Subbmited thesis devotes causes of strategic analysis in conditions of small-size companies. Chosing appropriate methods thesis researches internal and external environment of company Joinery Kašpar. On that base thesis determines company's position on defined markets and afterwards proposes a set of tactic measures, which are primary focused on communication efficiency increase and presentation of company by various communication tools.

The presented dissertation work is focused on a problem of benchmarking. In particular, it deals with a role and limitations of benchmarking as a tool for company management's decision-making. The basic objective of the work is to propose a methodology of conducting benchmarking in small and medium-size companies in connection with strategic management, to raise their competitiveness and efficiency. The main contribution of the dissertation work is the proposed methodology of implementing and conducting benchmarking in small and medium-size companies and carrying out by consulting companies. The proposal of the methodology contains models of considering the suitability of implementing and conducting benchmarking, and those are the main scientific contribution of the doctorate candidate.

Made available in DSpace on 2014-12-17T14:52:52Z (GMT). No. of bitstreams: 1 CarlosTA.pdf: 1380797 bytes, checksum: fd7cd2a464620090370adb9a3fc1de05 (MD5) Previous issue date: 2006-05-19 / The Six Sigma methodology consists of a program guided to the continuous improvement of enterprise processes, which aims at customer satisfaction, as well as increasing financial and operational profits. Considering that more than 99% of the Brazilian companies have up to five hundred employees, this study investigates how Six Sigma can be applied in small or medium size companies. This study was conducted based on literature review and application of the ideas in a medium size newspaper company, which manufactures newspapers that circulate daily in the state of Rio Grande do Norte. The results of the research point to the viability of use of the methodology in this market segment, as well as suggest a method that can be used in similar companies / A metodologia Seis Sigma constitui um programa orientado para o aprimoramento cont?nuo de processos empresariais, que visa ? satisfa??o dos clientes, bem como maiores ganhos financeiros e operacionais. Considerando o contexto em que mais de 99% das empresas brasileiras possuem at? quinhentos empregados, esse estudo se prop?e a investigar como Seis Sigma pode ser aplicado em empresas de pequeno ou m?dio porte. Para tanto, foi realizado um levantamento bibliogr?fico e um estudo foi conduzido em um jornal de porte m?dio, que circula, diariamente, no estado do Rio Grande do Norte. Os resultados da pesquisa apontam para a viabilidade de utiliza??o da metodologia nesse segmento de mercado, bem como sugere um m?todo que pode ser aproveitado em empresas similares

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-10-23T15:38:56Z No. of bitstreams: 1 Juliana Richter_.pdf: 1738497 bytes, checksum: 77aa364612b2f91ef8b5a237bc7bb784 (MD5) / Made available in DSpace on 2015-10-23T15:38:57Z (GMT). No. of bitstreams: 1 Juliana Richter_.pdf: 1738497 bytes, checksum: 77aa364612b2f91ef8b5a237bc7bb784 (MD5) Previous issue date: 2015-05-22 / Nenhuma / As empresas familiares representam 90% das empresas no mundo e também no Brasil. Somente 30% sobrevivem na segunda geração. Dentre as dificuldades encontradas por elas está o planejamento sucessório. Este planejamento tem impactos na gestão e, em especial, no desempenho econômico e governança das empresas, tema debatido academicamente na busca de respostas e de novos modelos. A literatura aponta quatro dimensões deste planejamento: CEO, Família, Propriedade e Gestão/Empresa, sendo neste estudo o líder (CEO) da organização, o fundador da empresa. A partir destas dimensões é possível compreender melhor a dinâmica e complexidade deste tema. Neste contexto, o objetivo deste trabalho é investigar como as empresas familiares de pequeno e médio porte planejam seus processos sucessórios sob a perspectiva do fundador. Para explorar esta questão foi selecionada a primeira geração (fundador) de empresas familiares do estado do Rio Grande do Sul. Com base neste estudo foi possível concluir que há uma tendência de não planejamento formal no tocante à saída do fundador, tanto da liderança como da propriedade, a inexistência de espaços para a família discutir a sucessão do negócio, a dificuldade em separar a gestão da empresa com a propriedade, a falta de estruturas de governança corporativa, a tendência de profissionalização da gestão, o alto valor dado à boa formação dos filhos, a inexistência do planejamento sucessório incorporado nas rotinas das empresas e o desejo de os filhos sucederem sua função mais no aspecto que tange à propriedade do que à liderança. Isto aponta algumas diretrizes para melhoria do planejamento sucessório das empresas familiares estudadas. Estas diretrizes estão fundamentadas nas quatro dimensões. Fundador, Família, Propriedade e Gestão/Empresa. / Family businesses represent 90% of the companies worldwide and so it is in Brazil. Only 30% keep alive on the second generation. Among the difficulties found for these companies is the succession plan. This plan impacts the management and especially the economic performance and governance of the companies, subject academically discussed on the search for answers and new models. The literature indicates four dimensions of this planning: CEO, Family, Property and Management/Company, being in this study, the company leader (CEO), the company founder. From these dimensions, it is possible to better understand the dynamism and complexity of the theme. In this context, the goal of this study is to investigate how small and medium sized family businesses plan their succession processes on the founder perspective. Particularly, to explore this question it was selected the first generation (founder) of family businesses in the State of Rio Grande do Sul. Based on this study it was possible to conclude that there is a tendency of not having a formal planning concerning the founder retirement, since the leadership to the property, the lack of space for the family to discuss the business succession, the difficulty to separate the company management from the property, the lack of corporate governance structures, the tendency of management professionalization , the high value gave to the descendants good educational formation, the lack of the succession plan incorporated in the companies routines and the descendants will to succeed more related to property than to leadership. It brings some directions to the succession plan improvement on the family businesses studied. These directions are based on the four dimensions Founder, Family, Property and Management/Company.