Made available in DSpace on 2015-03-05T19:15:17Z (GMT). No. of bitstreams: 0 Previous issue date: 15 / Nenhuma / A proposição de um modelo de planejamento estratégico assume diversas formas em sua concepção, implantação, execução e controle. Esta diversidade de métodos tem origem em fatores que influenciam nos ambientes interno e externo das organizações. Foi com base nesta assertiva que esta pesquisa buscou identificar características intrínsecas às atividades estratégicas desenvolvidas em três setores da economia: alimentos, químico e petroquímico e metalúrgico e siderúrgico aproximando-os dos modelos, ao qual se denominam escolas do pensamento estratégico. Essa verificação ocorreu por meio de pesquisa de campo realizada com o uso de questionários, respondidos por executivos de 68 empresas constantes da revista valor 1000, edição 2008, sendo 23 do setor de alimentos, 21 do setor químico e petroquímico e 24 do setor metalúrgico e siderúrgico, cujos dados foram analisados com a utilização de estatística descritiva possibilitando a conclusão de que estes setores, apesar de possuírem atributos semelhantes, utilizam metodo / The proposition of a strategic planning stream assumes many forms on its conception, implantation, execution and control. This method diversity derives from factors that influence internal and external company environment. Based on this statement, the research intended to identify core features of the strategies developed in three economic segments: food; chemical and petrochemical; and metallurgical. These industries’ strategies were approached to the streams here named “strategic planning schools”. The verification was conducted through field research, with survey, and executives from 68 companies participated. The companies were selected among a list of Valor 100 magazine (2008 edition), being 23 from food industry; 21 from chemical and petrochemical industry; and 24 from the metallurgical industry. Collected data were analised through descriptive statistics, which leaded to the conclusion that these industries, although having many areas of convergence, use different methods to manage their strategies. Th

Wei Liqun. / "Auguest 2004." / Thesis (Ph.D.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (p. 193-213). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Mode of access: World Wide Web. / Abstracts in English and Chinese.

by So Mei. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 59). / Abstract --- p.i / Chapter I. --- INTRODUCTION --- p.1 / The Company Background --- p.1 / Market Outlook --- p.3 / Step Into the Largest Consumer Market --- p.4 / Behind the Story - Protectionism Policies of Central Government --- p.5 / Scope and Objective --- p.7 / Chapter II. --- METHOD --- p.7 / Chapter III. --- LITERATURE REVIEW --- p.8 / Chapter IV. --- SITUATION ANALYSIS --- p.18 / Business Potential --- p.19 / Government Intervention --- p.20 / Chapter V. --- STRATEGIC FRAMEWORK FOR DEVELOPING A CHINA BRAND : RECOMMENDATIONS --- p.21 / Business Objective --- p.22 / Business Strategy --- p.23 / Brand Portfolio Vision of Coke --- p.23 / Chapter VI --- .CHINA BRAND DEVELOPMENT PHILOSOPHY --- p.24 / Process Overview --- p.28 / Research --- p.28 / Brand Proposition --- p.33 / Brand Architecture --- p.34 / Brand Positioning --- p.35 / Brand Characteristic --- p.39 / Brand Components --- p.40 / Brand name --- p.40 / Product --- p.41 / Packaging & Pricing --- p.42 / Launch Strategy --- p.43 / Building the brand --- p.43 / Product strategy --- p.45 / Packaging & pricing strategy --- p.45 / Distribution strategy --- p.46 / Sampling --- p.50 / Consumer promotion --- p.51 / Trade promotion --- p.52 / Future Plan --- p.53 / Chapter VII. --- CONCLUSION --- p.53 / Chapter VIII. --- APPENDIXES --- p.55 / Chapter IX. --- BIBLIOGRAPHY --- p.59

by Chu Chong-Kit, George, To Kwong-Hiu, Bernard. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 89-91). / ABSTRACT --- p.I / TABLE OF CONTENTS --- p.II / LIST OF ILLUSTRATIONS --- p.IV / LIST OF TABLES --- p.V / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- LITERATURE REVIEW --- p.6 / External and Industry Environments --- p.6 / Strategic Actions and Response --- p.10 / External Environment and Strategic Responses --- p.13 / Summary --- p.15 / Chapter III. --- CATHAY PACIFIC AIRWAYS AND AVIATION INDUSTRY --- p.19 / Corporate Background --- p.19 / The Global Aviation Industry --- p.21 / The Hong Kong Aviation Industry --- p.23 / Chapter IV. --- METHODOLOGY --- p.26 / Performance Measurement --- p.27 / Environmental Variations and Competitive Responses --- p.32 / Chapter V. --- RESULTS --- p.34 / Quantitative Analysis: Operational Performance --- p.34 / Qualitative Analysis : Environmental Variations and Strategic Responses --- p.38 / Legal and Political Environment --- p.38 / Event One : Plan for New Airport at Chek Lap Kok --- p.39 / Event Two : Delay of New Airport Opening --- p.40 / Event Three : Political Uncertainty of 1997 --- p.40 / Rivalry Intensity --- p.42 / "Event One : Hong Kong Dragon Airlines (""Dragonair"")" --- p.42 / Event Two : Virgin Atlantic Airways --- p.42 / Event Three : Air Hong Kong --- p.43 / Event Four: China National Aviation Corporation --- p.44 / Industry Growth --- p.44 / Event One : Slowdown of Global Aviation Industry --- p.44 / Event Two : Worldwide Excess of Capacity and Continuation of Warfare --- p.45 / Internal Factor Costs --- p.47 / Chapter VI. --- DISCUSSION --- p.49 / Chapter VII. --- CONCLUSION --- p.53 / APPENDIX --- p.57 / BIBLIOGRAPHY --- p.89

O presente trabalho teve como objetivo geral responder ao seguinte problema de pesquisa: Como o processo de planejamento estratégico ocorre nos municípios brasileiros? Seus objetivos específicos incluem conhecer a evolução dos conceitos gerais do estudo a partir da realização de um estudo bibliométrico, analisar como o processo de planejamento estratégico proposto por Poister e Streib dialoga com a realidade brasileira, identificar as particularidades das práticas de planejamento estratégico adotadas nos municípios estudados e compreender como elas afetam o seu planejamento. Dessa forma, o estudo incluiu uma investigação bibliométrica com o intuito de identificar como o planejamento estratégico no setor público tem sido abordado no âmbito acadêmico e um estudo de caso de dois municípios brasileiros: Porto Alegre, capital do Estado do Rio Grande do Sul, e Sorocaba, cidade de grande porte do Estado de São Paulo. Apresentados os dados coletados a partir de entrevistas, visitas a sites, leitura de documentos e interpretação de legislações diversas, foi realizada uma análise qualitativa buscando responder aos objetivos da pesquisa. Tal análise foi feita de forma comparativa entre os dois municípios e também à luz do referencial teórico apresentado ao longo da pesquisa. Após a apresentação e a análise dos casos, verificou-se que a pesquisa conseguiu responder ao problema proposto de entender como o processo de planejamento estratégico ocorre nos municípios brasileiros. Ao analisar as práticas de planejamento estratégico adotadas nos municípios estudados, pudemos compreender como certas particularidades afetam o planejamento estratégico e determinam seu foco. Com a análise feita, a percepção, por parte da autora da pesquisa, é que o papel das lideranças (prefeitos, vice-prefeitos e secretários) é um dos principais fatores para o sucesso de um planejamento estratégico, bem como dos funcionários de níveis hierárquicos inferiores. Ao comparar o referencial teórico com os casos analisados, foi possível afirmar que os processos de planejamento estratégico dos municípios analisados, mesmo quando não atendem a todos os requisitos, se preocupam ou se preocuparam com todos os itens das variáveis propostas pelos autores supracitados. / The present work had as its main goal responding to the following research problem: How does the process of strategic planning happen in Brazilian municipalities? Its specific goals include knowing the evolution of the study\'s general concepts by carrying out a bibliometric study, analyzing how the process of strategic planning proposed by Poister and Streib converses with the Brazilian reality, identifying the particular features of the strategic planning practices adopted in the municipalities studied and understanding how they affect their planning. The study hence includes a bibliometric investigation with a view to identifying how strategic planning in the public segment has been approached in the academic environment and a case study concerning two Brazilian municipalities: Porto Alegre, capital of the state of Rio Grande do Sul, and Sorocaba, a large city in the state of São Paulo. After presenting the data collected from interviews, visits to websites, reading of documents and interpretation of various laws, a qualitative analysis was performed, in order to answer this research\'s goals. This analysis was carried out comparing the two municipalities, in the light of the theoretical background presented throughout. After the presentation and analysis of the cases, it was verified that this research managed to respond to the problem proposed, i.e. understanding how the process of strategic planning takes place in Brazilian municipalities. When analyzing strategic planning practices adopted in the municipalities studied, it was possible to understand how certain particularities affect strategic planning and determine its focus. When the analysis was concluded, the perception of the author is that the role of leaderships (mayors, vice-mayors and secretaries) is one of the main factors for the success of strategic planning, as well as that of employees in lower hierarchical levels. Comparing the theoretical background with the cases analyzed made it possible to affirm that the processes of strategic planning in the municipalities studied, even when they did not meet all criteria, are (or were) concerned with all the items of the variables proposed by the aforementioned authors.

Thesis (MBA) --University of Limpopo, 2010 / This research report is based on integration of strategy formulation and implementation in the Greater Sekhukhune District Department of Basic Education, Limpopo Province. The purpose of this research is to investigate the key drivers in the formulation and implementation of strategies and how can they be integrated to achieve the formulated goals and objectives of Greater Sekhukhune District Department of Basic Education. This report deals only with qualitative research method. The major findings of the study are that there are key drivers of strategy formulation and key drivers of strategy implementation and their outcomes. The key drivers of strategy formulation are the vision and mission statements, long-term objectives, and generation and selection of grand strategies; whereas the key drivers of strategy implementation are leadership, organizational culture and organizational structure .The integration of these key drivers is essential for the implementation of strategies, leading to improved service delivery to various stakeholders. The report concludes that in order to approach strategy formulation and strategy implementation in an integrated manner, the following should take place : (1) managers and staff members who are responsible for strategy implementation should also be involved in strategy formulation processes ; (2)organizational culture should be changed to create a conducive environment for the managers and the employees to be motivated to render quality services at service points ; (3) leadership and management to guide vision and mission of the district; (4) organizational structure to ‘fit’ implementation of strategies for efficiency and effectiveness of the integration of strategy formulation and implementation to achieve formulated goals and objectives.

The purpose of this dissertation is three-fold. First, it explores whether or not experience with strategic planning increases comprehensiveness of the strategic planning process. Second, it investigates the potential impact of comprehensive strategic planning processes on performance. The final rationale for this dissertation is to determine whether the impact varies according to the dimension of performance analyzed. This exploratory study uses a unique data set that combines the performance measures of select local government departments from the International City/County Manager's Association and an original survey of the heads of those departments to determine their strategic planning practices. The dissertation utilizes an evaluative approach by analyzing the practical significance of the potential impact including correlation, differences between groups, and effect size. These analysis taken together can help demonstrate a potential relationship where regression analysis would be inappropriate due to small sample size. The findings justify further studying these questions about strategic planning in the public sector. First, the analysis demonstrates that departments with more strategic planning experience have higher mean comprehensiveness than departments with less experience. Second, though the findings are mixed concerning the impact of comprehensive processes, the majority of the findings support the hypothesis that more comprehensiveness leads to better departmental performance. Finally, the mixed findings demonstrate that strategic planning comprehensiveness impacts different dimensions of performance differently.

Šiame darbe apibūdinama ir analizuojama strateginio valdymo sistema Lietuvos Respublikoje bei įvertinamos strateginio valdymo įgyvendinimo problemos. Pirmojoje darbo dalyje „Strateginio valdymo koncepcija“ pateikiama strateginio valdymo koncepcija, - jos skyriuose nagrinėjama strateginio valdymo samprata, paskirtis bei principai. Didelis dėmesys skiriamas strateginio valdymo funkcijoms ir galimoms strateginio planavimo metodologijoms. Antrojoje dalyje „Strateginio valdymo metodologija“ stengiamasi išanalizuoti pagrindines taikytinas strateginio valdymo metodologijas – nustatytinę ir plėtotinę bei galimus strateginio valdymo modelius. Trečiojoje darbo dalyje „Strateginis valdymas Lietuvos Respublikos viešojo sektoriaus institucijose“ siekiama išsamiai, nuosekliai išanalizuoti ir aprašyti strateginio planavimo sistemą ir metodologiją Lietuvos Respublikos valstybės bei vietos valdymo institucijose. Paskutinėje dalyje „Strateginio valdymo sistemos įgyvendinimo problemų Lietuvos Respublikoje analizė“ susikoncentruojama į tyrimą, jo analizes, problemų atradimą bei informacijos interpretavimą. Darbo pabaigoje pateikiamos išvados bei rekomendacijos, kaip būtų galima tobulinti strateginį valdymą Lietuvos valstybės ir vietos valdymo institucijose. / This work analyses the system of strategic management and evaluates the problems of implementation of strategic management in the Republic of Lithuania. In the first part of this work the conception of strategic management is presented. The functions and methodologies of strategic management are analysed. In the second part models and two essential approaches to strategic management – prescriptive and emergent, are analysed. In the third part the system and methodologies of strategic management in the state and local institutions of Republic of Lithuania are analysed. In the last part attention is concentrated on research of problems of implementation of strategic management system in Lithuania. All other approaches and conclusions are given at the end of this work.

The research at hand seeks to provide an answer to the following business problem: How should FBSDL (Pty) Ltd define, develop and maintain an effective Strategic Management System to ensure the long-term survival and sustainable growth of the company? After setting out the background of the company and the motivation for the research, a model for strategic management is developed including five main elements. These are the strategic Intent, Position, Choices, Implementation and Performance. This theoretical model is then converted into a questionnaire that is used as a tool for collecting information about the company relating to the various aspects of strategic management. Information is obtained via the analysis of company data, interviewing of relevant personnel and passive observation of company practices. The company data is evaluated against the theory together with an assessment of how well suited the status quo is to emerging internal and external conditions. Finally, recommendations are made for the enhancement of the strategic management of the company - satisfying the ultimate objective of the study. / Thesis (MBA)-University of Natal, Durban, 2003.

The following is an exploratory study, of a newly formed company called Duys Aftermarket Components (D.A.M). D.A.M was formed out of Duys Component Manufacturers (D.C.M) a division of The Duys Group. The reason for forming D.A.M came about due to an environmental change. Toyota was D.C.M's main client and the whole business was geared around them, until Toyota announced that they would no longer be fitting bull bars and roll bars (D.C.M's core products), at factory level. So, in do or die mode, D.A.M was formed to focus attention on the automotive aftermarket, to find clients for the products that the company was so proficient at making, while D.C.M attempts to find new products for the Toyota factory. This study follows a gap analysis type approach. First, the theoretical ideal is laid out and discussed in detail. Next, facts pertaining to D.A.M and its environment are gathered in the form of a case study. Matching these two sections together allows an analysis of the changed environment and of the company's resources and internal workings. From this analysis, strategic models are created and grand strategies formed which are then tested for suitability against the same internal and external factors previously discussed. From the grand strategies, the study generates more specific courses of action as options for the management of Duys to consider. These are optional ways in which the management might consider breaching the gap between the theoretical ideal laid out and the current situation. The expectation is that the research will develop a workable strategy for the management of Duys to work with and to build on, in an emergent fashion. / Thesis (MBA)-University of Natal, Durban, 2003.