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Orientador:
Prof. Dr. Delvonei Alves de Andrade
So Paulo
2015
INSTITUTO DE PESQUISAS ENERGTICAS E NUCLEARES
Autarquia associada Universidade de So Paulo
Orientador:
Prof. Dr. Delvonei Alves de Andrade
Verso Corrigida
Verso Original disponvel no IPEN
So Paulo
2015
DEDICATRIA
Dedico este estudo A DEUS, a minha me, a meus familiares, em especial minha
esposa, Silvia Regina, meus filhos Emerson Francisco e Aline.
AGRADECIMENTOS
Agradeo,
Ao Prof. Dr. Roberto Coda, do Ncleo de Pesquisa em gesto Tecnolgica NPGT, pela
colaborao ao longo do trabalho.
Aos Doutores Ivan Santos, Kengo Imakuma, e Willy Hope de Souza, pelas colaboraes
por ocasio da qualificao, pelos papos e discusses a respeito do tema.
amiga e mestre na rea de gesto de pessoas Ana Claudia Martinelli Feher, pelas dicas e
colaborao ao longo do trabalho.
Aos colegas, amigos e incentivadores com quem tive o privilgio de trabalhar e discutir
assuntos relacionados elaborao do projeto: Andr Luiz da Paz, Jos Roberto Morabito,
Ronaldo Veronesi.
A todos os meus amigos que contriburam direta ou indiretamente para a realizao deste
trabalho.
Obrigado a todos.
Deve-se considerar que no h nada mais difcil de executar e perigoso de
manejar, de xito mais duvidoso do que a instituio de uma nova ordem de
coisas. Quem toma tal iniciativa adquire a inimizade de todos os que so
beneficiados pela ordem antiga, e defendido sem muito calor por todos os
que seriam beneficiados pela nova ordem.
EPGRAFE
A mente que se abre para uma nova ideia jamais voltar ao seu tamanho original....
Albert Einstein
MODELAGEM DE FERRAMENTAS AVALIATIVAS DE PROFISSIONAIS
ATUANTES EM PESQUISA CIENTFICA
RESUMO
ABSTRACT
Pgina
1 INTRODUO ............................................................................................................. 16
1.1 Contextualizao do tema .......................................................................................... 16
1.2 Contribuio e originalidade do estudo ...................................................................... 17
2 Objetivo .......................................................................................................................... 19
2.1.1 Objetivo Principal .................................................................................................... 19
2.1.2 Objetivos especficos ............................................................................................... 19
2.2 Pressupostos deste estudo e conceituaes ................................................................ 20
2.3 Avaliao de desempenho e a gesto do conhecimento. ............................................ 21
2.4 Investir para produzir ................................................................................................. 24
2.5 Estrutura da tese ......................................................................................................... 25
3 REVISO DA LITERATURA .................................................................................... 26
3.1 Modelos e ferramentas para a gesto de pessoas ....................................................... 27
3.2 Mtodos Clssicos ...................................................................................................... 31
3.2.1 Pesquisa de campo ................................................................................................... 31
3.2.2 Incidentes crticos .................................................................................................... 31
3.2.3 Frases descritivas ..................................................................................................... 31
3.2.4 Escalas grficas de classificao .............................................................................. 31
3.2.5 Escolha e distribuio forada ................................................................................. 32
3.2.6 Comparao binria ................................................................................................. 32
3.2.7 Atribuio de graus .................................................................................................. 32
3.2.8 Avaliao por objetivos ........................................................................................... 33
3.2.9 Comparao de pares ............................................................................................... 33
3.2.10 Padres de desempenho ........................................................................................... 33
3.2.11 Avaliao 360 graus ................................................................................................. 34
3.2.12 Avaliao de competncias ...................................................................................... 34
3.2.13 Avaliao de potencial ............................................................................................. 34
3.3 Erros mais comuns na Avaliao de Desemepnho ..................................................... 34
3.4 Modelo Conceitual ..................................................................................................... 35
4 METODOLOGIA DE PESQUISA.............................................................................. 39
4.1 Delineamento da pesquisa .......................................................................................... 39
4.1.1 Modelagem de instrumentos de pesquisa................................................................. 39
4.2 Operacionalizao dos construtos .............................................................................. 40
4.2.1 Dados quantitativos..................................................................................................... 40
4.2.2 Fase da construo do instrumento para levantamento dos dados quantitativos ........ 41
4.2.3 Mapeamento de especialistas para dados quantitativos .............................................. 41
4.2.4 Validao de face (pr-teste) para o instrumento quantitativo ................................... 42
4.2.5 Aplicao do instrumento de pesquisa para dados quantitativos ................................ 42
4.2.6 Dados qualitativos....................................................................................................... 43
4.2.7 Fase da construo do Instrumento para dados qualitativos ....................................... 43
4.2.8 Mapeamento de especialistas para dados qualitativos ................................................ 43
4.2.9 Elaborao do instrumento de pesquisa qualitativo .................................................... 44
4.2.10 Aplicao do instrumento de pesquisa para dados qualitativos ................................ 44
4.2.11 Populao pesquisada ............................................................................................... 45
4.2.12 Execuo da Pesquisa ............................................................................................... 46
4.2.13 Aplicao do instrumento quantitativo ..................................................................... 46
5 APRESENTAO E ANLISE DOS RESULTADOS DA PESQUISA ................ 48
5.1 Estruturao da base de dados da pesquisa ................................................................ 48
5.2 Dados obtidos com a aplicao do instrumento quantitativo. .................................... 48
5.3 Anlise das variveis demogrficas ........................................................................... 49
5.4 Resumo dos dados quantitativos ................................................................................ 52
5.5 Dados Obtidos com a aplicao do mtodo qualitativo ............................................. 60
5.6 Fatores motivacionais mais valorizados ..................................................................... 62
5.7 Comentrios sobre o mtodo de avaliao utilizado pela instituio ......................... 62
5.8 Quanto valorao dos indicadores de produtividade dos pesquisadores e
tecnologistas cientficos ............................................................................... 63
5.9 Consistncia intra-capital (intra-critrio) ................................................................... 64
5.10 Consistncia Intracapital ............................................................................................ 64
5.11 Tratamento das respostas pelo teste de hiptese. ....................................................... 73
5.12 Produtos Finais ........................................................................................................... 78
6 CONCLUSES ............................................................................................................. 87
6.1 Limitaes e sugestes para trabalhos futuros ........................................................... 90
APNDICES ...................................................................................................................... 91
Questionrio enviado por meio eletrnico ........................................................................... 91
APNDICE B - Questionrio aplicado s Gerncias e Lderes Emergentes do CR ......... 103
Banco de Dados V0 APNDICE C ............................................................................. 149
Quanto ao sexo Masculino .............................................................................................. 163
Quanto ao sexo - Feminino ................................................................................................ 165
Quanto a Graduao - Fsica .............................................................................................. 167
Quanto a Graduao - Qumica ......................................................................................... 169
Quanto a Graduao + Titularidade Fsica + Doutorado ................................................ 171
Quanto a Graduao + Titularidade Qumica +Doutorado ............................................. 174
Quanto a Graduao Cincias biolgicas + Doutorado ..................................................... 176
Quanto a Graduao Eng. Mecnica ............................................................................. 178
Quanto a Graduao Eng. Eltrica................................................................................. 180
Quanto a Graduao + Titularidade Mecnica + Doutorado .......................................... 182
Quanto a Graduao + Titularidade Eltrica + Doutorado ............................................. 185
Quanto a Graduao + Titularidade Qumica + Doutorado ............................................ 187
Quanto a Graduao + Titularidade Eng. Qumica + Doutorado .................................. 189
REFERNCIAS BIBLIOGRFICAS ........................................................................... 191
LISTA DE TABELAS
Pgina
Pgina
1 INTRODUO
O Regime Jurdico nico dos servidores da Unio, Lei 8.112/90, tambm prev a
avaliao de desempenho do servidor com a finalidade de aprovao em estgio
probatrio, progresso funcional, promoo e pagamento de gratificaes. Em maio de
2008, com a edio da Medida Provisria n 431, convertida na Lei 11.784 em setembro do
mesmo ano, e Decreto 7.133 de 19/03/2010, houve a regulamentao dos critrios e
procedimentos gerais a serem observados para a realizao das avaliaes de desempenho
individual e institucional e o pagamento das gratificaes de desempenho.
Na atualidade, o capital humano o diferencial estratgico que traz mais valia para
as organizaes, possibilitando que elas faam da inovao a sua arma contra a
obsolescncia. Nesse cenrio, o desafio utilizar esse capital de forma eficiente e eficaz,
tendo sempre em mente a necessidade de evoluo e melhoria de produtividade e
desempenho, indo ao encontro dos clientes interno e externo, j que ambos ditaro o
sucesso da organizao, nunca descuidando da qualidade e da inovao (Marinho, 2012).
nesse contexto que se insere o tema deste trabalho, que objetiva desenvolver uma
metodologia multidimensional de avaliao de desempenho, tendo como foco o nvel de
maturidade de pesquisadores e tecnologistas cientficos.
1
QUALIS o conjunto de procedimentos utilizados pela Capes para estratificao da qualidade da produo intelectual
dos programas de ps-graduao. Foi concebido para atender as necessidades especficas do sistema de avaliao e
baseado nas informaes fornecidas por meio do aplicativo Coleta de Dados. Como resultado, disponibiliza uma lista com
a classificao dos peridicos utilizados pelos programas de ps-graduao para a divulgao da sua produo. A
estratificao da qualidade dessa produo realizada de forma indireta. Dessa forma, o Qualis afere a qualidade dos
artigos e de outros tipos de produo, a partir da anlise da qualidade dos veculos de divulgao, ou seja, peridicos
cientficos. Texto extrado de: WebQualis Organizadora: Vilma Costa Bastos Bibliotecria ICS/UFPA.
19
2 OBJETIVO
Capital Humano: O capital humano um dos principais ativos geradores de riqueza nas
empresas. O valor de cada indivduo contribui para o crescimento da organizao e pode
ser aumentado ou depreciado de acordo com as polticas e prticas de gesto aplicadas.
Com a mudana constante do contexto econmico, as pessoas se tornaram definitivamente
um diferencial competitivo, desse modo, torna-se cada vez mais evidente a demanda das
organizaes em novas ferramentas e estratgias de gesto, onde a ideia de "despesas com
pessoal" passa a dar lugar ao "investimento em capital humano.
Capital Estrutural: O capital estrutural pode ser definido como um conjunto de sistemas
administrativos, conceitos, modelos, rotinas, marcas, patentes e sistemas de informtica,
que permitem organizao funcionar de maneira efetiva e eficaz. Faz parte do capital
estrutural a cultura da organizao, ou, em outras palavras, a maneira como uma
determinada organizao faz funcionar o seu negcio. O Capital Estrutural composto
pelos itens que passam a ser de propriedade da empresa, representados por seus ativos
intangveis explcitos. Quando o conhecimento tcito de um empregado capturado e
armazenado passa a fazer parte do Capital Estrutural. Esse capital formado por
tecnologias, invenes, dados, arquivos, repositrios de conhecimento, publicaes,
processos e programas que registram o conhecimento da organizao.
nos usurios tm como objetivo engajar os atores no processo de avaliao visando sua
capacitao e desenvolvimento, alm de evitar ou minimizar eventuais efeitos negativos de
uma avaliao (Furtado, 2001).
3 REVISO DA LITERATURA
O Manual de Oslo (OECD, 2004) diz que a melhoria nos produtos ou processos
existentes tambm ato de inovao. Para ser considerado inovador tecnologicamente,
segundo esse manual, o produto ou processo no precisa ser indito no mundo, basta que o
seja na empresa onde est sendo aplicado.
esse conceito sendo usado para mapear as formas lgicas para melhorar os servios da
organizao.
Pesquisa de Campo
Incidentes Crticos Avaliao por
Frases Descritivas Objetivos Acompanhamento e
Escala Grfica Competncias Avaliao de
Escola Forada Avaliao de Resultados
Comparao Binria Atividades
Atribuio de Graus
Para Pontes (2010), este mtodo enfoca as atitudes que representam desempenhos
altamente positivos (sucesso), que devem ser realados e estimulados, ou altamente
negativos (fracassos), que devem ser corrigidos por meio de orientao constante. O
mtodo no se preocupa em avaliar as situaes normais. No entanto, para haver sucesso
na utilizao desse mtodo, necessrio o registro constante dos fatos para que estes no
passem despercebidos.
Para Lacombe (2008), este o mtodo mais utilizado nas empresas. Avalia o
desempenho por meio de indicadores definidos, graduados pela da descrio de
desempenho numa variao de ruim a excepcional. Para cada graduao pode haver
exemplos de comportamentos esperados para facilitar a observao da existncia ou no do
32
Neste mtodo o avaliado recebe feedback (retornos) de todas as pessoas com quem
ele tem relao, tambm chamados de stakeholders, como pares, superior imediato,
subordinados, clientes, entre outros. Cada avaliador recebe um formulrio no qual registra,
de forma confidencial, com que frequncia o avaliado pe em prtica comportamentos
considerados essenciais pela organizao a fim de viabilizar seus objetivos estratgicos. A
pessoa que est sendo avaliada tambm faz sua autoavaliao (Chiavenato, 2008).
Pela natureza das atividades realizadas nas instituies de pesquisa, nenhum dos
modelos apresentados na seo 2.2 mostra-se adequado para avaliar pesquisadores e
tecnologistas cientficos, visto que seus cargos no possuem fronteiras definidas como os
cargos fixos, sendo, por isso, considerados cargos complexos, que demandam vrias
competncias de seus ocupantes.
TEORIA DE CHRIS
ARGYRIS
- Maturidade/Imaturidade.
VARIVEL DEPENDENTE
Maturidade do
Pesquisador/Tecnologista
Metodologia
multidimensional de avaliao
de desempenho
Wallace e Szilagyi (1982), apud Coda (1986), afirmam que a influncia das
recompensas no comportamento e desempenho dinmica, pois mudanas nas polticas e
prticas de recompensas podem causar mudanas no comportamento e no desempenho: os
empregados so conscientes das polticas e das prticas de recompensas vigentes e iro
ajustar seus comportamentos de acordo com elas.
A satisfao com as recompensas pode ser considerada como um fator crtico para
as organizaes atingirem os seus objetivos com as polticas de compensao, como, por
exemplo, a reteno dos colaboradores e a motivao. Se os gestores compreenderem os
antecedentes da satisfao, podem mais facilmente influenciar os nveis de satisfao
percebidos pelos seus colaboradores (Williams, McDaniel, e Nguyen, 2006, apud Susana
et al, 2009).
4 METODOLOGIA DE PESQUISA
Este captulo apresenta os mtodos empregados para o alcance dos objetivos deste
estudo.
O indivduo encarregado das decises pode tomar medidas com base em um melhor
entendimento da situao (Hair Jr et al, 2005).
A definio dos construtos e a gerao dos itens (indicadores) para sua mensurao
devem ser precedidas por uma reviso da literatura. Conforme verificado no Captulo 2,
foram identificados trabalhos relacionados aos aspectos conceituais sobre metodologias de
avaliao de desempenho, os quais foram utilizados como base para a definio conceitual
do modelo de avaliao proposto neste trabalho. No entanto, observou-se que essas
metodologias no so adequadas para avaliar os cargos de pesquisadores e tecnologistas
cientficos.
Com base nos stios das agncias de fomento (CAPES, CNPq, FAPESP),
universidades e institutos de pesquisas, os indicadores de avaliao mais utilizados foram
enquadrados nessas trs dimenses (construtos), por meio de 41 indicadores de
produtividade acadmica.
A partir dos 41 indicadores, distribudos nas trs dimenses, foi elaborada uma
verso preliminar do instrumento de coleta de dados (meio eletrnico) para valorar esses
indicadores de produtividade de pesquisadores e tecnologistas cientficos.
41
EXPERINCIA
ENTREVISTADO FORMAO TITULAO CARGO
EM ANOS
E1 Qumica Mestrado Tecnologista 38
E2 Bioqumica Doutorado Tecnologista 20
44
Incio
Para cada aplicao do instrumento o retorno
Concordncia do deve se > 70%.
Orientador.
Pesquisar metodologia de
Avaliao de desempenho e
fatores motivacionais.
Obter os fatores
motivacionais mais
valorizados por
pesquisadores e tecnologistas
Dados estatsticos
e alfa de
Cronbach.
Fim
Produtos
da pesquisa
Conjunto base com 21 indicadores,
mais bem avaliados ordenados de
forma decrescente, independente
do capital. Conjunto dos fatores intrnsecos e
extrnsecos mais valorizados pelos
pesquisadores e tecnologistas.
Esta etapa teve como objetivo consolidar e organizar os dados obtidos na pesquisa
de campo. Finalizando o prazo destinado pesquisa, apurou-se, na base de dados, um
retorno total de 258 questionrios. A operacionalizao computacional inicialmente foi
realizada no aplicativo LimeSurvey, mesmo ambiente em que foi criado o questionrio
(conforme descrito no Capitulo trs).
Essa base de dados inicial foi exportada do aplicativo Limesurvey para o software
Statical Package for the Social Sciences (SPSS), verso 19.0, que um programa para
tratamento estattico especializado em anlises uni e multivariada de dados (SPSS, 2010).
A partir dessa base de dados primria do SPSS, foram realizados todos os clculos
e anlises para a interpretao dos dados. Com a finalidade de dar suporte a todas essas
atividades, foi gerado um conjunto de tabelas com a distribuio de frequncia das
respostas obtidas pela pesquisa, conforme apresentado no Apndice C.
do CNPq, composto por 10 integrantes, com o retorno de 40%, totalizando, nessa fase,
73 instrumentos respondidos.
aplicao, o instrumento foi encaminhado populao de 352 pesquisadores e
tecnologistas cientficos do IPEN, com o retorno 258 respondidos, ou seja, 73%.
Pesquisador Tecnologista
104 154
Percentual 40,5 59,5
A populao foi composta por 258 respondentes, sendo 175 homens e 83 mulheres,
conforme porcentagem mostrada na TAB. 3.
Masculino Feminino
175 83
Percentual 68 32
A distribuio de frequncia, bem como a estratificao das faixas etrias, pode ser
visualizada na TAB. 7.
17) pertencem ao sexo masculino e percebem a nfase ou grau de valorao dessa varivel
como critrio para avaliao da maturidade (tabela 18).
Fatores Extrnsecos
6
5 6
5 Reconhecimento
Profissional [1]
1 Benefcios [2]
4 Recompensa
Financeira [3]
Promoo [4]
3 Outros [5]
Superviso [6]
0
FIGURA 5a Fatores extrnsecos pesquisados
Fatores Intrnsecos
5
5 Significncia [1]
4
Autonomia [2]
Feedback [3]
1
3 Identidade [4]
Variedade [5]
0
FIGURA 5b Fatores intrnsecos pesquisados
62
O enquadramento que foi feito dos indicadores nos capitais passvel de alguma
subjetividade e o de Chronbach pode ser usado para verificar a consistncia intragrupo
dessa diviso. Se o valor de 0,7 for obtido para o conjunto de vetores que representa as
respostas da populao para as respostas pertinentes a cada capital, ento se tm uma
indicao de que cada diviso inicial satisfatria.
Uma estratificao das respostas dos indicadores, em suas trs dimenses (Capital
Humano, Capital Estrutural e Capital de Relacionamento), foi feita cotejando-se os estratos
constituintes dos respondentes (a) Quanto idade; b) Quanto ao sexo; c) Quanto
graduao; d) Quanto Titularidade; e) Quanto ao tempo de trabalho na organizao; f)
Quanto ao cargo ocupado; g) Quanto rea de atuao e h) Quanto rea do conhecimento
que mais pblica.
64
O de Chronbach tem uma relao positiva com o nmero de itens avaliados, dessa
forma, um constructo com cinco ou mais variveis amostradas tende a produzir `s
maiores que outro com apenas trs. Por isso, no caso de oito variveis apenas, como no
Capital Estrutural, o teste torna-se mais exigente do que no caso do Capital
Humano, que tem 18 variveis.
O descritivo geral pelos capitais pode ser observado na TAB 36, o descritivo por
pesquisador na TAB 37 e o descritivo por tecnologista na TAB. 38.
CAPITAL HUMANO
N Indicador Mdia Desvio Varincia
11 Quanto vale uma pesquisa concluda 6,46 1,04 1,09
Quanto vale publicar um artigo em um
13 6,43 1,09 1,19
peridico internacional
Quanto vale a orientao de doutorado
03 6,40 1,01 1,03
concluda
Quanto vale voc oferecer uma disciplina de
02 5,93 1,14 1,31
ps-graduao
66
CAPITAL HUMANO
CAPITAL HUMANO
nacional?
Quanto vale trabalho completo em evento
17 5,86 1,34 1,81
internacional?
Quanto vale trabalho completo em evento
18 5,18 1,47 2,17
nacional?
CAPITAL ESTRUTURAL
N Indicador Mdia Desvio Varincia
20 Quanto vale publicar um livro? 6,57 0,89 0,80
21 Quanto vale um pedido de patente internacional? 6,53 0,83 0,69
24 Quanto vale um projeto concludo? 6,43 0,83 0,70
23 Quanto vale um produto tecnolgico? 6,31 0,97 0,95
22 Quanto vale um pedido de patente nacional? 5,96 1,24 1,54
19 Quanto vale publicar o captulo e um livro? 5,61 1,21 1,46
25 Quanto vale um projeto em andamento? 5,29 1,23 1,51
26 Quanto vale um relatrio tcnico? 5,05 1,61 2,60
CAPITAL DE RELACIONAMENTO
N Indicador Mdia Desvio Varincia
Quanto vale a captao de parceria
30 6,33 0,96 0,92
Internacional?
28 Quanto vale a captao clientes? 6,05 1,15 1,34
31 Quanto vale a captao de parceria nacional? 5,85 1,18 1,39
Quanto vale a organizao ou coordenao de
29 5,54 1,14 1,30
eventos?
Quanto vale participar no lanamento de um
39 5,48 1,53 2,35
novo produto no ano
Quanto vale participar no lanamento de novos
41 5,39 1,51 2,30
servios no ano?
Quanto vale participar na comercializao de
37 5,37 1,41 2,01
produtos?
Quanto vale a participao em banca de
32 5,34 1,50 2,24
doutorado externa?
Quanto vale a participao em comisso,
36 5,29 1,42 2,02
conselho editorial?
Quanto vale a participao em banca doutorado
33 4,98 1,50 2,27
interna?
72
Means
F Sig t df Sig (2-tailed)
Difference
Capital Humano
Equal variances assumed 1,876 ,172 -3,425 256 ,001 -7,75500
(soma)
Capital Humano
Equal variances not assumed -3,346 202,886 -7,75500
(mdia ,001
Capital Estrutural
Equal variances not assumed -3,579 175,330 -3,32755
(soma) ,000
Capital
Relacionamento Equal variances not assumed -5,058 185,232 ,000 -11,52423
(soma)
Capital
Relacionamento Equal variances not assumed -5,058 185,232 ,000 -,76828
(Media)
Sum of
df Mean Squaire F Sig
Squaires
Na tabela 44, pode se observar que o tempo de IPEN dos tecnologistas no exerce
influncia na valorao do Capital Humano, Estrutural e de Relacionamento.
Conjunto, alternativa ao anterior, com os 21 indicadores mais bem avaliados, tabela 46,
onde os indicadores so ordenados de forma decrescente, independente do capital a que
pertenam;
Lista dos sete indicadores mais bem avaliados independentemente do capital a que
pertenam, tabela 47;
CAPITAL HUMANO
N Indicador Mdia Desvio Varincia
11 Quanto vale uma pesquisa concluda 6,46 1,04 1,09
Quanto vale publicar um artigo em um
13 6,43 1,09 1,19
peridico internacional
80
TABELA 47 - O conjunto base dos sete indicadores mais bem avaliados, ordenados de
forma decrescente, independente do capital.
6 CONCLUSES
Destaca-se ainda que a priorizao dos fatores motivacionais permite uma reflexo
quanto aos aspectos que vm sendo utilizados pelos gestores das instituies de P&D.
O mesmo cuidado deve ser tomado em relao gesto dos fatores extrnsecos:
- reconhecimento do desempenho individual;
- produzir resultados na pesquisa;
- realizao de uma carreira dentro da organizao e estilo da chefia.
Por fim, ressalta-se que apesar do instrumento ter sido validado pelos pesquisadores
e tecnologistas cientficos do IPEN, como base para a pesquisa, o modelo pode ser
aplicado a outras instituies de P&D.
91
APNDICES
Para melhor compreenso e coerncia ao que est sendo investigada, a definio de cada
um dos diferentes tipos de capital considerado, abre o bloco de indicadores de cada
dimenso. Ponderao: Considerando as definies de Capital Humano, Capital Estrutural
e Capital de Relacionamento, e a noo de comparao e de equivalncia, solicito que
sejam atribudos valores de 01 a 07 s questes formuladas.
Caractersticas do Respondente
de 20 a 30 anos
de 31 a 40 anos
de 41 a 50 anos
de 51 a 60 anos
acima de 61 anos
Masculino
Feminino
92
Resposta
Graduao
Especializao
Mestrado
Doutorado
Ps- doutorado
De 01 a 10 anos
de 11 a 20 anos
de 21 a 30 anos
de 31 ou mais
Pesquisador
Tecnologista
IPEN.
Escolha uma das seguintes respostas:
Pesquisa e Desenvolvimento
Produo e Servios
Ensino
Capital Humano: O capital humano um dos principais ativos geradores de riqueza nas
empresas. O valor de cada indivduo contribui para o crescimento da organizao e pode
ser aumentado ou depreciado de acordo com as polticas e prticas de gesto aplicadas.
Com a mudana constante do contexto econmico, as pessoas se tornaram definitivamente
um diferencial competitivo, deste modo torna-se cada vez mais evidente a demanda das
organizaes em novas ferramentas e estratgias de gesto onde a ideia de "despesas com
pessoal" passa a dar lugar ao "investimento em capital humano.
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Capital Estrutural: O capital estrutural pode ser definido como um conjunto de sistemas
administrativos, conceitos, modelos, rotinas, marcas, patentes e sistemas de informtica,
que permitem organizao funcionar de maneira efetiva e eficaz. Faz parte do capital
estrutural a cultura da organizao, ou, em outras palavras, a maneira como uma
determinada organizao faz funcionar o seu negcio. O Capital Estrutural composto
pelos itens que passam a ser de propriedade da empresa, representados por seus ativos
intangveis explcitos. Quando o conhecimento tcito de um empregado capturado e
armazenado passa a fazer parte do Capital Estrutural. Este formado por tecnologia,
invenes, dados, arquivos, repositrios de conhecimento, publicaes, processos e
programas que registram o conhecimento da organizao.
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APRESENTAO
Para tanto, o presente questionrio foi desenvolvido e est sendo aplicado aos gerentes e
lderes emergentes da DIRF, com a finalidade de identificar atitudes e sentimentos desse
grupo de servidores.
DEFINIES:
Capital Humano: O capital humano um dos principais ativos geradores de riqueza nas
empresas. O valor de cada indivduo contribui para o crescimento da organizao e pode
ser aumentado ou depreciado de acordo com as polticas e prticas de gesto aplicadas.
Com a mudana constante do contexto econmico, as pessoas se tornaram definitivamente
um diferencial competitivo, deste modo torna-se cada vez mais evidente a demanda das
organizaes em novas ferramentas e estratgias de gesto onde a ideia de "despesas com
pessoal" passa a dar lugar ao "investimento em capital humano.
Capital Estrutural: O capital estrutural pode ser definido como um conjunto de sistemas
administrativos, conceitos, modelos, rotinas, marcas, patentes e sistemas de informtica,
que permitem organizao funcionar de maneira efetiva e eficaz. Faz parte do capital
estrutural a cultura da organizao, ou, em outras palavras, a maneira como uma
determinada organizao faz funcionar o seu negcio. O Capital Estrutural composto
pelos itens que passam a ser de propriedade da empresa, representados por seus ativos
intangveis explcitos. Quando o conhecimento tcito de um empregado capturado e
armazenado passa a fazer parte do Capital Estrutural. Este formado por tecnologia,
invenes, dados, arquivos, repositrios de conhecimento, publicaes, processos e
programas que registram o conhecimento da organizao.
E4
R. Os conhecimentos so alto nvel, o conhecimento humano o interno de cada um, isso
muito bem trabalho aqui. Ns temos uma expertise, no s na DIRF, mas no IPEN como
um todo. No entanto, eles esto se degradando por falta de uma poltica de renovao. O
Capital de relacionamento usado no relacionamento entre as pessoas. Ele no est to
bem estabelecido quanto o humano. O Capital o estrutural o que d a base para tudo. O
Capital relacionamento o mais complexo, e no momento no este bem estabelecido pelo
tipo de gerenciamento utilizada na casa e falta de renovao o nosso calcanhar de
Aquiles.
E2
Aqui ns temos profissionais com vrios anos de conhecimentos e experincias e de outro
lado profissionais recm-contratados que no tem essa experincia, ainda, desenvolvida,
no sei se por ter tantos anos de lacuna sem concurso criou este hiato entre estas duas
categorias de profissionais que ns temos aqui dentro. Alguns com bastante formao por
que fizeram aqui seu mestrado/doutorado, se capacitaram tecnicamente aqui tendendo
suprir nossas necessidades e outros que ns percebemos que possuem uma sobrecarga
muito grande e possuem estes conhecimentos acumulados.
E8
So extremamente importantes, os nossos profissionais possuem muita experincia.
Entretanto, temos alguns profissionais que ainda necessitam de desenvolvimento. Mas de
uma forma geral os conhecimentos so importantes.
E5
De forma geral eu vejo que os pesquisadores e tecnologistas cientficos possuem amplos
conhecimentos cada um na sua rea especfica. Todo trabalho que tem sido desenvolvido
leva muito tempo e requer que a pessoa pesquise, estude e tambm da prtica. Desta forma,
a pessoa vai consolidando estes conhecimentos.
E13
Na verdade, o Capital humano ns j temos aqui com os pesquisadores, mas na verdade
ns no temos desenvolvido recursos nesta rea, ns temos focado mais na rea de
produtos que j so comercialmente conhecidos e estabelecidos no mercado. O
desenvolvimento tecnolgico, inovador no tem sido o foco desta instalao. Muita coisa
foi feita para facilitar a produo, muita coisa comprada, o foco direcionado para o
capital humano. E o Capital estrutural saber utilizar os capitais de Relacionamento e
humanos
E11
Na verdade, existe um grande pool de Capital humano porem mal utilizado. Quanto ao
Capital estrutural engessado, pois estamos inseridos no servio pblico e temos que
melhorar muito ainda. Isso se deve s dificuldades da prpria mquina institucional e
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federal. Temos um capital estrutural bom, mas tem espao para melhorar muito. Quanto ao
Capital de Relacionamento ele bom, mas poderia ser timo, pois temos outras reas para
explorar, como por exemplo, ampliar a relao com a prpria rea mdica, aprimorar
pesquisas, ampliar a network, estudar e entender o mercado... isso ajudaria pular do bom
para o timo.
E14
O IPEN nestes trs quesitos tem uma base forte. Tanto na base do Capital Humano, no
Capital de Relacionamento e no Capital Estrutural, bem slida, a experincia das pessoas
e o prprio histrico do IPEN j diz tudo.
E1
Aqui ns temos profissionais com vrios anos de conhecimentos e experincias e de um
outro lado profissional recm-contratado que no tem essa experincia, ainda,
desenvolvida, no sei se por ter tantos anos de lacuna sem concurso criou este hiato entre
estas duas categorias de profissionais que ns temos aqui dentro. Alguns com bastante
formao por que fizeram aqui seu mestrado/doutorado, se capacitaram tecnicamente aqui
tendendo suprir nossas necessidades e outros que ns percebemos que possuem uma
sobrecarga muito grande e possuem estes conhecimentos acumulados.
E10
Eu acho que h um conhecimento no estruturado em relao especialmente ao CH. Existe
a percepo do capital humano, mas esta percepo no estruturada. Desta forma ns no
sabemos o que o colega faz, o que o outro centro faz ou dentro do prprio centro eu no sei
o que o colega faz. Assim percebemos que existe um capital humano dentro do centro, mas
no podemos quantificar e no sabemos exatamente qual . Para os capitais estruturais e de
relacionamento tenho a mesma percepo. Ns temos uma grande proximidade devido
parte clnica e mdica. O nosso diretor tambm o diretor radiofarmcia da associao
brasileira de medicina nuclear. Este um relacionamento que est formalizado. Ento
temos uma percepo um pouco mais estruturada neste capital. Quanto ao capital estrutural
em si acredito que o IPEN teve um grande momento de reflexo quanto estrutura. E isto
de reflete no comprometimento dos pesquisadores.
E9
Na verdade, o Capital humano ns j temos aqui com os pesquisadores, mas na verdade
ns no temos desenvolvido recursos nesta rea, ns temos focado mais na rea de
produtos que j so comercialmente conhecidos e estabelecidos no mercado. O
desenvolvimento tecnolgico, inovador no tem sido o foco desta instalao. Na parte
estrutural ns no criamos aqui, o que existe o que o IPEN criou no passado na parte de
clula. Muita coisa foi feita para facilitar a produo, muita coisa comprada, o foco
direcionado para o capital humano. Na parte de conhecimento tem sido feito alguns
artigos, capitulo de livros tem tido um crescimento. Mas dizer que inovao, que se faz
inovao a j forado.
E15
Do ponto de vista humano a organizao fornece meios para o desenvolvimento do o
servidor. Do ponto de vista de qualificao na rea de atuao. Ela tem uma poltica, por
ser um instituto de pesquisa ele tem um foco rea de desenvolvimento humano. Eu acredito
que seja isso que deu esta sobrevida a instituio durante estes anos todos. Quanto ao
relacionamento instituio procura estabelecer estas relaes com outras instituies,
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rgos de fomento e, isto realizado na verdade por seus pesquisadores, que desenvolvem
projetos e por meio destes projetos que esta relao efetuada. Este sistema de parceria
bastante proveitoso porque propicia no apenas a troca de conhecimento, mas tambm a
troca de tecnologias. Quanto ao capital estrutural a instituio vem sofrendo pela estrutura
de governo devido viso de foco na pesquisa em termos de pas. Eu acredito que
necessitamos de uma poltica mais detalhada, que visa uma reestruturao.
E7
Os conhecimentos so alto nvel, o conhecimento humano o interno de cada um, isso
muito bem trabalho aqui. Ns temos uma expertise, no s na DIRF, mas no IPEN como
um todo. No entanto, eles esto se degradando por falta de uma poltica de renovao. O
Capital de relacionamento usado no relacionamento entre as pessoas. Ele no est to
bem estabelecido quanto o humano. O Capital o estrutural o que d a base para tudo. O
Capital relacionamento o mais complexo, e no momento no este bem estabelecido pelo
tipo de gerenciamento utilizada na casa e falta de renovao o nosso calcanhar de
Aquiles.
E6
So extremamente importantes, no tenho dvida quanto a isso. O Capital estrutural nos d
subsidio para que possamos ter condies de trabalho. O Capital Humano nos d mais do
que suporte, pois sem ele no adiante ter estrutura, eu diria que em termos de importncia
o mais importante de todos. O Capital de relacionamento bastante flutuante, voc pode
mudar a qualquer momento, podendo-se tornar mais frgil ou mais forte dependendo da
situao.
E12
Eu acho que h um conhecimento no estruturado em relao especialmente ao Capital
Humano. Existe a percepo do capital humano, mas esta percepo no estruturada.
Desta forma ns no sabemos o que o colega faz, o que o outro centro faz ou dentro do
prprio centro eu no sei o que o colega faz. Assim percebemos que existe um capital
humano dentro do centro, mas no podemos quantificar e no sabemos exatamente qual .
E3
Toda pesquisa seja ela tecnolgica ou cientfica tem que ser avaliada pelos relatrios de
sada. O sistema para funcionar direito, de acordo com a proposio inicial tem que ser
estabelecida algumas metas ao longo de todo o processo. A primeira coisa que tem de ser
feita em qualquer tipo de atividade e estabelecer metas e medidas peridicas, para que no
haja desvios do foco principal. Desta forma, para que haja desenvolvimento, seja em
qualquer rea importante que ocorra estas mensuraes. Ento as proposies de Captal
Humano, Estrutural e de Relacionamento elas so envolvidas no mesmo princpio. Ele tem
que ser medido com os mesmos procedimentos. Caso haja desvios de acompanhamento
tenha certeza que no final o foco ser desvirtuado.
E4
R. Devido rea em que trabalhamos serem multidisciplinar eles so extremamente
complexos, seja pelo foco da produo seja pelo foco de P&D.
E2
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E8
Na rea em que trabalhamos os conhecimentos so complexos, pois a rea bem
especfica, muito direcionada, muito tcnica.
E5
Devido rea em que trabalhamos ser muito especfica, muito direcionada, exigindo muito
tcnica, vejo que so muito complexos de uma maneira geral.
E13
Em teoria so pouco complexos, mas na prtica muito complexo.
E11
So mais ou menos complexos.
E14
Em funo das atividades do IPEN eu considero que so muitos complexos, tendo em vista
a rea ser nuclear e requerer um tratamento especial.
E2
Devida rea em que trabalhamos serem multidisciplinar eles so extremamente
complexos, seja pelo foco da produo seja pelo foco de P&D.
E10
Acredito que necessitamos investigar para ver o quo complexo ou no em relao
instituio. Entretanto, h boa percepo da estrutura atual do IPEN.
E9
Depende muito de cada rea. Exemplos na rea de inovao so mais ou menos complexos
por que demanda um conhecimento prvio e isso ns no temos no pas. Na verdade,
acredito que isso no foi fomentado e ns no conseguimos parceria nesta rea para
aumentar o crescimento, por exemplo, novos radiofrmacos como existem na Europa e
USA. Ns fazemos apenas reproduzir o que j existe.
E15
Em funo das atividades do IPEN eu considero que so muitos complexos, tendo em vista
que so considerados de segurana nacional, estes conhecimentos ficam restritos a
determinados grupos. De forma geral uma rea de pesquisa que exige uma qualificao
do profissional para que ele possa desenvolver e crescer.
E7
Devida rea em que trabalhamos serem multidisciplinar eles so extremamente
complexos, seja pelo foco da produo seja pelo foco de P&D.
E6
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E12
Acredito que so complexos
E3
So complexos.
2 IMPORTNCIA:
E4
extremamente importante devido rea ser especfica, multidisciplinar, se no tiver a
base de uma proteo radiolgica de um aspecto regulatrio de ANVISA do Ministrio da
Sade e toda indicao de quem trabalha com animais, com radiao isso tudo mostra a
importncia do conhecimento.
E2
So extremamente importantes. So imprescindveis eu diria, so conhecimentos tcnicos
aplicados, relacionados a requisitos regulamentares, sanitrios e de proteo radiolgica.
E8
R. So extremamente importantes. So conhecimentos tcnicos aplicados, relacionados a
requisitos regulamentares, sanitrios e de proteo radiolgica.
E5
So extremamente importantes. Na minha rea especificamente, onde desenvolvo
atividades requer alto conhecimento. Se as pessoas j vm com formao compatvel o
conhecimento vem desta formao, ou seja, na minha rea especfica as pessoas devem
possuir conhecimentos de qumica, fsica, biologia, matemtica e alm disso ter
conhecimento de clculo e estatstica. Estes so conhecimentos importantes acredito.
E13
Os conhecimentos so extremamente importantes.
E11
So extremamente importantes, principalmente na gerncia em que atuo (Gerncia de
Infraestrutura e Apoio), pois permeamos por todas as outras gerncias. Atuando nesta
gerncia consigo enxergar as dificuldades em todas as outras elas devido falta de pessoas,
de infraestrutura, e tambm pela falta de um relacionamento melhor dentro e fora do IPEN.
Ento considero estes conhecimentos muito importantes para o meu trabalho
E14
extremamente importante devido rea ser especfica. Na verdade, eles esto
interligados. Os conhecimentos so teis para a realizao das atividades do setor em que
atuo, pois eu trabalho em uma rea de produo que uma rea aplicada, o resultado da
busca do conhecimento, ou seja, o conhecimento aplicado.
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EI
O conhecimento aqui fundamental para que possamos criar e desenvolver novos
trabalhos ou chegarmos inovao. O problema todo que ns ao longo dos ltimos 20
anos perdemos grande parte de nosso capital humano, desta forma, no acredito que
possamos recuper-lo em curto espao de tempo. Isso no algo que se constri em menos
de 10 anos ou mais. Um profissional em condies de fazer mudanas e trazer inovaes
para dentro do instituto. Equipamentos e infraestrutura so suficientes para a manuteno
da atividade intelectual. O maior capital que se tem o capital intelectual.
E10
Quando falamos de pesquisadores e tecnologistas cientficos o conhecimento destes trs
capitais fundamental para que possam ter uma avaliao individual a mdio e longo
prazo de seus trabalhos e do trabalho d seus colegas ou da instituio.
E9
Os conhecimentos so extremamente importantes. Esta falta de conhecimento pode atrasar
muito o desenvolvimento de novos radiofrmacos e mesmo os que j existem em novas
utilizaes. Ns necessitamos desenvolver novos radiofrmacos mais parcerias. Devido
falta de conhecimento ns no conseguimos desenvolver outras coisas, pois nos falta
base.
E15
Na realizao do trabalho que ns temos aqui no centro e importante, pois ele a base para
que possamos conduzir o trabalho com qualidade e desenvolver processos, tecnolgicos
dessa rea.
E7
So extremamente importantes devido rea ser especfica, multidisciplinar, se no tiver a
base de uma proteo radiolgica de um aspecto regulatrio de ANVISA do Ministrio da
Sade e toda indicao de quem trabalha com animais, com radiao isso tudo mostra a
importncia do conhecimento.
E6
So extremamente importantes. So conhecimentos tcnicos aplicados, relacionados a
requisitos regulamentares, sanitrios e de proteo radiolgica.
E12
Quando falamos de pesquisadores e tecnologistas cientficos o conhecimento destes trs
capitais fundamental para que possam ter uma avaliao individual a mdio e longo
prazo de seus trabalhos e do trabalho de seus colegas ou da instituio.
E3
So extremamente uteis para as tarefas
3 DIFICULDADES:
E4
No Capital Humano eu vejo como uma poltica de treinamento de cursos de
possibilidades de ir a congressos esse e os problemas que ns criticamos por no ter uma
poltica de participao em congressos principalmente internacionais, os pesquisadores tem
que buscar agncias de fomento, acredito que a CNEN poderia ter uma poltica mais aberta
em relao a isso. No primeiro, o conhecimento humano investir em dar oportunidade
para os pesquisadores progredirem. Na parte de relacionamento, mais complexo, voc
pode fazer curso, ter aes sociais, mas o trabalho de base ter ao gerencial. E Capital
Estrutural est ligado ao capital humano so decorrentes. Nisso tudo, um fator importante
que liga os trs a comunicao para transmitir o conhecimento.
E2
Esta pergunta eu gostaria de fazer a voc. Aqui ns j refletimos tanto sobre este
assunto e em vrias oportunidades e chegamos concluso de no ser apenas uma
compensao salarial e, clara o que o dinheiro importante e todos sempre querem mais,
mas este surte efeito por pouco tempo e logo se acostumam com o salrio. Para mim aqui a
gente paga o preo pela falta de reciclagem, ou seja, pessoas h muitos anos fazendo a
mesma a mesma atividade. E muitas delas, principalmente, de nvel mais tcnico que no
possuem envolvimento com a pesquisa, com a publicao elas esto desestimuladas para o
trabalho. Esto esperando a aposentadoria.
E8
Acredito que proporcionar mais treinamento, on the job ou a orientao de um
tcnico com mais experincia, participao em congressos. A aproximao dos gerentes,
melhorar a comunicao de modo a envolver os profissionais com os processos
desenvolvidos.
E5
Eu veja dois pontos importantes. Um deles proporcionar treinamentos, seja on the
Job, seja interno ou externo. Outro seria a orientao de um tcnico mais experiente ou
mesmo de um supervisor que ensine e acompanhe as atividades desenvolvidas.
E13
O item mais importante a comunicao, pois ele evita o investimento em algo que
no ter resultado.
E11
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E10
Primeiro precisamos definir o que produtividade para estes profissionais. Uma
vez definido acredito que o segredo seja incentivar o relacionamento profissional. Da
pesquisa conjunta ao relacionamento interpessoal.
E9
Ns no temos recursos humanos, essa a dificuldade que ns temos que sanar o
mais breve possvel.
E15
Esta uma pergunta difcil de responder. Eu no consigo visualizar uma estrutura
que possa propiciar maior produtividade. Eu acredito que seja necessria uma renovao,
acho essencial que o capital humano seja renovado ao longo do tempo, e importante que
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as instituies se novem, pois, com o ingresso de pessoas jovens elas trazem novas ideias
novas perspectivas o que possibilita uma nova estrutura.
E7
No Capital Humano eu vejo como uma poltica de treinamento de cursos de
possibilidades de ir a congressos esse e os problemas que ns criticamos por no ter uma
poltica de participao em congressos principalmente internacionais, os pesquisadores tem
que buscar agncias de fomento, acredito que a CNEN poderia ter uma poltica mais aberta
em relao a isso. No primeiro, o conhecimento humano investir em dar oportunidade
para os pesquisadores progredirem. Na parte de relacionamento, mais complexo, voc
pode fazer curso, ter aes sociais, mas o trabalho de base ter ao gerencial. E Capital
Estrutural est ligado ao capital humano so decorrentes. Nisso tudo, um fator importante
que liga os trs a comunicao para transmitir o conhecimento.
E6
Em termos de Capital estrutural aqui no CR ele bem organizado, no d para
reclamar nada da estrutura. O Capital humano ele precisa ser incentivado, no um bnus
financeiro, o incentivo est ligado ao reconhecimento, pois o incentivo faz a pessoa a
trabalhar mais. Ns temos aqui um trabalho um pouquinho diferente do resto do IPEN.
Ns trabalhamos nos finais de semana e temos uma aderncia bastante grande do capital
humano e do capital de relacionamento que tambm entra de uma forma bastante forte
neste trabalho dos finais de semana. Isso mostra que os capitais, humano, estrutural e
relacionamento esto bem sedimentados.
E12
Primeiro precisamos definir o que produtividade para estes profissionais. Uma
vez definido acredito que o segredo seja incentivar o relacionamento profissional. Da
pesquisa conjunta ao relacionamento interpessoal.
E3
Eu acredito que o maior bem de uma empresa so os funcionrios, mas se no
houver o comprometimento, envolvimento e uma capacidade cientfica voc no ter os
resultados esperados. A partir deste pressuposto o Capital humano fundamental que haja
este desenvolvimento necessrio que ele seja acompanhado em suas minucias. Ou seja,
ns devemos como gestores saber se este profissional capacitado para aquela funo.
Ento a nossa funo como gestores tirar o mximo de cada profissional naquela
aplicao especfica
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E2
Apto sim, mas com oportunidade de melhorias. Ns estamos implantando requisitos
regulamentares novos de BPF e acredito que nesta parte o pessoal, ainda, necessita
melhorar em termos de capacitao tcnica.
E8
Apto sim. Mas temos um nmero insuficiente de servidores, pois temos poucas
pessoas sendo treinadas. Existem potenciais que ainda necessitam ser explorados.
E5
Est apto. Temos um nmero insuficiente de servidores. Existem potenciais que
ainda no esto sendo amplamente explorados.
E13
O quadro para a produo sim. No entanto, para a pesquisa o nmero de
pesquisadores insuficiente.
E11
O quadro no est apto. Em minha opinio um quadro inchado, apesar de
necessrio em grande parte pelas produes de radiofrmacos que realizamos. Ele est
inchado, no entanto os servidores comprometidos so poucos, o que sobrecarrega estes
poucos. Sem dvida ns temos pessoal capacitado para evoluir, mas precisamos de mais
profissionais comprometidos devido ao volume de trabalho que temos.
E14
Ainda est apto, mas, em termos de futuro, est deficitrio, pois temos poucas
pessoas sendo treinadas hoje em relao perspectiva de pessoas que iro sair da
instituio nos prximos anos.
EI
114
Muito longe do necessrio. Perdemos grande parte do capital humano e cada vez
mais se no fizermos um esforo de incorporar novos recursos humanos em poucos anos a
casa ir perder a capacidade de inovar e continuar fazendo pesquisas de alto nvel.
E10
Individualmente as pessoas esto aptas a fazer uma discusso ampla em busca de
uma produtividade maior.
E9
O quadro para a produo sim. No entanto, para a pesquisa o nmero de
pesquisadores insuficiente.
E15
Hoje ns estamos carentes de pessoas, o material humano para realizar estes
processos. Acredito que os objetivos da instituio so claros em relao ao que se busca,
mas devida a estrutura, que no depende da instituio, mas ns temos uma carncia de
material humano para conduzir este processo.
E7
Este apto, mas deficitrio em termos de futuro de nmeros, pois temos poucas
pessoas sendo treinadas em relao a perspectivas de pessoas que iro sair da organizao.
E6
E12
Individualmente as pessoas esto aptas.
115
E3
No
3 - Podemos encontrar no mercado profissional com os conhecimentos necessrios
agora?
E4
R. No, pois o treinamento tem que ser aqui. Somos uma rea muito especfica,
temos que investir desde a graduao. Agora esto surgindo os cursos de engenharia
nuclear, que vai melhorar um pouco, mas mesmo assim no tero os conhecimentos
necessrios. Vo absorver mais rpido, pois tero a base melhor, mas vai demorar.
E2
Podemos encontrar com conhecimento parcial. Aqui uma indstria farmacutica e
tendo estes requisitos de BPF ns vamos encontrar no mercado profissional com
conhecimento. Entretanto ns vamos ter que adequar estes conhecimentos rea de
Radiofarmacia em todo especificidade que ns temos aqui. Prontinho no tem no.
E8
Podemos encontrar com algum conhecimento. Somos uma rea muito especfica,
temos que investir em bolsistas, recorrer aos mestrandos/doutorandos. Prontinho no vai
encontrar.
E5
Sim! Podemos encontrar alguns. Isso eu vejo direcionado s pessoas que j
passaram por aqui. Se pegarmos algum sem experincia na rea fica difcil porque leva
tempo para a pessoa ser treinada. Ns podemos recorrer aos bolsistas de mestrado e
doutorado que j esto fora da instituio se for necessrio. Inclusive as pessoas que esto
aqui ns no esto conseguimos desenvolver satisfatoriamente porque a demanda muito
grande. Necessitamos agregar mais pessoas s nossas atividades.
E13
Podemos, mas difcil, pois atuamos em uma rea bem especfica.
E11
No! Eu sou um exemplo disso. Estou aqui h quatro anos, entrei com mestrado,
com experincia de um ano no CTMSP, no entanto o conhecimento em radiofarmcia
nico. Sou Engenheiro mecnico de formao e aqui eu fao de tudo. J aprendi muito,
mas tenho muito que evoluir. Definitivamente a resposta no! Em nossa rea
especificamente no. Um profissional ao ingressar no nosso cotidiano precisa de
116
aproximadamente cinco anos para comear a entender e propor solues que atendam as
nossas necessidades.
E14
A rea nuclear especifica. A CNEN nica nesta rea. No se v uma faculdade
formando engenheiros nucleares. Este tipo de conhecimento proporcionado pela prpria
CNEN. Quem sabe, trazer pessoas de fora, com formaes diferentes, para se especializar
aqui dentro. No vejo outra soluo que no seja a formao aqui dentro.
EI
muito difcil encontrar profissionais em condies de levar adiante as pesquisas
com conhecimentos e experincias para que possamos seguir adiante com a nossa misso
institucional.
E10
Quando falamos de tecnologistas e pesquisadores s vezes um profissional que no
tem o conhecimento especfico da rea capaz de desenvolver este conhecimento em um
tempo razoavelmente curto. Ento eu no acredito que seja necessrio absorver as pessoas
que so formadas exclusivamente no local. A entrada de pessoas com formao em
diferentes reas e locais oxigena a instituio.
E9
No! Em nossa rea especificamente no. Um profissional na rea nuclear precisa
de cinco anos para comear a dizer que entende alguma coisa.
E15
Acho difcil. Ns temos que contratar este profissional. Desenvolver neste
profissional o processo pela busca do conhecimento, desenvolver nele o gosto por esta
rea, que por ser especfico o profissional teme em ingressar, e para o mercado isto no
favorvel.
E7
No, pois o treinamento tem que ser aqui. Somos uma rea muito especfica, temos
que investir desde a graduao. Agora esto surgindo os cursos de engenharia nuclear, que
vai melhorar um pouco, mas mesmo assim no tero os conhecimentos necessrios. Vo
absorver mais rpido, pois tero a base melhor, mas vai demorar.
E6
117
E12
Quando falamos de tecnologistas e pesquisadores s vezes um profissional que no
tem o conhecimento especfico da rea capaz de desenvolver este conhecimento em um
tempo razoavelmente curto. Ento eu no acredito que seja necessrio absorver as pessoas
que so formadas exclusivamente no local. A entrada de pessoas com formao em
diferentes reas e locais oxigena a instituio.
E3
Em nossa rea especifica no. Eu acredito que um funcionrio para desenvolver
uma atividade precisa ter alguns conceitos bsicos que podemos encontrar no mercado que
so: curiosidade, envolvimento, comprometimento, capacitao tcnica e disponibilidade
para aprender. Estes requisitos, de uma forma simplista podero moldar o profissional hoje
em dia.
4 - Qual o tempo necessrio para a formao desses profissionais?
E4
De dois a trs ano
E2
Bem existem diferentes nveis. Se pensarmos nos nveis mais operacionais, das
atividades de rotina, de produo, do controle de qualidade eu penso em dois a trs anos.
E8
Penso que de dois a trs anos
E5
De dois a trs anos
E13
Se o foco for a pesquisas demanda mais tempo, a mo de obra muito complexa.
E11
O contratado chega aqui com conhecimento bsicos, mas nesta rea acredito que
necessitamos de aproximadamente cinco anos para adquirir certa experincia.
118
E14
No mnimo de trs a cinco anos.
EI
Dificilmente se consegue um profissional com conhecimento e experincias na
rea. Mesmo com uma formao de doutorado se faz necessrio de pelo menos dez anos
para que se possa ter um profissional em condies de caminhar sozinho e tomar e
encaminhar pesquisas de alto nvel e com liderana na rea.
E10
Acredito que com trs anos para os pesquisadores que j tem o doutorado. Os que
no tm devem passar pelo doutorado.
E9
No mnimo de cinco anos de prtica.
E15
De trs a cinco anos.
E7
De trs a cinco anos.
E6
Pensando o aprendizado radiolgico de cinco a sete anos
E12
Acredito que com trs anos para os pesquisadores que j tem o doutorado. Os que
no tm devem passar pelo doutorado.
E3
De trs a cinco anos
4 SUGESTES
E4
A ferramenta que temos hoje o concurso, no temos outro. Uma coisa muito
discutida o modelo gesto, seja parceria pblico/privada ou qualquer outra forma que
permita uma agilidade maior em termos de contratao de treinamento, mas hoje a
ferramenta e concurso e este vontade poltica.
119
E2
Essencialmente concurso pblico e mesmo assim ter a sorte de absorver pessoas
mais jovens porque se contratarmos gente de mais idade com doutorado, com formao em
outra rea que vem para c sem a garra de comear uma carreira a gente vai investir errado
tambm. Mas da forma como est concurso.
E8
Essencialmente concursos pblicos no tm outro.
E5
Essencialmente concurso pblico. No adiante fazermos recrutamento interno, pois
na instituio, a faixa etria alta, a mdia de idade alta. Ns devemos observar o futuro
e contratar gente jovem que tenha muitos anos pela frente para dar continuidade s
atividades de produo e controle de qualidade de radiofrmacos.
E13
Como estamos em uma instituio pblica concurso ou terceirizar.
E11
O primeiro passo concurso. Embora no seja possvel encontrar profissionais
prontos no mercado, encontramos alguns com os pr-requisitos necessrios e adicione a
isso mais cinco anos para o profissional ser capacitado. O segundo passo seria a
terceirizao, contratao por CLT.
E14
A nica forma que temos hoje por meio de concurso, tambm, seria interessante
levar para fora o que fazemos aqui no IPEN, de modo que, outras pessoas possam se
interessar por esta rea.
EI
Hoje a nica forma so os concursos pblicos e no vejo possibilidade de se mudar
este quadro em curto espao de tempo.
E10
A situao cannica concurso, mas necessitamos abrir para as universidades, para
clinicas, objetivando os registros da ANVISA e pesquisa clnica. Isso passa por uma
abertura de entrada e sada de gente, sempre por meios legais como convnios bem
estabelecidos.
120
E9
Contratar estes profissionais. Existe outra possibilidade, mas um pouco mais
burocrata que seria estabelecer parceria com as universidades e tentar trazer este pessoal
para trabalhar conosco. No entanto, nas universidades cada pesquisador tem seu nE13 de
estudo e ele no quer mudar e ns acabamos contando apenas com o pessoal do concurso
e, este pessoal no possui a mesma vontade que ns.
E15
Na estrutura que temos no h sada. As instituies estatais devem buscar um novo
modelo de gesto, ou seja, um modelo que estivesse junto a iniciativa privada trabalhando
junto com o pblico, pois sabemos da dificuldade de contratao hoje. Devido a esta
condio que um gargalo dentro deste processo, deve-se buscar uma forma de gesto
para que se possa fazer esta mesclagem do privado com o pblico de modo que se consiga
atrair profissionais para esta rea.
E7
A ferramenta que temos hoje o concurso, no temos outro. Uma coisa muito
discutida o modelo gesto seja parceria pblico/privada ou qualquer outra forma que
permita uma agilidade maior em termos de contratao de treinamento, mas hoje a
ferramenta e concurso e este vontade poltica.
E6
Essencialmente concursos pblicos no tm outro. Se tivermos uma fundao que
nos permitisse a contratao seria mais
E12
A situao atual o concurso
E3
Basicamente concurso pblica. Fazer uma prova que no seja completamente
tcnica, que envolva conhecimentos multidisciplinar haja visto que o mercado exige isso.
Trabalhar em equipe fundamental, pois ningum faz nada sozinho, no existe voo solo.
Perguntas direcionadas
A ferramenta eu conheo.
E2
Sim, conheo.
E8
Sim, conheo a metodologia.
E5
Sim, conheo a metodologia.
E13
No conheo a fundo, mas j tive a oportunidade de acessar o sistema.
E11
Sim.
E14
A ferramenta eu conheo.
EI
Conheo sim.
E10
Conheo
E9
Pouco! Na verdade, ela muito subjetiva. Quando voc estabelece algo no temos
como medir no decorrer do ano e isso acaba virando algo pessoal
E15
A ferramenta eu conheo. Ela foi implantada j faz alguns anos e ns temos uma
boa convivncia com este processo
E7
A ferramenta que temos hoje o concurso, no temos outro. Uma coisa muito
discutida o modelo gesto seja parceria pblico/privada ou qualquer outra forma que
permita uma agilidade maior em termos de contratao de treinamento, mas hoje a
ferramenta e concurso e este vontade poltica.
E6
Sim, conheo a metodologia.
122
E12
Conheo
E3
No
E2
Sendo bem sincera no.
E8
Sendo bem sincera no.
E5
Sim, se for bem utilizada.
E13
Contribui, mas de forma muito bsica, ele consegue nivelar pessoas, mas no destaca l.
E11
Em minha opinio ele no contribui para o planejamento. No vejo nenhuma
relao entre o planejamento da organizao e a avaliao realizada.
E14
O Sistema em si acredita que sim. Poderia contribuir muito mais, se a avaliao
fosse prxima do real.
EI
O modelo que praticado no traz nenhuma contribuio.
E10
A negociao de tarefas o processo de avaliao so passos importantes. Trata-se
de ferramenta importante e poderia contribuir muito mais
E9
Na forma atual no.
E15
A estrutura e os objetivos do sistema so bons, mas na prtica carece de melhor
funcionamento no que no seja bom, ele bom, a funcionalidade que no conseguiu
123
avanar, por isso me parece s vezes no ser to eficiente como ferramenta de avaliao e
desempenho.
E7
No como deveria, se ela fosse bem utilizada em todos os nveis poderia contribuir.
E6
Sendo bem sincera no. No existe Feedback. O processo feito um pouco
irresponsvel, no por todo mundo. Ele feito assim de forma que os avaliadores no
fazem junto aos funcionrios. No sei se todos os gestores fazem isso, mas uma falha que
eu vejo aqui. Ele feito de uma forma como para cumprir tabela. Os gestores no
chamam os servidores e explicam o desempenho, no explicam como deveria ser o
desempenho. Talvez como medo de quebrar a linha tnue do relacionamento.
E12
Acredito que pode estimular s pessoas a fazerem coisas diferentes.
E3
No
E4
Eu acredito que sim, se for bem utilizada. Em termos econmicos e financeiros
existem limitaes, mas para a estrutura e o rendimento da organizao poderia muito bem.
Exemplos os novos servidores, sem vcios, aceitam tranquilamente esta ferramenta j os
antigos encaram como uma obrigao a ser feita sem preocupao com o conhecimento.
E2
No! A ferramentas no ruim, mas ns no conseguimos aplica-la dentro do seu
real objetivo. Eu sinto que os servidores no esto preparados para este tipo de avaliao.
Ento quando tentamos aplicar a ferramenta como mecanismo o de diferenciar as pessoas
ou quando voc premiar entre aspas dentro do pouco que podemos fazer para aqueles que
fizeram mais o que observo uma revolta, um mal estar... difcil lidar com isso. Se
voc deixa todo mundo na mdia, o indivduo no quer saber. Ele pode at ter um % baixo
124
desde que seu colega tambm tenha. Se o seu colega tiver um % maior cria uma
indisposio entre eles e os grupos so sempre os mesmos e pequenos. muito difcil lidar
com esta ferramenta
E8
Eu acredito que sim. A ferramenta no ruim, mas ela poderia ser pensada ou
discutida melhor para poder atingir os objetivos relacionados.
E5
Neste quesito o SGD poderia ser pensado ou discutido melhor para poder atingir os
objetivos relacionados.
E13
Poderia conseguir mais, mas ele busca ver se a pessoa atingiu os objetivos. Ele no
mostra a pessoa que vai alm
E11
Eu diria que parcialmente, por que a avaliao no enftica. Depende muito de como o
servidor interpreta a avaliao. Se avaliao no traz consequncias, como por exemplo,
impacto no salrio, alterar a funo e etc., os servidores ficam na zona do comodismo.
E14
Sim, como eu disse antes, o sistema bom. O problema est na aplicao, na
pessoa que aplica o sistema. Se a avaliao fosse realmente condizente com a realidade iria
contribuir muito mais e, de certa forma, at motivando as pessoas.
EI
No acredito que um processo de avaliao se envolva ou que mudem o seu
comportamento do ponto de vista de envolvimento, comprometimento, atitudes e
iniciativa. uma questo muito particular e pessoal. No acredito que modelos de
avaliao possa mudar a histria das instituies.
E10
Eu acredito que ele se faz muito pouco presente. Ele poderia estar mais presente no
dia a dia. O sistema traz a possibilidade de interlocuo com outras gerncias e outros
centros. O mesmo servidor pode estar disponibilizando um percentual de seu tempo para
diferentes atividades, por exemplo. Neste momento creio que o sistema no consegue, de
maneira geral, alcanar as melhorias a que se prope.
125
E9
No! Ele apenas um indicador e no gerido da forma correta
E15
Dentro deste contexto ela procura apontar os pontos certos, mas ns temos
dificuldades estruturais de aplicao deste contexto. E a reside a dificuldade do uso da
ferramenta especfica dentro da organizao.
E7
Eu acredito que sim, se for bem utilizada. Em termos econmicos e financeiros
existem limitaes, mas para a estrutura e o rendimento da organizao poderia muito bem.
Exemplos os novos servidores, sem vcios, aceitam tranquilamente esta ferramenta j os
antigos encaram como uma obrigao a ser feita sem preocupao com o conhecimento.
E6
S se houver uma sano financeira. Sem esta sano no h melhoria. como se a
estabilidade trouxesse tanta segurana que ele no se importa em ser avaliado mal.
E12
Acredito sim ele bacana.
E3
No
4 - Voc acredita que ele contribui para melhorar as competncias das pessoas e da
organizao;
E4
Ela pode vir a apontar as deficincias, mas no vai desenvolver uma ao gerencial
seguida desta avaliao. apenas um indicativo desta necessidade de melhoria.
E2
No! Da forma como vem sendo utilizada ultimamente no.
E8
No! Da forma como vem sendo utilizada. Ela pode at a apontar deficincias.
apenas um indicativo desta necessidade de melhoria.
E5
Sim, uma ferramenta importante.
126
E13
No! No contribui muito no.
E11
No! Em minha opinio ela no avalia a qualidade de seu trabalho, mas sim se voc
uma pessoa boazinha e se tem uma boa conduta.
E14
Sim, acredito.
EI
No acredito que traga contribuies no caso de pesquisas desenvolvimento e
inovao. No acho que essa ferramenta possa mudar o perfil ou a forma de envolvimento
das pessoas.
E10
Contribuiria. Isto passa mais pela cultura da instituio. As pessoas encaram o
processo mais como uma obrigao.
E9
No! Na minha instalao no. No resto do IPEN no posso dizer, pois ele um
instrumento utilizado pela instituio como o todo. Ele no nos permite ciar uma estrutura
melhor na organizao
E15
Sim neste contexto eu acredito.
E7
Ela pode vir a apontar as deficincias, mas no vai desenvolver uma ao gerencial
seguida desta avaliao. apenas um indicativo desta necessidade de melhoria.
E6
Se houver um feedback de forma contundente sim. Se for como est hoje no.
E12
Contribuiria. Isto passa mais pela cultura da instituio. As pessoas encaram o
processo mais como uma obrigao.
E3
No
127
E2
R. Se pensarmos que podemos dar a capacidade do indivduo se capacitar a partir
de uma avaliao ruim neste sentido sim.
E8
Se for bem utilizada sim.
E5
Na forma como est no.
E13
Na prtica acredito que no
E11
No! E vou dizer por que. Estou aqui h quatro anos e nunca recebi ou discuti um
plano de como eu deveria evoluir em minhas capacitaes. Nunca fui questionado quantos
cursos eu fiz, sobre as publicaes que eu possa ter projetos de pesquisa, sobre a qualidade
e evoluo da minha capacitao, etc. Ou seja, a atual avaliao no foca na capacitao do
servidor.
E14
O sistema de avaliao de desempenho promove o desenvolvendo das pessoas,
pois, durante a avaliao, as deficincias vo aparecendo e, estas, devem ser atacadas para
que sejam corrigidas ou, pelo mens, minimizadas.
EI
No acredito que isso possa ocorrer.
E10
No! Infelizmente no.
E9
128
No acredito. Acho que ningum leva isso conta no IPEN. No veja ningum
falando sobre avaliao de desempenho, sobre o que ela pode ou no, mesmo por que as
pessoas no so avaliadas pelo perfil de Habilidades e Competncias, isso no existe,
podem-se julgar as habilidades e competncias em momentos de falhas e a julgamos olha
fulano no tem competncia, mas aquilo no foi contratado para ele fazer.
E15
A eu tenho dvidas com relao a isso dvida, no pelo sistema em si, mas pela
estrutura no qual ele est inserido acaba criando alguns entraves. Ns temos um processo
no qual no existe um plano de longo prazo de desenvolvimento humano e cientfico a
avaliao acaba sendo tolhida na sua aplicao.
E7
Se for bem utilizada sim.
E6
No! Aqui no.
E12
No! Infelizmente no.
E3
No
E4
Sim ele prev aquilo que voc vai fazer, existe espao para isso.
E2
Sim! Mas de uma forma bem simplista.
E8
Sim ele prev aquilo que voc vai fazer, existe espao para isso.
E5
Em vista do que falei antes no
E13
Geralmente atinge.
129
E11
Isso depende de cada chefia. Todo mundo espera receber uma boa avaliao e neste
sentido atende aos resultados esperados de cada servidor. Entretanto como j disse, eu no
vejo a avaliao como algo enftico. Em um lugar onde todos tiram nota 10, no tem como
avaliar.
E14
Acredito que sim, desde que sejam estabelecidos atividades e fatores de
desempenho coerentes com o perfil profissional da pessoa.
EI
O que ns conhecemos vivenciamos no ltimo ano no.
E10
Sim! Esta uma das funes dele.
E9
Numericamente sim, mas na prtica no.
E15
Sim, ele estabelece o que se espera de cada trabalhador. Neste sentido ele procura
trazer pontos que tenta identificar.
E7
Sim ele prev aquilo que voc vai fazer, existe espao para isso.
E6
No! E vou dizer por que isso no acontece. Ns temos a estabilidade e se ele no
fizer nada, nada acontece com o servidor. Tanto faz o servidor fazer ou no fazer.
E12
Sim! Deve-se basear no sistema e no usar como ferramenta
E3
No
7 - O sistema atual de avaliao de desempenho consegue obter o
comprometimento das pessoas em relao aos resultados desejados pela organizao;
E4
Se for bem utilizada sim
130
E2
No o sistema de avaliao que faz isso. No existe uma relao direta. O
indivduo no est preocupado. Ele cumpre por que est ali no sistema, ele cumpre porque
fez um pacto com a gerncia. Acredito que vai muito da questo motivacional dele querer
fazer, de querer cumprir.
E8
Sim ele prev aquilo que voc vai fazer, existe espao para isso.
E5
Em vista do que falei antes no
E13
Consegue, mas muito pouco. Poderia conseguir muito mais
E11
Quanto ao comprometimento eu diria que depende do quanto pessoa absorve das
crticas apresentadas. quase que um looping, porque se aceitar bem as crticas e querer
melhorar so sinal de comprometimento com o trabalho.
E14
Conseguiria se a avaliao fosse real. A maior parte das falhas no est no sistema,
mas, nas pessoas.
EI
O comprometimento algo muito mais complexo do que simplesmente um sistema
de avaliao.
E10
No! Hoje eu acredito que no. Ele tem o potencial, mas no.
E9
No! No dia a dia no vejo ningum preocupado com o que foi colocado no
contrato de trabalho de avaliao de desempenho. S vejo quando colocado um ponto
negativo na avaliao de desempenho. No decorrer do ano isso no levado em
considerao.
E15
Este o ponto fraco do sistema, pois ele no consegue estabelecer.
131
E7
Se for bem utilizada sim.
E6
No! A nica coisa que faz mudar comportamento a parte radiolgica. Do resta
no muda nada.
E12
Sim! Se for uti8lizado como sistema de avaliao e no para punio.
E3
No
8 O sistema atual de avaliao de desempenho ajuda a melhorar a comunicao
entre os nveis hierrquicos, criando clima de dilogo construtivo e eliminando
dissonncias, ansiedades e incerteza;
E4
Hoje no.
E2
Pelo contrrio. A maioria dos servidores no que discutir o programa. Dizem ponha
o mesmo do ano passado, deixa assim mesmo.
E8
Hoje no. As maiorias das pessoas no esto dispostas a colaborar ou mesmo
participar de qualquer grupo de trabalho.
E5
Acredito que sim. Eu acho que cada liderana deve ter uma participao ativa nas
atividades pertinentes sua rea de atuao e desta forma se aproximar mais das pessoas.
As lideranas devem sentir o dia a dia de seus servidores e buscar ver quais as dificuldades
e quais os pontos de melhorias e queles que tm um bom desempenho, eu acho importante
que ns expressemos o valor destas pessoas dizendo que aquilo que elas esto fazendo o
quo importante para o desenvolvimento do nosso setor. Ns devemos especificar bem
para cada um, o que pertinente a cada um, o que ele pode fazer naquele pouco para
contribuir como um todo para a instituio.
13
No! O CTA no feito baseado nas habilidades e competncias do que a
instalao quer junto com a chefia.
132
E11
Acredito que sim. Se chefia souber conduzir o processo de forma pedaggica, no
punitiva.
E14
No fim, acho que sim, pois para resolver as diferenas necessria a comunicao.
Sem comunicao no h chances de eliminar quaisquer dissonncias, ansiedades e
incertezas.
EI
No acredito que o sistema de avaliao possa desempenhar este papel. A
construo deste processo muito mais complexa do que um sistema de avaliao.
E10
Ajuda pouco, mas ajuda. Sim por que possvel se reunir pelo menos duas vezes ao
ano para discutir estes pontos.
E9
No! O CTA no feito baseado nas habilidades e competncias do que a
instalao quer junto com a chefia.
E15
Ele busca, mas no muito eficiente neste sentido. Ns temos uma estrutura que
no permite. Acredito tenhamos que modernizar a gesto fosse o melhor caminho, at para
que possamos atuar melhor neste contexto.
E7
Hoje no.
E6
Isso Sim! Eu credito que sim. Mesmo que ele no gere resultado, ele gera
confiana. Por ser uma lder emergente muitos servidores ficaram desconfiados quando
assumi o cargo de gerente da produo, pois os servidores tm mais de trinta anos de casa.
Quando eu comecei a conversar um a um e a explicar o sistema de avaliao houve um
entendimento melhor. Mesmo que no tenha tido resultado imediato esta aproximao foi
muito importante para gerar confiana
E12
133
Se for planejado junto com o funcionrio acredito que sim, pois isso eliminaria
ansiedade. O servidor saberia at onde poderia ir.
E3
No
9 O sistema atual de avaliao de desempenho proporciona uma orientao
constante sobre o desempenho das pessoas, buscando melhorias,
E4
O sistema feito para isso, mas deveria ser mais peridico do que .
E2
No tem uma conotao mais individual, uma coisa que ele combinou com o chefe
dele.
E8
O sistema feito para isso, mas deveria ser mais peridico do que .
E5
Sim, talvez discutir um pouco melhor, encontrar mecanismos um pouco mais
prticos.
E13
Tambm no.
E11
Sim ela avalia desempenho comportamental (no tcnico), mas no orienta para
melhorias. O sistema atual de avaliao no permite fazer uma anlise crtica do
desempenho e qualidade da carreira.
E14
Acredito que vai depender muito da pessoa que faz a avaliao, nem tanto do
sistema, mas, do avaliador.
EI
Com relao ao Feedback, se bem utilizado, at poderia, mas h outros mecanismos
sem ser coercitivo que envolva o comprometimento das pessoas, pois o comprometimento
muito mais complexo do que um formulrio ou um questionrio.
E10
No
E9
134
E7
O sistema feito para isso, mas deveria ser mais peridico do que .
E6
Se o sistema for bem aplicado sim, pois quando voc avalia pode-se chamar a
ateno dele para a prxima avaliao. Se no houver uma atitude contundente eles podem
ou no mudar. Vai ser muito do que eles acham que tem que ser e no como ns
gostaramos que fosse.
E12
Constante acha que no, pois feito uma vez por ano e depois ningum mais abre,
no so feitas avaliaes peridicas.
E3
No
E2
No tem uma conotao mais individual, uma coisa que ele combinou com o chefe
dele.
E8
O sistema muito pontual entre o gerente/servidor, ele no trata o grupo em si.
E5
Sim
135
E13
Tambm no.
E11
Acho que sim, de uma maneira bem leve ele acaba avaliando o trabalho em equipe,
a assiduidade. Eu acho que estas so as bases para um bom resultado.
E14
Sim, por isso existem os fatores de desempenho como cooperao, trabalho em
equipe. Isso essencial em qualquer ambiente de trabalho.
EI
Acho que sim, de uma maneira bem leve ele acaba avaliando o trabalho em equipe,
a assiduidade. Eu acho que estas so as bases para um bom resultado
E10
No
E9
No! As pessoas no tm conhecimento. A organizao inclui uma ferramenta no
sistema, as pessoas no so treinadas para atuar com esta ferramenta. Isso no levado em
conta. No quer dizer que seja m vontade das pessoas. A ferramenta no bem utilizada.
E15
Ele procura apontar neste sentido conforme os tpicos que so abordados quando se
faz a avaliao so indicadores que podem apresentar dados que podem fornecer dados
para este caminho para propiciar esta orientao.
E7
O sistema muito pontual entre o gerente/servidor, ele no trata o grupo em si. No
entanto isso pode ser uma prtica do gerente de fazer uma avaliao do grupo, mas ele no
utilizado desta maneira. Essa pode ser uma falha do sistema.
E6
Sim.
E12
Sim, depende da funo que voc coloca ali.
E3
136
No
E2
R. Tambm acredito que no exista esta relao direta.
E8
Tambm acredito que no exista esta relao direta.
E5
Ento eu acho que cabe a ns gestores buscarmos uma unio, e no ficarmos na luta
sozinhos.
E13
Confiana no sei dizer. Motivao no, Cooperao tambm no.
E11
No! Ela individual. No h avaliao da equipe ou de determinados grupo
E14
O sistema sim. A abrangncia do Sistema j induz a isso.
EI
No! No acredito nisso.
E10
No porque isso ligado a gerencia a chefia ao ambiente de trabalho. Ela uma
ferramenta. Sozinha ela no faz nada.
E9
Difcil parece que tudo neste sistema est ruim. No feito uma avaliao real da
coisa Ento como avaliar estes parmetros. Se eu no negocie como a minha chefia as
necessidades e possibilidades que eu tenho fica difcil fazer qualquer julgamento.
E15
137
No! Embora ele busque isso, mas no fica claro, acredito que ele consiga
transmitir isso. Ele no consegue mostrar as oportunidades que as pessoas podem ter para
buscar esta mudana
E7
No pelo mesmo motivo acima.
E6
Deveria. Mas na verdade eles ficam comparando a avaliao um com o outro
E12
Sim! Entre os itens avaliao est a cooperao.
E3
No! No acredito nisso.
E2
No! Ele poderia servir, pois da forma como est estruturada. No entanto, a maior
parte dos servidores est no topo da carreira no que podemos mexer.
E8
Isso no se aplica para a gente, temos pouco espao para pensar em aumento
salarial, carreira o sistema tudo engessado.
E5
Em termos salariais no. Entretanto, em termos de organizacionais no passado o
RH ofereceu alguns treinamentos motivacionais e eu participei de alguns e posso dizer que
foi importante para mim como gestora. Como sugesto, eu diria que a instituio deveria
retomar estes treinamentos e que fossem abertos e para todos os nveis.
E13
Tambm no.
E11
138
E14
Olha, no IPEN, a carreira e, em termos de salrio, so questes complicadas.
Acredito que a maior parte das pessoas que so avaliadas nesse Sistema, no relaciona, de
fato, o desempenho com a carreira e o salrio.
EI
O processo de avaliao, de feedback e de envolvimento mais complexo que o
formulrio.
E10
Serviria, mas eu ainda no vejo isso.
E9
Fica complicado, pois plano de carreira no existe. Nas organizaes pblicas
rarssima voc tem um plano de carreira em que as pessoas ascendem na carreira por
capacidade tcnica
E15
Ele busca isso, mas na prtica isso na realidade no acontece de forma muito boa,
s vezes acontece de forma negativa como se fosse uma cobrana, como um ambiente de
comparao entre profissionais e s vezes a comparao no muito saudvel. Muitas
vezes o apontamento de nossas deficincias.
E7
Isso no se aplica para a gente, temos pouco espao para pensar em aumento
salarial, carreira o sistema tudo engessado.
E6
Sim! Isso mostra quem est mais apto ou com vontade a entrar para a pesquisa, ir
mais alm do que est fazendo.
E12
Sim! Se as pessoas cumprem o que foi acordado ela tem como mostrar isso com
nmeros.
E3
No
139
E2
R. Sim! Cabe ao gestor enxergar assim
E8
Se for bem feito sim.
E5
Sim! Cabe ao gestor enxergar assim
E13
Sim
E11
No, conforme j disse anteriormente ela no foca na avaliao e progresso das
capacitaes dos servidores.
E14
Sim, ele pode demonstrar as deficincias da pessoa avaliada e, assim, induzir a um
treinamento futuro para que essas deficincias sejam minimizadas.
EI
Pelo menos no tem sido assim nos ltimos anos.
E10
Acredito que at serve, mas se aplicado ou no outra estria.
E9
Poderia ser visto se ele fosse muito bem avaliado.
E15
Na atual estrutura de carreira no ela est estanque, no tem movimentao. Ento
neste sentido impedido o grande incentivador de progresso do trabalhador, do pesquisador.
E7
Se for bem feito sim.
140
E6
Se for bem feito sim.
E12
No observo essa funo.
E3
No
14 O sistema atual de avaliao de desempenho ajuda a identificar talentos,
atuando como um instrumento de Avaliao de potencial.
E4
Se for bem feito sim.
E2
R. Potencialmente ele poderia ser utilizado, mas como falado anteriormente, so
sempre os mesmos, executando as mesmas atividades, se ns consegussemos ter a
incluso de outros servidores no sistema com mais frequncia. O formato atual est
estagnado. A maioria com os ps na aposentadoria
E8
Se for bem feito sim.
E5
Sim, quando eu fao avaliao de desempenho eu verifico o que foi contratado no
CTA e o que o servidor realizou ao longo do ano.
E13
Poderia, mas no feito.
E11
No enftico nisso. Acredito que para servir como avaliao de potencial o
sistema atual deveria ser reformulado.
E14
Sim, tendo em vista as pontuaes do sistema. O desempenho das pessoas
percebido ali.
EI
No acredito que este seja o caminho para conseguirmos o envolvimento das
pessoas.
141
E10
Eu acredito que no seja neste momento o correto para avaliar talentos. Isto tem se
avaliado continuamente.
E9
A primeira coisa ser que seja mapeado de cima para baixo, que seja demonstrando
como ele funciona e o que se espera dele. Que as chefias imediatas, que so as pessoas que
fazer a incluso no sistema negociem com cada um a real necessidade da instalao e das
possibilidades de cada um. Isso no final do ano ou do perodo de avaliao tornaria a
avaliao mais clara. A maioria dos servidores nem acessam o sistema para ver o que
consta em seu CTA.
E15
Neste sentido sim, pelo apontamento que se faz consegue-se perceber onde se deve
buscar melhor aperfeioamento e o melhor caminho para este profissional.
E7
Se for bem feito sim.
E6
Sim, pois quando voc muda o servidor de funo e ele no desempenha bem, voc
conversa com ele, muda novamente de funo ele desempenha bem a nova funo. Isso
nos orienta. Infelizmente alguns no se do bem em nada
E12
No s mostra aquilo que foi determinado. No mostra como e onde ela poderia
crescer profissionalmente.
E3
No
Sugesto para melhorias do sistema de avaliao.
E4
Que cada gerente seja instrudo na ferramenta em si, no prprio sistema e que
depois este gerente seja um multiplicador para o seu grupo. Que nesta ao, o gerente
mostre a todos a importncia desta ferramenta.
E2
142
E8
Que cada gerente seja instrudo na ferramenta em si, no prprio sistema e que
depois este gerente seja um multiplicador para o seu grupo. Que nesta ao, o gerente
mostre a todos a importncia desta ferramenta.
E5
Eu sinto falta de uma interao com outros gestores de maneira a enxergar melhor
como descrever as atividades. No meu caso, a nossa direo solicitou que as atividades
descritas no CTA fossem mais detalhadas. Eu no sou to favorvel a este detalhamento.
Como temos um grupo pequeno de servidores e uma demanda muito grande, eu costumo
colocar em dias excepcionais e em horrios extraordinrios para que mais pessoas estejam
treinadas em atividades diferentes. Ento eu no consigo direcionar, colocar em tamanha
minucia a atividade de cada um. Eu prefiro no colocar, porque s vezes naquele perodo
de avaliao a pessoa fez vrias atividades diferentes.
E13
A minha sugesto seria que ela levasse em considerao a opinio da equipe, pois
hoje leva em considerao apenas a opinio do chefe imediato.
E11
Poderia ser apresentado ao servidor sugestes para planejamento de capacitaes e
avaliaes de desempenho e qualidade dos trabalhos executados. Exemplo, o Contrato
anual de trabalho (CTA) mostra o que voc deve cumprir em relao s suas tarefas
obrigatrias para o departamento ou a instituio, mas o servidor no tem um plano a
cumprir em relao a sua evoluo e capacitaes. Assim a instituio poderia avaliar a
evoluo do servidor colocando metas e planos avaliados periodicamente em como atingir
determinados objetivos. Hoje est tudo muito independente e sem estratgias, se no
143
E14
Que a avaliao fosse real. Pois, acredito que isto no seja feito de fato. No sei
exatamente a causa. A avaliao deve demonstrar o que realmente . No h como apontar
uma causa nica. Acredito que seja um vcio do sistema e, isso, vai dar muito trabalho para
corrigi-los. Tem que ocorrer algo impactante para que se corrija isso e vi de cima para
baixo
EI
A melhor forma para trazer benefcios para a instituio passa pela questo da
responsabilidade, no passa por avaliao, carto de ponto. Estes mecanismos contribuem
para que se tenha xito nos processos. O envolvimento depende dos objetivos das pessoas,
depende de motivao, dependem vrios fatores. Ele depende de que haja diretriz clara
institucional, sem o qual as pessoas no possuem norte. E esse processo to to simples
assim.
E10
A avaliao passa pelo comprometimento de quem avalia e em seguida por quem
avaliado. E isso est alm do sistema.
E9
A primeira coisa ser que seja mapeado de cima para baixo, que seja demonstrando
como ele funciona e o que se espera dele. Que as chefias imediatas, que so as pessoas que
fazer a incluso no sistema negociem com cada um a real necessidade da instalao e das
possibilidades de cada um. Isso no final do ano ou do perodo de avaliao tornaria a
avaliao mais clara. A maioria dos servidores nem acessam o sistema para ver o que
consta em seu CTA.
E15
De pronto eu no tenho nada que possa dizer. Acho que o sistema de desempenho
ele no ruim e que tenha que ser modificado, acredito que ele no tenha o ambiente
propicio para ser aplicado, ele no tem a estrutura favorvel poderamos apontar defeitos
que na verdade no so dele mais da instituio e a voc acaba incorrendo em um erro.
E7
144
Que cada gerente seja instrudo na ferramenta em si, no prprio sistema e que
depois este gerente seja um multiplicador para o seu grupo. Que nesta ao, o gerente
mostre a todos a importncia desta ferramenta.
E6
Eu acredito que o foi feito agora j melhorou bastante nesta ltima avaliao que
ns fizemos houve uma sano, ou mais de uma aqui. Um de nossos servidores que
passaram por esta sano melhorou muito, mas s depois da sano. At ento, todo
gerenciamento que foi feito no surtiu efeito. Depois desta ltima avaliao as coisas
mudaram. E no s para ele, pois outros tambm perceberam o que estava acontecendo. A
mudana que foi feita melhorou bastante.
E12
No tenho.
E3
A primeira coisa que teramos que ter um sistema de avaliao que verifique o
comprometimento de ambas as partes. Seja do gestor ou do servidor a ser avaliado. Este
o princpio bsico que eu acredito. Como no temos este fator hoje em dia. O setor publica
ser-se- o aparecimento de talentos por vrios motivos, sendo totalmente protetor dificulta
o conhecimento. totalmente o oposto do que eu penso. Eu acredito que o ser humano
para desenvolver tem que sofrer qualquer tipo de presso, isso agua a sua necessidade de
curiosidade de buscar e at competir.
E2
145
E8
um sistema pontual, pois as agncias no tem como avaliar os pesquisadores e
tecnologistas cientficos de forma diferente. No passado, alguns setores do IPEN utilizaram
esta metodologia, os grupos eram mais homogneos. Em termos seria um sistema
democrtico desde que fossem utilizados os mesmos indicadores acadmicos, servios e
produo, apropriados para cada segmento. Para os setores homogneos seria uma tima
ferramenta e de fcil aplicao. Tudo depende da comunicao, explicao.
E5
De qualquer maneira vejo que tem que ter meta, pois o ser humano trabalha mais
quando percebe que tem de atingir determinadas metas. Acredito que isto seja um ponto
motivador que o pesquisador deve atingir seus objetivos, seja elaborao de relatrios
tcnicos, seja na elaborao de publicaes em peridicos, revistas, livros. Eu acredito que
um mecanismo importante. No conheo em detalhes, mas para que no ocorra
acomodao as metas devem. No conheo bem esta metodologia, pois estou na prtica,
146
no me dedico a projetos, no tenho que prestar as contas, mas acredito que seja, pois
existem pessoas que esto avaliando, pensando na metodologia.
E13
limitado! Serve tambm, mas limitado. No s quantidade de artigos e projetos
que um pesquisador bom. So outros parmetros no to tangveis assim que deveria ser
considerado. O problema que quando voc mede produtividade geralmente as pessoas
atuam somente nos ndices. As pessoas s trabalham ali por que ali que vai ser avaliado.
No entanto, no s aquilo um projeto muito mais que vrios artigos. Agora se houvesse
uma avaliao, tambm, da qualidade, do teor dos da publicao ou do projeto a sim seria
factvel. Se o artigo fosse publicado em uma revista classificado, criteriosa seria
interessante.
E11
Olhando a partir do Centro de Radiofarmcia, eu diria que muito difcil trabalhar
com o volume de produo que temos e ainda sermos pesquisadores nvel A na capes,
por exemplo. Entretanto ainda temos a chance de nos apresentar como um centro de
excelncia para produo e pesquisa de ponta. Por isso que mais uma vez enfatizo a
questo de trabalhar em equipe e ter estratgias, ou no seremos bem sucedidos perante a
estes ndices de avaliao. Estes ndices nos avaliam de diversas formas atravs de
patentes, projetos de pesquisas, publicaes, etc.; mas temos um grande volume de
trabalho destinado s produes de radiofrmacos, o que no contribui para a composio
deste ndice e, de certa forma, acabamos saindo em desvantagem em relao aos centros
que no tem produes rotineiras. Acredito que traando estratgias, parcerias e
otimizando o capital humano poderamos planejar maneiras de atender melhor a estes
ndices de avaliao das agncias de fomento. Assim, uma vez que estes ndices no
refletem nossas tarefas cotidianas, temos de nos adequar e estudar maneiras de contempla-
los para no sermos penalizados pelas agncias de fomento.
E14
Eu concordo, agora, de que forma um rgo pblico vai beneficiar, premiar estas
pessoas? Pois tem que haver um incentivo. Acho complicado, se for financeiro, no existe
autonomia do IPEN para definir salrios e, assim, fazer com que algum ganhe mais que a
outra, necessrio que tenha algo que compense a maior produtividade (para mim,
avaliao por produtividade competitividade). Apesar disso, sou favorvel.
147
EI
Hoje pelo que eu percebo voc pode ter uma publicao na vida e ser de grande
impacto. E voc pode ter 100 publicaes que no tragam nenhuma contribuio efetiva
para a comunidade do ponto de vista cientfico. Depende do contexto, da organizao, do
papel do instituto de pesquisas. Primeiro precisa se definir o que se espera do instituto de
pesquisas. Qual o papel de uma instituio de pesquisa. Se o papel do instituo for
formao de recursos humanos, pesquisa bsica ou deveria estar na vanguarda da inovao.
Sem isso ns no conseguiremos dar um passo adiante.
E10
Eu vejo como um conjunto de critrios escolhidos, mas que esto em continua
modificao e aperfeioamento. Ele poderia ser utilizado para avaliar pesquisadores e
tecnologistas cientficos se as atividades desenvolvidas estiverem de acordo com a
designao do cargo. Numa instituio em que estes profissionais se ocupam com vrias
outras tarefas, administrativas, produtivas, didticas, alm de pesquisa, adotar somente
estes critrios pode ser perverso.
E9
Eu sou mais adepto a isso. Quando voc tem metas as cumprir tudo fica mais claro,
fica mais fcil de medir. Quando voc tem a resposta imediata daquilo que est fazendo.
Voc pode avaliar as intercorrncias, pode avaliar os fatores que acarretaram o atraso fica
mais fcil verificar, sai da subjetividade, so parmetros para se medir, voc sabe que tem
um prazo que no definitivo, pois em pesquisa podemos ter intercorrncias, mas uma
previso que temos que ter. Voc mesmo tem que cumprir o prazo.
E15
Eu no tenho muito contato com estas agencias, pois ns trabalhamos com
produo menos na rea de pesquisa. No entanto, os poucos projetos que eu tenho
acompanhado no dirio, de ver os resultados, de ver o projeto como um todo, de fato eu
tive pouco contato.
E7
um sistema pontual, pois as agncias no tem como avaliar os pesquisadores e
tecnologistas cientficos de forma diferente. No passado, alguns setores do IPEN utilizaram
esta metodologia, os grupos eram mais homogneos. Em termos seria um sistema
democrtico desde que fossem utilizados os mesmos indicadores acadmicos, servios e
148
produo, apropriados para cada segmento. Para os setores homogneos seria uma tima
ferramenta e de fcil aplicao. Tudo depende da comunicao, explicao.
E6
Para ns no se aplica em todos os casos. A produtividade de artigos cientficos,
no atende as nossas necessidades. Ns fazemos melhorias de produo, relatrios e as
agncias de fomento no contam isso. As agncias esto muito longe de ns. Ns no
colocamos novos produtos no mercado. Isso acaba nos prejudicando porque ns no
fazendo inovao. Esta metodologia no nos atende de forma geral, mas para os
tecnologistas e pesquisadores seria factivo.
E12
Acho que se torna mais um nmero, as pessoas so avaliao pela quantidade que
produziu, no pela qualidade do que produziu. No acho que seja justo. Na verdade, no
conheo o conceito utilizado pela Qualis.
E3
um sistema pontual, pois as agncias no tem como avaliar os pesquisadores e
tecnologistas cientficos de forma diferente. No passado, alguns setores do IPEN utilizaram
esta metodologia, os grupos eram mais homogneos. Em termos seria um sistema
democrtico desde que fossem utilizados os mesmos indicadores acadmicos, servios e
produo, apropriados para cada segmento. Para os setores homogneos seria uma tima
ferramenta e de fcil aplicao. Tudo depende da comunicao, explicao.
149
12,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0
2,0 7,0 7,0 7,0 7,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
10,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
12,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 6,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0
2,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0
2,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 4,0 3,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
12,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 7,0 6,0 7,0 7,0 6,0
10,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 5,0 5,0 5,0 5,0 6,0 7,0 7,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 5,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 4,0 6,0 5,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 7,0 7,0 7,0
10,0 7,0 7,0 7,0 5,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0
2,0 7,0 7,0 7,0 5,0 5,0 7,0 5,0 7,0 5,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0
2,0 6,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 6,0 6,0 7,0 7,0 6,0 6,0
2,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 6,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0
150
2,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 5,0 5,0 5,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0
2,0 6,0 7,0 7,0 6,0 5,0 7,0 5,0 7,0 6,0 7,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 6,0 7,0 6,0 7,0
10,0 5,0 7,0 7,0 7,0 5,0 6,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 4,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 5,0 7,0 5,0 7,0
2,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 5,0 7,0 7,0 7,0 1,0 7,0 2,0 7,0 7,0 7,0 7,0 7,0 2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0
2,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 5,0 5,0 7,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0
2,0 7,0 7,0 7,0 6,0 4,0 5,0 4,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 5,0 6,0
4,0 7,0 7,0 7,0 6,0 4,0 5,0 4,0 6,0 5,0 7,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 5,0 6,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 7,0 6,0 6,0 7,0 6,0 6,0
2,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 5,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 6,0 6,0 6,0 6,0
9,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 5,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 7,0 6,0 5,0 5,0 5,0 5,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 6,0 5,0 4,0 5,0 4,0 6,0
2,0 3,0 5,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0
12,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 4,0 4,0 3,0 1,0 4,0 1,0
2,0 6,0 6,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 5,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 6,0 7,0 6,0 6,0 7,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 6,0 6,0 6,0 6,0
12,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 7,0 6,0 7,0 6,0 5,0 5,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 5,0 6,0 5,0 6,0 5,0 6,0
2,0 5,0 5,0 5,0 3,0 6,0 5,0 5,0 5,0 5,0 5,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
2,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 5,0 7,0 5,0 6,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 5,0 6,0 5,0 6,0 5,0
2,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 6,0 7,0 7,0 6,0 5,0 5,0 5,0 6,0 5,0 5,0 6,0 5,0 5,0
12,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 6,0 7,0 6,0 7,0 7,0 5,0 5,0 5,0 5,0 4,0 4,0 4,0 7,0 5,0 6,0
151
2,0 5,0 7,0 7,0 7,0 5,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 6,0 5,0 6,0
2,0 6,0 7,0 7,0 7,0 5,0 5,0 4,0 7,0 6,0 7,0 7,0 6,0 7,0 5,0 7,0 4,0 7,0 4,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 7,0 6,0 7,0 6,0 6,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 6,0 6,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 4,0 4,0 4,0 4,0 5,0
9,0 7,0 7,0 7,0 5,0 5,0 5,0 4,0 6,0 5,0 7,0 7,0 6,0 7,0 6,0 7,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 6,0 5,0 6,0 6,0 6,0 6,0 6,0 6,0
9,0 6,0 4,0 7,0 6,0 6,0 7,0 6,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0
2,0 7,0 5,0 5,0 5,0 6,0 6,0 6,0 5,0 5,0 5,0 7,0 7,0 7,0 7,0 5,0 5,0 7,0 7,0 4,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 6,0 6,0 6,0 7,0
2,0 6,0 6,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 7,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 5,0 4,0 7,0 7,0 6,0 6,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0
2,0 5,0 7,0 5,0 5,0 4,0 4,0 4,0 5,0 6,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 7,0 6,0 7,0 7,0 7,0 6,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 4,0 5,0 6,0 5,0 7,0 7,0 7,0 7,0 6,0 3,0 3,0 3,0 3,0 3,0
2,0 6,0 6,0 5,0 5,0 6,0 5,0 5,0 5,0 5,0 6,0 7,0 5,0 6,0 5,0 6,0 5,0 6,0 6,0 5,0 6,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
2,0 5,0 6,0 7,0 6,0 4,0 5,0 4,0 6,0 5,0 7,0 7,0 6,0 7,0 7,0 5,0 5,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 7,0 6,0 7,0 6,0 6,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 1,0 7,0 7,0 7,0 5,0 7,0 5,0 4,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 4,0 5,0 4,0 3,0
2,0 7,0 7,0 7,0 5,0 3,0 7,0 5,0 7,0 5,0 7,0 7,0 5,0 7,0 6,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 5,0 6,0 6,0 6,0 6,0 6,0 6,0
2,0 5,0 6,0 7,0 5,0 5,0 6,0 4,0 7,0 6,0 7,0 7,0 6,0 7,0 5,0 5,0 4,0 6,0 5,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 6,0 7,0 6,0 7,0 6,0 6,0 7,0 7,0 7,0
2,0 7,0 7,0 7,0 6,0 4,0 4,0 3,0 6,0 5,0 7,0 6,0 5,0 7,0 6,0 6,0 5,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 6,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 7,0 6,0 6,0 6,0 6,0
2,0 7,0 7,0 7,0 6,0 5,0 6,0 5,0 7,0 6,0 7,0 7,0 5,0 7,0 6,0 5,0 5,0 7,0 6,0 6,0 7,0 7,0 7,0 6,0 7,0 5,0 7,0 7,0 7,0 5,0 7,0 7,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 6,0 5,0 6,0
2,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 5,0 5,0 6,0 6,0 6,0 5,0 6,0 6,0 5,0 6,0 6,0 6,0 7,0 6,0 7,0 5,0 5,0 6,0 5,0 5,0 6,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 4,0 7,0 5,0 7,0 5,0 7,0 7,0 6,0 5,0 6,0 7,0 6,0 5,0 6,0 6,0 7,0 7,0 5,0 6,0 6,0 6,0 6,0 5,0 5,0 4,0 5,0 4,0 5,0
2,0 7,0 7,0 7,0 6,0 6,0 5,0 4,0 6,0 5,0 7,0 7,0 6,0 7,0 5,0 5,0 4,0 6,0 5,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 4,0 7,0 7,0 7,0 7,0 6,0 7,0 5,0 7,0 4,0 7,0 7,0 5,0 7,0 6,0 7,0
2,0 6,0 6,0 7,0 5,0 7,0 7,0 5,0 7,0 5,0 7,0 7,0 6,0 4,0 7,0 4,0 6,0 5,0 7,0 4,0 7,0 7,0 5,0 7,0 7,0 5,0 5,0 7,0 7,0 5,0 5,0 7,0 5,0 7,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0
152
2,0 7,0 7,0 7,0 4,0 4,0 4,0 4,0 7,0 7,0 7,0 7,0 4,0 7,0 7,0 6,0 6,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 5,0 4,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 5,0
2,0 5,0 6,0 7,0 6,0 5,0 6,0 5,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 5,0 6,0 6,0 7,0 5,0 5,0 5,0 5,0 5,0 4,0 6,0 7,0 6,0 7,0
9,0 5,0 1,0 7,0 5,0 7,0 7,0 5,0 7,0 5,0 7,0 7,0 7,0 7,0 4,0 7,0 4,0 7,0 4,0 7,0 7,0 7,0 5,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 6,0 4,0 7,0 7,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 4,0
2,0 6,0 7,0 7,0 7,0 5,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 5,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 7,0 6,0 5,0 6,0 6,0 6,0 6,0 5,0 6,0 5,0 5,0 5,0 6,0 5,0 6,0
2,0 6,0 7,0 7,0 6,0 5,0 5,0 5,0 7,0 6,0 7,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 7,0 7,0 5,0 6,0 6,0 7,0 6,0 6,0 5,0 5,0 5,0 5,0 6,0 5,0 6,0
2,0 6,0 6,0 6,0 6,0 5,0 6,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 6,0 4,0 3,0 5,0 4,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 4,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 6,0 5,0 5,0
2,0 7,0 7,0 6,0 5,0 6,0 6,0 5,0 6,0 5,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 6,0 7,0 6,0 5,0 5,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 5,0 6,0 5,0 5,0 5,0 5,0
2,0 6,0 7,0 7,0 6,0 5,0 5,0 4,0 6,0 5,0 7,0 7,0 6,0 7,0 6,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 6,0 6,0 5,0 4,0 5,0 4,0 5,0 5,0 5,0
2,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 7,0 7,0 5,0 7,0 7,0 7,0 5,0 5,0 5,0 7,0 5,0 5,0 7,0 7,0 6,0 5,0 7,0 5,0 4,0 7,0 5,0 7,0 7,0 5,0 7,0 5,0 7,0 5,0 7,0 5,0 5,0 7,0 5,0 7,0
12,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0
12,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0
4,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 7,0 7,0 5,0 5,0 6,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0
2,0 6,0 5,0 7,0 4,0 4,0 7,0 3,0 7,0 4,0 7,0 7,0 4,0 7,0 7,0 5,0 5,0 7,0 6,0 5,0 7,0 6,0 5,0 7,0 7,0 4,0 5,0 6,0 6,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 6,0 7,0
2,0 5,0 7,0 5,0 7,0 1,0 1,0 1,0 5,0 7,0 5,0 5,0 7,0 7,0 7,0 5,0 3,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 3,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 7,0 5,0 7,0 7,0
2,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 6,0 5,0 4,0 5,0 5,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 5,0 5,0 4,0 4,0 6,0 5,0 4,0 5,0 4,0 5,0
2,0 5,0 7,0 7,0 6,0 5,0 5,0 5,0 6,0 6,0 5,0 7,0 7,0 7,0 6,0 4,0 2,0 5,0 5,0 4,0 7,0 7,0 6,0 6,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 6,0 6,0 6,0 6,0 6,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 3,0 3,0 4,0 4,0 5,0 7,0 7,0 7,0 7,0 7,0 4,0 4,0 7,0 7,0 5,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 6,0 5,0 5,0 5,0 6,0
2,0 5,0 7,0 7,0 5,0 5,0 5,0 4,0 7,0 5,0 7,0 7,0 5,0 7,0 5,0 5,0 4,0 6,0 5,0 6,0 7,0 7,0 6,0 7,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 5,0 6,0 5,0 5,0
2,0 7,0 7,0 7,0 5,0 5,0 6,0 5,0 7,0 5,0 7,0 6,0 6,0 6,0 5,0 5,0 5,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 6,0 5,0 5,0 6,0 6,0 5,0 6,0 6,0 6,0 6,0 5,0 5,0 6,0 6,0 5,0 6,0 5,0 6,0
2,0 7,0 7,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 2,0 7,0 6,0 7,0 5,0 6,0 4,0 7,0 6,0 5,0 7,0 7,0 6,0 7,0 7,0 5,0 6,0 6,0 5,0 7,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0
153
2,0 7,0 7,0 7,0 5,0 4,0 6,0 4,0 6,0 5,0 7,0 7,0 5,0 4,0 3,0 4,0 3,0 6,0 5,0 6,0 7,0 7,0 7,0 7,0 7,0 4,0 3,0 7,0 7,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0
2,0 7,0 7,0 7,0 6,0 5,0 6,0 5,0 7,0 6,0 7,0 7,0 6,0 6,0 5,0 5,0 4,0 7,0 6,0 5,0 6,0 6,0 5,0 6,0 6,0 5,0 4,0 7,0 7,0 6,0 7,0 7,0 6,0 5,0 5,0 4,0 6,0 6,0 5,0 6,0 5,0 6,0
12,0 5,0 7,0 7,0 7,0 5,0 5,0 4,0 6,0 6,0 6,0 7,0 6,0 7,0 6,0 5,0 4,0 6,0 5,0 6,0 7,0 6,0 6,0 6,0 7,0 6,0 5,0 6,0 5,0 6,0 7,0 7,0 6,0 6,0 5,0 5,0 7,0 5,0 5,0 6,0 5,0 5,0
4,0 7,0 6,0 7,0 5,0 7,0 6,0 5,0 7,0 5,0 5,0 7,0 6,0 7,0 5,0 6,0 4,0 7,0 5,0 6,0 7,0 7,0 6,0 6,0 7,0 6,0 6,0 7,0 7,0 6,0 6,0 6,0 5,0 5,0 4,0 4,0 4,0 4,0 5,0 6,0 6,0 6,0
12,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 3,0 3,0 3,0 3,0 3,0 3,0 4,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 4,0 4,0 4,0 4,0 7,0 5,0 4,0 4,0 6,0 7,0
2,0 6,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 4,0 4,0 7,0 6,0 6,0 7,0 5,0 5,0 6,0 7,0 7,0 5,0 7,0 5,0 5,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 4,0 4,0 5,0 4,0 5,0
2,0 6,0 7,0 7,0 6,0 4,0 5,0 4,0 6,0 5,0 7,0 7,0 7,0 7,0 6,0 4,0 3,0 5,0 4,0 5,0 7,0 7,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 5,0 7,0 6,0 4,0 5,0 4,0 5,0 3,0 6,0 6,0 7,0 6,0 7,0
9,0 7,0 6,0 7,0 5,0 5,0 5,0 5,0 6,0 6,0 5,0 7,0 6,0 7,0 5,0 5,0 4,0 7,0 5,0 6,0 7,0 7,0 7,0 6,0 7,0 6,0 5,0 7,0 6,0 5,0 7,0 7,0 5,0 5,0 5,0 5,0 6,0 5,0 5,0 5,0 5,0 5,0
2,0 7,0 5,0 6,0 7,0 4,0 4,0 4,0 5,0 6,0 5,0 7,0 6,0 5,0 6,0 3,0 3,0 5,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 6,0 6,0 7,0 6,0 5,0 6,0 5,0 5,0 6,0 5,0 7,0 7,0 7,0 6,0
2,0 6,0 6,0 7,0 5,0 5,0 6,0 5,0 7,0 7,0 6,0 7,0 5,0 5,0 4,0 5,0 4,0 6,0 5,0 5,0 6,0 6,0 6,0 7,0 7,0 5,0 5,0 6,0 7,0 6,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 6,0 6,0 5,0 6,0 7,0
2,0 7,0 7,0 7,0 5,0 4,0 4,0 3,0 6,0 5,0 7,0 7,0 5,0 6,0 4,0 5,0 3,0 7,0 5,0 4,0 7,0 6,0 5,0 7,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 5,0 4,0 6,0 6,0 6,0 7,0 6,0 7,0
2,0 4,0 7,0 7,0 4,0 2,0 5,0 2,0 6,0 3,0 7,0 7,0 4,0 7,0 6,0 4,0 3,0 6,0 5,0 6,0 7,0 7,0 6,0 7,0 7,0 4,0 7,0 7,0 7,0 7,0 7,0 6,0 7,0 5,0 6,0 4,0 7,0 7,0 6,0 7,0 6,0 7,0
2,0 5,0 6,0 7,0 5,0 5,0 5,0 4,0 7,0 6,0 7,0 7,0 5,0 6,0 5,0 5,0 5,0 5,0 5,0 6,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 7,0 7,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 7,0
2,0 4,0 7,0 7,0 4,0 5,0 6,0 4,0 7,0 5,0 7,0 7,0 5,0 7,0 7,0 4,0 4,0 5,0 4,0 7,0 7,0 7,0 6,0 7,0 6,0 5,0 5,0 7,0 7,0 5,0 7,0 7,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 4,0 4,0 4,0
9,0 5,0 7,0 7,0 7,0 5,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 6,0 2,0 2,0 5,0 4,0 7,0 7,0 6,0 6,0 6,0 7,0 7,0 5,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 6,0 7,0 6,0 4,0 3,0 1,0 5,0 2,0
10,0 2,0 6,0 7,0 7,0 3,0 4,0 4,0 6,0 6,0 5,0 7,0 5,0 7,0 6,0 6,0 4,0 7,0 5,0 6,0 6,0 7,0 6,0 6,0 6,0 6,0 5,0 7,0 6,0 5,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0
10,0 4,0 6,0 7,0 7,0 2,0 2,0 2,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 5,0 5,0 7,0 6,0 6,0 6,0 5,0 5,0 6,0 5,0 3,0 5,0 6,0 6,0
2,0 6,0 5,0 5,0 6,0 5,0 6,0 6,0 7,0 5,0 6,0 7,0 5,0 7,0 5,0 4,0 4,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 5,0 4,0 7,0 5,0 5,0 5,0 5,0 6,0 5,0 5,0 4,0 4,0 7,0 5,0 7,0 5,0 6,0
12,0 4,0 5,0 7,0 5,0 5,0 7,0 5,0 7,0 5,0 7,0 7,0 5,0 7,0 6,0 6,0 5,0 7,0 6,0 5,0 7,0 5,0 5,0 6,0 7,0 5,0 5,0 6,0 6,0 5,0 7,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0
2,0 5,0 6,0 7,0 5,0 3,0 4,0 3,0 5,0 4,0 6,0 7,0 6,0 7,0 6,0 5,0 4,0 7,0 6,0 5,0 6,0 7,0 6,0 6,0 7,0 5,0 6,0 6,0 6,0 7,0 7,0 6,0 7,0 6,0 5,0 4,0 7,0 6,0 4,0 6,0 4,0 6,0
154
12,0 7,0 7,0 7,0 4,0 4,0 5,0 3,0 6,0 4,0 7,0 7,0 5,0 7,0 6,0 6,0 5,0 7,0 6,0 5,0 7,0 7,0 7,0 6,0 6,0 4,0 4,0 6,0 6,0 5,0 6,0 6,0 5,0 5,0 5,0 5,0 4,0 6,0 5,0 6,0 5,0 6,0
9,0 4,0 4,0 7,0 6,0 1,0 4,0 2,0 6,0 6,0 7,0 7,0 7,0 7,0 4,0 4,0 2,0 6,0 4,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 4,0 4,0 6,0 4,0 4,0 7,0 4,0 7,0
2,0 5,0 6,0 7,0 6,0 4,0 5,0 4,0 6,0 5,0 4,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 6,0 6,0 6,0 5,0 5,0 4,0 5,0 5,0 5,0 5,0 5,0 5,0
12,0 6,0 6,0 7,0 5,0 5,0 6,0 5,0 6,0 5,0 6,0 7,0 6,0 7,0 5,0 5,0 4,0 7,0 6,0 7,0 7,0 7,0 6,0 6,0 6,0 5,0 4,0 6,0 7,0 5,0 6,0 4,0 5,0 4,0 4,0 3,0 5,0 6,0 5,0 6,0 5,0 6,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 4,0 4,0 2,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 4,0 4,0 4,0 5,0 4,0 5,0 5,0 4,0 4,0 5,0 3,0 3,0 5,0 3,0 4,0
2,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 7,0 7,0 6,0 7,0 7,0 5,0 6,0 5,0 6,0 5,0 6,0 6,0 6,0 5,0 6,0 5,0 7,0 7,0 5,0 7,0 4,0 5,0 7,0 7,0 5,0 5,0 5,0 5,0 6,0 3,0 3,0 3,0 3,0 3,0
2,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 6,0 6,0 4,0 7,0 7,0 7,0 5,0 4,0 3,0 6,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 7,0 5,0 6,0 7,0 7,0 4,0 6,0 4,0 6,0 5,0 3,0 3,0 4,0 3,0 4,0
2,0 2,0 4,0 7,0 5,0 3,0 4,0 3,0 7,0 5,0 7,0 7,0 5,0 7,0 6,0 1,0 1,0 5,0 4,0 7,0 7,0 6,0 6,0 6,0 7,0 5,0 5,0 7,0 7,0 6,0 7,0 7,0 6,0 5,0 6,0 5,0 7,0 5,0 7,0 7,0 7,0 7,0
2,0 5,0 6,0 7,0 4,0 3,0 3,0 2,0 6,0 5,0 6,0 6,0 4,0 7,0 6,0 4,0 4,0 7,0 6,0 6,0 7,0 7,0 6,0 6,0 6,0 5,0 6,0 6,0 6,0 6,0 7,0 6,0 7,0 6,0 6,0 5,0 6,0 6,0 5,0 5,0 5,0 6,0
9,0 5,0 6,0 6,0 5,0 4,0 5,0 4,0 6,0 5,0 6,0 6,0 5,0 7,0 6,0 5,0 4,0 6,0 5,0 6,0 7,0 7,0 6,0 7,0 6,0 5,0 5,0 6,0 5,0 5,0 6,0 5,0 6,0 5,0 6,0 5,0 6,0 7,0 5,0 5,0 5,0 5,0
2,0 4,0 5,0 6,0 5,0 2,0 3,0 2,0 5,0 4,0 6,0 7,0 6,0 7,0 6,0 3,0 3,0 4,0 4,0 7,0 7,0 7,0 7,0 5,0 7,0 6,0 5,0 7,0 7,0 5,0 7,0 7,0 5,0 5,0 5,0 5,0 6,0 7,0 6,0 7,0 7,0 7,0
9,0 5,0 5,0 5,0 5,0 7,0 7,0 7,0 5,0 5,0 4,0 7,0 7,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 7,0 4,0 4,0 4,0 4,0 4,0 7,0 5,0 7,0 5,0 7,0
2,0 6,0 7,0 6,0 5,0 5,0 5,0 5,0 6,0 6,0 6,0 7,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 6,0 5,0 7,0 7,0 5,0 5,0 5,0 6,0 5,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 6,0 5,0 5,0
2,0 5,0 5,0 5,0 5,0 6,0 6,0 5,0 6,0 6,0 5,0 6,0 5,0 6,0 5,0 5,0 5,0 5,0 5,0 4,0 6,0 5,0 5,0 6,0 6,0 6,0 6,0 7,0 6,0 6,0 7,0 6,0 5,0 5,0 6,0 5,0 5,0 5,0 6,0 6,0 5,0 6,0
12,0 5,0 5,0 5,0 5,0 6,0 5,0 5,0 7,0 5,0 6,0 5,0 3,0 5,0 5,0 5,0 6,0 5,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 7,0 7,0 5,0 5,0 6,0 5,0 5,0 4,0 4,0 4,0 5,0 5,0 6,0 5,0 6,0
2,0 4,0 7,0 7,0 6,0 3,0 5,0 4,0 6,0 5,0 7,0 7,0 6,0 7,0 6,0 4,0 3,0 5,0 4,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 5,0 7,0 7,0 7,0 6,0 5,0 5,0 4,0 4,0 3,0 5,0 5,0 4,0 6,0 4,0 6,0
9,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 6,0 5,0 6,0 7,0 6,0 7,0 6,0 4,0 3,0 7,0 6,0 5,0 7,0 7,0 6,0 7,0 6,0 5,0 3,0 7,0 7,0 5,0 6,0 5,0 5,0 4,0 5,0 3,0 4,0 4,0 3,0 4,0 4,0 4,0
9,0 7,0 7,0 7,0 7,0 4,0 5,0 4,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 4,0 4,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 7,0 5,0 7,0 7,0 7,0 5,0 5,0 5,0 5,0 5,0 1,0 1,0 1,0 2,0 2,0
2,0 6,0 7,0 6,0 5,0 5,0 5,0 5,0 5,0 6,0 6,0 7,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 6,0 5,0 7,0 7,0 5,0 5,0 5,0 6,0 5,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 6,0 5,0 5,0
2,0 5,0 7,0 7,0 6,0 3,0 3,0 3,0 6,0 5,0 7,0 7,0 5,0 7,0 6,0 5,0 4,0 7,0 6,0 7,0 7,0 7,0 6,0 6,0 6,0 5,0 3,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 5,0 4,0 3,0 5,0 4,0 4,0
155
2,0 5,0 7,0 7,0 6,0 4,0 4,0 3,0 6,0 5,0 7,0 7,0 5,0 7,0 4,0 3,0 2,0 4,0 3,0 5,0 7,0 7,0 6,0 7,0 7,0 6,0 4,0 7,0 7,0 6,0 7,0 6,0 5,0 5,0 4,0 4,0 6,0 6,0 6,0 6,0 6,0 6,0
2,0 4,0 5,0 7,0 5,0 4,0 4,0 3,0 6,0 5,0 6,0 6,0 4,0 7,0 6,0 5,0 4,0 7,0 6,0 6,0 7,0 7,0 6,0 5,0 7,0 5,0 6,0 6,0 6,0 5,0 7,0 6,0 6,0 5,0 5,0 4,0 6,0 5,0 5,0 6,0 5,0 5,0
2,0 2,0 7,0 7,0 7,0 4,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 4,0 4,0 4,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 1,0 7,0 5,0 6,0 7,0 7,0 6,0 5,0 7,0 5,0 5,0 7,0 1,0 1,0 1,0 1,0
2,0 7,0 6,0 6,0 5,0 4,0 4,0 4,0 6,0 5,0 6,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 6,0 6,0 7,0 6,0 5,0 7,0 6,0 5,0 4,0 7,0 7,0 6,0 6,0 6,0 4,0 4,0 4,0 4,0 5,0 7,0 3,0 5,0 3,0 4,0
2,0 4,0 6,0 7,0 6,0 3,0 3,0 2,0 6,0 5,0 5,0 6,0 4,0 7,0 6,0 6,0 3,0 7,0 6,0 6,0 7,0 7,0 6,0 6,0 6,0 4,0 6,0 6,0 6,0 7,0 7,0 5,0 6,0 6,0 6,0 5,0 5,0 6,0 5,0 5,0 4,0 5,0
2,0 6,0 7,0 7,0 6,0 3,0 3,0 4,0 6,0 5,0 7,0 6,0 5,0 7,0 5,0 5,0 3,0 5,0 3,0 6,0 7,0 7,0 7,0 7,0 6,0 5,0 5,0 7,0 7,0 6,0 7,0 5,0 6,0 5,0 4,0 3,0 5,0 5,0 5,0 5,0 5,0 5,0
2,0 4,0 5,0 7,0 5,0 4,0 4,0 3,0 6,0 4,0 7,0 7,0 7,0 7,0 4,0 6,0 3,0 7,0 4,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 7,0 6,0 7,0 7,0 7,0 5,0 5,0 4,0 4,0 6,0 5,0 2,0 4,0 3,0 4,0
2,0 5,0 7,0 7,0 6,0 5,0 5,0 4,0 6,0 6,0 7,0 6,0 6,0 6,0 6,0 5,0 5,0 6,0 6,0 5,0 7,0 6,0 6,0 6,0 6,0 5,0 4,0 5,0 4,0 5,0 5,0 5,0 6,0 6,0 5,0 5,0 5,0 4,0 4,0 5,0 4,0 5,0
10,0 4,0 5,0 7,0 5,0 4,0 5,0 4,0 6,0 5,0 7,0 7,0 5,0 7,0 5,0 3,0 3,0 5,0 4,0 6,0 7,0 7,0 7,0 7,0 6,0 5,0 5,0 6,0 5,0 6,0 6,0 5,0 6,0 6,0 5,0 5,0 6,0 5,0 4,0 6,0 5,0 5,0
2,0 5,0 7,0 7,0 5,0 4,0 4,0 3,0 7,0 5,0 7,0 7,0 5,0 7,0 5,0 6,0 4,0 7,0 5,0 7,0 7,0 7,0 6,0 5,0 5,0 4,0 3,0 7,0 7,0 6,0 7,0 6,0 6,0 5,0 4,0 4,0 5,0 4,0 4,0 5,0 4,0 4,0
10,0 3,0 5,0 6,0 6,0 4,0 4,0 4,0 5,0 5,0 6,0 6,0 6,0 7,0 5,0 5,0 5,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 4,0 5,0 5,0 5,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0
2,0 6,0 6,0 6,0 5,0 6,0 6,0 5,0 7,0 5,0 6,0 6,0 5,0 7,0 6,0 5,0 4,0 6,0 6,0 5,0 7,0 5,0 6,0 6,0 7,0 5,0 6,0 5,0 5,0 5,0 5,0 5,0 6,0 4,0 4,0 3,0 4,0 5,0 5,0 5,0 5,0 5,0
4,0 7,0 7,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 5,0 7,0 6,0 4,0 4,0 4,0 4,0 5,0 4,0 7,0 7,0 5,0 3,0 5,0 5,0 4,0 4,0 4,0 4,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0
2,0 5,0 5,0 7,0 6,0 5,0 5,0 5,0 6,0 5,0 7,0 6,0 7,0 7,0 5,0 5,0 4,0 6,0 5,0 5,0 7,0 6,0 5,0 6,0 6,0 5,0 4,0 6,0 6,0 5,0 6,0 5,0 6,0 5,0 5,0 4,0 5,0 4,0 4,0 5,0 4,0 5,0
2,0 5,0 5,0 6,0 6,0 4,0 5,0 5,0 6,0 7,0 5,0 6,0 5,0 7,0 5,0 4,0 3,0 6,0 5,0 5,0 6,0 7,0 5,0 4,0 4,0 4,0 4,0 7,0 6,0 6,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 6,0 5,0 4,0 4,0 4,0
2,0 5,0 7,0 7,0 7,0 4,0 5,0 4,0 6,0 6,0 7,0 7,0 5,0 7,0 5,0 3,0 2,0 4,0 3,0 4,0 7,0 7,0 4,0 5,0 5,0 4,0 3,0 7,0 7,0 4,0 5,0 4,0 5,0 5,0 4,0 4,0 6,0 7,0 7,0 7,0 7,0 7,0
2,0 5,0 6,0 7,0 5,0 2,0 4,0 3,0 6,0 5,0 6,0 6,0 4,0 6,0 5,0 4,0 3,0 6,0 4,0 6,0 7,0 7,0 6,0 6,0 6,0 4,0 6,0 6,0 6,0 6,0 7,0 6,0 6,0 5,0 6,0 5,0 6,0 6,0 5,0 4,0 5,0 5,0
2,0 7,0 5,0 5,0 4,0 7,0 5,0 4,0 6,0 5,0 5,0 4,0 3,0 5,0 4,0 4,0 3,0 5,0 4,0 4,0 7,0 7,0 7,0 7,0 5,0 4,0 5,0 7,0 7,0 5,0 7,0 5,0 5,0 4,0 5,0 4,0 4,0 6,0 7,0 7,0 7,0 7,0
2,0 3,0 7,0 7,0 7,0 3,0 2,0 2,0 5,0 5,0 7,0 7,0 7,0 7,0 5,0 3,0 1,0 6,0 4,0 6,0 7,0 7,0 5,0 6,0 7,0 7,0 5,0 7,0 3,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 6,0 2,0 3,0 2,0 3,0
2,0 4,0 4,0 5,0 3,0 3,0 3,0 2,0 4,0 3,0 5,0 6,0 5,0 7,0 7,0 4,0 4,0 5,0 5,0 5,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 5,0 5,0 4,0 4,0 5,0 5,0 5,0 7,0 6,0 7,0
156
9,0 4,0 4,0 7,0 6,0 4,0 5,0 5,0 7,0 7,0 5,0 7,0 6,0 7,0 7,0 2,0 2,0 7,0 7,0 6,0 7,0 5,0 5,0 4,0 6,0 6,0 3,0 7,0 5,0 4,0 6,0 7,0 4,0 4,0 4,0 4,0 7,0 4,0 4,0 7,0 4,0 5,0
2,0 5,0 7,0 7,0 5,0 5,0 7,0 5,0 7,0 5,0 7,0 7,0 5,0 3,0 3,0 3,0 3,0 7,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 5,0 3,0 4,0 7,0 4,0 5,0 5,0 4,0 4,0 4,0 4,0 3,0 7,0 5,0 7,0 5,0 5,0
2,0 4,0 5,0 5,0 5,0 4,0 3,0 3,0 4,0 4,0 6,0 6,0 6,0 6,0 4,0 4,0 3,0 4,0 4,0 6,0 7,0 7,0 6,0 7,0 6,0 6,0 5,0 7,0 7,0 6,0 7,0 6,0 4,0 4,0 4,0 4,0 6,0 6,0 6,0 7,0 6,0 7,0
2,0 4,0 5,0 7,0 5,0 3,0 4,0 3,0 5,0 4,0 5,0 7,0 5,0 7,0 5,0 5,0 3,0 6,0 4,0 4,0 7,0 7,0 6,0 5,0 7,0 5,0 3,0 7,0 7,0 5,0 7,0 6,0 5,0 5,0 4,0 4,0 7,0 5,0 5,0 7,0 5,0 7,0
4,0 6,0 7,0 7,0 5,0 5,0 5,0 4,0 6,0 6,0 5,0 7,0 6,0 4,0 5,0 4,0 5,0 4,0 5,0 5,0 7,0 5,0 7,0 7,0 7,0 7,0 5,0 5,0 4,0 5,0 6,0 7,0 4,0 6,0 4,0 6,0 4,0 4,0 3,0 5,0 3,0 4,0
2,0 6,0 6,0 7,0 6,0 5,0 5,0 5,0 6,0 6,0 5,0 7,0 6,0 6,0 4,0 5,0 4,0 6,0 4,0 5,0 6,0 6,0 4,0 5,0 5,0 4,0 6,0 5,0 6,0 5,0 6,0 5,0 5,0 4,0 5,0 4,0 5,0 5,0 5,0 5,0 5,0 6,0
2,0 4,0 5,0 7,0 4,0 5,0 5,0 5,0 6,0 5,0 7,0 7,0 4,0 5,0 5,0 3,0 2,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 7,0 4,0 4,0 7,0 7,0 7,0 7,0 7,0 2,0 2,0 2,0 2,0 4,0 7,0 5,0 7,0 3,0 5,0
2,0 6,0 7,0 7,0 5,0 3,0 3,0 3,0 6,0 5,0 6,0 6,0 4,0 6,0 4,0 3,0 3,0 6,0 5,0 6,0 7,0 7,0 6,0 6,0 6,0 4,0 6,0 6,0 5,0 6,0 7,0 5,0 6,0 5,0 5,0 4,0 6,0 5,0 5,0 5,0 4,0 6,0
2,0 6,0 6,0 7,0 6,0 3,0 4,0 3,0 6,0 5,0 7,0 7,0 6,0 7,0 7,0 5,0 5,0 7,0 7,0 4,0 6,0 4,0 4,0 7,0 7,0 6,0 6,0 6,0 4,0 5,0 7,0 7,0 5,0 5,0 5,0 5,0 6,0 2,0 2,0 3,0 2,0 3,0
2,0 3,0 4,0 7,0 5,0 3,0 2,0 2,0 6,0 4,0 7,0 7,0 6,0 5,0 3,0 3,0 2,0 4,0 2,0 5,0 7,0 7,0 6,0 7,0 7,0 6,0 4,0 7,0 7,0 7,0 7,0 7,0 6,0 5,0 5,0 4,0 7,0 6,0 6,0 6,0 6,0 4,0
9,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 4,0 3,0 6,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 1,0 5,0 7,0 7,0 4,0 4,0 4,0 4,0 4,0 1,0 1,0 1,0 1,0 1,0
2,0 3,0 5,0 6,0 5,0 3,0 3,0 2,0 5,0 4,0 4,0 7,0 5,0 7,0 5,0 7,0 6,0 7,0 5,0 5,0 7,0 7,0 6,0 6,0 6,0 6,0 5,0 6,0 5,0 6,0 6,0 5,0 5,0 4,0 4,0 3,0 7,0 5,0 4,0 6,0 5,0 6,0
2,0 5,0 4,0 7,0 7,0 3,0 3,0 2,0 5,0 4,0 6,0 5,0 3,0 6,0 5,0 3,0 3,0 6,0 4,0 6,0 7,0 7,0 6,0 6,0 6,0 5,0 6,0 6,0 5,0 6,0 7,0 6,0 6,0 5,0 6,0 5,0 6,0 6,0 5,0 5,0 5,0 5,0
9,0 5,0 4,0 6,0 5,0 3,0 3,0 3,0 6,0 5,0 7,0 6,0 4,0 6,0 5,0 3,0 3,0 6,0 5,0 6,0 7,0 7,0 6,0 6,0 6,0 4,0 6,0 6,0 6,0 6,0 7,0 5,0 6,0 5,0 5,0 4,0 5,0 5,0 4,0 6,0 5,0 6,0
2,0 4,0 6,0 6,0 5,0 6,0 5,0 4,0 5,0 4,0 3,0 7,0 6,0 7,0 5,0 4,0 3,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 5,0 6,0 4,0 6,0 6,0 5,0 4,0 5,0 3,0 7,0 2,0 2,0 7,0 3,0 5,0
9,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 6,0 6,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 5,0 5,0 5,0 6,0 6,0 6,0 5,0 6,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 6,0 6,0 5,0 6,0 6,0 5,0
2,0 4,0 5,0 7,0 6,0 4,0 2,0 1,0 6,0 5,0 7,0 6,0 5,0 7,0 4,0 5,0 3,0 5,0 4,0 6,0 7,0 4,0 3,0 5,0 5,0 4,0 5,0 7,0 7,0 5,0 7,0 6,0 7,0 6,0 6,0 5,0 5,0 6,0 4,0 6,0 4,0 6,0
9,0 3,0 7,0 7,0 6,0 4,0 5,0 4,0 6,0 5,0 7,0 7,0 6,0 7,0 5,0 5,0 5,0 6,0 5,0 5,0 7,0 5,0 4,0 4,0 5,0 4,0 3,0 6,0 5,0 5,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 3,0 4,0 3,0 5,0 5,0
4,0 5,0 5,0 5,0 4,0 3,0 3,0 3,0 5,0 5,0 5,0 7,0 6,0 5,0 3,0 5,0 3,0 5,0 4,0 5,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 6,0 6,0 6,0 4,0 4,0 3,0 3,0 5,0 6,0 5,0 6,0 4,0 6,0
10,0 6,0 7,0 5,0 5,0 6,0 6,0 6,0 5,0 5,0 5,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 5,0 6,0 6,0 6,0 6,0 6,0 6,0 5,0 5,0 5,0 5,0 4,0 5,0 5,0 4,0 4,0 4,0 4,0 4,0 5,0 4,0 5,0 4,0 5,0
157
2,0 4,0 6,0 7,0 5,0 3,0 3,0 2,0 5,0 4,0 6,0 6,0 4,0 7,0 6,0 4,0 3,0 7,0 5,0 6,0 7,0 7,0 6,0 6,0 5,0 4,0 6,0 5,0 6,0 5,0 7,0 5,0 6,0 5,0 5,0 4,0 6,0 5,0 4,0 5,0 5,0 5,0
2,0 5,0 5,0 6,0 5,0 4,0 4,0 3,0 5,0 4,0 5,0 6,0 5,0 7,0 6,0 5,0 4,0 7,0 6,0 5,0 6,0 7,0 6,0 5,0 6,0 5,0 4,0 6,0 4,0 4,0 6,0 5,0 7,0 5,0 5,0 4,0 5,0 5,0 5,0 5,0 4,0 5,0
2,0 4,0 5,0 5,0 4,0 6,0 7,0 6,0 5,0 5,0 4,0 7,0 6,0 5,0 5,0 7,0 5,0 5,0 5,0 2,0 2,0 5,0 6,0 7,0 7,0 6,0 6,0 6,0 7,0 4,0 6,0 5,0 2,0 2,0 2,0 2,0 3,0 7,0 7,0 7,0 6,0 7,0
2,0 5,0 6,0 7,0 6,0 3,0 3,0 2,0 6,0 5,0 5,0 6,0 4,0 6,0 4,0 3,0 3,0 6,0 5,0 6,0 7,0 7,0 6,0 6,0 5,0 4,0 6,0 6,0 4,0 6,0 7,0 6,0 6,0 5,0 5,0 4,0 5,0 4,0 5,0 5,0 4,0 6,0
2,0 5,0 7,0 7,0 6,0 4,0 4,0 4,0 6,0 5,0 7,0 7,0 5,0 7,0 5,0 3,0 2,0 5,0 4,0 5,0 7,0 7,0 6,0 6,0 5,0 4,0 4,0 6,0 5,0 5,0 6,0 5,0 4,0 3,0 4,0 3,0 4,0 5,0 4,0 7,0 4,0 7,0
2,0 4,0 5,0 7,0 6,0 2,0 3,0 2,0 5,0 4,0 5,0 6,0 5,0 7,0 4,0 4,0 2,0 5,0 3,0 6,0 7,0 6,0 5,0 6,0 6,0 5,0 4,0 7,0 7,0 5,0 7,0 7,0 5,0 4,0 5,0 4,0 4,0 7,0 4,0 7,0 4,0 7,0
2,0 7,0 7,0 7,0 4,0 2,0 5,0 3,0 6,0 4,0 7,0 7,0 6,0 7,0 5,0 2,0 1,0 2,0 1,0 4,0 5,0 7,0 3,0 6,0 7,0 5,0 2,0 7,0 5,0 6,0 6,0 6,0 7,0 5,0 7,0 5,0 6,0 5,0 4,0 7,0 4,0 6,0
4,0 6,0 7,0 7,0 6,0 2,0 3,0 3,0 4,0 5,0 7,0 7,0 4,0 6,0 4,0 3,0 4,0 5,0 4,0 4,0 7,0 7,0 6,0 6,0 6,0 4,0 6,0 6,0 6,0 5,0 6,0 6,0 5,0 4,0 5,0 4,0 4,0 5,0 3,0 7,0 4,0 5,0
10,0 3,0 6,0 7,0 5,0 4,0 4,0 4,0 5,0 5,0 7,0 7,0 5,0 7,0 2,0 3,0 1,0 4,0 2,0 3,0 5,0 4,0 1,0 6,0 7,0 5,0 3,0 6,0 5,0 4,0 5,0 7,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 7,0
2,0 4,0 5,0 6,0 5,0 3,0 4,0 3,0 5,0 4,0 6,0 6,0 4,0 5,0 4,0 5,0 4,0 6,0 5,0 4,0 7,0 7,0 7,0 7,0 6,0 4,0 6,0 6,0 5,0 7,0 5,0 4,0 6,0 5,0 5,0 4,0 5,0 6,0 4,0 5,0 4,0 5,0
2,0 4,0 5,0 6,0 4,0 3,0 4,0 2,0 5,0 3,0 5,0 7,0 4,0 7,0 4,0 4,0 3,0 7,0 6,0 5,0 7,0 7,0 6,0 6,0 6,0 4,0 6,0 5,0 6,0 6,0 5,0 4,0 6,0 4,0 5,0 4,0 6,0 5,0 5,0 6,0 5,0 6,0
2,0 5,0 7,0 6,0 5,0 3,0 3,0 2,0 6,0 4,0 7,0 5,0 5,0 5,0 5,0 4,0 3,0 6,0 5,0 5,0 7,0 7,0 6,0 6,0 5,0 4,0 6,0 6,0 5,0 6,0 7,0 6,0 6,0 5,0 5,0 4,0 6,0 4,0 4,0 4,0 4,0 4,0
2,0 4,0 6,0 7,0 4,0 6,0 5,0 3,0 6,0 5,0 6,0 6,0 5,0 5,0 4,0 3,0 3,0 5,0 4,0 6,0 7,0 7,0 6,0 6,0 5,0 4,0 6,0 5,0 6,0 5,0 6,0 4,0 5,0 5,0 4,0 5,0 6,0 5,0 5,0 5,0 4,0 4,0
2,0 5,0 6,0 7,0 4,0 4,0 3,0 2,0 5,0 4,0 6,0 5,0 4,0 6,0 5,0 3,0 3,0 7,0 5,0 6,0 7,0 7,0 6,0 6,0 5,0 4,0 6,0 5,0 5,0 5,0 6,0 4,0 6,0 5,0 6,0 4,0 6,0 5,0 5,0 5,0 4,0 5,0
2,0 4,0 6,0 6,0 4,0 3,0 3,0 2,0 5,0 4,0 6,0 6,0 4,0 7,0 6,0 4,0 3,0 6,0 5,0 6,0 7,0 7,0 6,0 6,0 6,0 4,0 6,0 5,0 5,0 6,0 6,0 4,0 5,0 4,0 5,0 4,0 6,0 5,0 4,0 6,0 5,0 5,0
12,0 6,0 6,0 7,0 6,0 1,0 4,0 4,0 6,0 5,0 7,0 7,0 7,0 7,0 4,0 3,0 3,0 5,0 4,0 5,0 6,0 7,0 7,0 7,0 7,0 6,0 5,0 7,0 7,0 5,0 7,0 7,0 5,0 5,0 5,0 5,0 6,0 1,0 1,0 1,0 1,0 1,0
2,0 5,0 6,0 7,0 5,0 3,0 4,0 3,0 5,0 4,0 6,0 7,0 5,0 5,0 4,0 4,0 3,0 5,0 5,0 5,0 7,0 5,0 5,0 7,0 7,0 4,0 2,0 5,0 6,0 6,0 4,0 6,0 5,0 5,0 4,0 4,0 5,0 5,0 5,0 6,0 5,0 6,0
2,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 1,0 1,0 1,0 1,0 1,0 4,0 7,0 7,0 7,0 7,0 7,0 7,0 7,0 1,0 1,0 4,0 7,0 7,0 2,0 2,0 1,0 1,0 1,0 1,0 7,0 7,0 7,0 7,0
2,0 4,0 5,0 7,0 6,0 4,0 4,0 3,0 6,0 5,0 7,0 6,0 5,0 6,0 5,0 3,0 2,0 4,0 3,0 6,0 7,0 6,0 5,0 4,0 5,0 4,0 3,0 6,0 5,0 6,0 7,0 6,0 6,0 6,0 5,0 5,0 6,0 4,0 4,0 5,0 4,0 4,0
2,0 7,0 7,0 5,0 4,0 5,0 7,0 5,0 7,0 5,0 1,0 6,0 4,0 5,0 6,0 5,0 6,0 5,0 6,0 4,0 4,0 7,0 7,0 7,0 7,0 3,0 3,0 4,0 5,0 4,0 7,0 7,0 2,0 2,0 2,0 2,0 3,0 7,0 5,0 6,0 5,0 5,0
158
2,0 4,0 5,0 7,0 5,0 3,0 2,0 2,0 5,0 4,0 6,0 6,0 4,0 6,0 5,0 4,0 3,0 5,0 4,0 6,0 7,0 7,0 6,0 6,0 5,0 4,0 6,0 6,0 5,0 6,0 7,0 5,0 6,0 5,0 5,0 4,0 6,0 5,0 5,0 4,0 4,0 4,0
2,0 5,0 6,0 7,0 6,0 5,0 4,0 3,0 6,0 5,0 4,0 5,0 4,0 6,0 3,0 5,0 2,0 7,0 4,0 6,0 7,0 5,0 2,0 6,0 5,0 4,0 3,0 6,0 4,0 5,0 7,0 5,0 6,0 4,0 5,0 3,0 6,0 5,0 4,0 5,0 5,0 6,0
9,0 6,0 6,0 5,0 5,0 3,0 4,0 4,0 5,0 5,0 5,0 7,0 6,0 6,0 6,0 4,0 4,0 5,0 5,0 5,0 6,0 5,0 5,0 5,0 6,0 5,0 6,0 5,0 5,0 4,0 6,0 6,0 4,0 4,0 4,0 4,0 3,0 4,0 4,0 6,0 4,0 4,0
2,0 4,0 5,0 7,0 5,0 3,0 3,0 3,0 5,0 4,0 6,0 6,0 4,0 5,0 4,0 4,0 3,0 6,0 5,0 7,0 4,0 7,0 5,0 6,0 6,0 4,0 6,0 6,0 6,0 5,0 7,0 5,0 4,0 3,0 4,0 3,0 6,0 6,0 4,0 6,0 4,0 5,0
2,0 4,0 7,0 7,0 4,0 3,0 4,0 3,0 5,0 4,0 7,0 7,0 5,0 7,0 5,0 4,0 2,0 5,0 4,0 5,0 7,0 7,0 7,0 7,0 6,0 3,0 4,0 7,0 7,0 5,0 7,0 7,0 6,0 4,0 5,0 4,0 4,0 3,0 2,0 2,0 2,0 2,0
2,0 3,0 5,0 7,0 5,0 2,0 4,0 3,0 6,0 5,0 7,0 7,0 4,0 6,0 4,0 4,0 3,0 7,0 5,0 3,0 7,0 7,0 5,0 7,0 6,0 4,0 4,0 5,0 7,0 5,0 6,0 5,0 3,0 2,0 3,0 2,0 4,0 5,0 5,0 6,0 5,0 6,0
2,0 3,0 4,0 6,0 5,0 3,0 5,0 4,0 6,0 5,0 6,0 6,0 5,0 5,0 4,0 4,0 4,0 5,0 4,0 6,0 7,0 7,0 6,0 7,0 7,0 6,0 4,0 5,0 5,0 4,0 6,0 5,0 4,0 4,0 4,0 4,0 3,0 5,0 4,0 4,0 4,0 4,0
2,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 5,0 5,0 5,0 7,0 5,0 5,0 5,0 7,0 5,0 5,0 5,0 7,0 5,0 6,0 6,0 4,0 4,0 4,0 4,0 5,0 6,0 6,0 7,0 5,0 7,0
2,0 4,0 5,0 6,0 4,0 3,0 4,0 3,0 5,0 4,0 6,0 6,0 4,0 7,0 6,0 4,0 3,0 7,0 6,0 5,0 7,0 7,0 6,0 6,0 6,0 4,0 5,0 5,0 4,0 4,0 5,0 4,0 6,0 4,0 5,0 4,0 6,0 4,0 3,0 4,0 4,0 4,0
2,0 3,0 4,0 6,0 3,0 2,0 3,0 2,0 4,0 2,0 4,0 7,0 5,0 5,0 2,0 5,0 3,0 7,0 5,0 7,0 7,0 7,0 7,0 6,0 7,0 5,0 5,0 7,0 7,0 7,0 7,0 6,0 5,0 4,0 4,0 3,0 4,0 3,0 3,0 5,0 5,0 5,0
2,0 7,0 5,0 7,0 3,0 3,0 7,0 3,0 7,0 3,0 5,0 7,0 7,0 7,0 2,0 3,0 1,0 7,0 3,0 4,0 5,0 7,0 5,0 7,0 7,0 7,0 4,0 7,0 7,0 3,0 7,0 5,0 3,0 3,0 3,0 3,0 4,0 7,0 3,0 4,0 2,0 4,0
2,0 5,0 6,0 6,0 5,0 5,0 6,0 6,0 6,0 6,0 3,0 5,0 5,0 5,0 5,0 4,0 4,0 4,0 4,0 3,0 3,0 4,0 4,0 6,0 5,0 5,0 5,0 5,0 5,0 4,0 6,0 6,0 4,0 4,0 4,0 4,0 4,0 4,0 3,0 7,0 6,0 6,0
2,0 7,0 7,0 7,0 4,0 5,0 3,0 2,0 6,0 4,0 7,0 7,0 5,0 7,0 2,0 5,0 1,0 3,0 1,0 7,0 7,0 7,0 6,0 4,0 6,0 5,0 2,0 7,0 4,0 5,0 6,0 4,0 5,0 5,0 5,0 5,0 7,0 5,0 3,0 3,0 3,0 3,0
2,0 5,0 7,0 7,0 5,0 3,0 4,0 4,0 6,0 7,0 4,0 7,0 4,0 7,0 5,0 4,0 2,0 5,0 3,0 6,0 7,0 6,0 5,0 5,0 5,0 4,0 4,0 5,0 5,0 4,0 5,0 4,0 3,0 3,0 2,0 2,0 5,0 5,0 5,0 5,0 5,0 7,0
9,0 4,0 5,0 7,0 6,0 1,0 2,0 2,0 7,0 6,0 6,0 7,0 6,0 7,0 6,0 1,0 1,0 2,0 1,0 5,0 7,0 6,0 6,0 6,0 7,0 6,0 5,0 7,0 7,0 7,0 7,0 7,0 2,0 2,0 1,0 1,0 5,0 5,0 5,0 5,0 5,0 5,0
2,0 4,0 7,0 7,0 7,0 5,0 5,0 5,0 6,0 6,0 6,0 7,0 7,0 5,0 3,0 4,0 3,0 4,0 3,0 6,0 7,0 7,0 7,0 7,0 6,0 6,0 2,0 5,0 5,0 2,0 5,0 5,0 4,0 3,0 3,0 3,0 5,0 3,0 3,0 3,0 2,0 2,0
2,0 6,0 5,0 7,0 4,0 4,0 4,0 2,0 6,0 4,0 7,0 7,0 3,0 7,0 2,0 2,0 1,0 5,0 2,0 7,0 7,0 4,0 3,0 6,0 7,0 5,0 5,0 5,0 4,0 4,0 7,0 5,0 4,0 2,0 4,0 2,0 5,0 7,0 5,0 7,0 5,0 6,0
2,0 6,0 6,0 7,0 5,0 3,0 4,0 3,0 5,0 4,0 7,0 5,0 4,0 7,0 5,0 4,0 3,0 5,0 4,0 5,0 7,0 6,0 5,0 5,0 5,0 4,0 3,0 6,0 5,0 6,0 6,0 5,0 5,0 4,0 4,0 3,0 5,0 4,0 4,0 3,0 3,0 4,0
2,0 4,0 5,0 7,0 5,0 3,0 4,0 3,0 5,0 4,0 5,0 7,0 6,0 7,0 4,0 3,0 2,0 3,0 3,0 6,0 7,0 7,0 6,0 5,0 7,0 6,0 4,0 7,0 5,0 6,0 6,0 5,0 3,0 3,0 3,0 3,0 5,0 4,0 4,0 4,0 4,0 4,0
12,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 3,0 3,0 3,0 3,0 3,0 3,0 3,0 3,0 6,0 6,0 6,0 6,0 6,0 6,0 7,0 7,0 6,0 7,0 7,0 4,0 4,0 4,0 4,0 5,0 6,0 5,0 6,0 6,0 6,0
159
2,0 4,0 5,0 7,0 4,0 3,0 5,0 3,0 6,0 4,0 5,0 5,0 4,0 6,0 4,0 5,0 4,0 6,0 5,0 6,0 7,0 6,0 5,0 6,0 6,0 4,0 3,0 5,0 5,0 4,0 6,0 5,0 4,0 4,0 3,0 3,0 3,0 5,0 4,0 5,0 3,0 4,0
2,0 5,0 5,0 7,0 5,0 2,0 3,0 2,0 5,0 4,0 7,0 7,0 6,0 7,0 5,0 1,0 1,0 3,0 2,0 5,0 7,0 6,0 6,0 6,0 5,0 4,0 2,0 7,0 5,0 7,0 5,0 5,0 3,0 3,0 3,0 3,0 7,0 5,0 5,0 5,0 5,0 5,0
2,0 2,0 4,0 7,0 5,0 3,0 4,0 3,0 6,0 4,0 6,0 7,0 6,0 7,0 6,0 3,0 2,0 6,0 5,0 6,0 7,0 6,0 5,0 5,0 6,0 5,0 3,0 7,0 5,0 7,0 6,0 6,0 4,0 4,0 3,0 3,0 6,0 2,0 2,0 2,0 1,0 1,0
2,0 2,0 5,0 5,0 2,0 3,0 3,0 1,0 4,0 2,0 5,0 7,0 4,0 7,0 3,0 5,0 2,0 6,0 3,0 7,0 7,0 7,0 6,0 5,0 5,0 4,0 3,0 7,0 5,0 7,0 7,0 6,0 5,0 5,0 4,0 4,0 6,0 4,0 4,0 4,0 3,0 3,0
2,0 5,0 7,0 7,0 5,0 4,0 3,0 2,0 5,0 4,0 4,0 6,0 4,0 7,0 6,0 2,0 1,0 5,0 3,0 4,0 7,0 6,0 5,0 6,0 6,0 4,0 3,0 6,0 6,0 6,0 6,0 5,0 5,0 4,0 4,0 3,0 2,0 3,0 3,0 5,0 3,0 5,0
2,0 7,0 6,0 4,0 4,0 3,0 3,0 3,0 5,0 5,0 4,0 5,0 5,0 2,0 2,0 2,0 2,0 2,0 2,0 5,0 7,0 5,0 5,0 6,0 7,0 7,0 6,0 5,0 7,0 5,0 6,0 6,0 2,0 2,0 2,0 2,0 6,0 6,0 6,0 6,0 6,0 6,0
2,0 3,0 4,0 6,0 5,0 1,0 1,0 1,0 5,0 3,0 6,0 7,0 6,0 7,0 4,0 3,0 2,0 4,0 3,0 5,0 7,0 7,0 6,0 5,0 7,0 5,0 1,0 7,0 6,0 5,0 6,0 5,0 4,0 3,0 3,0 3,0 5,0 7,0 3,0 6,0 3,0 6,0
2,0 3,0 4,0 6,0 6,0 3,0 4,0 4,0 5,0 5,0 5,0 6,0 6,0 5,0 4,0 3,0 3,0 5,0 4,0 5,0 6,0 6,0 6,0 6,0 6,0 5,0 3,0 5,0 5,0 4,0 4,0 4,0 3,0 3,0 3,0 3,0 3,0 6,0 5,0 5,0 4,0 4,0
10,0 5,0 4,0 6,0 4,0 4,0 4,0 3,0 5,0 4,0 4,0 7,0 4,0 4,0 4,0 3,0 3,0 6,0 6,0 5,0 7,0 3,0 2,0 7,0 5,0 4,0 3,0 6,0 5,0 5,0 4,0 4,0 5,0 5,0 5,0 5,0 6,0 5,0 3,0 4,0 3,0 4,0
2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0 7,0 7,0 5,0 5,0 4,0 3,0 6,0 5,0 5,0 5,0 7,0 7,0 7,0 7,0 7,0 7,0 5,0 7,0 5,0 7,0 7,0 2,0 2,0 2,0 2,0 5,0 5,0 5,0 7,0 3,0 7,0
2,0 5,0 5,0 7,0 5,0 2,0 3,0 2,0 5,0 4,0 7,0 7,0 6,0 7,0 4,0 3,0 2,0 3,0 2,0 6,0 7,0 6,0 6,0 7,0 7,0 5,0 3,0 5,0 5,0 4,0 5,0 5,0 5,0 5,0 4,0 4,0 3,0 3,0 2,0 2,0 3,0 3,0
9,0 7,0 5,0 1,0 1,0 7,0 7,0 7,0 3,0 3,0 1,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 5,0 3,0 3,0 3,0 3,0 3,0 3,0 4,0 5,0 5,0 5,0
10,0 3,0 5,0 6,0 5,0 2,0 3,0 2,0 5,0 4,0 6,0 7,0 6,0 7,0 5,0 1,0 1,0 1,0 1,0 6,0 7,0 7,0 6,0 5,0 6,0 6,0 2,0 6,0 6,0 5,0 6,0 5,0 2,0 2,0 2,0 2,0 4,0 6,0 5,0 5,0 5,0 6,0
2,0 5,0 7,0 7,0 4,0 4,0 3,0 2,0 6,0 3,0 5,0 5,0 3,0 7,0 4,0 4,0 2,0 6,0 5,0 5,0 7,0 5,0 4,0 4,0 4,0 2,0 2,0 5,0 5,0 5,0 5,0 5,0 3,0 2,0 2,0 1,0 6,0 5,0 5,0 6,0 5,0 6,0
2,0 5,0 7,0 7,0 7,0 3,0 3,0 3,0 6,0 6,0 6,0 7,0 7,0 7,0 3,0 5,0 2,0 5,0 3,0 5,0 7,0 7,0 6,0 2,0 5,0 5,0 3,0 7,0 2,0 4,0 5,0 4,0 4,0 4,0 4,0 3,0 4,0 1,0 1,0 1,0 1,0 1,0
4,0 7,0 5,0 7,0 7,0 5,0 5,0 5,0 6,0 6,0 3,0 7,0 7,0 5,0 5,0 1,0 1,0 5,0 5,0 7,0 7,0 7,0 7,0 5,0 5,0 5,0 2,0 7,0 1,0 2,0 3,0 3,0 3,0 3,0 3,0 3,0 2,0 1,0 2,0 2,0 2,0 2,0
2,0 6,0 5,0 5,0 4,0 4,0 4,0 6,0 6,0 5,0 4,0 4,0 3,0 7,0 3,0 3,0 2,0 7,0 3,0 7,0 7,0 5,0 3,0 4,0 4,0 3,0 4,0 4,0 4,0 4,0 4,0 4,0 3,0 3,0 3,0 3,0 4,0 4,0 4,0 4,0 4,0 4,0
12,0 5,0 6,0 7,0 6,0 5,0 5,0 4,0 7,0 6,0 6,0 5,0 5,0 7,0 5,0 4,0 3,0 2,0 1,0 2,0 4,0 4,0 1,0 2,0 3,0 5,0 1,0 6,0 3,0 5,0 6,0 5,0 5,0 3,0 5,0 3,0 5,0 3,0 3,0 4,0 3,0 3,0
2,0 4,0 5,0 7,0 5,0 1,0 3,0 2,0 4,0 3,0 5,0 7,0 5,0 5,0 3,0 1,0 1,0 2,0 1,0 5,0 7,0 7,0 5,0 7,0 7,0 5,0 2,0 7,0 7,0 3,0 7,0 6,0 3,0 3,0 3,0 3,0 5,0 5,0 3,0 3,0 3,0 3,0
2,0 5,0 5,0 4,0 3,0 2,0 1,0 2,0 3,0 2,0 5,0 5,0 3,0 7,0 5,0 4,0 4,0 5,0 4,0 6,0 7,0 7,0 5,0 6,0 7,0 5,0 3,0 7,0 5,0 5,0 6,0 5,0 3,0 3,0 2,0 2,0 3,0 3,0 3,0 5,0 3,0 3,0
160
9,0 5,0 7,0 7,0 5,0 3,0 3,0 2,0 5,0 4,0 5,0 7,0 5,0 3,0 3,0 3,0 3,0 3,0 3,0 5,0 7,0 7,0 7,0 7,0 7,0 5,0 4,0 5,0 3,0 3,0 5,0 4,0 3,0 3,0 2,0 2,0 2,0 2,0 2,0 5,0 2,0 3,0
2,0 3,0 4,0 7,0 5,0 1,0 3,0 2,0 5,0 3,0 6,0 6,0 5,0 5,0 3,0 4,0 2,0 6,0 5,0 2,0 5,0 6,0 4,0 7,0 5,0 3,0 3,0 4,0 4,0 5,0 6,0 4,0 7,0 4,0 5,0 3,0 2,0 3,0 3,0 4,0 3,0 4,0
2,0 5,0 5,0 3,0 7,0 4,0 1,0 5,0 3,0 5,0 3,0 5,0 7,0 7,0 3,0 4,0 2,0 5,0 2,0 6,0 6,0 7,0 5,0 3,0 3,0 7,0 1,0 7,0 7,0 4,0 4,0 4,0 4,0 2,0 2,0 2,0 2,0 6,0 4,0 2,0 2,0 2,0
9,0 3,0 5,0 7,0 6,0 4,0 3,0 3,0 4,0 3,0 3,0 3,0 7,0 6,0 3,0 3,0 2,0 3,0 4,0 4,0 7,0 5,0 4,0 4,0 7,0 7,0 3,0 7,0 6,0 5,0 5,0 4,0 3,0 3,0 3,0 3,0 4,0 3,0 2,0 2,0 2,0 2,0
2,0 3,0 4,0 5,0 4,0 2,0 2,0 1,0 3,0 2,0 4,0 7,0 5,0 4,0 3,0 2,0 1,0 4,0 3,0 4,0 7,0 5,0 3,0 7,0 5,0 4,0 3,0 5,0 7,0 5,0 5,0 4,0 3,0 2,0 3,0 2,0 3,0 7,0 5,0 7,0 6,0 6,0
2,0 5,0 7,0 7,0 7,0 2,0 3,0 3,0 5,0 5,0 3,0 6,0 6,0 7,0 5,0 2,0 1,0 3,0 2,0 5,0 7,0 4,0 4,0 3,0 4,0 4,0 3,0 7,0 3,0 5,0 6,0 4,0 4,0 2,0 3,0 2,0 4,0 3,0 2,0 2,0 2,0 3,0
12,0 3,0 4,0 5,0 4,0 3,0 4,0 3,0 5,0 4,0 6,0 4,0 3,0 5,0 4,0 5,0 3,0 6,0 5,0 3,0 6,0 6,0 5,0 5,0 5,0 3,0 3,0 3,0 3,0 3,0 4,0 3,0 3,0 2,0 2,0 2,0 3,0 5,0 5,0 5,0 5,0 5,0
2,0 4,0 5,0 6,0 3,0 1,0 2,0 1,0 3,0 2,0 4,0 7,0 5,0 7,0 4,0 3,0 1,0 4,0 2,0 5,0 7,0 7,0 6,0 7,0 7,0 5,0 1,0 7,0 7,0 6,0 7,0 5,0 5,0 2,0 3,0 1,0 2,0 2,0 2,0 2,0 2,0 3,0
2,0 5,0 6,0 7,0 3,0 2,0 2,0 1,0 4,0 2,0 6,0 7,0 5,0 7,0 3,0 1,0 1,0 2,0 1,0 6,0 7,0 5,0 4,0 3,0 4,0 3,0 1,0 7,0 5,0 4,0 5,0 5,0 6,0 5,0 4,0 3,0 5,0 4,0 2,0 4,0 3,0 3,0
2,0 6,0 2,0 5,0 3,0 2,0 6,0 3,0 3,0 2,0 4,0 7,0 5,0 7,0 7,0 6,0 6,0 6,0 6,0 6,0 7,0 7,0 7,0 7,0 7,0 5,0 6,0 5,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 7,0 1,0 1,0 1,0 1,0 1,0
12,0 7,0 7,0 3,0 1,0 2,0 1,0 1,0 3,0 2,0 2,0 4,0 2,0 4,0 4,0 5,0 2,0 3,0 4,0 2,0 5,0 7,0 6,0 7,0 7,0 2,0 3,0 5,0 7,0 5,0 7,0 5,0 2,0 1,0 2,0 1,0 3,0 5,0 7,0 5,0 7,0 5,0
2,0 3,0 3,0 5,0 4,0 3,0 3,0 2,0 5,0 4,0 3,0 5,0 6,0 6,0 2,0 3,0 2,0 3,0 2,0 6,0 6,0 5,0 5,0 6,0 6,0 5,0 3,0 6,0 3,0 3,0 4,0 4,0 4,0 4,0 4,0 4,0 4,0 3,0 3,0 4,0 3,0 3,0
2,0 5,0 7,0 7,0 4,0 1,0 3,0 2,0 5,0 3,0 3,0 6,0 3,0 7,0 4,0 3,0 1,0 4,0 3,0 6,0 7,0 7,0 4,0 7,0 4,0 2,0 2,0 7,0 4,0 4,0 4,0 2,0 2,0 2,0 2,0 2,0 3,0 5,0 3,0 4,0 3,0 4,0
2,0 6,0 6,0 4,0 4,0 5,0 5,0 5,0 4,0 4,0 3,0 5,0 5,0 5,0 5,0 4,0 4,0 5,0 5,0 4,0 4,0 4,0 4,0 4,0 5,0 5,0 4,0 4,0 3,0 3,0 4,0 4,0 2,0 2,0 2,0 2,0 3,0 2,0 3,0 3,0 3,0 3,0
2,0 6,0 7,0 5,0 4,0 1,0 2,0 1,0 3,0 2,0 5,0 7,0 6,0 5,0 3,0 1,0 1,0 3,0 2,0 5,0 7,0 5,0 3,0 1,0 7,0 5,0 3,0 7,0 4,0 5,0 5,0 4,0 3,0 2,0 2,0 1,0 7,0 4,0 4,0 5,0 4,0 3,0
2,0 5,0 5,0 7,0 5,0 2,0 3,0 2,0 6,0 4,0 3,0 7,0 5,0 4,0 3,0 1,0 1,0 4,0 3,0 5,0 7,0 5,0 4,0 2,0 7,0 5,0 2,0 7,0 3,0 5,0 5,0 5,0 3,0 3,0 2,0 2,0 2,0 2,0 2,0 5,0 2,0 4,0
12,0 7,0 5,0 7,0 7,0 3,0 2,0 7,0 7,0 7,0 3,0 7,0 7,0 7,0 2,0 1,0 1,0 4,0 3,0 2,0 4,0 5,0 2,0 1,0 7,0 7,0 1,0 6,0 1,0 4,0 5,0 6,0 3,0 3,0 3,0 3,0 3,0 1,0 1,0 1,0 1,0 1,0
2,0 1,0 5,0 5,0 5,0 2,0 2,0 2,0 3,0 3,0 6,0 7,0 7,0 6,0 3,0 1,0 1,0 3,0 3,0 5,0 7,0 7,0 6,0 7,0 7,0 7,0 7,0 5,0 1,0 2,0 6,0 6,0 1,0 1,0 1,0 1,0 2,0 1,0 1,0 7,0 1,0 1,0
2,0 5,0 7,0 7,0 4,0 2,0 3,0 2,0 5,0 3,0 4,0 7,0 4,0 7,0 3,0 2,0 1,0 3,0 2,0 5,0 7,0 5,0 4,0 4,0 5,0 3,0 3,0 7,0 5,0 5,0 6,0 5,0 3,0 2,0 2,0 1,0 3,0 2,0 1,0 2,0 1,0 2,0
9,0 4,0 4,0 6,0 4,0 3,0 2,0 1,0 4,0 2,0 4,0 7,0 3,0 7,0 5,0 2,0 2,0 4,0 4,0 3,0 6,0 7,0 4,0 5,0 7,0 3,0 2,0 6,0 6,0 4,0 5,0 5,0 3,0 3,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0
161
2,0 3,0 5,0 5,0 2,0 1,0 2,0 1,0 3,0 2,0 4,0 7,0 4,0 6,0 4,0 3,0 2,0 4,0 3,0 5,0 7,0 7,0 5,0 4,0 4,0 2,0 1,0 7,0 4,0 4,0 6,0 3,0 2,0 1,0 1,0 1,0 4,0 6,0 4,0 5,0 3,0 4,0
12,0 7,0 7,0 6,0 3,0 2,0 3,0 2,0 4,0 3,0 5,0 7,0 4,0 4,0 3,0 2,0 2,0 3,0 2,0 3,0 5,0 7,0 6,0 3,0 4,0 2,0 1,0 5,0 5,0 3,0 6,0 5,0 2,0 2,0 1,0 1,0 4,0 2,0 3,0 4,0 3,0 4,0
2,0 4,0 6,0 6,0 2,0 1,0 2,0 1,0 5,0 2,0 3,0 5,0 4,0 5,0 3,0 1,0 1,0 2,0 2,0 4,0 7,0 6,0 4,0 4,0 5,0 3,0 2,0 5,0 5,0 6,0 5,0 5,0 1,0 1,0 1,0 1,0 6,0 4,0 4,0 7,0 4,0 5,0
2,0 3,0 3,0 4,0 2,0 2,0 3,0 2,0 3,0 2,0 4,0 7,0 5,0 4,0 4,0 3,0 3,0 5,0 5,0 4,0 5,0 5,0 5,0 6,0 7,0 4,0 2,0 5,0 5,0 3,0 5,0 5,0 2,0 2,0 2,0 2,0 3,0 3,0 2,0 3,0 2,0 3,0
4,0 4,0 6,0 6,0 5,0 4,0 5,0 4,0 6,0 5,0 3,0 2,0 2,0 5,0 4,0 3,0 2,0 4,0 3,0 5,0 5,0 6,0 5,0 5,0 2,0 2,0 3,0 4,0 4,0 3,0 6,0 5,0 2,0 2,0 2,0 2,0 3,0 1,0 1,0 1,0 1,0 2,0
2,0 5,0 7,0 4,0 3,0 2,0 4,0 3,0 4,0 3,0 4,0 4,0 3,0 4,0 3,0 2,0 1,0 4,0 3,0 3,0 5,0 3,0 3,0 4,0 4,0 3,0 2,0 4,0 4,0 3,0 4,0 4,0 3,0 3,0 3,0 3,0 3,0 4,0 4,0 4,0 4,0 4,0
2,0 4,0 6,0 5,0 4,0 3,0 3,0 2,0 4,0 3,0 4,0 5,0 3,0 2,0 1,0 1,0 1,0 1,0 1,0 3,0 6,0 4,0 2,0 7,0 5,0 2,0 4,0 4,0 5,0 4,0 4,0 3,0 3,0 2,0 3,0 2,0 4,0 5,0 4,0 5,0 4,0 4,0
2,0 2,0 3,0 5,0 3,0 2,0 3,0 2,0 3,0 2,0 2,0 7,0 5,0 7,0 5,0 3,0 3,0 4,0 4,0 7,0 7,0 5,0 4,0 7,0 7,0 5,0 3,0 6,0 6,0 1,0 2,0 2,0 2,0 2,0 1,0 1,0 3,0 1,0 1,0 1,0 1,0 1,0
2,0 3,0 6,0 7,0 4,0 2,0 2,0 1,0 6,0 4,0 5,0 6,0 3,0 6,0 4,0 2,0 1,0 3,0 2,0 6,0 7,0 7,0 6,0 6,0 5,0 3,0 2,0 3,0 3,0 2,0 3,0 3,0 3,0 3,0 2,0 2,0 1,0 1,0 1,0 1,0 1,0 1,0
2,0 7,0 6,0 5,0 3,0 3,0 4,0 3,0 5,0 4,0 3,0 6,0 5,0 3,0 4,0 2,0 2,0 3,0 3,0 6,0 7,0 2,0 2,0 4,0 4,0 3,0 3,0 1,0 1,0 6,0 4,0 4,0 3,0 3,0 2,0 2,0 2,0 1,0 2,0 2,0 1,0 2,0
9,0 1,0 7,0 7,0 5,0 1,0 3,0 1,0 6,0 4,0 1,0 7,0 5,0 7,0 5,0 1,0 1,0 3,0 2,0 4,0 7,0 7,0 5,0 7,0 7,0 4,0 1,0 3,0 3,0 2,0 3,0 2,0 3,0 2,0 2,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0
2,0 1,0 3,0 6,0 4,0 1,0 1,0 1,0 4,0 3,0 4,0 6,0 5,0 7,0 4,0 2,0 1,0 3,0 2,0 3,0 5,0 5,0 3,0 5,0 5,0 4,0 2,0 6,0 5,0 3,0 4,0 2,0 1,0 1,0 1,0 1,0 3,0 5,0 3,0 4,0 3,0 3,0
2,0 3,0 4,0 5,0 4,0 2,0 1,0 1,0 4,0 3,0 2,0 4,0 4,0 7,0 4,0 2,0 1,0 4,0 3,0 6,0 7,0 6,0 4,0 5,0 4,0 3,0 1,0 5,0 4,0 2,0 2,0 1,0 3,0 2,0 2,0 2,0 3,0 3,0 3,0 4,0 2,0 1,0
2,0 5,0 5,0 7,0 6,0 3,0 4,0 2,0 5,0 5,0 7,0 7,0 7,0 6,0 3,0 2,0 1,0 2,0 1,0 5,0 7,0 1,0 1,0 1,0 4,0 4,0 1,0 6,0 1,0 1,0 6,0 6,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0 1,0
10,0 3,0 5,0 5,0 4,0 3,0 2,0 2,0 4,0 3,0 4,0 4,0 3,0 5,0 3,0 3,0 2,0 3,0 2,0 6,0 6,0 5,0 4,0 6,0 5,0 4,0 1,0 6,0 5,0 3,0 3,0 2,0 2,0 2,0 2,0 2,0 1,0 1,0 1,0 2,0 2,0 1,0
2,0 7,0 7,0 5,0 5,0 3,0 2,0 3,0 5,0 5,0 3,0 3,0 4,0 4,0 2,0 3,0 1,0 4,0 2,0 5,0 6,0 6,0 4,0 2,0 2,0 2,0 1,0 5,0 3,0 2,0 3,0 3,0 2,0 1,0 2,0 1,0 3,0 2,0 1,0 2,0 1,0 2,0
2,0 2,0 5,0 4,0 3,0 1,0 1,0 1,0 3,0 2,0 4,0 4,0 2,0 4,0 2,0 1,0 1,0 3,0 2,0 4,0 7,0 6,0 5,0 5,0 4,0 2,0 2,0 5,0 4,0 4,0 4,0 3,0 4,0 3,0 3,0 2,0 3,0 2,0 2,0 4,0 2,0 4,0
2,0 5,0 7,0 5,0 3,0 1,0 2,0 1,0 4,0 3,0 2,0 7,0 3,0 4,0 3,0 2,0 1,0 3,0 1,0 4,0 7,0 4,0 2,0 5,0 4,0 2,0 1,0 6,0 2,0 4,0 3,0 2,0 3,0 3,0 3,0 3,0 2,0 1,0 1,0 1,0 2,0 1,0
2,0 2,0 3,0 6,0 5,0 1,0 2,0 1,0 4,0 3,0 7,0 7,0 6,0 4,0 3,0 1,0 1,0 2,0 2,0 2,0 4,0 4,0 2,0 3,0 3,0 2,0 2,0 5,0 7,0 3,0 7,0 2,0 3,0 2,0 1,0 1,0 1,0 4,0 1,0 1,0 1,0 1,0
2,0 3,0 6,0 2,0 5,0 1,0 1,0 2,0 2,0 5,0 3,0 3,0 2,0 7,0 1,0 2,0 1,0 3,0 2,0 5,0 6,0 5,0 2,0 1,0 1,0 2,0 1,0 5,0 2,0 2,0 5,0 2,0 2,0 1,0 2,0 1,0 2,0 1,0 1,0 1,0 1,0 1,0
162
163
nacional?
Quanto vale a participao em banca de
32 5,26 1,56 2,46
doutorado externa?
Quanto vale a orientao de mestrado em
09 5,19 1,46 2,16
andamento
Quanto vale participar no lanamento de um
39 5,19 1,82 3,32
novo produto no ano
26 Quanto vale um relatrio tcnico? 4,93 1,52 2,32
Quanto vale a participao em banca doutorado
33 4,93 1,67 2,79
interna?
Quanto vale uma orientao de iniciao
06 4,90 1,67 2,79
cientfica concluda
Quanto vale a participao em banca mestrado
34 4,90 1,65 2,72
externa?
Quanto vale participar na comercializao de
37 4,86 1,73 3,01
produtos?
Quanto vale participar no lanamento de novos
41 4,86 1,76 3,11
servios no ano?
Quanto vale trabalho completo em evento
18 4,85 1,60 2,56
nacional?
Quanto vale participar na manuteno dos
40 4,62 1,68 2,83
servios em catlogos
Quanto vale a participao em banca mestrado
35 4,57 1,77 3,14
interna?
Quanto vale participar da manuteno de
38 4,45 1,65 2,75
produtos em catlogos?
Quanto vale uma orientao de estgio curricular
05 4,31 1,76 3,11
em andamento
Quanto vale trabalho resumo em evento
15 4,29 1,58 2,51
internacional?
Quanto vale uma orientao de iniciao
07 4,22 1,90 3,61
cientfica em andamento
Quanto vale trabalho resumo em evento
16 3,62 1,63 2,67
nacional?
171
doutorado externa?
Quanto vale a participao em comisso,
36 4,58 1,593 2,53
conselho editorial?
Quanto vale publicar um artigo em um peridico
14 4,41 1,54 2,39
nacional?
Quanto vale participar na comercializao de
37 4,27 1,76 3,11
produtos?
Quanto vale participar no lanamento de um
39 4,27 1,95 3,82
novo produto no ano
Quanto vale trabalho completo em evento
18 4,23 1,77 3,13
nacional?
Quanto vale participar no lanamento de novos
41 4,16 1,85 3,42
servios no ano?
Quanto vale a participao em banca doutorado
33 4,09 1,70 2,89
interna?
Quanto vale a participao em banca mestrado
34 4,02 1,53 2,35
externa?
Quanto vale uma orientao de iniciao
06 3,97 1,71 2,92
cientfica concluda
26 Quanto vale um relatrio tcnico? 3,88 1,10 4,43
Quanto vale trabalho resumo em evento
15 3,86 1,55 2,40
internacional?
Quanto vale a participao em banca mestrado
35 3,65 1,58 2,51
interna?
Quanto vale participar na manuteno dos
40 3,55 1,65 2,79
servios em catlogos
Quanto vale uma orientao de estgio curricular
05 3,53 1,62 2,62
em andamento
Quanto vale uma orientao de iniciao
07 3,53 1,75 3,06
cientfica em andamento
Quanto vale participar da manuteno de
38 3,51 1,56 2,44
produtos em catlogos?
Quanto vale trabalho resumo em evento
16 3,04 1,70 2,9
nacional?
173
174
nacional?
Quanto vale a participao em comisso,
36 5,1 1,79 3,21
conselho editorial?
Quanto vale participar na comercializao de
37 5 1,88 3,55
produtos?
Quanto vale oferecer uma disciplina de
01 4,9 1,85 3,43
graduao
22 Quanto vale um pedido de patente nacional? 4,9 1,96 3,87
Quanto vale a organizao ou coordenao de
29 4,9 1,19 1,43
eventos?
26 Quanto vale um relatrio tcnico? 4,8 1,93 3,73
Quanto vale participar na manuteno dos
40 4,7 1,94 3,78
servios em catlogos
Quanto vale a participao em banca de
32 4,6 1,83 3,37
doutorado externa?
Quanto vale participar da manuteno de
38 4,6 1,95 3,82
produtos em catlogos?
Quanto vale a participao em banca doutorado
33 4,5 1,77 3,16
interna?
Quanto vale trabalho completo em evento
18 4,4 2,01 4,04
nacional?
Quanto vale uma orientao de iniciao
06 4,3 1,76 3,12
cientfica concluda
Quanto vale a participao em banca mestrado
34 4,3 2,00 4,01
externa?
Quanto vale a participao em banca mestrado
35 4,2 1,93 3,73
interna?
Quanto vale trabalho resumo em evento
15 4 1,94 3,77
internacional?
Quanto vale uma orientao de iniciao
07 3,8 1,75 3,06
cientfica em andamento
Quanto vale uma orientao de estgio curricular
05 3,5 1,84 3,38
em andamento
Quanto vale trabalho resumo em evento
16 3,4 2,31 5,37
nacional?
178
eventos?
Quanto vale oferecer uma disciplina de
01 4,95 1,51 2,30
graduao
Quanto vale a orientao de mestrado em
09 4,91 1,41 1,99
andamento
Quanto vale trabalho completo em evento
18 4,87 1,29 1,67
nacional?
Quanto vale a participao em comisso,
36 4,83 1,43 2,05
conselho editorial?
Quanto vale participar na comercializao de
37 4,83 1,57 2,49
produtos?
Quanto vale uma orientao de iniciao
06 4,70 1,48 2,21
cientfica concluda
Quanto vale a participao em banca mestrado
34 4,70 1,73 2,99
externa?
Quanto vale publicar um artigo em um peridico
14 4,66 1,20 1,44
nacional?
Quanto vale a participao em banca doutorado
33 4,66 1,57 2,49
interna?
Quanto vale trabalho resumo em evento
15 4,54 1,17 1,38
internacional?
26 Quanto vale um relatrio tcnico? 4,54 1,41 1,99
Quanto vale participar da manuteno de
38 4,54 1,47 2,17
produtos em catlogos?
Quanto vale participar na manuteno dos
40 4,5 1,53 2,34
servios em catlogos
Quanto vale a participao em banca mestrado
35 4,33 1,68 2,84
interna?
Quanto vale uma orientao de estgio curricular
05 4,20 1,53 2,34
em andamento
Quanto vale uma orientao de iniciao
07 4,08 1,74 3,036
cientfica em andamento
Quanto vale trabalho resumo em evento
16 3,91 1,31 1,73
nacional?
182
nacional?
28 Quanto vale a captao clientes? 5,53 1,20 1,45
Quanto vale a participao em banca doutorado
33 5,53 1,44 2,09
interna?
Quanto vale oferecer uma disciplina de
01 5,42 1,77 3,13
graduao
Quanto vale a orientao de mestrado em
09 5,38 1,471 2,1
andamento
Quanto vale a participao em banca mestrado
34 5,38 1,38 1,92
externa?
26 Quanto vale um relatrio tcnico? 5,19 1,35 1,84
Quanto vale a participao em banca mestrado
35 5,19 1,60 2,56
interna?
Quanto vale uma orientao de iniciao
06 5,15 1,75 3,09
cientfica concluda
Quanto vale trabalho completo em evento
18 5,11 1,39 1,94
nacional?
Quanto vale participar no lanamento de um
39 4,96 2,00 4,03
novo produto no ano
Quanto vale participar na comercializao de
37 4,84 1,80 3,25
produtos?
Quanto vale participar na manuteno dos
40 4,80 1,766 3,12
servios em catlogos
Quanto vale participar no lanamento de novos
41 4,80 1,85 3,44
servios no ano?
Quanto vale uma orientao de estgio curricular
05 4,69 1,93 3,74
em andamento
Quanto vale uma orientao de iniciao
07 4,57 2,10 4,41
cientfica em andamento
Quanto vale participar da manuteno de
38 4,57 1,83 3,37
produtos em catlogos?
Quanto vale trabalho resumo em evento
15 4,38 1,72 2,96
internacional?
Quanto vale trabalho resumo em evento
16 3,73 1,77 3,16
nacional?
189
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