University management: the lean production allied to the program quality of life at work

Abstract

This article is a “cut-off” of a research that bears the title: Model of University Management: a look at governance from the Balanced Scorecard (BSC) of an Institution of Higher Education Community (CIHE) in southern Brazil. This is a qualitative case study based on Quality of Life at Work. The issue addressed here is: Under the guise of the principles of lean production, how is the quality of life and quality of life at work, of the staff of the student service sector of a CIHE? Our objective is, as of the mapping of the value stream, to identify how the quality of life and quality of life evaluations in the work of employees of the sector of student assistance of a CIHE. The instruments for data collection are: Value Stream Mapping (VSM); questionnaires and observation. The VSM results indicate a significant loss of time among operations. However, the results of the WHOQOL-bref questionnaire go from a very satisfactory and satisfactory quality of life. Finally, the results of the QWLQ-bref questionnaire demonstrate that quality of life at work is satisfactory. The study suggests improvements to optimize processes reduce losses and ensure satisfaction and quality in customer service.

Avaliação da satisfação e da qualidade de vida no trabalho de profissionais da área da saúde em um centro especializado em reabilitação de Belém do Pará

“…Afinal, os atendimentos no setor de reabilitação envolvem conhecimentos específicos para cada área de atuação e são realizados de acordo com as demandas da população atendida no local, logo, no Centro Especializado em Reabilitação da UEPA. Sendo assim, essa formação proporciona subsídios técnico-pessoais para atuação profissional mais crítica e qualificada, ampliando o olhar para novas possibilidades dentro da restauração em saúde do paciente/cliente/usuário [14].…”

E-learning na uczelniach w dobie zagrożenia epidemicznego COVID-19 – doświadczenia i nowe wyzwania organizacyjne

“…Przegląd literatury wskazuje, że często niezrozumiałe w środowisku akademickim jest podejście procesowe, które wymusza przeprowadzanie przez zarządzających uczelnią wielu zmian, w tym dotyczących struktury organizacyjnej i jej uelastyczniania [21], [22], [23], [24], [25], [26] . Wielu autorów postuluje, aby zarządzający uczelniami, mając na celu ciągłe doskonalenie całej organizacji, w tym jakości usług edukacyjnych w sposób systematyczny określali (identyfikowali) źródła błędów (obecnych i potencjalnych), a także braku efektywnego działania [27], [28], [29] .…”