the identified impacts as well as examines how powerful thekey stakeholders are in controlling the decisions making and/or facilitating the projecti mplementation represented through their different degrees of influence.</p><p>Results of the findings suggest both similarities and differences in which the reported impacts ofthe key stakeholders tend to be more counter-productive than constructive to the projectimplementation. The similarities of the findings indicate that the two distinctive projects facecommon issues in the implementation phase whilst the differences can be explained by thespecific circumstances that surround the projects. The representation of the counter-productiveaspects in the findings signify the risks associated with the key stakeholders which is worth while considering in terms of the risk mitigation in the implementation phase of an ID project.</p>

In South African classrooms a strong emphasis is placed on assessing learners by means of portfolios. Through the utilisation of portfolios it is envisaged that learner growth and development should be enhanced in order for learners to become expert learners who are strategic, self-regulated and self-reflecting. This study aimed to determine how effective the implementation of portfolio assessment presently is, and if necessary, to develop a model that could improve the implementation of portfolio assessment in the Senior Phase, Grade 9 in particular. By means of explanatory mixed method research through the completion of questionnaires by 369 learners and 88 educators, and focus group interviews conducted with 36 of the 88 educators from the Sedibeng West District, disconcerting results were revealed. It appeared that educators are not equipped with adequate knowledge and skills to implement portfolio assessment in order to enhance learner growth and development. Based on the disturbing findings, a model was designed to highlight the processes and components involved in the successful implementation of portfolio assessment. As no evidence of any other model to improve the implementation of portfolio assessment at school level could be located, the contribution of this study lies in the development of a tool that could be utilized by the Department of Education to train educators to become effective implementers of portfolio assessment. / Thesis (Ph.D. (Education))--North-West University, Vaal Triangle Campus, 2009.

The management of quality is a consideration in all industries. The ISO 9000 standard defines a management system framework which includes the necessary and sufficient elements for the systematic management of quality. Some organizations experience positive results from implementing an ISO 9000 based quality management system while others do not. Given its widespread use and the economic implications of ineffective implementation, this study analyzes the implementation process steps, the performance of system elements after certification and organization performance metrics. The methodology combines publicly available financial data and survey results to characterize the determinants of success for ISO 9000 quality management system implementation.

<p><em>Doktrin för luftoperationer</em> fastställdes som styrande dokument för alla luftoperationer 2005. Har då doktrinen blivit det styrande dokument i Flygvapnet som den är tänkt att vara?</p><p>I denna uppsats avser jag undersöka till vilken grad <em>Doktrin för luftoperationer</em> är implementerad i flygvapnets ledning och om doktrinen används som styrande dokument i utformningen av ordrar, direktiv och TOEM.</p><p>Jag har genom en kvalitativ textanalys granskat två centrala dokument ur olika perspektiv, för att utröna <em>till vilken grad</em> doktrinen används som styrande dokument. Jag har även intervjuat utvalda delar i flygvapnets ledning för att få ledningens uppfattningar av graden av implementering. Jag har i uppsatsen använt mig av en tregradig skala: <em>Inte alls</em>, <em>Till del</em> samt <em>Fullständigt</em> implementerad.</p><p>Genom dessa analyser har jag kunnat dra slutsatsen att <em>Doktrin för luftoperationer</em> endast <em>till del</em> är implementerad i flygvapnets ledning.</p> / <p>The Swedish doctrine for air operations was released and became effective in 2005. The doctrine was supposed to be a ruling document but is that the fact?</p><p>The aim of this study is to investigate at what level the doctrine has been implemented in the leadership of the Swedish Air Force and if the doctrine is in use as a ruling document when writing orders, directive and tactical, organisational, economical objectives (TOEM) for the sub-units.</p><p>The scientific method of this investigation is a qualitative text analysis where I analysed two vital documents in order to measure the level of implementation. For that purpose I have used a three grade scale: <em>not</em> implemented, <em>partly</em> and finally <em>fully</em> implemented.</p><p>The conclusion I draw after examining the subject is that the Swedish doctrine for air operations is only <em>partly</em> implemented in the Air Force.</p>

Background To succeed all companies need to formulate practical guidelines for why, how and where they are doing business. Examples of these guidelines include the stated mission, vision, the identity, and overall goals. Companies formulate the mission, vision, goals and strategies in line with their organizational culture. Therefore successfully managing culture and its underlying assumptions, morals and beliefs, is the basis for the prosperity of a company. The organizational culture can be summarized and communicated through core value statements. At its best these can be communicated to employees and serve as a constant reminder, a reinforcement of the most important aspects of the company´s culture. Purpose This thesis analyzes how the company Fagerhult Group implements and communicates their organizational culture and how their written core values represent the way the company do business. The Case The authors have investigated the company Fagerhult Group and their process of implementing and communicating their culture and stated core values. The authors have specifically focused on how this was carried out in the Polish office. The company entered Poland in 2007 as Foreign Direct Investment (FDI), hence it provides a clear and practical example on how the company´s implementation process looks like. Method The authors have conducted a single case study, using a qualitative research method approach, where mainly semi-structured telephone interviews have been used for collecting information. Conclusion Fagerhult Group has successfully implemented the true culture, characterized by customer focus, quality, respect and empowerment, into the Polish office. This was done through face-to-face communication and situation-based training. These methods have proven to be highly effective when implementing culture, values and other important messages, since it provides the employees with a practical example on how to act and behave according to the Fagerhult way. However, the written core values; respect, responsibility and enterprise, mainly communicated through annual reports and company web page are found to not be entirely cohesive with the true organizational culture. Therefore these have not had any practical penetrating power and have been poorly communicated to the employees.

The effects of globalization have changed the global market rules which encourage many firms to expand their sales to foreign markets with the aim of entering new and potential profitable market. OnDemand Group (ODG) ‚ UK Based Company that focuses on content management on the platforms of operators’ music and video‚ has already seen the advantages by entering 24 different country markets and now by entering to Dubai market which is the opportunity for ODG to move to Middle East market. However‚ the internationalization process is a long process for the firms. The firms must choose the right market, right entry modes, target markets to benefit from opportunities, design new global marketing program, and find appropriate ways to implement that program in each market. In this thesis‚ we mainly focused on implementation of global marketing program‚ because‚ regional differences due to different preferences of other markets can be a shortcoming for ODG for the creation and implementation of global marketing program in Dubai. Our aim is to understand how OnDemand Group marketing program accommodate these differences, and what changes they are making in the marketing program and organizations to reach the new potential markets and broadband operators in Middle East close to United Arab Emirates market. To find out the answers for our research question related with global marketing program‚ Qualitative method is used in our study. Qualitative method in this research will aim to collect both primary data through e−mail and phone interview, and secondary data related with ODG is obtained through ODG website and relevant reports, academic journals, university database, books and relevant websites. In conclusion, we clearly observe that many aspects of the global marketing program remained unchanged, and there are many processes that are even standardized like some processes in the operations and the strategic management models by headquarters. However when it comes for the end customer services offered by ODG, there are a quite high level of customization between different regions and countries. In real practice, we find this applicable even for simple product companies that offer some level of services. .

This dissertation is a case study dealing with a school development project that took place in an upper secondary school as a result of a merger of two schools with different cultures. The project used a method called “Frirumsmodellen” and was planned to be conducted in three steps. The first was to carry out a cultural analysis in order to map the preconditions to start a school development project. The second was to carry out concrete actions and finally study eventual effects from such activities by doing a second cultural analysis. My role was to be a supervisor in the school development work, but at the same time study how this work was conducted and its impact in the ordinary school day. The dissertation takes its departure in the fact that schools are political governed. The mission of schools is never neutral; it is always an expression of behind laying social forces, ideologies and ideals of the contemporary society. Of this reason, there is a close connection between the macro political level and the micro political level. Another point of departure is the transition from a modern to a post modern society that gives the character to the changes that take place in schools. Steering of schools has partly been treated as a technical implementation problem. Schools contain on going conflicts between different interest groups that, more or less regularly, end up in educational reforms. These reforms generate school development activities in the single school. Undoubtedly, this makes school development to a complex process. At a rather late stage of the study I decided not to fulfil my task to follow the original plan. I instead let the school development project as a model to be in focus. The over all purpose was formulated: How is it possible to understand what happened in the school development project in the Falkgymnasiet and why was it not possible to carry it out as it was said in the project plan? To interpret what took place during the project I did create an interpretation frame of implementation and complexity theory that also made it possible to critically scrutinise the “Frirumsmodellen”. Already in an early stage of the process it was obvious that the “Frirumsmodellen” did not supply any tools to use and it became disconnected from the project. The project in it selves was marginalised and made invisible. The headmaster used the situation to change things she thought were important to develop. As a result, things happened, but most of the involved people did not at first hand connect this to the project. It is, of course, difficult in detail to say what caused what. The complexity theory successively made the hidden patterns revealed, hidden unofficial potentates visible, as well as unpredictable conditions that generated reactions from the personnel in front of a development work. Together this was rather efficient obstacles for not changing this school. I also discuss school development and implementation problems on a general level, for example, the possibility to transform a top-down initiated project to be bottom-up driven and using project as a tool for school development work. It was obvious that headmasters and teachers must be prepared to handle the ideological dimensions of problems schools have to face. Consequently, development work is about making problems visible and to handle these in the intersection point between the intentions of educational policies, pedagogical researchers, school administrators, headmasters, teachers and pupils. The ideological dimension also contains an existential issue. Do I as a teacher share the intentions for the development work? If not, how must I act?