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Modelo de implantação da estratégia através do uso combinado do método Hoshin Kanri e do gerenciamento de projetosPavão, Rafael January 2013 (has links)
Esta dissertação propõe um modelo de implantação da estratégia através do método Hoshin Kanri, combinado ao gerenciamento de projetos, para organizar os processos do desdobramento das diretrizes e iniciativas, aumentando, desta forma, o sucesso na execução da estratégia empresarial. Elaborar a estratégia é um passo importante, contudo não basta ter um bom plano, é preciso executá-lo com sucesso, desenvolvendo as iniciativas certas, dentro do prazo e no custo necessário para atingir os objetivos estratégicos. Neste contexto, as empresas que detém uma metodologia consistente, para definição do plano de projeto de iniciativas estratégicas, podem minimizar os riscos de não alcançarem seus objetivos. Desta forma, é apresentada uma revisão bibliográfica sobre o método Hoshin Kanri e o gerenciamento de projetos. Também é proposto um modelo composto de cinco passos, utilizando elementos de cada método e aplicado com sucesso em uma agroindústria, evidenciando que é possível implementar a estratégia por meio do uso combinado do Hoshin Kanri e do Gerenciamento de Projetos. / This dissertation aims to propose a model for the management of strategy implementation through the Hoshin Kanri method, combined with project management, to organize the processes of policy deployment and initiatives, increasing thus the successful execution of business strategy. Develop a strategy is an important step, but not enough to have a good plan, you need to run it successfully, developing the right incentives, on time and cost necessary to achieve the strategic objectives. In this context, companies that hold a consistent methodology for defining the project plan of strategic initiatives can minimize the risk of not achieving their goals. Thus, we present a literature review on the Hoshin Kanri method and projects management. Also proposed is a model consists of five steps, using elements of each method and successfully applied in an agro-industry, showing that it is possible to implement the strategy through the combined use of Hoshin Kanri and Project Management.
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Modelo de implantação da estratégia através do uso combinado do método Hoshin Kanri e do gerenciamento de projetosPavão, Rafael January 2013 (has links)
Esta dissertação propõe um modelo de implantação da estratégia através do método Hoshin Kanri, combinado ao gerenciamento de projetos, para organizar os processos do desdobramento das diretrizes e iniciativas, aumentando, desta forma, o sucesso na execução da estratégia empresarial. Elaborar a estratégia é um passo importante, contudo não basta ter um bom plano, é preciso executá-lo com sucesso, desenvolvendo as iniciativas certas, dentro do prazo e no custo necessário para atingir os objetivos estratégicos. Neste contexto, as empresas que detém uma metodologia consistente, para definição do plano de projeto de iniciativas estratégicas, podem minimizar os riscos de não alcançarem seus objetivos. Desta forma, é apresentada uma revisão bibliográfica sobre o método Hoshin Kanri e o gerenciamento de projetos. Também é proposto um modelo composto de cinco passos, utilizando elementos de cada método e aplicado com sucesso em uma agroindústria, evidenciando que é possível implementar a estratégia por meio do uso combinado do Hoshin Kanri e do Gerenciamento de Projetos. / This dissertation aims to propose a model for the management of strategy implementation through the Hoshin Kanri method, combined with project management, to organize the processes of policy deployment and initiatives, increasing thus the successful execution of business strategy. Develop a strategy is an important step, but not enough to have a good plan, you need to run it successfully, developing the right incentives, on time and cost necessary to achieve the strategic objectives. In this context, companies that hold a consistent methodology for defining the project plan of strategic initiatives can minimize the risk of not achieving their goals. Thus, we present a literature review on the Hoshin Kanri method and projects management. Also proposed is a model consists of five steps, using elements of each method and successfully applied in an agro-industry, showing that it is possible to implement the strategy through the combined use of Hoshin Kanri and Project Management.
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Návrh na zavedení controllingu / Proposal of Controlling ImplementationPopelková, Michaela January 2014 (has links)
The dissertation clearly outlines the concept of Controlling, analyses and reviews the state of controlling system in the company agriKomp Bohemia s. r. o. Based on analysis evaluation, it suggests options of improving the quality of the current system, together with schemes to implement a system of plans.
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以策略興業的理論觀點,探討持續創新與競爭優勢建構的挑戰:以趨勢科技為個案張一中, Chang, Yi Chung Unknown Date (has links)
本論文藉由發生在趨勢科技的三個新事業發展的個案故事,來分析與印證企業「興業管理」,與「策略管理」兩方面,如何綜合成為企業「策略興業」理論,交互影響的演變過程。
為了探討「策略興業」的個案故事,本論文分別整理多篇「興業管理」,與「策略管理」兩方面的重要理論文獻,以「策略興業」理論為最後的依歸,設計出一個綜合的、「歷程性」的研究架構與構面。本研究主張將企業興業的過程區分為:「機會辨識與發掘」、 「商業模式概念形成」、「策略資源/能力取得」與「策略資源/能力累積與承諾」四大階段。而每一個歷程階段包涵「創新」 、「事業網路」、「組織學習」與「策略資源/能力」四大策略管理因子。企業的競爭優勢,便是在「策略興業」的歷程中,由數個策略管理因
子在組織中演化而建構出來。企業組織管理上的挑戰,便是在於經理人們,如何能夠有效地調和這個「策略興業」過程中的衝突與落差,如何將組織的策略資源與能力,藉由 整合、重組、轉化與學習而提昇。
由個案故事的分析,本研究發現在「策略興業」活動中,所選擇的「創新型態」,會具 體地,對於所希望學習或是培養的新核心能力,與策略資源的選擇,有明顯的影響。而 這個「創新型態」決定,則是與「興業家(們)」如何認知與詮釋「機會」與「價值」 息息相關。所以,「興業家(們)」的過去的經驗與認知,是「策略興業」的重要基石。 而攸關於「策略興業」的成果如何轉化、積累,成為組織長期的核心能力與競爭優勢, 則取決於高階經理人「心智模式」的學習與進化。 / Based on three true case stories from Trend Micro, a well known information security software company, the goal of this thesis is to present, analyze and to consolidate, how 「entrepreneurship management」and 「strategic management」 impact the 「strategic entrepreneurship」running inside Trend Micro.
By reviewing both「entrepreneurship management and 「strategic management」research streams, and important articles, this research adopts 「strategic entrepreneurship」as the theory ground, and based on 「strategic entrepreneurship」theory to design a processoriented research architecture. There are four milestone phases selected and designed in the research architecture : 「opportunistic searching」、「new concept of business opportunity」、「strategic forcing and building」and 「institutionalization, change strategy」. This process can describe how the entrepreneurship process itself, and how it interplays with corporate strategy. Furthermore, to analyze the facts, actions of the collected case stories, this research specifiedly selected four strategy management subjects : 「innovation」、「network」、「organizational learning」and 「strategic resource/capability」in every milestone phase.
By using this research architecture, selected subjects, and collected case stories, this research presents how the competitive advantage and core competency evolve in the「strategic entrepreneurship」projects. In addition, the collected case material also demonstrate what conflicts and managerial difficulties happened in organizational that managers need to cope with. The challenge to managers is how to manage the unavoidable changes brought from 「strategic entrepreneurship」processes, and still can integrate、recombine、transform and continuously learn and build up company core competency for tomorrow’s competition.
This research concludes that the decided form of 「innovation」substantially impacts on the selection of strategic resource/capability and the adoption of new competency. Furthermore, how the「entrepreneur」and the incubation team members acknowledge、discover and recognize the entrepreneurial 「opportunity」and
「value」, will greatly influence on the innovation happening. Finally, during the 「strategic entrepreneurship」process, the「mindset」of top executives team will determinedly decides how the exploration results will be accumulated、transformed and institutionalized as part of organizational long term strategy.
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The Innovation Strategy Management Study of High Technology Industry in Taiwan COMPEQ Manufacturing Co., Ltd.Lai, Chung-Hsiao 22 August 2005 (has links)
The purpose of this research is to develop a methodical flowchart of the innovation opportunities, and issue an integrated innovation strategic planning and management by the analytic steps of the systematic strategy. The research is performed according to the following studies:
1. Relative theories & thesis of ¡§Technology Management¡¨, ¡¨Strategic Management¡¨, ¡¨Innovation Management¡¨as the bases of my study.
2. A traditional ¡§Opportunity, Motivation & Capability¡¨ behaviorism as the concept of my study.
3. The process approach of strategic planning & management as the processes of my study.
4. The total analysis of external & internal environment conditions as the scope of my study.
And we try to find some innovation opportunities and the relative innovation strategies through the case study by the above flowchart & model. Wish to offer Taiwan technology industries and companies one new strategic planning of innovation domain, and another view of corporation business.
The thesis selects Taiwan PCB maker ¡V COMPEQ Manufacturing Co., Ltd. as the subject of our studies to evaluate the reasonablness of the thesis. And the major finding of this study conclusions & results as follow:
1. Facing the strong threat from China, Keeping technology,
product, and marketing competitive competence would be
the better solution of Taiwan PCB industry in future.
Taiwan PCB makers must move toward the trend of ¡§Focus
your manufacturing, but also value your research &
development more¡¨. And also these companies must
recognize ¡§Manufacturing Power¡¨ is not only Taiwan PCB
company strength any longer.
2. The corporation growth and survival don¡¦t just need the
competitive competence of technology, product, and
marketing only. At all times and in all countries, the
¡¨human error¡¨is the major key factor, absolutely
forces all kinds of human organization into degeneration
and dying. So corporations should be more careful to
prevent human error.
3. Innovation is the key to a successful corporation. It is
everywhere, and at anytime but it is not easy to find.
But innovation has some risks. Successful innovation in
the corporation does not only require ¡§Time¡¨,
¡¨Place¡¨, ¡§Support of the People¡¨, but also need a
final & important key ¡V the CEOs and all of employees
do it together.
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Study of Business Strategy Architecture-Oriented Integrated ModelYen, Chien-nan 07 June 2007 (has links)
¡@¡@Business strategy may lead the organization and people to achieve the strategy goals and let the stakeholder know the reason why the organization exists and the motive why people fight for missions. Therefore, business strategy management should be able to describe the business strategy clearly in order to assist to consolidate each point of view and enable business strategy achieve synergy effects.
¡@¡@The strategy map, adopting word, graphic and process languages, is used to describe the business strategy. However, the implementation and consolidation of these languages have problems that they cannot integrate business organization¡¦s ¡§Structure View¡¨ and ¡§Process View¡¨ together.
¡@¡@This research uses Strategy Architectural Description Language (SADL) to construct an Business Strategy Architecture-Oriented Integrated Model (BSAOIM) which utilizes the ¡§Union of Structure View and Process View¡¨ to enhance the insufficient description capability of the strategy map.
¡@¡@The result of the study shows that BSAOIM is from the huge view to the microcosmic, from whole to some merger strategy thinking. By SADL to consolidate business exclusive Strategy Architectural Diagram (SAD), The SAD integrates organizational structure and business process closely and provides various points of views to transform implicit into explicit knowledge, which is a paramount description tool that can transform the abstract concept into real system and enable the organization and people, under the instruction of strategy, implement strategies successfully.
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Dialogue Behavior Management in Conversational Recommender SystemsWärnestål, Pontus January 2007 (has links)
This thesis examines recommendation dialogue, in the context of dialogue strategy design for conversational recommender systems. The purpose of a recommender system is to produce personalized recommendations of potentially useful items from a large space of possible options. In a conversational recommender system, this task is approached by utilizing natural language recommendation dialogue for detecting user preferences, as well as for providing recommendations. The fundamental idea of a conversational recommender system is that it relies on dialogue sessions to detect, continuously update, and utilize the user's preferences in order to predict potential interest in domain items modeled in a system. Designing the dialogue strategy management is thus one of the most important tasks for such systems. Based on empirical studies as well as design and implementation of conversational recommender systems, a behavior-based dialogue model called bcorn is presented. bcorn is based on three constructs, which are presented in the thesis. It utilizes a user preference modeling framework (preflets) that supports and utilizes natural language dialogue, and allows for descriptive, comparative, and superlative preference statements, in various situations. Another component of bcorn is its message-passing formalism, pcql, which is a notation used when describing preferential and factual statements and requests. bcorn is designed to be a generic recommendation dialogue strategy with conventional, information-providing, and recommendation capabilities, that each describes a natural chunk of a recommender agent's dialogue strategy, modeled in dialogue behavior diagrams that are run in parallel to give rise to coherent, flexible, and effective dialogue in conversational recommender systems. Three empirical studies have been carried out in order to explore the problem space of recommendation dialogue, and to verify the solutions put forward in this work. Study I is a corpus study in the domain of movie recommendations. The result of the study is a characterization of recommendation dialogue, and forms a base for a first prototype implementation of a human-computer recommendation dialogue control strategy. Study II is an end-user evaluation of the acorn system that implements the dialogue control strategy and results in a verification of the effectiveness and usability of the dialogue strategy. There are also implications that influence the refinement of the model that are used in the bcorn dialogue strategy model. Study III is an overhearer evaluation of a functional conversational recommender system called CoreSong, which implements the bcorn model. The result of the study is indicative of the soundness of the behavior-based approach to conversational recommender system design, as well as the informativeness, naturalness, and coherence of the individual bcorn dialogue behaviors. / I denna avhandling undersöks rekommendationsdialog med avseende på utformningen av dialogstrategier f¨or konverserande rekommendationssystem. Syftet med ett rekommendationssystem är att generera personaliserade rekommendationer utifrån potentiellt användbara domänobjekt i stora informationsrymder. I ett konverserande rekommendationssystem angrips detta problem genom att utnyttja naturligt språkk och dialog för att modellera användarpreferenser, liksom för att ge rekommendationer. Grundidén med konverserande rekommendationssystem är att utnyttja dialogsessioner för att upptäcka, uppdatera och utnyttja en användares preferenser för att förutsäga användarens intresse för domänobjekten som modelleras i ett system. Utformningen av dialogstrategihantering är därför en av de viktigaste uppgifterna för sådana system. Baserat på empiriska studier, liksom på utformning och implementering av konverserande rekommendationssystem, presenteras en beteendebaserad dialogmodell som kallas bcorn. bcorns bas utgörs av tre konstruktioner, vilka alla presenteras i denna avhandling. bcorn utnyttjar ett preferensmodelleringsramverk (preflets) som stöder och anv¨ander sig av naturligt språk i dialog och tillåter deskriptiva, komparativa och superlativa preferensuttryck i olika situationer. Den andra komponenten i bcorn är dess interna meddelande-formalism pcql, som är en notation som kan beskriva preferens- och faktiska påståenden och frågor. bcorn är utformat som en generell rekommendationshanteringsstrategi med konventionella, informationsgivande och rekommenderande förmågor, som var och en beskriver naturliga delar av en rekommendationsagents dialogstrategi. Dessa delar modelleras i dialogbeteendediagram som exekveras parallellt för att ge upphov till koherent, flexibel och effektiv dialog i konverserande rekommendationssystem. Tre empiriska studier har utförts för att utforska problemkomplexet som utgör rekommendationsdialog och för att verifiera de lösningar som tagits fram inom ramen för detta arbete. Studie I är en korpusstudie i filmrekommendationsdomänen. Studien resulterar i en karakteristik av rekommendationsdialog, och utgör basen för en första prototyp av dialoghanteringsstrategi för rekommendationsdialog mellan människa och dator. Studie II är en slutanvändarutvärdering av systemet acorn som implementerar denna dialoghanteringsstrategi och resulterar i en verifiering av effektivitet och användbarhet av strategin. Studien resulterar också i implikationer som påverkar utformningen av den modell som används i bcorn. Studie III är en medhörningsutvärdering av det funktionella konverserande rekommendationssystemet CoreSong, som implementerar bcorn-modellen. Resultatet av studien indikerar att det beteendebaserade angreppssättet är funktionellt och att de olika dialogbeteendena i bcorn ger upphov till h¨og informationskvalitet, naturlighet och koherens i rekommendationsdialog.
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Analýza vnějšího prostředí vybraného podniku / Analysis of External Enviroment of Chosen CompanyŠANDOR, Pavel January 2008 (has links)
The aim of this diploma thesis is to elaborate an analysis of the external environment of a chosen company on bases of a special literature, own pieces of knowledge and gained information about the market. I have reached the results by the help of the Step analysis, the Porter{\crq}s model, the Competition analysis and the SWOT analysis. By the help of the Step analysis I tried to define factors that could influence the company even though they are outside the enterprise. On bases of the Porter{\crq}s model I have analyzed five competitive forces that influence our company namely new competitors, suppliers, customers, substitutes and a competition ring. By the help of the Competition analysis I have reviewed which companies concerned with the metal production and locksmithery are direct competitors of the company. Through the SWOT analysis method I tried to define inner strong and weak points and external opportunities and jeopardy. I have found convenient factors afterwards I have determined their importance by the help of the method of the Geminate comparison. In conclusion I have evaluated data. On their bases I have drawn up recommendations for the future development and I have suggested convenient strategies. Those strategies were strategy of the Market Development, Market Penetration, Concentric Diversification and strategy of Creation of the competitive advantage.
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知識經濟時代高階領導核心能力建構之研究張國慶 Unknown Date (has links)
知識經濟可以定義為以知識資源之配置,以技術擁有為目的,以科學的生產為支柱而從事生產、行銷、消費的經濟模式。首先,這樣的一種經濟模式,主要的特點是它擁有及運用知識的資源。第二個,它生產的基礎是高科技的基礎。第三個,它創造出來的是在高科技與知識結合之後的一個經濟永續生產的模式。
「沒有成功的組織,面臨的問題無法解決;缺乏有力的領導,組織則無法成功」若沒有稱職的領導人,實在難以想像這個國家或世界如何能塑造一個更令人嚮往的未來。惟當代的管理學者逐漸認識到,作為一位領導者,不僅應具有某種專業知識技能,也應具有「認知的複雜」(Cognitive complexity),能從多面向詮釋問題的意義,協調多重的努力和發展組織的願景(vision)等,因此,領導者的價值、態度、思維傾向要比他本身所具備的專業知識更為重要。
核心能力是指組織擁有競爭者所沒有的專業能力,這種能力多以知識為基礎,並非以產品或有形資產為主。筆者定義高階領導人核心能力為領導組織面對多變的外在環境,可分為如下:
一 、策略管理能力 二 、變革管理能力 三、創新管理能力 四、危機管理能力等四種核心能力。
研究策略管理的內容有策略核心組織、策略地圖、平衡計分卡等三項。
策略管理內容=(策略地圖+平衡計分卡+策略核心組織)
Content of Strategy Management =(Strategy Map)+ (Balanced Scorecard)(Strategy Focused Organization)
基本上一套完整的策略管理程序,可以歸納如下五項:1.界定組織使命與目標、2. 策略的規劃、3.形成策略、4.執行策略、5.評估成效。
現在企業創造價值的方式,已由過去「管理有形資產(Tangible assets)」轉變為「管理無形資產(Intangible assets)」。所謂無形資產,例如顧客關係、創新的產品和服務、高效率高品質的作業流程、前瞻的資訊技術,以及高素質的員工等。有形資產可用財務報表、資產負債表和損益表來描述其成效,然而無形資產則要以策略核心組織來整體評估。
變革管理理論可分為兩種來研究,經濟理論(E理論)與組織理論(O理論)
E理論:經濟策略,「E理論」變革的目標,在於迅速、大幅增加以現金流量、股價來衡量的股東價值。O理論:組織能力策略,最成功、永續的組織,便是那些擁有幹勁、有學習導向文化,以及傑出員工的組織。這類變革所需要的是員工的高度參與、較扁平的組織架構,以及組織和員工間密切的關係。
知識經濟時代,□動企業革命的重要因素己由「E」的思維移轉至「I」的思維。□動未來革命的策略因子,將移轉至以「創新」(Innovative)為主軸的時代,知識經濟時代的領導風格必須培養下列五個「I」的思維:1.誠正思維(Integrity)、2.承諾思維(Involvement)、3.智價思維(Intelligence)、4.遠見思維(Insight)、5.整合思維(Integration)。
所謂有效的危機管理,是一項非常重要且非常複雜的動態管理過程,組織若欲對危機作有效管理,首先要建立「凡事豫則立,不豫則廢」的正確態度來面對危機,再以長期規劃的觀點來對組織可能發生的危機作準備,並建構一套周詳的危機管理策略,從不斷學習的過程中來達到危機管理的成效。
在知識經濟時代下,領導人於混亂的資訊中容易迷失方向,而流於主觀與偏見,筆者對領導者核心能力之建構,歸結出下列數點結論,以期掌握工作本質與全貌。
一、 知識經濟的體認
二、創造競爭優勢
三、核心能力的發展與落實
四、企業家精神的培育
五、領導能力的提昇
六、策略整合與協同工作
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平衡計分卡導入過程、實施問題及解決之道-以個案公司為例蔡至潔, Tsai, Shih-Chieh Unknown Date (has links)
目前平衡計分卡為哈佛商業評論前五百大企業所公認最具效力之管理工具,美國『Fortune』雜誌一千大企業中已有過半數的企業導入平衡計分卡,近年來在國內亦開始受到企業界相當程度之注意。然細究國內實務界之推行個案可以發現,多數企業所推行之「平衡計分卡」,僅著重於設計四構面之關鍵績效指標,實為傳統績效管理之延伸範疇,能夠真正融會貫通其精髓概念、透過平衡計分卡制度充分發揮其策略發展與管控執行之能力者,仍屬有限;回顧國內相關論文,亦多以設計及規劃個案公司之平衡計分卡為主題,且偏重於衡量指標之設計與選擇,對於平衡計分卡整合企業資源以執行策略之特質及企業實際導入之過程較少著墨;故本研究以國內一採用平衡計分卡整合其策略管理及績效評估系統之特用化學公司為研究對象,自總公司、策略事業單位及共用服務單位三大層級,介紹個案公司在平衡計分卡導入初期之詳細內容與步驟,以及導入時所遇到之問題,並提出相關建議,俾作為個案公司及後續企業採用平衡計分卡時之參考。 / In recent years, academic scholars and business world managers have both given increasing attention to the importance of strategic measurement systems. One of the approaches adopted is that of the Balanced Scorecard (BSC). This thesis conducts a case study under a domestic chemical company implementing balanced scorecard, and demonstrates how an organization can use balanced scorecard to integrate its strategy management and performance measurement system. The study illustrates the whole designing and implementing process in detail from the three different perspectives of the company, including headquarters, strategy business units (SBU), and shared service units (SSU). Furthermore, the problems and difficulties encountered and related suggestions are proposed in this thesis as well. These case study results and findings may be generalizable to other companies adopting or considering adopting the Balanced Scorecard as a strategic and management control device.
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