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Search Results: 1 - 10 of 836056 matches for " M. A. de Vries "
All listed articles are free for downloading (OA Articles)
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R. de Jong, Van standspolitiek naar partijloyaliteit. Verkiezingen voor de Tweede Kamer 1848-1887
B.M.A. de Vries
BMGN : Low Countries Historical Review , 2000,
Abstract:
H. Gras, Geschiedenis van Assen
B.M.A. de Vries
BMGN : Low Countries Historical Review , 2002,
Abstract:
R.J. de Vries, Enkhuizen 1650-1850. Bloei en achteruitgang van een Zuiderzeestad
B.M.A. de Vries
BMGN : Low Countries Historical Review , 1990,
Abstract:
D.J. Wolffram, Vrij van wat neerdrukt en beklemt. Staat, gemeenschap en sociale politiek (1870-1918)
B.M.A. de Vries
BMGN : Low Countries Historical Review , 2005,
Abstract:
H. Bras, Zeeuwse meiden. Dienen in de levensloop van vrouwen, 1850-1950
B.M.A. de Vries
BMGN : Low Countries Historical Review , 2006,
Abstract:
B. Laan, Achter gesloten deuren. Bronnen voor interieurhistorisch onderzoek 1800-1950
B.M.A. de Vries
BMGN : Low Countries Historical Review , 2002,
Abstract:
Extensive Medical Absenteeism among Secondary School Students: An Observational Study on Their Health Condition from a Biopsychosocial Perspective  [PDF]
Yvonne T. M. Vanneste, Jolanda J. P. Mathijssen, Ien L. A. M. van de Goor, Carin M. C. Rots-de Vries, Frans J. M. Feron
Open Journal of Preventive Medicine (OJPM) , 2015, DOI: 10.4236/ojpm.2015.53013
Abstract: An adequate approach to reducing school absenteeism should focus on medical absenteeism as this is the most prevalent form of school absenteeism. The objective of this study is to explore the health condition of pre-vocational secondary students with extensive medical absenteeism from a biopsychosocial perspective. Data were obtained from medical assessments and Strengths and Difficulties Questionnaires (SDQs) of students with medical absence above threshold criteria (i.e. reported sick four times in 12 school weeks or more than six consecutive school days) who were referred to a youth health care physician. The results showed that the students had a mean absence rate of 14% in 12 school weeks. Of all students, 43.5% had a diagnosed disease and 81.5% had problems such as physical complaints not yet diagnosed, psychosocial problems, lifestyle problems and sleeping difficulties. Four groups could be distinguished: 13.4% with a diagnosed disease and no problem, 30.1% with a diagnosed disease and a problem, 51.5% with a problem and no diagnosed disease and 5.1% without a diagnosed disease or problem. Significantly higher scores of the Total difficulties-scale on the SDQ were found (mean 10.5; SD 5.8) in the study group, compared to a reference group (mean 9.1; SD 4.9). In conclusion, this study shows that when using the aforementioned criteria for extensive medical absenteeism to intervene with the absence, students with a mean absence rate of 14% in 12 school weeks are identified. If there was a diagnosed disease, it was accompanied by problems about twice as often. More than half of the students’ absence was caused by problems rather than a disease. The great diversity of these problems calls for a personalized approach. A broad perspective, including medical expertise, is needed to distinguish between emerging mental and physical diseases, psychosocial and lifestyle problems.
The possible role of manganese poisoning in enzootic geophagia and hepatitis of calves and lambs : to the editor
J.A. Neser,M.A. De Vries,M. De Vries,A.J. Van der Merwe
Journal of the South African Veterinary Association , 2012, DOI: 10.4102/jsava.v68i1.856
Abstract:
ENTERPRISE ARCHITECTURE – NEW BUSINESS VALUE PERSPECTIVES
M. De Vries,A.C. J van Rensburg
South African Journal of Industrial Engineering , 2012,
Abstract: ENGLISH ABSTRACT: Organisations today are characterised by conglomerate organisation structures that evolve through mergers and acquisitions. Corporate offices need to add superior knowledge and skills to ensure that the collection of diverse businesses is operating as more than independent units. A new management approach is required to create synergies between the diverse businesses, their processes and system landscapes. Enterprise Architecture (EA) creates value on a corporate level by facilitating process/information technology alignment and synergy between different strategic business units (SBUs). Unfortunately many EA implementations seemed to fail owing to a short-term financial focus and measurement. This article explores the possibilities of linking EA to a corporate balanced scorecard (BSC) to demonstrate its long-term financial improvement capabilities in supporting the business strategy. The aim is to use the corporate BSC context to direct EA objectives in creating contextualised value for a specific enterprise. AFRIKAANSE OPSOMMING: Organisasies word vandag gekenmerk deur konglomeraatorganisasiestrukture wat groei deur middel van die samesmelting en oorname van ander organisasies. Korporaatkantore sal ho r-staande kennis en vaardighede moet toevoeg om te verseker dat die versameling van diverse besighede groter is as wanneer hul onafhanklik van mekaar opereer. ’n Nuwe bestuursbenadering word benodig om sinergie tussen die diverse besighede, hul prosesse en stelsel-landskappe te skep. Ondernemingsargitektuur (OA) skep waarde op ’n korporatiewe vlak deur die fasilitering van proses/inligtingtegnologiebelyning en sinergie-skepping tussen verskillende strategiese besigheidseenhede. Ongelukkig faal vele OA projekte weens ’n kort-termyn finansi le fokus en prestasie-meting. Hierdie artikel ondersoek die moontlikheid om OA te koppel aan ’n korporatiewe gebalanseerde telkaart (KBT) om sodanig OA se lang-termyn finansi le verbeteringsvermo ter ondersteuning van besigheidstrategie te demonstreer. Die KBT konteks word dus gebruik om OA doelwitte te rig om gekontekstualiseerde waarde vir ’n spesifieke ondernening te skep.
EVALUATING AND REFINING THE ‘ENTERPRISE ARCHITECTURE AS STRATEGY’ APPROACH AND ARTEFACTS
M. De Vries,A.C.J. Van Rensburg
South African Journal of Industrial Engineering , 2012,
Abstract: ENGLISH ABSTRACT: Enterprise Architecture (EA) is a new discipline that has emerged from the need to create a holistic view of an enterprise, and thereby to discover business/IT integration and alignment opportunities across enterprise structures. Previous EA value propositions that merely focus on IT cost reductions will no longer convince management to invest in EA. Today, EA should enable business strategy in the organisation to create value. This resides in the ability to do enterprise optimisation through process standardisation and integration. In order to do this, a new approach is required to integrate EA into the strategy planning process of the organisation. This article explores the use of three key artefacts – operating models, core diagrams, and an operating maturity assessment as defined by Ross, Weill & Robertson [1] – as the basis of this new approach. Action research is applied to a research group to obtain qualitative feedback on the practicality of the artefacts. AFRIKAANSE OPSOMMING: Ondernemingsargitektuur (OA) is ’n nuwe dissipline wat ontstaan het uit die behoefte om ’n holistiese perspektief van ’n onderneming te skep om sodoende besigheid/IT-integrasie en - belyningsgeleenthede regoor ondernemingstrukture te ontdek. Vorige OA waardeaanbiedings wat hoofsaaklik gefokus het op IT kostebesparings sal bestuur nie meer kan oorreed om in OA te belê nie. Vandag behoort OA bevoegdheid te gee aan ondernemingstrategie om werklik waarde te skep. Hierdie bevoegdheid lê gesetel in ondernemingsoptimering deur middel van prosesstandaardisasie en -integrasie. ’n Nuwe benadering word benodig ten einde OA te integreer met die strategiese beplanningsproses van die organisasie. Hierdie artikel ondersoek die gebruik van drie artefakte – operasionele modelle, kerndiagramme, en operasionele volwassenheidsassessering soos gedefinieer deur Ross, Weill & Robertson [1] – as die basis van hierdie nuwe benadering. Aksienavorsing word toegepas op ’n navorsingsgroep ten einde kwalitatiewe terugvoer te kry oor die praktiese sin van die artefakte.
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