This study focused on identification of success factors of strategy implementation in retail branches of a bank. The objective of this study was to identify and investigate the possible factors which influence successful implementation of strategic plans in a retail banking environment. In doing so, establish various factors that inhibit successful strategy implementation and explore approaches or best practices that could be adopted to facilitate effective implementation of strategic decisions. The data was collected through questionnaires distributed to the branch managers of the institution. 153 respondents out of a population of 615 participated in the study. The results showed that understanding one’s local market, knowing your customer, communication, leadership, culture-strategy alignment, resources-strategy alignment, rewards and tactical plan are the top success factors of strategy implementation within branches of this bank. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013

The focus of this thesis is to investigate the roles of leaders, managers, and mutual roles in aligning strategy and project management (ASPM) in public sector organisations (PSOs) in developing countries (DCs). ASPM as a phenomenon has emerged to support organisations to improve the performance of their projects and fulfil their strategic objectives. In reviewing the normative literature in this area, it is evident that a limited number of studies have been conducted on ASPM, particularly studies related to PSOs in DCs, where the statistics reflect a higher percentage of failed and/or delayed projects. To the best of this author's knowledge, and having conducted a thorough review of the literature, it is believed that none of the existing research studies conducted on ASPM have explored the roles of leaders, managers, and mutual roles in ASPM in PSOs. Thus, the author asserts that it is of high importance to investigate this area within ASPM and to prepare a study that contributes by shedding light on the roles of leaders, managers, and common roles between them in ASPM in PSOs in DCs. This thesis contributes to the body of knowledge related to strategic alignment and management, project management, the public sector and leadership/management as it investigates the roles of leaders, managers, and mutual roles in ASPM in PSOs in DCs. Furthermore, this thesis presents the factors that influence leaders and managers as they carry out their individual as well as mutual roles. The proposed conceptual framework is developed and presented in Chapter 3. From a practical perspective, this thesis contributes by providing the decision makers with a tool that has been tested through multiple units in KSA government case, which may support them in improving the performance of their projects and bring benefits to organisations. In addition to that, in Chapter 5 this thesis presents some lessons learned from the pilot unit study. The author assumes that such the conceptual framework and the factors influencing the roles of managers and leaders and the mutual roles in ASPM are significant and novel and may help to improve project performance, highlighting the importance of strategy management, and ultimately improving the performance in PSOs. The author uses qualitative, interpretive, multiple unit studies research strategy to validate the proposed conceptual framework. The author found from the pilot unit study and other four units study results, present that this kind of approach contributes to more strong decisions for ASPM implementation and highlight that it is acceptable by the unit studies. In spite of the fact that these results cannot be generalised, they can allow others researcher's to link their views with the ones reported in this thesis. This thesis proposes tests and presents a novel framework for ASPM and contributes to the body of knowledge by enriching the literature. The findings from the five units study organisations reveal that the proposed framework is acceptable and clearly indicate the significance of ASPM in PSOs.

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.

Over the past years, research on the basis of intangible resources and capability has been suggested for the development of corporate competitive advantage. Through the process of learning, the organization can create knowledge and shortage intangible intellectual capital. This study is empirical research carried out on the industrial circles using questionnaires to clean out scholars¡¦ definition on intellectual capital and organizational learning capability. From this study, I try to find out the relationship among organizational learning capability, shortage intellectual capital, and organizational performance, also the interactive effect between organizational learning capability and strategy management of intellectual capital towards company¡¦ performance. The results of the research indicate: I. The factors of organizational learning capability 1. The executives¡¦ direction ability of learning and amelioration 2. Team-leadership competitiveness II. The factors of intellectual capital 1. The factors of human capital are: the knowledge innovation directed by executives, employees¡¦ professional capability. 2. The factors of structural capital are: cross department¡¦ management and storage knowledge, inner process responds to market demand, and cross department¡¦ knowledge group. 3. The factors of relational capital are: flexible business strategy of customer ecosystem¡¦ orientation, the management of service and brand value, and the management of customer orientation. III. Organizational learning capability and intellectual capital¡¦ storage have effects on organizational performance. 1. Through the intellectual capital intermediary effect, the executive¡¦ direction ability of learning and amelioration and the competitiveness from the team¡¦ directed have significant influence on business operational performance. IV. The interaction between organizational learning capability and strategy management of intellectual capital. 1. The interaction between strategy management of knowledge-centered and the executives¡¦ direction ability of learning and amelioration have significant influence on both organizational business operational performance and behavioral performance. 2. The interaction between knowledge-centered strategic management and team-leadership competitiveness has significant influence on organizational behavioral performance. 3. The interaction between strategy management of information-centered and the executives¡¦ direction ability of learning and amelioration have significant influence on both organizational business operational performance and behavioral performance.

The anticipated increase in competition among airports means that there is now a greater need for strategic thinking in the airport business industry. In order to succeed, airport management will have to implement new strategic initiatives and identify their key competitive strengths. While many airports are now more active in following strategic directions, there is some deficiency and inconsistency in the literature in this regard. This research relates the theories of strategic management to the case of airports in order to explore the issue of whether the airport business industry is able to apply the different strategies adopted by other industries in order to achieve growth. The research provides an in-depth analysis into the strategies that Dubai International Airport has pursued. This carefully selected case study involves the collection of qualitative data through conducting semi-structured interviews as a primary source of information. Data collected are applied to different well-known business tools including the PESTEL Analysis, the Five Forces Model and the Resource-based View (RBV) of the firm. The research found that there are some strategic differences between the airport industry and other industries. While it is possible for airports to adopt certain strategies, some strategic theories are not very practicable for airports. While Dubai International Airport is not considered very different from other airports, there are some differentiated characteristics in its ownership and management that led it to outperform its rivals. The research proposes that there are a number of key success factors derived from four core areas that led Dubai International Airport to obtain strategic strengths over other airports. These four areas include: General Condition, Competitive Situation, Resource Acquisition and Strategic Direction. These areas are also classified as No Control, Least Control, Some Control and Most Control, respectively. This thesis contributes to the development of a best practice conceptual model that can help airport managers understand and improve their key competitive strengths and success factors.

Darbo objektas: kaimo turizmo sodybų strateginio valdymo ypatumai Darbo tikslas – nustatyti strateginio valdymo ypatumus kaimo turizmo sodybose. Darbo uždaviniai: 1. Aptarti strategijos ir strateginio valdymo sampratą išskiriant pagrindinius elementus; 2. Apžvelgti strategines mokyklas ir išskirti svarbiausius jų skirtumus ir panašumus; 3. Išskirti strateginio valdymo išskirtinumus kaimo turizmo sodybose; 4. Atskleisti strateginį valdymą trijų gandrų kaimo turizmo sodybose. Darbe suformuluotos išvados: 1. Kaip pagrindinis strateginio valdymo elementas išskiriama strateginė analizė, nes labai svarbu kaip organizacija sugebės atrasti palankias galimybes ir jomis pasinaudoti bei įžvelgti artėjančias grėsmes ir pasistengti jų išvengti. Kitas svarbus elementas – resursų paieška, kurių reikia, kad būtų galima panaudoti atsiradusias galimybes. 2. Išanalizavus strateginio valdymo mokyklas paaiškėjo, kad esminiai skirtumai tarp šių mokyklų yra tokie: vienos strateginės mokyklos labiau orientuojasi į išorinius, kitos į vidinius veiksnius, taip pat dar vienas skirtumas, kad vienos koncentruojasi į objektyvumą, kitos į subjektyvumą. 3. Išskirtini tokie strateginio valdymo išskirtinumai kaimo turizmo sodybose: strategija dažniausiai paremta šeimininko ateities vizija; formuluojama paties šeimininko, pagal turimą patirtį ir norimus pasiekti rezultatus; pajamos kaimo turizmo sektoriuje mažai priklauso nuo kaimo turizmo sodybos šeimininko, todėl reikalingas vyriausybinis požiūris ir parama... [toliau žr. visą tekstą] / The object of the study is: strategic management features of the rural tourism homesteads. The aim of the study – evaluate the strategic management features of rural tourism homesteads. The tasks of the study: 1. Discuss strategy and strategic management concept highlighting the main elements; 2. Overview the strategic schools and highlight the most important differences and similarities; 3. Distinguish strategic management uniqueness of rural tourism homesteads; 4. Exposing the strategic management of the three storks rural tourism homesteads. Results: 1. Strategic analysis is one of the most important elements of the strategic management in a company. It is very important for an organization to search for the opportunities and take advantage of them, and also recognize the risks and try to avoid them. Another important element is finding the resources necessary to achieve these objectives. 2. After analizing the strategic management schools, I have come to a conclusion that the main differences among those schools are as follow: some schools focus more on the internal factors, others on the external ones. Also some schools concentrate on the objective performance evaluations and some prefer subjective measures. 3. Such exclusive strategic management onenesses rural tourism homesteads: strategy mainly based on a master visionary, formulated in the same host, according to their experience and achieve the desired results of income in rural tourism depends little on rural... [to full text]

This study focused on identification of success factors of strategy implementation in retail branches of a bank. The objective of this study was to identify and investigate the possible factors which influence successful implementation of strategic plans in a retail banking environment. In doing so, establish various factors that inhibit successful strategy implementation and explore approaches or best practices that could be adopted to facilitate effective implementation of strategic decisions. The data was collected through questionnaires distributed to the branch managers of the institution. 153 respondents out of a population of 615 participated in the study. The results showed that understanding one’s local market, knowing your customer, communication, leadership, culture-strategy alignment, resources-strategy alignment, rewards and tactical plan are the top success factors of strategy implementation within branches of this bank. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013

p. 1-163 / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2013-03-05T19:43:57Z No. of bitstreams: 1 99999999.pdf: 1684730 bytes, checksum: 8a991adf61cd17da0339153b38b30aed (MD5) / Approved for entry into archive by Fatima Cleômenis Botelho Maria (botelho@ufba.br) on 2013-03-07T13:59:42Z (GMT) No. of bitstreams: 1 99999999.pdf: 1684730 bytes, checksum: 8a991adf61cd17da0339153b38b30aed (MD5) / Made available in DSpace on 2013-03-07T13:59:42Z (GMT). No. of bitstreams: 1 99999999.pdf: 1684730 bytes, checksum: 8a991adf61cd17da0339153b38b30aed (MD5) Previous issue date: 2006 / O Balanced Scorecard (BSC) surgiu no início da década de noventa como uma alternativa aos sistemas de medição do desempenho empresarial, que até então eram apoiados principalmente na visão contabil-financeira. Ao longo dessa década e início da década seguinte, a metodologia de BSC evoluiu do foco inicial em medição de desempenho, para fazer parte do escopo da gestão da estratégia e, posteriormente, do escopo mais amplo da própria gestão, servindo de alavanca para promover uma gestão estratégica. Esta investigação estudou a relação entre a metodologia de gestão Balanced Scorecard (BSC), o processo de implementação e seus resultados, procurando identificar os benefícios que podem ser obtidos por uma organização pública. Utilizou-se como objeto empírico a experiência prática de aplicação, vivida pela Companhia Nacional de Abastecimento (CONAB) entre maio de 2004 e dezembro de 2005. Empreendeu-se uma pesquisa descritiva de cunho qualitativo norteada pelos princípios da fenomenologia. O procedimento escolhido foi o estudo de caso e foram utilizados como instrumentos de coleta de dados: revisão de literatura, análise documental, entrevistas semi-estruturadas com informantes qualificados e observação participante. Pode-se verificar que o processo de implementação envolveu o primeiro escalão e as lideranças de carreira da organização em reflexões profundas sobre a CONAB. Como resultado houve um resgate da identidade institucional, a construção de uma visão de futuro compartilhada e foram definidos e colocados em execução os projetos de intervenção para alcance da Visão que promoveram um fortalecimento da instituição. O estudo do caso demonstrou que o BSC pode trazer benefícios significativos para uma organização pública, todavia, também evidenciou que os resultados de sua implementação estão relacionados ao contexto, a forma de aplicação da metodologia e a parcela da metodologia que foi aplicada. / Salvador

A gestão na área de saúde vem sofrendo modificações ao longo do tempo. As últimas duas décadas foram voltadas para o crescimento e implementação da gestão profissional neste setor, com o suporte do uso de sistemas de planejamento informatizados como apoio à gestão. Assim, este estudo tem como principal fio condutor as premissas da Gestão e do uso de ferramentas gerenciais. Embora não seja um estudo de caso, apoia-se em uma experiência concreta de gestão no Instituto Nacional de Câncer do Rio de Janeiro. Nesta pesquisa é observado que as organizações de saúde sempre estiveram voltadas para a assistência sem preocupação com a gestão em si, mas que a partir da crise econômica mundial dos anos 80 houve mudanças neste cenário. Estas alterações ocorreram não somente na gestão da saúde, como também na profissionalização do gestor. O uso de ferramentas gerenciais também é contemplado nesta pesquisa, porquanto hoje se debate a sua importância no auxílio do planejamento e da estratégia a ser orientada para estas organizações. Paralelamente à discussão sobre os sistemas mais usados nas empresas e organizações de saúde, é discutida como ferramenta gerencial principal nesta tese o Sistema de Planejamento (SISPLAN) do Instituto Nacional de Câncer do Rio de Janeiro, um instrumento desenvolvido na Instituição e que vem redesenhando os espaços institucionais de decisão e de discussão de políticas. Este estudo demonstra que a aplicação desta ferramenta gerencial possibilitou a implementação dos projetos prioritários e mais relevantes. Como ferramenta gerencial, o SISPLAN facilitou o desenvolvimento de uma gestão participativa e compartilhada em todos os níveis. Apesar das melhorias que ainda são necessárias para o aperfeiçoamento deste instrumento, são inegáveis as conquistas obtidas no transcorrer deste processo. Percebe-se, contudo, que apesar das suas características o SISPLAN não parece ser a ferramenta gerencial que expresse a estratégia da instituição, pois ele se comporta como uma ferramenta de planejamento. Assim, conclui-se que pelas características apresentadas durante o estudo, que o balanced scorecard deva ser associado ao SISPLAN como uma ferramenta gerencial complementar para permitir a construção da estratégia, baseada em uma cadeia de relações de causa e efeito e de fatores impulsionadores. Esta tese vem demonstrar que a disponibilização de uma ferramenta gerencial é fundamental para o sucesso da gestão. / The management in the health area has been experiencing changes through time. The last two decades were concerned only to the growth and implementation of the staffing management system, with the use of computerized planning system as a kind of support to the management itself. Thus, this thesis takes the premises of the Management and the use of Managerial Tools as the basis of its research. Although, it is not a study of case, it is supported on a real managerial experience applied at National Cancer Institute of Rio de Janeiro. In this study, we observe that the health organizations used to be concerned only to the assistance, without worrying about the management itself. This thought has changed following the World Economical Crises in the 80s, and after that, the health industry became concerned not only in the health management, but also in the professionalism of the manager. The usage of managerial tools in the heath system is also discussed in this thesis, due to the importance that is given to this subject. Nowadays, we debate a lot, the importance of a managerial tool in helping the planning and strategy to be presented as a model to the health organizations. In parallel to the discussion about the most used managerial systems in the companies and organizations of health, this study also discusses, as the most important focus, a managerial tool called SISPLAN of National Cancer Institute of Rio de Janeiro, a tool developed by this institution which has been restructuring the institutional spaces of decision and of politics discussion This research also shows that the application of SISPLAN made able the implementation of more relevant and priority projects. As a managerial tool, SISPLAN facilitated the development of a management system which was both participative and shared in all levels. Despite of improvements that are still necessary for the improvement of this tool, they are undeniable the achievements obtained in the course of this process. It can be realized, however, that spite of its features, SISPLAN doesnt seem to be a managerial tool which express the institution strategy, because it behaves as a planning tool. So, we concluded that according to balanced scorecard features, it must be associated to SISLAN as a complementary managerial tool which allows the construction of the strategy, based on a chain of cause and effect relations and on booster factors. This thesis aims to demonstrate, how essential is the availability of a managerial tool is essential for the success of the heath management.

A gestão na área de saúde vem sofrendo modificações ao longo do tempo. As últimas duas décadas foram voltadas para o crescimento e implementação da gestão profissional neste setor, com o suporte do uso de sistemas de planejamento informatizados como apoio à gestão. Assim, este estudo tem como principal fio condutor as premissas da Gestão e do uso de ferramentas gerenciais. Embora não seja um estudo de caso, apoia-se em uma experiência concreta de gestão no Instituto Nacional de Câncer do Rio de Janeiro. Nesta pesquisa é observado que as organizações de saúde sempre estiveram voltadas para a assistência sem preocupação com a gestão em si, mas que a partir da crise econômica mundial dos anos 80 houve mudanças neste cenário. Estas alterações ocorreram não somente na gestão da saúde, como também na profissionalização do gestor. O uso de ferramentas gerenciais também é contemplado nesta pesquisa, porquanto hoje se debate a sua importância no auxílio do planejamento e da estratégia a ser orientada para estas organizações. Paralelamente à discussão sobre os sistemas mais usados nas empresas e organizações de saúde, é discutida como ferramenta gerencial principal nesta tese o Sistema de Planejamento (SISPLAN) do Instituto Nacional de Câncer do Rio de Janeiro, um instrumento desenvolvido na Instituição e que vem redesenhando os espaços institucionais de decisão e de discussão de políticas. Este estudo demonstra que a aplicação desta ferramenta gerencial possibilitou a implementação dos projetos prioritários e mais relevantes. Como ferramenta gerencial, o SISPLAN facilitou o desenvolvimento de uma gestão participativa e compartilhada em todos os níveis. Apesar das melhorias que ainda são necessárias para o aperfeiçoamento deste instrumento, são inegáveis as conquistas obtidas no transcorrer deste processo. Percebe-se, contudo, que apesar das suas características o SISPLAN não parece ser a ferramenta gerencial que expresse a estratégia da instituição, pois ele se comporta como uma ferramenta de planejamento. Assim, conclui-se que pelas características apresentadas durante o estudo, que o balanced scorecard deva ser associado ao SISPLAN como uma ferramenta gerencial complementar para permitir a construção da estratégia, baseada em uma cadeia de relações de causa e efeito e de fatores impulsionadores. Esta tese vem demonstrar que a disponibilização de uma ferramenta gerencial é fundamental para o sucesso da gestão. / The management in the health area has been experiencing changes through time. The last two decades were concerned only to the growth and implementation of the staffing management system, with the use of computerized planning system as a kind of support to the management itself. Thus, this thesis takes the premises of the Management and the use of Managerial Tools as the basis of its research. Although, it is not a study of case, it is supported on a real managerial experience applied at National Cancer Institute of Rio de Janeiro. In this study, we observe that the health organizations used to be concerned only to the assistance, without worrying about the management itself. This thought has changed following the World Economical Crises in the 80s, and after that, the health industry became concerned not only in the health management, but also in the professionalism of the manager. The usage of managerial tools in the heath system is also discussed in this thesis, due to the importance that is given to this subject. Nowadays, we debate a lot, the importance of a managerial tool in helping the planning and strategy to be presented as a model to the health organizations. In parallel to the discussion about the most used managerial systems in the companies and organizations of health, this study also discusses, as the most important focus, a managerial tool called SISPLAN of National Cancer Institute of Rio de Janeiro, a tool developed by this institution which has been restructuring the institutional spaces of decision and of politics discussion This research also shows that the application of SISPLAN made able the implementation of more relevant and priority projects. As a managerial tool, SISPLAN facilitated the development of a management system which was both participative and shared in all levels. Despite of improvements that are still necessary for the improvement of this tool, they are undeniable the achievements obtained in the course of this process. It can be realized, however, that spite of its features, SISPLAN doesnt seem to be a managerial tool which express the institution strategy, because it behaves as a planning tool. So, we concluded that according to balanced scorecard features, it must be associated to SISLAN as a complementary managerial tool which allows the construction of the strategy, based on a chain of cause and effect relations and on booster factors. This thesis aims to demonstrate, how essential is the availability of a managerial tool is essential for the success of the heath management.