A implantação de um sistema de produção enxuta (PE) é complexa e requer ênfase na gestão das operações de manufatura, visto que as mesmas costumam concentrar parte substancial das perdas em um sistema produtivo. Esse trabalho relata o desenho de gestão do processo operacional na implantação do modelo enxuto na planta de uma empresa do ramo de autopeças de atuação global, na qual o uso da PE era uma política corporativa. Este desenho teve duas etapas marcantes: a transformação física de 5 linhas de produção em 55 células de manufatura; a criação de condições favoráveis à melhoria contínua, por meio do desenho do processo de gestão do processo operacional destas 55 células. Este trabalho se foca na segunda etapa, a de gestão do processo operacional e no detalhamento da estruturação deste, no qual um elemento chave foi o desenvolvimento das lideranças . As etapas seguidas, boas práticas usadas e dificuldades encontradas podem servir de referência para outras empresas envolvidas com a implantação da PE. / The implementation of a lean production system (LPE) is complex and requires emphasis on the operations manufacturing management, since the same focus often substantial losses in a productive system. This paper describes the design operating management process in an implementation lean model in a branch company plant from auto parts global operations, in which the use of the PE was a corporate policy. This design had two milestones: the physical transformation of 5 production lines in 55 manufacturing cells, the creation of conditions to continuous improvement through the managing process design of these cells 55. This paper focuses on the second stage, the management of the operational process and the details of this structuration, in which a key element was the development of leaders. The steps, best practices used and difficulties encountered can serve as a benchmark for other companies involved with the implementation of the LEP.

This thesis deals with the topic of strategic planning and rural development. The target of research was a Local Action Group Landscape of my Heart. The aim of the dissertation was to evaluate the efficiency of the Strategic plan LEADER for the period 2007-2013. The analytical section is divided into two parts. Through a qualitative research - a standardized observation of indicators of development potential of settlements - it was found, that the selected variables (especialy value of grants invested in the municipality) had a negligible effect on the aesthetic appearance of villages. The second part of the analysis was performed using a quantitative method. Analysis of the statistical indicators of development found no correlation with the above evaluation of these indicators for the chosen variables. The selected research methods didn't prove noticeable efficiency of the strategic plan LEADER.

The relatively new concept of ambidextrous leadership in innovation with the opposing yet complementary opening and closing leader behaviors has been proven to be positively related to fostering explorative and exploitative behaviors respectively among subordinates. The initiators of this concept propose that leaders in innovation need a ‘temporal flexibility to switch’ between opening and closing leader behaviors, which implies a sequential alignment of these behaviors. This proposition has yet remained theoretically and empirically unexplored and is initially questioned in this thesis with respect to related theoretical concepts. Therefore, this thesis aims to explain how innovation leaders align the recently defined opening and closing leader behaviors throughout the innovation process. By following a qualitative and inductive research approach, a multiple case study of five innovation leaders in German manufacturing companies was conducted. The data were collected through in-depth semi-structured interviews. The empirical data reveal that the initiators’ proposition of a sequential alignment is not sufficient to explain the complex alignment of opening and closing leader behaviors. Accordingly, a model which illustrates a predominantly simultaneous alignment of the two leader behaviors was developed. However, this model also considers that urgent situations or specific project phases and times of the year require innovation leaders to sequentially demonstrate one behavior at a time.

Existing leadership theories and applied resources contain bountiful lists of recommended behaviors for leaders to employ, yet an integrated model that produces the most efficient set of leader behaviors does not currently exist. A standard, quantitative method to compare and contrast leader behaviors is needed to siphon utility from each resource, leading to an integrated and diversified set of optimal behaviors for leaders to consider. Leaders have limited time and need a reliable method to make informed behavioral decisions that consistently produce the most positive effects on the desired outcome. Unfortunately, leaders do not have the time to sift through the plethora of literary resources to uncover an optimal list of behavioral options. Leaders need to know what behavior to employ, when to employ it, the expected outcome, and the potential risk. Interestingly, these behavioral variables are also common to investors in the financial arena, where the principles of Modern Portfolio Theory (MPT) are often used to decipher the most optimal portfolio from a daunting list of investment options. The primary purpose of this study was to adopt some of the basic principles behind MPT in order to propose a similar quantitative Leader Behavior Portfolio Model, which determines an integrated and optimal set of effective leader behaviors. During this research, the proposed model was populated with archival performance data on over 5,000 cadets at the United States Military Academy. The outputs were then used to construct and administer surveys to 255 ROTC cadets in order to validate the model. The results of the survey response data were consistent with the outputs from the Leader Behavior Portfolio Model, showing strong support for adopting the principles of MPT to create an optimal set of leader behaviors.

The topic of the diploma thesis is "The local action groups in the Czech Republic in the programming period 2007 - 2013: A Case Study MAS Hlučínsko". The thesis deals with the local development and rural areas in general with a focus on voluntary cooperation with the local actors from the private, public and nonprofit sectors in Hlučínsko. The analytic part contains an analysis of the socio-economic areas, analysis of completed projects in the programming period 2007 - 2013 focused both on improving the technical and transport infrastructures and the development of rural heritage and synthesis of findings from an empirical investigation in the form of structured interviews with representatives of MAS Hlučínsko.

Cette recherche explique la formation de l’engagement dans les communautés virtuelles, ainsi que ses déterminants. Bien qu'il existe de nombreuses études sur l'engagement, nous nous concentrons sur l'engagement en ligne, en examinant l'effet des leaders d'opinion au sein des communautés virtuelles. Pour atteindre cet objectif, nous avons examiné quatre différents types de communautés virtuelles par une méthode netnographique. De plus, nous avons mené des entretiens avec les experts des marques pour comprendre comment ils abordent l'engagement en ligne. Nos résultats montrent qu’en plus de l'engagement envers la marque et de l’engagement envers la communauté, il existe un autre type d’engagement au sein de la communauté virtuelle. Cet engagement est envers une personne : le leader d’opinion. Dans cette recherche, nous avons développé une échelle de mesure d’engagement envers le leader d’opinion. Les résultats de notre étude quantitative affirment la fiabilité et la validité de cette échelle. Ainsi, les résultats indiquent que les bénéfices perçus et l’engagement envers le leader d’opinion ont des effets positifs sur l’engagement envers la communauté. Cette recherche permet d'approfondir les connaissances théoriques liées à l’engagement en ligne. Elle permet également aux professionnels du marketing d’utiliser les communautés virtuelles plus efficacement pour leurs stratégies de communication. / This research explains the formation of commitment in virtual communities, as well as its determinants. Although there are many studies about commitment, we focus on online commitment, by examining the effect of opinion leaders in virtual communities. To reach this goal, we examined four different types of virtual communities using a netnographic method. Besides that, we conducted interviews with brand experts to understand how they approach online commitment. Our results show that, in addition to brand commitment and community commitment, there is another type of commitment in the virtual community which is towards to a person: opinion leader. In this research, we developed a scale of commitment to the opinion leader. The results of our quantitative study confirm the reliability and validity of this scale. Thus, the results indicate that, perceived benefits and commitment to the opinion leader have positive effects on community commitment. This research allows to deepen the theoretical knowledge related to online commitment. It also allows marketing professionals to use virtual communities more effectively for their communication strategies.

Pour la présente thèse, le leadership est la combinaison de pouvoir et d’autorité, l’un pouvant aller sans l’autre, mais la présence des deux étant nécessaire pour parler de leadership.Le pouvoir est au centre de la personne humaine depuis toujours et nous sommes tous hypersensibles au leadership.Au sein de la vaste mutation anthropologique que nous vivons, le leadership est le chainon central entre l’individualisation des personnes et celle des organisations. Les exigences de la personne (dans son individualisation) et de l’entreprise (dans son développement) ne convergent pas : exigence de respect et d’humanisation d’une part, exigence d’efficacité de l’autre. Seul le leadership peut faire converger ces deux tendances.Les théories sur l’entreprise d’une part, sur le leadership de l’autre, sont le plus souvent influencées par des doctrines non scientifiques. Les concepts pour étudier le leadership sont pétris d’une vision libératrice de la personne, qui reflète peut-être davantage les choix de la communauté académique (droite et gauche confondues) que les réalités et ses challenges, si difficiles à relever.Le leadership est en besoin d’approfondissements culturels, notamment philosophiques. Ainsi, la notion de pouvoir privé n’a guère retenu l’attention, à la différence des pouvoirs publics.La complexité - et l’importance pour l’humanité - des questions traitées par les dirigeants et les autres acteurs des organisations appellent un travail pour développer une culture du leadership, tant au niveau de la personne que pour en faire une culture partagée au niveau de l’organisation, afin que le leadership devienne encore davantage le cœur de la culture d’entreprise. / In this thesis, leadership means the addition of power with authority. One of them may come without the other, but both are necessary to be a real leadership.Power has ever been in the heart of human beings, and all of us are oversensitive to leadership.In the current huge anthropological transformations, leadership is the central link between the individualization of the persons and the individualization of the companies. The requirements of the person (for her individualization) and of the company (for its development) don’t converge. On one side, a need for respect and humanization ; on the other, a need for more efficiency. A convergence of these tendencies can result only from a good leadership.Theories on companies, on one hand, on leadership, on the other, are most often influenced by non scientific ideas or ideologies. Concepts for the study of leadership are structured by a profound wish to free and to develop people, which exists probably more in the Academic community’s major philosophies that in realities and day-to-day life, with all their so difficult challenges.Leadership needs cultural deepenings, in particular from a philosophical point of view. For instance, the notion of private power has not been really studied, unlike the notion of public powers.The complexity - and the importance for all of us - of the leaders and other participants’ agendas need working to develop a personal leadership culture as well as a shared leadership culture in each organization, so that leadership could become the heart of the corporate culture.

Members of Generation Y in the training and development industry will be required to assume leadership roles as Baby Boomers retire, yet little empirical research exists regarding how best to prepare them for leadership. The purpose of this study was to examine differences in leader developmental readiness between generational cohorts in the training industry, specifically Baby Boomers, Generation X, and Generation Y. Leader developmental readiness provided a definition of developmental readiness for leaders using the five constructs (learning goal orientation, developmental efficacy, self-awareness, leader complexity, and metacognitive ability). A volunteer sample was compiled from members of the ASTD National LinkedIN group (n = 636). Results were analyzed using structured means analysis with maximum likelihood (ML) estimation. Generational cohorts demonstrated differences in leader developmental readiness. Baby Boomers indicated statistically and practically higher metacognitive ability and developmental efficacy than Generation Y. Results demonstrated statistically and practically higher leader complexity in Generation Y and both Generation X and Baby Boomers. These results should inform leader development practitioners as they continue to use existing methods in preparing the different generations for leader development interventions while pointing to possible needs to increase the metacognitive ability and developmental efficacy in Generation Y and ensure accurate perception of leader complexity in those individuals. Further research would be helpful to confirm or refute findings and expand on the target population for enhanced generalizability.

No description available.

Although there are several robust leader development programs in the U.S. Army, no standardized access to leader development is provided to all service members at the start of their career. Forty-four percent of the Department of Defense (DoD) active duty personnel are 25 years of age or less. Despite this known experience gap, there is a shortfall in policy that ensures standardized access to leader development during this foundational period. The purpose of this phenomenological study was to explore the experiences of service members who participated in the United States Army Pacific's Regional Leader Development Program-Pacific (RLDP-P) to inform DoD policy on leader development. The RLDP-P and its unique participant composition provided the conceptual framework and transformational leadership provided the theoretical framework for this study. Semistructured interviews of 16 RLDP-P participants were used to identify scalable and feasible elements of the program that positively impacted the service members' professional goals. Data were analyzed using inductive coding to identify the study's major themes. This study's central research question addressed the RLDP-P's impact on the participants' professional goals. The findings revealed the program inspired participants to create or refine their professional goals, increased their desire for self-development, and motivated them to develop others. Policy recommendations to the DoD for future leader development programs include diversity of mentor engagements in a small group environment and exposure to professional broadening opportunities. These findings will inform future DoD policy on standardized access to leader development from the start of service members' careers.