<p>The new Welfare Reform in Norway consists of the establishment of a new welfare office; NAV office. The NAV office will open in all municipalities within 2010 as local partnerships between the state and the municipals as equal partners. The central government will keep responsibility for the national services and the local governments will keep responsibility for the locally provided welfare services. As such the NAV office will consist of two separate public servcelines, with the accountabilities for their individual services intact. The Government wished to keep the separation between the national and local governmental services but needed to ensure the provision of a more holistic, integrated and effective service delivery, more in tune with the public need. The aim was to provide a more joined-up welfare service and to put more effect behind the efforts to achieve the reform goals: increased work participation, more user-friendly services and more effective public administration. The NAV office as such becomes a local one-stop-shop.</p><p>The challenge of this partnership is that two separate, traditionally hierarchic public structures embark on a partnership venture where the more relational and both vertical and horizontal communicational skills are required, true to the spirit of the joined-up government model. Our aim with this study was to investigate how a few early onset NAV offices cope with this partnership stunt. We particularly wished to examine how the partners establish and use the important vertical and horizontal dimensions, and how the partnership manager operate to facilitate the partnership activities.</p><p>We mean that the focus of 4 partnership actors rather than two governmental partners is more correct with respect to depicting the situation in the local NAV partnerships and how the central partnership managerial duties are shared. We have developed a new model of how they divide the partnership responsibilities between them and the operations of an emergent essential partnership driving force. We have also due to the nature of the NAV partnership actors and the way they operate in the partnership, developed a new partnership model. This dialogue model is a more accurate picture of the NAV partnership than the original partnership model.</p><p>The early attempts to provide integrated services has not reached the potential we have hoped for, partially due to the allowance of the two partners to continue service production in the old way while the reform structure and following administrative challenges are ironed out. We believe that an understanding of the particularities of partnership management and the adherence of the relational qualities to the partnership structure is a prerequisite in successfully managing the NAV partnership and thus the reform goals. This needs to be the imminent focus of the reform participants.</p>

The new Welfare Reform in Norway consists of the establishment of a new welfare office; NAV office. The NAV office will open in all municipalities within 2010 as local partnerships between the state and the municipals as equal partners. The central government will keep responsibility for the national services and the local governments will keep responsibility for the locally provided welfare services. As such the NAV office will consist of two separate public servcelines, with the accountabilities for their individual services intact. The Government wished to keep the separation between the national and local governmental services but needed to ensure the provision of a more holistic, integrated and effective service delivery, more in tune with the public need. The aim was to provide a more joined-up welfare service and to put more effect behind the efforts to achieve the reform goals: increased work participation, more user-friendly services and more effective public administration. The NAV office as such becomes a local one-stop-shop. The challenge of this partnership is that two separate, traditionally hierarchic public structures embark on a partnership venture where the more relational and both vertical and horizontal communicational skills are required, true to the spirit of the joined-up government model. Our aim with this study was to investigate how a few early onset NAV offices cope with this partnership stunt. We particularly wished to examine how the partners establish and use the important vertical and horizontal dimensions, and how the partnership manager operate to facilitate the partnership activities. We mean that the focus of 4 partnership actors rather than two governmental partners is more correct with respect to depicting the situation in the local NAV partnerships and how the central partnership managerial duties are shared. We have developed a new model of how they divide the partnership responsibilities between them and the operations of an emergent essential partnership driving force. We have also due to the nature of the NAV partnership actors and the way they operate in the partnership, developed a new partnership model. This dialogue model is a more accurate picture of the NAV partnership than the original partnership model. The early attempts to provide integrated services has not reached the potential we have hoped for, partially due to the allowance of the two partners to continue service production in the old way while the reform structure and following administrative challenges are ironed out. We believe that an understanding of the particularities of partnership management and the adherence of the relational qualities to the partnership structure is a prerequisite in successfully managing the NAV partnership and thus the reform goals. This needs to be the imminent focus of the reform participants.

The development and implementation of a flight test program for an unmanned aircraft is a multidisciplinary challenge. This thesis presents the development and implementation of a rigorous test program for the flight test of a Geometrically Scaled Joined Wing SensorCraft Remotely Piloted Vehicle from concept through successful flight test. The design methodology utilized in the development of the test program is presented, along with the extensive formal review process required for the approval of the test plan by the Air Force Research Laboratory. The design, development and calibration of a custom instrumentation package is also presented along with the setup, procedure and results from all testing. Results are presented for a wind tunnel test for air data boom calibration, propulsion system static thrust testing, a bifilar pendulum test for experimental calculation of mass moments of inertia, a static structural loading test for structural design validation, a full taxi test and a successful first flight. / Master of Science

Over past decades, governments within Australia and throughout the Western world have sought to establish multi-sectoral planning processes that operate at a regional scale. Research on these processes has tended to focus on the challenges of ‘joining-up’ government and non-government sectors to create robust, effective and democratic regional structures and processes. Far less attention has been paid to integration within and between the various entities of government involved within these regional governance initiatives. This thesis, therefore, investigates the role of inter-governmental integration, or ‘whole-of-government’ activities, in relation to regional multi-sectoral governance. The institutional forms, enabling and constraining factors, and implications of inter-governmental arrangements between the various agencies and levels of government are examined. The study applies a sociocultural approach to institutional analysis. Commonly known as grid-group cultural theory, this approach provides a conceptual framework for identifying the fundamental social dynamics underlying differing forms of social organisation and governance. This framework specifies the primary forms, modus operandi and enabling social contexts of inter-institutional integration. These are, respectively: coordination by authority within hierarchy; cooperation through self-interest based collective action within competitive individualism; and collaboration through trust and a sense of commitment to the group within a communitarian social context. This study sought to investigate whole-of-government within regional governance through examination of two contemporaneous region-wide, multi-sectoral planning projects in Central Queensland, Australia. These were, namely, Central Queensland: A New Millennium, covering planning across a broad suite of issues, and the Fitzroy Basin Association, more specifically focussing on natural resource management planning for the region. Both bodies were in the process of implementing their regional plans at the time of this study. A qualitative case study methodology was employed in research, involving in-depth interviews with government officials, examination of project documents, and participation at meetings. The research data were analysed to identify the main processes and perceived outcomes of the two projects, and underlying factors relating to these. The two regional planning processes were generally perceived to have resulted in widely differing levels of success, and with many of the same government officials involved, there was considerable scope to contrast the whole-of-government structures and processes applied in the two cases. Analysis of the case material in the light of the theoretical framework and broader literature emphasised the nested and subordinate nature of regional whole-of-government efforts within the broader system of government. This system was revealed as characterised by horizontal fragmentation between departments and between jurisdictional tiers of government (Federal, State, and Local) but strong vertical integration within departments. The research highlighted the importance of central level political commitment to regional level integration efforts. Support is seen as particularly important in the form of 1) the political will to direct high-level coordination between departments and to advance cooperation between tiers of government; 2) sufficient resources allocated to regional plan implementation in order to motivate inter-governmental cooperation at a range of levels; and 3) the granting of sufficient autonomy to ensure effective devolution and regional level ownership that assists cooperation and collaboration at the regional level. In the light of the decisive importance of central level support, it was found that while high quality regional level leadership of regional whole-of-government processes is a necessary condition for their success, it is not a sufficient condition. To be effective, regional whole-of-government leadership requires both meaningful devolution and substantive central support. The study identified the multiple and contradictory forms of inter-governmental relations that comprise the social contexts at different levels within the broader system of government. In particular, the case study comparison suggested that success at the regional level relies on the application, at all levels, of forms and mechanisms of inter-governmental integration that are appropriate to the specific social contexts within which they are embedded.

Submitted by Renata Lopes (renatasil82@gmail.com) on 2016-02-29T13:57:23Z No. of bitstreams: 1 jackelinefernandesfayer.pdf: 2380882 bytes, checksum: b01d21ea43b55a2fa6cdeb6abbbe7d2d (MD5) / Approved for entry into archive by Adriana Oliveira (adriana.oliveira@ufjf.edu.br) on 2016-03-03T14:16:42Z (GMT) No. of bitstreams: 1 jackelinefernandesfayer.pdf: 2380882 bytes, checksum: b01d21ea43b55a2fa6cdeb6abbbe7d2d (MD5) / Made available in DSpace on 2016-03-03T14:16:42Z (GMT). No. of bitstreams: 1 jackelinefernandesfayer.pdf: 2380882 bytes, checksum: b01d21ea43b55a2fa6cdeb6abbbe7d2d (MD5) Previous issue date: 2013-08-16 / Para o desenvolvimento organizacional é primordial que as organizações realizem o aperfeiçoamento de seus processos internos. Esses permeiam inúmeras áreas e compõem o tripé fundamental para atuação de qualquer instituição, somado a pessoas e tecnologia. Nesse aspecto, é imprescindível que as Instituições repensem suas práticas operacionais e estratégicas. O objetivo que se estabeleceu para o estudo foi avaliar de forma crítica alguns dos processos que integram a Pró-Reitoria de Recursos Humanos, tais como assistência à saúde suplementar (plano de saúde institucional e auxílio de caráter indenizatório – ressarcimento), cadastro de dependentes, estágio probatório de TAEs e, ainda, o instrumento de gestão banco de professores equivalentes, com o propósito de elaborar regras para a criação de um projeto modelo que sirva de base para a implantação de reformulação de todos os processos da PRORH/UFJF. A investigação desenvolvida e apresentada para essa dissertação baseia-se no recurso de pesquisa, de natureza qualitativa, reconhecido como Estudo de Caso. Pode-se concluir que, para se obter efetivamente o sincronismo organizacional, são necessários o redesenho dos processos por meio do desenvolvimento e da implantação de um modelo de gestão de processos com foco na simplificação, racionalização e automação dos mesmos. No caso dos processos e do instrumento estudados pode-se confirmar as fragilidades apontadas no PDI (2009-2013), a saber: duplicidade de tarefas; falta de um banco de dados unificado e consequente falta de informação para tomada de decisão; vários projetos de informatização ao longo de quinze anos sem sucesso e por consequência, registro de informações funcionais à caneta; falta de comunicação institucional; retrabalhos e especialmente falta de normas internas, padronizadas de procedimentos. Apesar da proposta deste trabalho não ter a pretensão de estabelecer requisitos que extrapolem o contexto organizacional da PRORH/UFJF, poderá por outro lado outras Pró-Reitorias e IFES, que utilizam o SIGA, ter a oportunidade de capitalizar a experiência e avaliar novas possibilidades para adoção da automação. Espera-se que, com o redesenho, a normalização e a automação desses processos, seja possível uma solução legítima de aderência à realidade e por isso mesmo tenha maior chance de sucesso. / The improvement of internal processes is a key issue for the companies organizational development .Many areas are ruled by these processes which added to technology and people build the major structure for any company functioning. Therefore the companies must reengineer their strategies and operational procedures. The objective established for the study was critically evaluating some processes of the Pro-Rectorship of Human Resources, such as assistance to supplementary health (institutional health plan and reimbursement), dependants register, probationary internship of TAEs, and the management instrument “equivalent teachers support bench”, aiming to establish rules for the generation of a pilot project for the implementation of the reengineering of all processes related to the PROHR/UFJF. The investigation developed and presented for this essay is based on the qualitative nature research recognized as Case Study. Thus to effectively achieve the organizational synchronism it is necessary the redesign of processes by developing and implementing a model of process management focusing on their simplification , rationalization and automation. Relating to the processes and instruments studied, the following fragilities pointed by the PDI (2009-2013) are then confirmed: tasks duplicity ; lack of a unified data bank resulting on lack of information for decision making ; many unsuccessful computerization projects within fifteen years and in consequence register of functional information written in pen; lack of institutional communication ; rework and mainly lack of standardized procedures internal rules. Although the purpose of this essay does not intend to establish requirements which exceed the PROHR/UFJF organizational context, other Pro-Rectorships and IFES that apply the SIGA may take the advantage of this opportunity to evaluate new possibilities for the informatization usage. Through these processes redesign, ruling and informatization, we look forward to enable a rightful solution to reality suitability, thereby affording higher chance for success.

Orientador: Miguel Juan Bacic / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-06T16:28:57Z (GMT). No. of bitstreams: 1 Campos_JorgedePaiva_M.pdf: 4861029 bytes, checksum: f261c5789c45114d334c39f798e08bca (MD5) Previous issue date: 2006 / Resumo: O objetivo deste trabalho é estudar as possíveis formas de organização das pequenas e médias empresas, quando organizadas e articuladas sob a forma de redes de empresas e pólos industriais para a ação conjunta. Investiga-se como se formam, como funcionam, qual a influência das ações conjuntas na competitividade e os fatores restritivos e impulsionadores deste tipo de organização. Entende-se que a junção e organização das várias firmas instaladas numa dada região contribuem para a sua transformação econômica, principalmente quando levam a cabo o propósito inicial de atuar conjuntamente nas várias frentes possíveis. O trabalho apresenta um estudo destacando um projeto prático de ação conjunta aplicados às pequenas e médias empresas, exeqüível e de fácil entendimento. Como destaque, são apresentados os passos necessários para a formação de associações de empresas, o passo inicial para qualquer tipo de atuação conjunta, de acordo com a legislação. Entende-se que a junção das pequenas firmas pode resultar em benefícios para todos os participantes e também para o entorno. Os exemplos dos distritos industriais italianos, as redes de empresas e o trabalho comunitário mostram as vantagens do trabalho associativista / Abstract: The focus of this study is to analyze the possible ways of small and medium companies organization, when organized and articulated as a net of companies and industrials poles for a joined action. This study verifies how the net is created, how it works, what is the influence of the joined actions in the competitively, the restrictive features and what stimulate this kind of organization. It is known that the organization of many companies installed in one region contributes for their economic transformation, mainly when these companies have the initial of purpose acting together in all market areas. This study emphasizes a pratical project based on a joint effort applied to the small and medium companies, of easy understanfing and execution. Distinctively, it presents the necessary steps for the formation of joint ventures, the first necessary step to any kind of joined action, according to the legislation. As a result, the joining of small companies can bring benefits for all participants and also to the region. The example of Italian industrial districts, the nets of companies and the communitarian work show the advantages of the associative work / Mestrado / Gestão da Qualidade Total / Mestre em Engenharia Mecânica

The master thesis deals with the joint EEG-fMRI analysis based on a heuristic model that describes the relationship between changes in blood flow in active brain areas and in the electrical activity of neurons. This work also discusses various methods of extracting of useful information from the EEG and their influence on the final result of joined analysis. There were tested averaging methods of electrodes interest, decomposition by principal components analysis and decomposition by independent component analysis. Methods of averaging and decomposition by PCA give similar results, but information about a stimulus vector can not be extracted. Using ICA decomposition, we are able to obtain information relating to the certain stimulation, but there is the problem in the final interpretation and selection of the right components in a blind search for variability coupled with the experiment. It was found out that although components calculated from the time sequence EEG are independent for each to other, their spectrum shifts are correlated. This spectral dependence was eliminated by PCA / ICA decomposition from vectors of spectrum shifts. For this method, each component brings new information about brain activity. The results of the heuristic approach were compared with the results of the joined analysis based on the relative and absolute power approach from frequency bands of interest. And the similarity between activation maps was founded, especially for the heuristic model and the relative power from the gamma band (20-40Hz).

Since the US National Security Agency’s former contractor Edward Snowden exposed the Agency’s mass surveillance, the EU has been making a series of attempts toward a more safeguarded and stricter path concerning its data privacy protection. On 8 April 2014, the Court of Justice of the European Union (the CJEU) invalidated the EU Data Retention Directive 2006/24/EC on the basis of incompatibility with the Charter of Fundamental Rights of the European Union (the Charter). After this judgment, the CJEU examined the legality of the Safe Harbour Agreement, which had been the main legal basis for transfers of personal data from the EU to the US under Decision 2000/520/EC. Subsequently, on 6 October 2015, in the case of Schrems v Data Protection Commissioner, the CJEU declared the Safe Harbour Decision invalid. The ground for the Court’s judgment was the fact that the Decision enabled interference, by US public authorities, with the fundamental rights to privacy and personal data protection under Article 7 and 8 of the Charter, when processing the personal data of EU citizens. According to the judgment, this interference has been beyond what is strictly necessary and proportionate to the protection of national security and the persons concerned were not offered any administrative or judicial means of redress enabling the data relating to them to be accessed, rectified or erased. The Court’s analysis of the Safe Harbour was borne out of the EU Commission’s own previous assessments. Consequently, since the transfers of personal data between the EU and the US can no longer be carried out through the Safe Harbour, the EU legislature is left with the task to create a safer option, which will guarantee that the fundamental rights to privacy and protection of personal data of the EU citizens will be respected. However, although the EU is the party dictating the terms for these transatlantic transfers of personal data, the current provisions of the US law are able to provide for derogations from every possible renewed agreement unless they become compatible with the EU data privacy law. Moreover, as much business is at stake and prominent US companies are involved in this battle, the pressure toward the US is not only coming from the EU, but some American companies are also taking the fight for EU citizens’ right to privacy and protection of their personal data.