Objetivos: responder às seguintes questões de pesquisa: (1) Como gerenciar um projeto de melhoria de processos na Pequena e Média Empresa? (2) Quais são os fatores críticos para a implantação bem-sucedida de um modelo de projeto de melhoria de processos? Fundamentação teórica: Ao analisar a literatura, foi possível mapear três principais características da gestão das Pequenas e Médias Empresas: (1) Planejamento e Controle da Produção deficientes, (2) informalidade na execução dos processos e (3) falta de mensuração de resultados. O modelo de projeto de melhoria de processos proposto neste trabalho parte de um entendimento de que as caraterísticas (2) e (3) explicam (1) em grande medida. Metodologia: Este trabalho utilizou a pesquisa-ação para validar um modelo de projeto de melhoria em Planejamento e Controle da Produção para Pequenas e Médias Empresas. O modelo baseia-se no método DMAIC e utiliza o BPM, um Sistema de Gerenciamento de Resultados e ferramentas da qualidade para formalizar os processos de Planejamento e Controle da Produção e mensurar os seus resultados. Resultados: Esta pesquisa mostra que é possível realizar melhorias nos processos de Planejamento e Controle da Produção de Pequenas e Médias Empresas através da utilização de um modelo de projeto de melhoria estruturado baseado no método DMAIC. Com a utilização do modelo proposto os processos de planejamento e controle puderam ser formalizados e os seus resultados mensurados na empresa estudada. Tanto a formalização de processos quanto a mensuração dos resultados impactaram positivamente os processos de Planejamento e Controle da Produção. A formalização do processo ajudou a disseminar o conhecimento das atividades entre os funcionários da Pequena e Média Empresa e diminuiu consideravelmente a improvisação nos processos. Além disso, a formalização dos processos possibilitou que as áreas envolvidas no gerenciamento dos pedidos da empresa se comunicassem melhor e com isso foi possível identificar uma série de deficiências no processo. Por fim, a mensuração de resultados permitiu identificar problemas que não eram conhecidos pelos agentes do processo da empresa estudada. Contribuições: São duas as contribuições principais desta pesquisa. A primeira contribuição é de origem prática e está relacionada à falta de detalhamento ou até mesmo de um roteiro sobre como implantar um modelo de projeto de melhoria de processos em uma Pequena e Média Empresa. Neste trabalho, apresenta-se um passo a passo para conduzir e implantar tal projeto no ambiente da Pequena e Média Empresa. A segunda contribuição é de origem teórica e diz respeito aos fatores que devem ser considerados na condução e implantação de um modelo de projeto de melhoria de processos para que a sua implantação seja bem-sucedida. / Objectives: answer the following research questions: (1) How to manage a process improvement project in Small and Medium-Sized Enterprises? (2) Which are the critical factors for the successful implementation of the proposed improvement project model? Theoretical background: In analyzing the literature, it was possible to map three main characteristics of SMEs management: (1) poor Production Planning and Control, (2) informality in the execution of process and (3) lack of measurement of results. The proposed improvement project model in this work starts with an understanding that the characteristics (2) and (3) explain (1) to a great extent. Methodology: This study used the action research to validate an improvement project model of Production Planning and Control in Small and Medium Enterprises. The model is based on the DMAIC method and uses BPM, a Performance Management System and quality tools to formalize the Production Planning and Control processes and measure their results. Results: This research shows that it is possible to carry out improvements in the Production Planning and Control processes of the Small and Medium-Sized Enterprises through the use of a structured improvement model based on the DMAIC method. With the use of the proposed model, the Production Planning and Control processes could be formalized and their results measured. Both the process formalization and the results measurement positively affected the Production Planning and Control of the company studied. The process formalization helped to disseminate the knowledge of the activities among the employees of the Small and Medium- Sized Enterprise and considerably reduced the need of improvisation in the processes. In addition, the process formalization allowed the different areas of the company to communicate better and with this it was possible to identify a series of problems in the order management process. Finally, the measurement of results allowed us to identify problems that were not known to the process users. Contributions: There are two main contributions in this research. The first, of a practical matter, is related to the lack of a roadmap on how to implement a process improvement model in a Small and Medium-Sized Enterprise. This study provide a step-by-step guide to implement a process improvement project in the Small and Medium-Sized enterprise environment. The second, of a theoretical matter, refers to the factors that must be considered for the successful implementation of an improvement project model.

Virtuelle Unternehmensstrukturen benötigen regelmäßig IT-Werkzeuge zur Unterstützung von kooperativen Arbeitsformen. Teamorientiertes Arbeiten in interorganisationalen Kooperationsformen weist bereits besondere Herausforderungen bzgl. Vertrauen, Sicherheit und Kommunikationsstrukturen gegenüber unternehmensinternen teamorientierten Arbeiten auf. Kooperationen von kleinen und mittelständischen Unternehmen (KMU) untereinander, sowie zwischen KMU und Großunternehmen, unterliegen weiteren darüber hinausgehenden Besonderheiten. Beispielsweise ist das Investitionsvolumen für einzelne Kooperationen hier häufig geringer als bei Kooperationen von Großunternehmen untereinander. Vor allem von Großunternehmen wird die dauerhafte oder zumindest die unabhängige Existenz von KMU häufig in Frage gestellt (z. B. durch Liquidation, Insolvenz, Übernahme). Kooperationen können sich daher dynamisch verändern, neue Partner können hinzukommen, bestehende Kooperationen können aus verschiedensten Gründen enden. Kooperative Softwareumgebungen für Kooperationen mit Partnern, von denen einige kleine und mittlere Unternehmen sind, müssen aus diesen Gründen in noch größerem Maße robust gegenüber dem Ausfall einzelner Partner sein.

Small and medium-sized enterprises perform important task in economy. To the category fall into enterprises to 250 employees. They supply social background and make for limitation of migration inhabitantes abroad or their inland. For development of small and medium-size enterprises in south Bohemia and Lower Bavaria serve programmes for their support. Entrepreneurs have possibility cooperation with organisations which offer facilities for sphere facilitation of bussines. Through these institutions happenes link-up including cooperation between Czech-German regions.

The name of the topic of this diploma thesis is The enterprise management with focus on personnel management in selected medium-sized enterprise. The main tasks of the thesis is to analyse the current situation of the enterprise management with focus on personnel management and to propose solutions to current problems and opportunities for improvement of the current situation. For analysis of the enterprise management and personnel management were used two research methods: a semicontrolled interview and a reseach method using questionnaires. The semicontrolled interview was applied to find out how management sees the current state of enterprise management and personnel management. The research method using questionnaires was applied to find out what would employees change to their satisfaction and to find out how employees see the current state of the personnel management. Altogether the employees are satisfied with the work. In general, the enterprise management and the personnel management in the selected enterprise can be evaluated as good and effective but with minor deficiencies. The management could be more open to change and respond to significant changes more quickly. To eliminate deficiencies were suggested the improvements of possibilities of proposing amendments by employees, to improve communication from the bottom up, support career development, training and staff development. For improving the atmosphere in the workplace and strengthening relationships was suggested organizing social event and sports day. Other proposed improvements in personnel management are more frequent appreciation of a job well done, streamlining remuneration by employee performance and ensure greater diversity of work tasks.

Cette recherche contribue à identifier les principaux déterminants de l’ambidextrie dans le contexte de la PME; à proposer un modèle conceptuel qui témoigne des connaissances actuelles sur cet objet d’étude et à permettre une meilleure compréhension des facteurs organisationnels et managériaux favorisant la combinaison des innovations d’exploitation et d’exploration au sein des PME.Il sera donc question du concept d’ambidextrie organisationnelle et sa teneur à part dans le cadre des PME, du rôle central de l’entrepreneur ambidextre en tant que source et facilitateur de l’ambidextrie, de l’impact de la spécificité de ce type de structure sur les formes d’ambidextrie adoptées ainsi que de l’importance du réseau externe pour assurer la poursuite simultanée des innovations d’exploitation et d’exploration. L’apport de cette recherche est de permettre, à travers l’étude approfondie de sept cas de PME innovantes en Bretagne, d’intégrer les spécificités de la PME dans la conciliation de la double exigence d’innovation et de montrer que cette ambidextrie organisationnelle est envisageable pour une PME innovante malgré la contrainte de ressources spécifiques à ces organisations. / This research contributes to identify the main determiners of the ambidextrous in the context of the SME (SMALL AND MEDIUM-SIZED ENTERPRISE); to propose an abstract model which shows current knowledge on this object of study and to allow a better understanding of the organizational and management factors(mailmen) favoring the combination(overall) of the innovations of exploitation(operation) and exploration within SME(small and medium-sized enterprise). It will thus be question of the concept of organizational ambidextrous and its content to share(unit) within the framework of SME(SMALL AND MEDIUM-SIZED ENTERPRISE), of the central role of the ambidextrous entrepreneur as source(spring) and facilitator of the ambidextrous, the impact of the specificity of this type of structure on the forms(shapes) of ambidextrous adopted as well as the importance of the external network to assure(insure) the simultaneous pursuit(continuation) of the innovations of exploitation(operation) and of exploration. The contribution of this search(research) is to allow, through the innovative in-depth study of seven cases of SME(SMALL AND MEDIUM-SIZED ENTERPRISE) in Brittany, to integrate(join) the specificities of the SME(SMALL AND MEDIUM-SIZED ENTERPRISE) into the conciliation of the double requirement of innovation and to show that this organizational ambidextrous is possible for an innovative SME(SMALL AND MEDIUM-SIZED ENTERPRISE) in spite of the constraint of resources specific to these organizations.

No description available.

Business leaders in Nigeria are concerned about the high rates of business failure and economic loss from security incidents and may not understand strategies for reducing the effects of information security threats on business performance. Guided by general systems theory and transformational leadership theory, the focus of this exploratory multiple case study was to explore the strategies small and medium-sized enterprise (SME) leaders use to minimize the effects of information security threats on business performance. Semistructured interviews were conducted with 5 SME leaders who worked in SME firms that support oil and gas industry sector in Port Harcourt, Nigeria, had a minimum of 2 years experience in a leadership role, and had demonstrable strategies for minimizing the effects of information security threats in a SME. The thematic analysis of the interview transcripts revealed 10 strategies for reducing the effects of information security threats: network security, physical security, strong password policy, antivirus protection and software update, information security policy, security education training and awareness, network security monitoring and audit, intrusion detection, data backup, and people management. The findings may contribute to social change by providing SME leaders with more insight about strategies to minimize the effects of information security threats on business performance. The improved business performance can increase the flow of funds into the local economy and allow community leaders to provide social services to residents.

My dissertation thesis deals with new non-financial causes of bankruptcies of small and medium-sized enterprises. The origin of the idea is based on considerations of leading experts on Czech insolvency law, who believe that the financial tightness, which leads to bankruptcy, is necessarily preceded by anomalies in non-financial areas. Research questions for confirming appointed hypotheses have been addressed directly to bankruptcy managers, insolvency administrators and owners of the South Moravia region companies, which have become insolvent. Innovations and consistent attitude towards them, the number of members and their function in the management of the enterprise, employees who are familiar with the visions and plans of business and outsourcing are defined as key areas for the function of a small and medium enterprise. My dissertation thesis offers a rapid test in corporate health with regard to the hypothesis identified in a particular company ond it offers a detection whether the company is healthy, immunocompromised or sick. The thesis also offers the following use of recommended remedies.

Strategy involvement of boards in small and medium-sized businesses has not been given adequate focus in contemporary research. The main concern has been on exploring the phenomenon in large corporations, which means that the field remains fairly unexplored. The purpose of this study is two folded. Firstly we want to understand what obstacles boards of small and medium-sized businesses face for strategy involvement. Secondly we want to generate new insights and knowledge about how these obstacles can be tackled. In order to accomplish these goals we assume the following two research questions: Research Question 1: Are there any obstacles in the way for strategy involvement of boards in small and medium-sized businesses? Research Question 2: What solutions are there to overcome these obstacles for strategy involvement of boards in small and medium-sized businesses? The first question aims to explore and map potential obstacles for strategy involvement, whereas the second question addresses potential solutions. By utilizing a qualitative approach and interviews we want to better understand the context. Our goal of using this method was to reveal motives and opinions to get a better understanding of how small and medium-sized businesses deal with strategy issues. The participants held various positions within small and medium-sized businesses in Sweden. CEOs, directors and busy directors participated in semi-structured interviews. This study is based upon two frameworks. Firstly we constructed an obstacle framework consisting of five obstacles derived from existing literature. Secondly we made a solution framework, which includes potential solutions connected to the obstacles, also derived from contemporary research. These two frameworks were then used to see what opinions our participants held about them. The data were analyzed by performing a thematic analysis. The idea of using this technique was to identify themes participants held in common. We found some patterns among the respondents which led us to revise both of the frameworks. The main finding of this study is that the presence of a board role conflict seems to be very limited in the context of small and medium-sized businesses. We furthermore found that there are differences in how to solve obstacles in regards to firm size. Two of the suggested solution in existing literature was found to be irrelevant for small and medium-sized businesses. Namely that it is not necessary to get CEOs to embrace strategy involvement, and stopping CEOs from handing over deceiving information is not solved by changing incentives. We also found patterns of two new solutions which were added in the revised solution framework. The first solution involves having regular strategy sessions and meetings. The second solution suggests that it can be advantageous to replace directors uncommitted to strategizing.

This thesis is to analyse and balance the contemporary educational system of selected medium-sized enterprise and its effort of finding new possibilities and ways leading to improval of corporate educational concept which leads to the growth of knowledge potential of individual workers and the business as a whole. The goal of this thesis is the evaluation of contemporary educational system of employees in selected medium-sized enterprise, its comparison with educational system of another enterprise with similar business orientation and finally draft of possibilities how to improve the educational system of given enterprise.