Made available in DSpace on 2016-08-02T21:42:31Z (GMT). No. of bitstreams: 1 JRCampanele.pdf: 1060359 bytes, checksum: 991cfa8ded43fa5be30e7f17d30f9dc2 (MD5) Previous issue date: 2013-08-07 / Through a survey from 1990 to 2004, ( JUCESP ) - Board of Trade of the State of São Paulo - recorded more than 2.1 million new businesses and closed the record of 1.3 million . This means extinction of approximately 281 000 direct jobs and the economy recession of 15.6 billion Reais billing and capital invested. Small and medium enterprises are key to absorbing the impacts caused by the volatility of the economy, the same proportion as vulnerable to these fluctuations. Because of its economic importance , which is verified by the figures presented by the responsible institutes for the dissemination of control and economic indicators, such as ( IBGE ) - Brazilian Institute of Geography and Statistics - ( BNDES ) Banco Nacional de Desenvolvimento Econômico e Social ( SEBRAE ) Brazilian Service of Support for Micro and Small Enterprises and Ministry of Labour and Social Development. This paper aims to check in the development their management processes, freight carriers from Grande ABC, include strategic planning and what steps are more used. For date collection were sent 150 questionnaires targeted to executives and owners of cargo carriers ABC. Were answered through 14 questionnaires email. As the number of respondents was too small, some contacts were made directly with the owners in order to schedule interviews. Thus, it was possible to have six questionnaires interviews answered and four whose script is semi - structured based on strategic planning literature. Through literature and field research, it was observed that is does not matter what segment type or size of organization during the process of creation, development and implementation of strategic planning, some end up losing or straying from the project because of model to be followed. The intention of this work is to contribute to the beginning managers in the processes of creation, development and implementation of strategic planning. / Através de uma pesquisa de 1990 até 2004, a (JUCESP) - Junta Comercial do Estado de São Paulo - registrou mais de 2,1 milhões de novas empresas e encerrou o registro de 1,3 milhões. Isso significa extinção de aproximadamente 281 mil empregos diretos e a retirada da economia de 15,6 bilhões de reais de faturamento e capital investidos. As pequenas e médias empresas são fundamentais para absorção dos impactos causados pela volatilidade da economia, na mesma proporção que vulneráveis a essas oscilações. Devido sua importância econômica, a qual é verificada através dos números apresentados pelos órgãos responsáveis pela divulgação do controle e índices econômicos, como o (IBGE) - Instituto Brasileiro de Geografia e Estatística - (BNDES) Banco Nacional de Desenvolvimento Econômico e Social, (SEBRAE) Serviço Brasileiro de Apoio às Micro e Pequenas Empresas e Ministérios do Trabalho e do Desenvolvimento Social, esse trabalho tem como proposta verificar se no desenvolvimento de seus processos gerenciais, as transportadoras de cargas do Grande ABC, contemplam o planejamento estratégico e quais as etapas mais utilizadas. Para coleta de dados foram enviados 150 questionários direcionados aos executivos e proprietários das transportadoras de cargas do ABC. Foram respondidos através de e-mails 14 questionários. Como o número de respondentes era muito pequeno, foram realizados alguns contatos diretamente com os proprietários, visando o agendamento de entrevistas.

To fit the business environment competitively, companies are looking to develop themselves every time more, adopting strategies, implementing new systems, looking for software to help them and planning strategically how to act in the market. However, in the real estate sector, strategic planning is not widely used or used inefficiently. Thus, this study aims to analyze the characteristics of strategic planning in real estate agencies in Brazil and propose an alternative model of strategic planning for real estate agencies. Therefore, as a methodological procedure a questionnaire was applied in real estate agencies in Brazil, aiming to verify trends that are being used to support the development of the model. It was found that in Brazil real estate agencies using the basic assumptions of strategic planning, but are vulnerable in respect to implementation of the tool and control of the results after the strategic planning. Based on the results, the alternative model of strategic planning proposed for the real estate agencies consists of three main stages: analysis, implementation and control. / Para se enquadrarem no ambiente empresarial de forma competitiva as empresas estão buscando desenvolver-se cada vez mais, adotando estratégias, implementando novos sistemas, buscando softwares para auxiliá-las e, planejando de forma estratégica como agir no mercado. No entanto, no setor das imobiliárias o planejamento estratégico não é muito utilizado ou é utilizado de forma pouco eficiente. Deste modo, este estudo tem como objetivo analisar as características sobre o planejamento estratégico nas imobiliárias no Brasil e propor um modelo alternativo de planejamento estratégico para as imobiliárias. Para tanto, como procedimento metodológico, foi aplicado um questionário em imobiliárias do Brasil, objetivando verificar tendências que estão sendo utilizadas para embasar a elaboração do modelo. Verificou-se que no Brasil as imobiliárias utilizam os pressupostos básicos do planejamento estratégico, contudo estão fragilizadas no que tange a implementação da ferramenta e controle dos resultados após o planejamento estratégico. Com base nos resultados obtidos, o modelo alternativo de planejamento estratégico proposto para as imobiliárias é constituído de três etapas principais: análise, implementação e controle.

This study assumes that time management may contribute to the personal strategic planning through optimization of its implementation in order to enhance the performance and results of people, both at work and in personal life. The main goal of this study is to propose a time management model that contributes to personal strategic planning. In order to achieve it, this study broaches strategic planning, personal strategic planning and time management. Thus, it was possible to create a methodological, theoretical and conceptual framework of reference. The models of personal planning that were described showed that time factor and time management are relevant. The adopted methodology consisted of a qualitative research of exploratory character, having bibliographical research as a technical procedure to collect the data. The literature review allowed us to identify key elements to the composition of the Time Management Model proposed. The results reveal a model of time management represented by a logical and sequential method, which involves important technical and behavioral factors detected in the bibliography. The proposed Model represents a continuous process described in two linked steps: planning and management. Planning involves three steps: time audit (real situation), time leverage (ideal situation) and time framing (weekly and daily planning and priorization). While the management involves two steps: execution, which involves technical and behavioral aspects to improve time use, dealing with environmental and information organization, delegation of duties, denial of tasks, procrastination and among other time wasters; and control, which consists of daily monitoring and weekly assessment. In conclusion, it can be inferred that time management can contribute to personal strategic planning since it systematizes its implementation and, therefore, it can provide benefits to people's lives in order to make better use of your time and achieve better results. It was noticed also that the theme is relevant and emergent as well as important for further investigations. / O presente estudo partiu do pressuposto de que a gestão do tempo pode contribuir com o planejamento estratégico pessoal, por meio da otimização de sua implementação, a fim de potencializar o desempenho e os resultados das pessoas, tanto no trabalho como na vida pessoal. O objetivo principal consiste em propor um modelo de gestão do tempo para contribuir com o planejamento estratégico pessoal. Para atingí-lo, o estudo abordou o planejamento estratégico, o planejamento estratégico pessoal e a gestão do tempo. Com isso, foi possível formar um quadro metodológico, teórico e conceitual de referência. Os modelos de planejamento pessoal descritos tornaram relevante o fator tempo e a gestão do tempo. A metodologia de trabalho adotada constituiu-se de pesquisa qualitativa, de caráter exploratório, utilizando como procedimento técnico para coleta de dados a pesquisa bibliográfica. A análise da literatura permitiu identificar elementos essenciais para a composição do Modelo de gestão do tempo proposto. Os resultados obtidos revelam um modelo de gestão do tempo representado por um método lógico e sequencial, envolvendo fatores técnicos e comportamentais importantes detectados na bibliografia. O Modelo proposto configura-se em um processo contínuo descrito em duas etapas interligadas: planejamento e gerenciamento. O planejamento é composto por três fases: auditoria do tempo (situação real), alavancagem do tempo (situação ideal) e enquadramento do tempo (planejamento semanal, planejamento diário e priorização). O gerenciamento constitui-se de duas fases: execução, que envolve aspectos técnicos e comportamentais para melhorar o aproveitamento do tempo, tratando sobre organização de ambientes e de informações, delegação de tarefas, negação de tarefas, procrastinação e outros desperdiçadores de tempo; e controle, composto por monitoramento diário e avaliação semanal. Como conclusão, é possível inferir que a gestão do tempo pode contribuir com o planejamento estratégico pessoal, pois sistematiza a sua implementação, e, consequentemente, pode propiciar benefícios à vida das pessoas no sentido de aproveitarem melhor o seu tempo e atingirem melhores resultados. Percebeu-se que a temática é relevante e emergente, havendo espaço para seu aprofundamento em futuras investigações.

A review of strategic thinking literature indicates that research has tended to focus on experiences contributing to strategic thinking, the strategic thinking perspectives that executives are likely to follow based on the environments in which they have developed their strategic competencies, and examining executives’ cognitive maps within the context of strategic management (O’ Shannassy 2003; Kutschera, and Ryan, 2009; Meyer, 2007). As an expansion of these principles and foundations of strategic thinking, this research was a study of the extent to which strategic thinking perspectives are utilised during macro environmental turbulence. According to Cravens et al. (2009: 31) volatility, reinvention, and fundamental changes in markets present unprecedented challenges to researchers and executives. “Unfortunately, too often traditional conceptual models and theories fail to provide adequate insight for coping with this new and rapidly changing business environment. Traditional market perspectives and conceptual logic may even blind researchers and strategic decision makers to the real threats present in the changing competitive landscape and new market space, and to opportunities for added value which can be uncovered and exploited” Cravens et al. (2009: 31). Hyperinflation in Zimbabwe was a major problem from 2003 to April 2009, when the country suspended its own currency and for the next five years the country continued to struggle with various macro environmental challenges. It is this backdrop that makes this research intriguing, where the soundness of any organisation is said to be crucially linked to the soundness of the macro environment, including macroeconomic policies as well as internal governance, market discipline; regulation and supervision (Louw and Venter, 2010). The research was a case study of BancABC Zimbabwe and focused on the period 2009 to 2013. BancABC Zimbabwe is a subsidiary of ABC Holdings Limited which is listed on the Botswana and Zimbabwe stock exchanges (BancABC, 2012). The aim of the study as the first key activity was to explore and describe how the BancABC executives responded to the critical macro environmental incidents identified, at a management or executive team perspective, and secondly, whether the rational reasoning or generative reasoning perspective was dominant during the period of turbulence. The goal is to gain insights of the strategic thinking process followed by executives during a period of macro-environmental turbulence. Literature defines strategic thinking concept as the cognitive process undertaken by executives in relation to problem solving in the business context. Two main perspectives are discussed: Strategic thinking as a science (rational thinking) is the prescriptive, structured nature of strategic thinking; arguments are that it is a less complex perspective for executives to adopt. Strategic thinking as an art (generative thinking) is the perspective that allows the strategist to think outside the box and be more creative about solving strategic problems. The discussion presents how the two perspectives can be used to complement each other and provide a more robust strategic thinking framework. The multi-perspective approach to strategic thinking recommends the right balance between analysis, intuition and creativity can be used to create new frameworks and innovative solutions. The ability to balance these strategic thinking perspectives enables executives to solve strategic problems (Linkov, 1999). The research findings highlighted the effect of time and availability of information on the strategic thinking perspective adopted by executives during times of uncertainty. It was noted that when time and information were available, executives appeared to use the rational strategic thinking perspective, while if there was limited time and information to solve problems the generative thinking perspective was dominantly used. Further the importance of integrative strategic thinking which facilitates the use of both intuition and analysis when solving strategic problems in a turbulent macro environment was also highlighted. The research thesis adopted the structure of a case study, relying on the critical incident technique to create the context of the study; and can be used to explore and discuss strategic thinking for teaching purposes. The results of the study can be recognised as a contribution towards the development of strategic thinking particularly in times of turbulence. It can also form the basis for future studies in the context of strategic thinking.

This project develops and analyzes a business plan for Media Benefits Corporation, a subsidiary of First Entertainment Credit Union. The business plan will address the recent trend to move certain services back to the credit union and make recommendations as to how Media Benefits Corporation should continue to exist. Issues concerning liability will also be addressed in the plan.

The project focuses on the development of a strategic plan for the Highland Environmental Learning Center (HELC), the completely integrated environmental learning center located in the Highland Branch Library of the San Bernardino County Library system. The plan was developed through the investigation of other nature centers, interpretive centers, and environmental learning centers to help define the purpose and mission for environmental education in a non-formal setting. It is also meant to serve as a guideline for future programming, budgeting, promotion, and staffing of HELC. The plan supports HELC's goal to foster environmental sensitivity and environmentally responsible citizenship.

<p dir="ltr">Experts in education financial and strategic planning were surveyed using the Panel of Experts Validation. The results were used to develop a valid survey titled Superintendents’ Self-Efficacy of Strategic and Financial Planning and to determine what experts prioritize when creating strategic and financial plans. Using this new instrument, eighty-six Indiana K-12 public school superintendents responded. The instrument consisted of ten survey items in Strategic Planning and 14 in Financial Planning. The participants were asked to examine each item and rate their level of confidence in their ability to carry out the task referenced in that item, on a numerical scale. The results of this study indicated the predictor variable of financial planning significantly predicts the amount of variance in the criterion variable of strategic planning (F(1, 84) = 24.59, p < 0.001). The results also indicated Indiana superintendents have a high level of confidence in leading engagement opportunities to communicate how the Average Daily Membership (ADM) impacts the development of the district’s financial planning. Additionally, their confidence is high in adapting the financial plan annually to align with the adapted strategic plan and ensuring compliance with allowable expenses from within the Education Fund and the Operation Fund. Furthermore, their self-efficacy excels in describing the role and utilization of property taxes in school district’s financial planning. They also demonstrate strong confidence in analyzing data to determine the school district’s needs and the ability to allocate resources to align with the strategic plan.</p>

Resilience, in an organizational sense meaning the ability to withstand crises and disturbances, has become a keyword during the last ten years. It is associated with established activities like risk and crisis management and business continuity planning or with strategic management, but it allows for new perspectives and insights into the conditions for doing business. Applied to the whole supply chain it also provides tools for managing and aligning the logistics flows in an appropriate way. But why is resilience essential for success or survival? In context to the Swedish textile and clothing (T&amp;C) industry, the average number of firms that went bankrupt during the recent crisis (2007-09) escalated twofold compared to the average over 2000-10 due to tremendous pressure on the Swedish credit system. The structural industrial statistics also plummeted in these crisis years aggravating other inherent or internal problems as a ’ripple effect’. The small and medium sized enterprises (SMEs) were the most affected of all, facing major threats to their financial performance and ultimately to their survival, at times of economic crises. In such a context, study of organizational resilience (ORes), to survive and thrive becomes increasingly significant. To address this issue the thesis concentrates on understanding the resilience development process through crisis strategic planning in context to Swedish textile-related SMEs amidst economic crises. It investigates and answers how resilience development can be considered as a precursor for business success, how to develop and monitor resilience, and identifies its antecedents and key strategic initiatives and their differential degrees of influence. No prior studies describing organizational resilience and crisis strategic planning in an integrated processual approach using both short-term and long-term strategies through planning and adaptation were found in the literature. The thesis adopts a critical realist-grounded theory (CR-GT) approach along the metaphysical level as the structure for the resilience development process follows a causal relationship between the object (the organization), its structure (competences and strategies), the causal power (crisis strategic planning) for attaining an event/outcome (resilience) in a particular context (economic crisis). For addressing this issue of devising an outcome-based processual approach, a multivariate financial indicator called the Altman’s Z-score (used basically for calculating bankruptcy potential in firms) was used for quantifying resilience. For investigating the causal mechanism epistemological relativism along the grounded theory approach was chosen for theory generation. A mixed methodology was adopted based on quantitative statistical analyses, at first, followed by a detailed qualitative work based on surveys, interviews, case studies and secondary data for data triangulation. Analysis of data was conducted through certain thematic coding principles. A four-step hermeneutic spiral was followed by systematically combining the pre-understanding, empirics and extant literature to develop a theoretical framework through constant modification. Overall, the resilience development was highlighted along a processual framework adopted along the CR-GT view of causation. The findings are manifold. Firstly there is a need to develop economic resilience in SMEs to shift from just component-view to a more holistic systemic view of organizations, upheld by an integrated crisis strategic planning (CSP) approach, for facing dynamic environments. Secondly, the CSP process prescribed in the thesis is quite integrated and holistic, taking a view from all angles, viz. organizational structure (capabilities and strategies), processual approach etc. Such a resilience development process through CSP is based on a six-step process: (i) identification of environmental context, (ii) impact analysis, (iii) leadership analysis, (iv) capability analysis, (v) formulation/selection and implementation of strategies, and (vi) evaluation and review of strategic options, utilizing a suite of strategic tools and techniques and is particularly simple for application in an SME setting. Third, operationalization of such a causal mechanism based upon implementation of strategic tools is based upon using a multivariate financial indicator like Altman’s Z-score to outline the relation between ORes and business ‘health’, thus quantifying it. Finally, in order to develop a resilient organization it is important to engage and utilize effectively the key resources and assets (financial, material, social, networks) by developing dynamic capabilities (strategic and operational flexibilities, redundancy, robustness) and organizational learning (culture, employee wellbeing, attentive leadership and decision-making). These competences must be employed for the appropriate strategy development (selection, implementation, and evaluation) framed on both growth and continuity strategies, both planned and adaptive in nature. The research develops a holistic analytical framework of organizational structure for resilience development based on these two criteria. It also tests this framework for Swedish textile-related SMEs amidst economic crises. The findings in this contextual delimitation suggest that the resilient SMEs possess better financial resources, relational networks, operational &amp; strategic flexibilities. The economically resilient firms mostly showed planned resilience in economic crises based on long-term strategies through business continuity planning (BCP) and in terms of growth strategies through market penetration, diversification and transformational initiatives. These firms also showed better short-term crisis management (CM) through higher operational flexibility while the less resilient ones lacked in strategic readiness due to resource scarcity. This is beneficial for firms to understand the key areas in which to invest and develop a multistrategic CSP model, categorizing firms along different resilience types – planned or adaptive. / <p>Thesis for the degree of Doctor of Science in Technology to be presented with due</p><p>permission for public examination and criticism in Festia Building, Auditorium Pieni Sali 1, at Tampere University of Technology, on the 11th of October 2013, at 12 noon.</p>

No abstract available / Business Management and Entr / M. Tech. (Business Administration)

Various authors have scrutinised the sole utilisation of quantifiable (financial) appraisal criteria in capital investment appraisal. They argue that the appraisal of capital investment proposals must concentrate on the capital investment process as a whole and not only on the selection phase. These authors suggest that capital investment opportunities and proposals must be sought within the parameters set by strategy. Therefore, the purpose of this study was to explore and to describe how decision-makers in the platinum industry experience the influence of competitive strategy on the capital investment process. Semi-structured interviews were held with strategic capital investment decision-makers within a major role player in the platinum industry. Respondents were selected according to the snowball sampling method. An analysis of the results indicates that competitive strategy does influence the capital investment process. This influence is particularly observable with regard to the initiation of capital investment ideas, the capital budget allocation and the strategic appraisal criteria utilised by decision-makers to screen capital investment proposals. The strategic capital investment process constitutes much more than just the selection of capital investment proposals. Therefore, the findings of this study signify the importance of considering the influence of competitive strategy on the capital investment process. / Business Management / M. Tech. (Business Administration)