Made available in DSpace on 2015-04-22T22:10:28Z (GMT). No. of bitstreams: 1 Francisco Renato.pdf: 1545974 bytes, checksum: 0cf6a7772bc75157cba79b54753f8d0c (MD5) Previous issue date: 2011-11-08 / Initiatives by government, organizations, and academic studies, show that it is possible to provide a qualitative leap in the services provided by public institutions. Greater application of knowledge, techniques and procedures adopted by the private sector, combined with community involvement initiatives of the servers can create an environment suitable for the process optimization, cost reduction and subsequent increase in quality of services rendered to society. The aim of this paper is to propose the development of a strategic map based on the Balanced Scorecard in a military facility in Brazil. Using comparisons with similar organizations and their strategic maps a analysis of the institution focused on BSC perspectives was possible to verify the respects in which there are difficulties for a future use of the BSC, and thus improvements in the existing organizational structure such as better training of managers and technicians in relation to the tools used in quality management and strategic planning and implementation of initiatives of staff involvement. In addition, a strategic map suitable for the reality of the organization was studied in order to guide the organization s professionals in order to more effectively fulfill the mission of this military unit. / Iniciativas por parte de governo e organizações, além de trabalhos acadêmicos, demonstram que é possível proporcionar um salto de qualidade nos serviços prestados pelas instituições públicas. Uma maior aplicação de conhecimentos, técnicas e procedimentos adotados pelo setor privado, aliada a iniciativas de envolvimento dos servidores pode criar um ambiente apropriado para a otimização de processos, redução de custos e consequente aumento da qualidade dos serviços prestados à sociedade. O objetivo geral deste trabalho é propor o desenvolvimento de um mapa estratégico baseado no Balanced Scorecard em uma instituição militar brasileira. Utilizando-se de comparações com mapas estratégicos de organizações similares e análise desta instituição à luz das perspectivas do BSC foi possível verificar os aspectos nos quais existem dificuldades em relação a uma futura utilização do BSC, e, desta forma, melhorias na estrutura organizacional existente tais como, melhor formação de gestores e técnicos no que tange às ferramentas empregadas em gerenciamento de qualidade e de planejamento estratégico e implantação de iniciativas de envolvimento da equipe foram propostas. Além disto, um mapa estratégico adequado à realidade da organização estudada foi de forma a orientar os profissionais no sentido de cumpri com maior efetividade a missão da referida unidade militar

This thesis deals with utilization of strategic concept Balanced Scorecard for enterprise management and IT Balanced Scorecard for enterprise Informatics management. Both these concepts are applied for prosperity and crisis periods. The output of thesis is processed by means of using concept Balanced Scorecard for period of economic prosperity and crisis. Following that application of this concept are in created strategic maps in thesis, which show relationships between objectives in each perspective of Balanced Scorecard. The solution provides sight of enterprise management for two observed periods. There is visible continuity of individual objectives on primary objective of company. Model includes influence of ICT on enterprise management. From model is evident, that with using application Balanced Scorecard concept in crisis period is more effectively management due to the high savings rate. Result of this thesis is comparation of set objectives, at which is used SMART method both in times of economic prosperity and crisis. It is applied at classic Balanced Scorecard and simultaneously also at its derivation IT Balanced Scorecard. For the scientific method can be described secondly comparation of both observation periods and then build a model of both strategic maps.

The concept of the Balanced Scorecard taking a part in the strategic management of a company, is a main focus of this thesis. There are the theoretical and methodological parts of the Balanced Scorecard characterized individually, as well as the development and the history of this concept. This thesis is dealing with a draft of the practical implementation of the mentioned methods. The practical part of the thesis is following the theoretical introduction where the practical part is focused on a practical application of the Balanced Scorecard method for a specific company. The company is specified by the Corporate Performance and Business Model Canvas by using the PESTEL Analysis, Porter's Five Forces Model and Financial SWOT Analysis. The company strategy is specified based on the previous conclusions. The set strategy is an underlies for a follow-up Balanced Scorecard, where causal links between the intended targets and the strategy are displayed in the Strategic Map. The implementation of the strategy to the everyday use of the company is a part of the thesis, as well.

Made available in DSpace on 2018-06-27T18:56:36Z (GMT). No. of bitstreams: 2 Tatiele Bolson Moro.pdf: 1792971 bytes, checksum: b9d42229aa9e497e3409021c8f67a092 (MD5) Tatiele Bolson Moro.pdf.jpg: 3422 bytes, checksum: 75c357ba668642a3d377c7b14c5e5954 (MD5) Previous issue date: 2012-03-02 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The Master Degree in Nanoscience at Centro Universitário Franciscano works with an Interdisciplinary methodology. The Interdisciplinary teaches that two or more disciplines must be integrated in order to have a wider knowledge. Within the context of continuous improvement of its methods, one suggests the development of tools that assist the integration of knowledge between different areas of the master program. The purpose is to describe a strategy based on knowledge management without forgetting the importance of the development of auxiliary tools. One of the tools developed was the Maturity Model which helps identify the course objectives, and it shows ways to improve how the organization works. Thus one can define the current parameters and identify what should be improved in a period of three years. Another tool used was the Strategic Map. The Strategic Map will show more clearly the goals of the organization, and it will support a better integration of knowledge. Thus the collaborators will be aware of the works under development by their peers and they will do better researches with an interdisciplinary approach. Finally, the development of Knowledge Management Strategy, which presents forms to work with the integrate the knowledge of the collaborators, makes more clear and efficient the interdisciplinary methodology proposed by the Master Course. An analysis was performed to diagnose the place of Knowledge Management Strategy. SWOT technique, that supports strategic planning, was used. Through SWOT is possible to analyze strengths and weaknesses of internal and external environments of the organization, facilitating the use of strategy. / O Mestrado em Nanociências do Centro Universitário Franciscano trabalha com a metodologia Interdisciplinar. A Interdisciplinaridade prega que duas ou mais disciplinas devem ter integração para que se possa ter um conhecimento mais abrangente. Dentro do contexto de contínua melhora de seus métodos, sugere-se o desenvolvimento de ferramentas para auxiliar à integração do conhecimento entre as diversas áreas do curso de Mestrado. A proposta é descrever uma estratégia baseada em gestão de conhecimento, todavia o desenvolvimento de ferramentas auxiliares é indispensável. Uma das ferramentas desenvolvidas foi o Modelo de Maturidade, que auxilia a identificar os objetivos do curso, assim como mostra meios de melhorar a forma da organização do trabalho. Dessa forma pode-se definir os parâmetros atuais e identificar o que deve ser melhorado em um período de três anos. Outra ferramenta empregada foi à adoção do Mapa Estratégico. O Mapa Estratégico servirá para mostrar de forma mais clara os objetivos da organização, fazendo assim que seja melhorada a integração dos conhecimentos. Com isso os colaboradores terão mais conhecimento dos trabalhos desenvolvidos por seus pares e poderão realizar melhores pesquisas com cunho interdisciplinar. Por fim o desenvolvimento da Estratégia de Gestão de Conhecimento, que apresenta formas para que se possa trabalhar com a integração do conhecimento dos colaboradores, podendo assim tornar mais claro e eficiente a interdisciplinaridade proposta pela metodologia do mestrado. Para completar foi realizada uma análise para diagnosticar a posição da Estratégia de Gestão de Conhecimento. Foi utilizada a técnica SWOT que é uma ferramenta que dá suporte ao planejamento estratégico. Através dela é possível analisar pontos positivos e negativos dos ambientes interno e externos da organização, facilitando assim o emprego da estratégia.

Актуальность работы состоит в том, что на фоне текущей экономической ситуации компаниям нефтесервисного рынка необходимо отвечать на возникающие вызовы внешней среды. Важность нефтесервисной отрасли для России очевидна, поскольку ее состояние тесно взаимосвязано с положением нефтегазового сектора. В работе рассмотрена эволюция теоретических подходов к разработке стратегии компании, проведен анализ научных взглядов на понятие стратегии, представлена классификация научных школ теории стратегического управления. Рассмотрены структура стратегического потенциала нефтесервисного предприятия и существующий алгоритм разработки стратегии нефтесервисной компании, выявлены факторы экономической нестабильности для предприятий нефтесервисной отрасли. Для разработки стратегии выбрана методика стратегических карт Р. Нортона и Д. Каплана. Для сформулированных целей предложены КПЭ, позволяющие отслеживать прогресс по их достижению на примере компании ООО «БК Евразия». / The relevance of the work is that against the background of the current economic situation, oilfield services market companies need to respond to emerging environmental challenges. The importance of the oilfield services industry for Russia is obvious, since its state is closely interrelated with the situation of the oil and gas sector. The paper considers the evolution of theoretical approaches to the development of a company's strategy, analyzes scientific views on the concept of strategy, and presents a classification of scientific schools of strategic management theory. The structure of the strategic potential of an oilfield service enterprise and the existing algorithm for developing the strategy of an oilfield service company are considered, the factors of economic instability for oilfield service industry enterprises are identified. To develop the strategy, the method of strategic maps by R. Norton and D. Kaplan was chosen. For the formulated goals, KPIs are proposed that allow.

Práce se zabývá aplikací Balanced Scorecard (BSC) jako nástroje řízení strategie společnosti Formy Tachov, s.r.o., divize Opravna. Nejprve je provedena analýza úspěšnosti stávající strategie společnosti pomocí analýzy ekonomické výkonnosti společnosti jako celku i jejích divizí. Dále je provedena analýza tvorba hodnoty pro vlastníky společnosti pomocí nástroje INFA. Dále je v práci navržena nová strategie společnosti i jejích divizí. Strategie společnosti je říená pomocí systémového vyladění divizí se strategií společnosti na celoorganizační úrovni. Pro řízení strategií je navržen systém BSC cílů a indikátorů, dále jsou navrženy BSC stratgické mapy společnosti jako celku i jejích divizí.

The objective of my thesis was to map and assess, whether the strategic concept for the development of the business and civilian South Bohemian airport České Budějovice would be viable. I have applied the external analysis of the business environment and an internal analysis of the business subject. Another objective is to specify the strategic plans of development of South Bohemian airport České Budějovice, including phasing their implementation and the orientation financial cost.

La Tesis realizada consiste en la Elaboración de un Plan Estratégico para la Empresa Teceme Perú SAC, con el objetivo de proporcionar los pasos para que la organización pueda implementar el plan estratégico y así se pueda alcanzar los objetivos a corto y largo plazo para lograr la mejora de la empresa. Con la realización del plan estratégico se cumplen los siguientes objetivos: Con el análisis interno y externo, se logró identificar las fortalezas, debilidades, oportunidades y amenazas reflejadas en la matriz FODA. Para realizar el análisis interno se establecieron reuniones con los miembros de la gerencia de la organización con el objetivo de realizar el levantamiento de información y para el análisis externo se analizaron los factores externos a la organización que pudieran perjudicar a la organización. La evaluación de la misión, visión y valores corporativos con el objetivo de identificar si están alineados a la razón de ser de la empresa, a los objetivos a futuro y a su cultura. Para ello se establecieron reuniones con los gerentes de la organización en la cual se definieron características que deben de tener y se encuestaron a los colaboradores para la obtención de puntajes y así se pudo obtener la misión, visión y valores corporativos evaluados. Formulación de estrategias para que así la organización pueda cumplir con los objetivos estratégicos formulados. Para lograr la formulación de las estrategias se tomó como base los objetivos estratégicos definidos de acuerdo al análisis FODA. Formulación de indicadores, para que la organización pueda tener control de la gestión. Para la formulación de indicadores se elaboró el mapa estratégico, el cual nos ayudó a identificas las cuatro perspectivas existentes, y así poder definir los indicadores para cada perspectiva. The thesis is made in developing a Strategic Plan for the Company Teceme Peru SAC, in order to provide the steps to enable the organization to implement the strategic plan and thus can achieve the objectives in the short and long term to improve of the company. With the completion of the strategic plan the following objectives are met: With internal and external analysis, it was possible to identify the strengths, weaknesses, opportunities and threats reflected in the SWOT matrix. For internal analysis meetings with members of management of the organization with the aim of making the collection of information they were established for external analysis and factors outside the organization that might harm the organization were analyzed. The assessment mission, vision and corporate values in order to identify if they are aligned to the rationale of the company, future goals and culture. For this meeting with the managers of the organization in which features must have defined and surveyed employees to obtain scores and thus could get the mission, vision and corporate values assessed established. Formulating strategies so that the organization can meet the stated strategic ambitions. To achieve the formulation of strategies was based the strategic objectives defined according to SWOT analysis. Formulation of indicators, so that the organization can have management control. For the formulation of indicators the strategic map, which helped to identify the four existing prospects, so you can define indicators for each perspective was developed.